The limits to the lessons of army leadership

ONE OF THE all-time-great corporate emails was sent several years ago, by a manager at Shell to pep up a team of oil engineers on a project in the far east of Russia. “Personally, I, like most others, love winning,” he raved. “I despise cowards and play to win all of the time.”

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The language was bizarre in other ways, too. “When everyone of you were kids, I am sure that you all admired the champion marble player” struck a chord with precisely no one in 2007. The anachronism was because the writer borrowed liberally from

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