Learn From Rommel

Field Marshall Erwin Rommel was a highly decorated officer in World War I. In World War II he became known as the Desert Fox because at the time he was the most skilled commander of desert warfare.

While we cannot and adamantly do not support Rommel's work for Hitler nor Hilter's desire to exterminate the Jews, Rommel was a unique leader among the German military. We can and should take the opportunity to learn from him.

1. He was extremely competitive. He studied hard so he could fight smarter than his opponents. Are you working harder, or smarter? The difference between the two is significant to your bottom line and personal fulfillment.

2. He innovated new ways to do battle. For instance, he developed tactics that were so much faster than typical armored divisions that he was able to surprise his enemies. They nicknamed his group the Ghost Division because his troops seemed to come out of nowhere. At times even German High Command did not know where they were. Are your competitors asking, "Who are those guys?" when you win business from them? If not, why not?

3. He was chivalrous and humane unlike other German officers. When he took over a town, he often visited the hospital first to make certain they were well supplied. He also ignored orders to kill Jewish soldiers and civilians. Do you do what is right, or what is popular? Doing the right thing always is the profitable choice long-term.

But like everyone, Rommel also was a flawed human being and leader. Let's also learn from two of his mistakes.

4. Rommel had a large ego and thus often took too much credit for his successes rather than spread the recognition around. This held him back from gaining greater support from his officers and others in the German Army who envied his success. So ask yourself: What have I done this quarter to recognize my people, vendors and clients compared to how much money, time and words I have lavished on myself?

5. Lastly, Rommel was a risk-taker who would fight if there was any chance to succeed. Yet there is a time to take risks and a time to be conservative. A wise person discerns the difference. After repeated successes in Africa the Germans could no longer provide Rommel with the resources to continue winning. At that point he should have devised ways to fight more conservatively, but he did not.

Rommel's success ended because his division did not have competitive supplies - tanks, trucks, personnel and a variety of other crucial needs to be competitive in war.

My question is, what does your supply line look like as we go into 2010?

Be an intentional leader.

Meeting Ideas

Learn From Rommel is about evaluating yourself as a leader to identify what makes you unique in your markets. I did not say "better," but unique. Consider your strengths and how to compensate for your weaknesses.

Also consider your supply lines for 2010. The economy appears to be growing, but slowly, so managing your resources profitably is critical to your ability to win new business and retain existing clients.

I suggest you evaluate yourself as a leader with a mentor, coach or peer who will be honest with you about both your strengths and weaknesses.

Do not stop there. Here are some ideas for discussion during your next staff meeting to strengthen your company's supply lines:

1. What is our recurring revenue stream today? How can we grow it so gross profits are 20-50 percent higher than expenditures on a monthly basis?

2. Can we develop additional revenue from existing clients? They are in the same situation - your clients want to lower costs and increase revenues. Identify 3-5 ways to significantly achieve either of these goals and close those sales!

3. How can we lower costs? If you really want to find out, then pay your people 30 percent of the savings on an ongoing basis for any cost savings that are clear, measurable and based on their performance.

4. How often is our story being told? As a leader you are the chief storyteller. You are the keeper of your company's gospel ("good news"). Are your employees hearing heart-touching stories of your company's success every month (better yet - every week)? What about your clients and vendors?

5. How are our people growing? Your greatest "supply" or asset is your people. If they are not growing professionally then you increase the risk of them going out the door to work for someone else. Make certain everyone has a career path or development plan for 2010 so they understand their bright future with your organization.