Thesecond looks at the importance of a sense of direction and purpose in our lives,and of taking time to think; describing a regime of getting up at 0530 to allowtime to exercise, to think and to plan. I do strongly recommend it.There is then a helpful section on how to deal withsituations once things go wrong, to try to prevent matters going from bad toworse: it is particularly useful. The habits described in this book should be of value tothose who read and think about them, both in good times and in bad, and helppersonal effectiveness. Farfrom limiting this to military exercises, the author extrapolates this to lifein general.So, what is the verdict? Is the book of any value to the wider audience? Now discover yours.' Stand up straight: 10 life lessons from the Royal Military Academy Sandhurst by Dr Stephen Carey February 24, 2020 February 24, 2020 Experimental Feature: Audio Read Version Going back to the last point you knew whereyou were and examine what went well at that point – to help avoid panic. Doctors?
I recently came across an obituary of a headmaster who said,40 years ago, “you are really here for one main thing: to acquire the righthabits for life”, and “there is little point in a polished veneer if theinterior is rotten”. I don’t think so.As in the army, failing schools invariably have dysfunctional senior management teams who do not communicate with their staff.It only takes a moment and you'll get access to more news, plus courses, jobs and teaching resources tailored to youNanson shows us what works under the most testing conditions. Next, team-work is covered: its purpose, the need for morale, and honesty in leadership. Go back to the last point you knew where you were.Take time to think. Going back to thelast point where you knew where you were sounds like a useful technique.Sorry, this product is unavailable.
Try to lead by example.The benefits of using failure as an opportunity to learn is covered in the third chapter, followed by some practical advice about how to pack a rucksack in the fourth, illustrating the benefits of careful planning and organisation. What other profession would welcome so many unqualified people into their place of work and politely listen, while they were told they were doing it all wrong? )We should look at ourselves, at the faith we have in our ability to do our jobs well.
Are there any criticisms?It begins by describing historical aspects of the Academy andits aim of creating leaders who are “capable of making difficult and maturedecisions in some of life’s most demanding environments” and who have “attaineda confidence that radiates from their very being”.The book is rendered slightly anodyne in places by cautiousediting: for example the need to warn readers that the advice that the best wayto “eat an elephant” is “in chunks” was a metaphor, and in the shoe-cleaning sectionmaking no mention of a blow-torch which I hear is often used to melt the polish!This book, written by the departing Commandant of the Royal Military Academy Sandhurst, Major General Paul Nanson, is aimed at the wider, non-military audience. The book nicely highlights how suchbehavioural changes can in turn lead to helpful cognitive and emotionalchanges, and is vividly illustrated by reference to experiences from theauthor’s career.The aim of sharing thoughts on good leadership which wouldbe of value to a wider civilian audience seems to have been well achieved; inan interesting way, and with both clarity and with aplomb.This small book succinctly crystallises some quitefundamental concepts, has emotional resonance, and may well be of significantpractical value.