一、前言
The primary goal in war is to build speed and mobility into the very structure of your army, that means having a single authority on top, avoiding he hesitancy and confusion of divided leadership. 战争的核心就是将速度和流动性融入到你的队伍的每一个环节，要实现这个目标，你必须只能有一个核心的领导，来消除分权产生的犹豫和疑惑。before formulating a strategy or taking action, understand the structure of your group, you can always change it and redesign it to fit your purpose, 开始执行任何战略战术之前，一定要了解你队伍的结构，你可以调整队伍的结构来配合自己的战略。
The problem in leading any group is that people inevitably have their own agendas, if you are too authoritarian, they will resent you and rebel in silent ways, if you are too easy going, they will revert to their natural selfishness and you will lose control. You have to create a chain of command in which people do not feel constrained by your influence yet follow your lead. put the right people in place, people who will enact to your the spirit of your ideas without being automatons, make your commands clear and inspiring, focusing attention on the team, not the leader. create a sense of participation. But do not fall into groupthink, make yourself look like a paragon of fairness, but never relinquish unity of command. 带领任何团队都会遇到的一个问题是，团队成员都会有自己的目的，如果你太强势，他们会反感并暗中反对你，如果你太民主，他们又会变得自私又难以控制。你需要做的是制定一套由上到下的命令发布执行的流程。让团队成员不直接看到你，但是又能跟随你的领导。将对的人放到你的命令发布执行流程里，这些人必须能够懂得你的命令，并能够自主的去下达和完成。让你的命令变得清晰和有启发性，针对团队，而不是某个人，开创一种参与的氛围，但绝对不能落入群体决策的泥沼，你可以看起来十分公平公正，但是做决定的人必须是你自己。
二、案例分析
1. 准确命令闭环
如何确保命令链的高效闭环运转非常关键，what determines your failure or success is your style of leadership and the chain of command that you design. If your orders are vague and halfhearted, by the time they reach the field they will be meaningless, let people work unsupervised and they will revert to their natural selfishness, they will see in your orders what they want to see, and their behavior will promote their own interests. Unless you adapt your leadership style to the weaknesses of the people in your group, you will almost certainly end up with a break in the chain of command, information in the field will reach you too slowly, a proper chain of command, and the control it brings you, is not an accident, it is your creation, work of art that requires constant attention and care, ignore it at your peril 绝对你的失败的是你的领导方式和命令传达执行闭环。如果你的命令含混模糊心不在焉，当这些命令到达现场后就会变得毫无意义。如果不加监督，人就会回到自私的状态，他们只能看到你的命令中他们想要的看到的那一部分，他们会为自己谋利。如果你不根据你的团队中最弱的那一环来制定你的领导和命令传达执行方式，你多半会遇到命令链断裂的情况。好的命令传达执行闭环链不是什么偶然，而是需要精心设计不断调整才能获得，如果忽视他，则意味着极大的风险。
2. 代理人命令传递执行
The temptation to fight every battle must to hold, you have to step back, when there are many travail problems of your organization, focus on the major problems you can handle, and rule indirectly through others, controlling with such a light touch , that no one would realize how thoroughly you dominate the situation. metaphorically cloned yourself into many proteges to workout your ideas and instructions, if you succeed, you will have less people to deal with, you will have less travail problems to be worried about, you work on perfect a system instead of a particular problem. You assert your authorities by making rules and work procedures, people will follow your lead without feeling bullied, this is the ultimate goal.
三、战略关键
1. Trust your own vision, preserve unity of command
Do whatever you cant o preserve unity of command, keep the strings to be pulled in your hands, the overarching strategic vision must come from you and you alone, at the same time, hi your tracks, work behind the scenes, make the group feel involved in your decisions, seek their advices, incorporating their good ideas, politely deflecting their bad ones, if necessary, make minor, cosmetic strategy changes to assuage the insecure political animals in the group. but ultimately trust your own vision.
2. Assemble a skill team
Assemble a team that share your values and goals, that team can work on their own, and gives your many advantages, save your own valuable energy.
3. Select the right people
Select the people and work under you and with the rest of the team, and the capacity to accept responsibilities and thinking independently are the keys. look from people's psychological makeup.
4. Use your team as an extension to you, but never yourself
Never let your team replace you completely, see them as the extension of your brain,
5. Streamline the chain of command for better information flow
Get direct knowledge from where you needed it. never waiting knowledge to pass through many layers of command, See it yourself, or deploy trustworthy direct information sources at each level of the chain of command, so they can report to you directly. as the directed telescope.
6. Kill the political animal in your team
The single greatest risk to your chain of command comes from the political animal in your team, the people who only see their own agenda and break the cohesion and command of chain you have built, look at the candidates histories, are the restless, are they move from one organization to the other too quickly. thats a sign of relentless ambitions. be worry about the people try to mirror your ideas, they may just try to charm you for their own advantages, you do not need mirrors, hide your intensions most of the time.
7. Isolate the political moles
Build a team work on your spirit, anyone who disrupt the spirit will soon be frame out and be quickly isolated. once you identify the mole , do your best and as fast as you can to isolate them, stop them to build a power base and destroy your authority.
8. Think through your orders, make them as clear as concrete as possible.
Think about your ideas, vague idea is the most deadly mistake you can make, be clear of what you want to the right level of details, Clear, concise, inspiring orders make officers feel in control and fill troops with fighting spirit.
