I use the metaphor of "walking point" to emphasize that organizational longevity and greatness are not achieved by feint-at-heart executives who seek cover through consensus-building, compromise solutions, focus groups, and duplicitous actions.

Walking point is taking charge of the organization. It involves trusting one's instincts, possessing a propensity to will or determine an outcome through words and action, and having a diminished sense of fear and risk and an insatiable appetite to be the best.

There are varying views and philosophies regarding managing schools, colleges, and business turnarounds. Leadership is a dynamic process, and leader skill sets can vary dramatically. However, it takes a bold, decisive, confident, ice-in-the-veins leader to turnaround a rapidly failing organization--a leader who does not lead with his/her feelings or fear the demise of their popularity.

This book describes what more than 50 years of leading and managing change has taught me. This is the way I did it, and I have the successes and scars to prove it.

Get out your highlighters