As the United States Third Army's tanks moved through Avranches, no one, not even the Third Army's commander, Lieutenant General George S. Patton, could have foreseen that it was the start of one of the most successful offensives of World War II - an offensive that received a great deal of help from the air. As Patton later wrote to the chief of the Army Air Forces, "For about 250 miles I have seen the calling cards of the fighter-bombers, which are bullet marks in the pavement and burned tanks and trucks in the ditches." This book covers the units in the Ninth Air Force, which gave close air support to the Third Army, and the Third Army's campaign in France from August to November 1944, with special emphasis on how support from the air helped the Third Army continue pushing toward the German border. The difficult logistics of the operation are discussed in detail: Both the Ninth Air Force and the Third Army were hurt by a lack of materiel, especially gasoline, and this affected the offensive.

On June 6, 1944, the Allies launched Operation Overlord, the largest, most hazardous amphibious assault in history. The objective: establishment of a lodgment area in Normandy from which the Allies could strike at the heart of Germany and destroy the German armed forces. Air supremacy over northwest Europe was an absolute prerequisite for the success of the invasion, and to achieve it the U.S. Army Air Forces launched two campaigns aimed at destroying the Germans' transportation advantages in the area. In the months and days leading up to the assault, the Army Air Forces ceaselessly bombed rail centers, rendering most of the railways in northern France and Belgium unusable. Once the actual invasion was underway, the Allies shifted to an interdiction campaign, using precise air attacks on critical transportation installations near the battlefield to neutralize Germany's efforts to resupply and reinforce their troops. This work makes use of many wartime records that had remained classified until recently.

W. Edwards Deming's 11th Point for Management reads, "Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership." Was Deming really repudiating one of Peter Drucker's most respected tools for leaders, Management by Objectives? Does this mean that goal-setting is an inappropriate leadership tool? John Sullivan argues that Deming did not mean the elimination of goal-setting as a leadership tool. What he was opposed to was the misuse and abuse of goal-setting by leaders who had little or no knowledge of the processes under study. Sullivan shows leaders the proper use of MBO as a management tool by defining its principles, creating SMART goals, and treating employees with dignity and respect while fully involving them in the goal-setting process.

The first in a series of monographs for servant leaders on difficult leadership challenges common to all types of organizations. Using historical, personal and Biblical examples, My Betrayer examines betrayal by the leader, betrayal by a follower, and perceived betrayal and how to turn betrayal into an opportunity for growth. Trust is essential for people living or working together-whether in a family, a business, or a church. It is often the breakdown of trust that, like a cancer, eats the heart out of organizations. Betrayal is a deliberate breaking of trust and one of the most hurtful actions that one person can inflict upon another. This is especially true when it involves a loved one or close associate. My Betrayer will teach you the steps to take when you encounter betrayal, especially when it comes from a loved one, and how to turn from crippling emotional pain to victory through forgiveness.

Do you have a long-term plan for your organization? Remember the Cheshire Cat's wisdom from Alice in Wonderland, "If you don't know where you are going, any road will get you there." Every leader needs a plan--not just for this year--but for the future. In Strategy and Plans, John Sullivan outlines a ten step process for completing a strategic assessment and then developing a long-term plan for organizational success. Using industry, not-for-profit, and biblical examples Sullivan guides the reader through development of Guiding Principles, long-range strategies, and implementing plans. This all-encompassing approach is applicable to all types of organizations and results in renewed commitment from its members due to their involvement in the process from the beginning.

To micromanage or not to micromanage? that is the question. This is an issue that many leaders struggle with. In Details, Details, Details, John Sullivan examines the reasons why some leaders involve themselves directly in the smallest decisions within their organizations. But is this an appropriate behavior for a servant leader? Sullivan argues that a servant leader assumes a position of trust with and toward his followers and works to develop each person to his full capacity. That requires the delegation of tasks and responsibilities, including leadership responsibilities, from the senior leader to subordinate leaders. Leaders who will not or cannot delegate are fundamentally insecure. As a result, the work may get done but subordinate leaders are not developed. Effective delegation, creating metrics to measure progress, and using teams in decision-making result in innovative organizations that grow and thrive while developing new servant leaders.

How do you release an employee, especially if he/she is a friend, without humiliating that person or making an enemy of him/her? This is one of the toughest tasks for any leader whether or not it involves a friend. Involuntarily releasing an employee (termination) often has a profound impact upon the individual. Therefore, it should never be taken lightly. Most leaders don't do a good job of this-be it a secular or Christian organization. However, there are times when a leader has to let someone go from their organization. This can be done with dignity and grace but it takes some planning. In this monograph, you will learn the four basic questions that servant leaders must answer before terminating an employee. When termination is determined to be in the best long-term interest of the organization, you will learn how to do it with the welfare of the individual and the organization in mind.

The Making of the Modern Law: Legal Treatises, 1800-1926 includes over 20,000 analytical, theoretical and practical works on American and British Law. It includes the writings of major legal theorists, including Sir Edward Coke, Sir William Blackstone, James Fitzjames Stephen, Frederic William Maitland, John Marshall, Joseph Story, Oliver Wendell Holmes, Jr. and Roscoe Pound, among others. Legal Treatises includes casebooks, local practice manuals, form books, works for lay readers, pamphlets, letters, speeches and other works of the most influential writers of their time. It is of great value to researchers of domestic and international law, government and politics, legal history, business and economics, criminology and much more.++++The below data was compiled from various identification fields in the bibliographic record of this title. This data is provided as an additional tool in helping to insure edition identification: ++++Harvard Law School LibraryCTRG95-B2339Includes index.New York; London: D. Appleton, 1920. xxi, 433 p.: forms; 20 cm

This is the complete works in the series on leadership challenges for servant leaders. This book brings all of the individual monographs published separately together in one volume. The series addresses some of the most common leadership challenges in organizations today and how a servant leader should approach them. Although the challenges are similar across organizations, the leadership styles which confront them are varied.

You've discovered CreateSpace and want to publish your first book. Congratulations But how do you find out how to format your manuscript so that it will be accepted by the computers and, presumably, human editors at CreateSpace. Well you can pay a professional to format the book for you. Or, you can read this book and do it yourself. Written in plain, understandable terms by a nontechie, Formatting Tips gives you a step-by-step guide to preparing your masterpiece from the cover to the last page--and everything in-between. After publishing the physical book with CreateSpace, the author shows you how to reformat your manuscript to become an ebook with Kindle Direct. You do not need a IT background or software expertise to use this guide and when you publish your first book you can say, "I did it myself "

How much information do you share with your employees/associates about the organization? Is it better to withhold certain data from those who do not have a "need to know?" In most companies, and even not-for-profits, the answers to those questions would be "Not much," and "Yes " But does this make sense and is it the best strategy for a servant leader? In Truth Telling, John Sullivan argues that sharing vital information about the organization with those most impacted by the success of the enterprise, i.e., your employees or members, is not only necessary but vital to the long-term growth and maturity of the organization. In this monograph, you will be challenged to examine your own leadership style while learning the principles of Open Book Management and its application for servant leaders.

Evaluating job performance is an important function of leadership. However, many leaders don't do a good job of this and the process becomes counterproductive. Some prominent leadership thinkers argue that performance evaluation should be done away with completely What then is the purpose of performance evaluation? And if we do evaluate performance, how can leaders do so in a way that is productive and encourages rather than discourages people? John Sullivan argues that performance evaluation should be for the purpose of helping people perform at a higher level. For the servant leader it should be a primary function of helping people to reach their full potential and true job satisfaction. Good News -- Bad News will teach you the purpose of performance evaluation, when to do it, how to measure performance, how to give bad news as well as good, and how to prepare the evaluation session in order to realize the maximum benefit for the individual as well as the organization.

The Making of the Modern Law: Legal Treatises, 1800-1926 includes over 20,000 analytical, theoretical and practical works on American and British Law. It includes the writings of major legal theorists, including Sir Edward Coke, Sir William Blackstone, James Fitzjames Stephen, Frederic William Maitland, John Marshall, Joseph Story, Oliver Wendell Holmes, Jr. and Roscoe Pound, among others. Legal Treatises includes casebooks, local practice manuals, form books, works for lay readers, pamphlets, letters, speeches and other works of the most influential writers of their time. It is of great value to researchers of domestic and international law, government and politics, legal history, business and economics, criminology and much more.++++The below data was compiled from various identification fields in the bibliographic record of this title. This data is provided as an additional tool in helping to insure edition identification: ++++Harvard Law School LibraryCTRG95-B3145Includes index.New York; London: D. Appleton, c1909. xxi, 433 p.: forms; 20 cm

The Making of the Modern Law: Legal Treatises, 1800-1926 includes over 20,000 analytical, theoretical and practical works on American and British Law. It includes the writings of major legal theorists, including Sir Edward Coke, Sir William Blackstone, James Fitzjames Stephen, Frederic William Maitland, John Marshall, Joseph Story, Oliver Wendell Holmes, Jr. and Roscoe Pound, among others. Legal Treatises includes casebooks, local practice manuals, form books, works for lay readers, pamphlets, letters, speeches and other works of the most influential writers of their time. It is of great value to researchers of domestic and international law, government and politics, legal history, business and economics, criminology and much more.++++The below data was compiled from various identification fields in the bibliographic record of this title. This data is provided as an additional tool in helping to insure edition identification: ++++Yale Law School LibraryCTRG98-B3170Includes index.Philadelphia: Business Law Pub. Co., 1923. 748 p.: forms; 23 cm

These stories will be enjoyed by youngsters and teens while teaching them how to live their lives to achieve happiness in this life and in the life to come.John J. Sullivan served in the U.S. Marine Corps as a fighter pilot, senior leader and graduate school professor. Later, he was a business professor at a small Young people today are faced with a deluge of what many adults would consider to be negative role models whether in professional sports, the movie industry or music. Who will young people follow and try to emulate? Who will mold their character?In Seven Virtues, John Sullivan argues that the "world" has it all wrong A "real" man or woman is not one who aggressively guards his own "rights" and privileges, who seeks his own good even at the expense of others, who is out to maximize his wealth, worldly enjoyment and pleasure, and is always ready to challenge anyone who gets in his or her way. Rather these character traits lead only to disappointment, discouragement, depression and poverty.Sullivan shows us a better way through the character traits displayed by Jesus. Emphasizing the traits of kindness, generosity, humility, faithfulness, loyalty, courage and integrity through stories which challenge a small mouse (who lives in a typically human culture) to high adventure, the author crafts stories that will delight and instruct young people while building lasting positive character traits.Christian college. In 2003, he founded ServantLeader Ministries and teaches worldwide on the leadership style of Jesus. His book, Servant First Leadership for the New Millennium, develops a practical model for leaders in all walks of life. Sullivan and his wife have five grandsons and two granddaughters.