From the Bureau to the Boardroom: 30 Management Lessons from the FBI

From the Bureau to the Boardroom: 30 Management Lessons from the FBI

From the Bureau to the Boardroom: 30 Management Lessons from the FBI

From the Bureau to the Boardroom: 30 Management Lessons from the FBI


When it comes to motivating and inspiring employees, there is no better or tougher model than the Federal Bureau of Investigation. In its one hundred-year fight against the ever-changing tactics of organized crime and terrorism, the FBI has learned invaluable lessons about powerful leadership and management. Like many companies, the FBI must succeed on a global playing field with limited resources; it must deal with unforeseenchallenges and long-term strategic threats. Former Marine Dan Carrison has had unprecedented access to the inner workings of the FBI. Here he offers an insider's look at the Bureau, taking readers behind the scenes of some of the FBI's most important missions - from infiltrating a world-wide drug cartel to closing in on a terrorist cell. Managers will learn how to:

cultivate an "All for One, One for All" corporate culture
• createa Ten-Most-Wanted customer list
• maintain a sense of readiness, and think on their feet
• deploy task force management
• and more

Instructive and exciting, From the Bureau to the Boardroom will show all leaders how to win in the marketplace and stay true to core values, no matter how tense or challenging the situation.


The responsibilities of the Federal Bureau of Investigation (FBI) are so profound, in terms of the national consequences of failure, that it seems to have little in common with the less dramatically challenged companies and corporations the rest of us serve—other than the obvious structural similarities (chain of command, a central headquarters, multiple branches, payroll department, receptionist at the front lobby, etc.).

But the fbi, for all its gravitas, deals with management issues no different from our own. It competes on a global playing field, facing cross-cultural challenges that would seem very familiar to us. It must operate with limited resources and win with the tools it has, not with the tools it wishes it had. It must manage failure and its resulting effect on morale. It must try to retain its top performers, who are receiving unmatchable offers from outside the organization. It must perpetuate an organizational culture within an increasingly diverse workforce. and it is under constant pressure to perform.

Having worked with the fbi once before, on a chapter for a previous book, I was granted access to agents, supervisors, and executives throughout the chain of command and was able to hear exciting stories of management crises and resolutions. It’s a wonder that no one has ever written a business management book that posited the fbi as an organizational model. It’s about time somebody did.

The fbi is a terrific organizational model—not because of . . .

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