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Biz Book Radio Podcasts on Big Issues: David Rohlander’s The CEO Code a Wealth of Practical Info and Advice
David Rohlander - The CEO's Coach David Rohlander - The CEO's Coach
Los Angeles , CA
Tuesday, June 25, 2013

The CEO Code by David Rohlander
Video Clip: Click to Watch
David Rohlander, author of The CEO Code: Create a Great Company and Inspire People to Greatness With Practical Advice from an Experienced Executive, was recently on the syndicated James Lowe Radio Show, broadcast out of KJAG Radio in Kansas, and it led to series of subject based podcasts that offer insight, wisdom and knowledge. Rohlander's book comes from a lifetime of experience in a variety of fields and positions; from combat fighter pilot to successful businessman; from mentor to CEOs and executives to a top-notch graduate school education, all this and more are reflected in what he refers to as "my legacy."

One Book Overview video and four radio show podcasts from the James Lowe Show with David Rohlander that offer good advice and information.

Book Overview Video of The CEO Code by David Rohlander

Effective Communication by David Rohlander

Courageous and Creative Decisions by David Rohlander

The Art of Leadership by David Rohlander

Traits of the Highly Successful by David Rohlander

Excerpt from David Rohlander's The CEO Code:

Respect and Power:

Power is a real and necessary part of all relationships. Power is much like money, in that both can be used for good or evil. !e choice is yours and is dependent upon your personal values. There are many forms of power; let's briefly review a few. John French and Bertram Raven developed a useful model for power back in 1959. Our discussion is based on their views, as well as the work since the 1960s of many people, including Paul Hersey at the Center for Leadership Studies. Dr. Hersey is the originator of Situational Leadership, which he considers to be merely common sense. He also believes that leadership is simply influence.

Power is one of the ways we influence others, and everyone has one or more forms of power. Power can derive from a person's position or personal attributes. Legitimate or positional power comes from the title, position, or rank a person has in an organization. !en there are two other types or groups of power; one group is based on personal attributes, while the other is often referred to as formal or organizational power.

Formal power may be broken into several areas that include reward power, connection power, and coercive power. Reward power is the ability to influence, control, or bestow rewards upon others. This may be as elementary as assigning parking spots or determining annual bonuses. Connection power usually has political, family, or special relationships that provide the source of the power. It can be referred to as the "good old boy network," the fraternity connection, or simply knowing people well because of your work group or discipline within a company.

The last is coercive power. This is well discussed in Machiavelli's "The Prince. As the word coercive implies, it is the dark side of influencing people to do what you want them to do: "I've got a deal you can't refuse." The personal power group is unique because you can control and develop personal power if you are willing to work smart and hard. Expert power is bestowed on someone who has demonstrated his or her ability, knowledge, and expertise in a particular field. This can be developed by schooling, training, and experience. You totally control how much of an expert you wish to become. !e more you know about a special topic or field, the more expert power you have.

Information power is closely aligned to expert power. The difference is the person with informational power simply knows the who, what, why, where, and how of the operation, the market, or the field. A person with information power has a much broader focus than the expert. Often an employee who has been in an organization for a long period of time will accumulate informational power. Again, it takes hard work, plus a keen sense of awareness, to develop informational power.

Referent power is the last and, in my view, most important type of power. Referent power refers to the ability of a leader to influence a follower because of the follower's loyalty, respect, friendship, admiration, affection, or a desire to gain approval from the leader. The only way to acquire referent power is by being a person of the highest character and consistently behaving with integrity. People will notice your behavior, and you will never have to ask for respect. It will be gladly given to you by your followers. As Margaret Thatcher put it, "Being powerful is like being a lady. If you have to tell people you are, you aren't."

The Maestro Network, founded by David Rohlander

About David Rohlander:

David G. Rohlander is a professional speaker, mentor and executive coach. His passion is working with executives to build their own masterpiece personally and professionally. Flying 208 combat missions as a USAF fighter pilot gave him an appreciation for living with gusto. Then he earned an MBA in finance from California State University and spent nearly a decade with Merrill Lynch. Next he became an entrepreneur, built three companies and developed commercial and residential real estate. Along the way he taught at several universities.

Rohlander has coached partners for Ernst & Young, trained sales teams with Honeywell, and mentored hundreds of CEOs and executives in a wide range of industries. In addition to earning his MBA in finance, Rohlander studied management with Peter Drucker at Claremont Graduate University.

For media interviews contact UniGlobal Media Group at 323-410-7511 or 800-864-4562 or brad@uniglobal.com

David Rohlander
David Rohlander Inc.
Orange, CA
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