Gaining the upper hand anytime, anywhere

“Victory”
Brian Tracy
American Management Association
(AMACOM), 2002


When it comes to self-help books, those who present general principles instead of detailed how-tos are preferable. Why? Because they manifest the respect the author places on his readers.

Here comes a refreshing exception to the hot-to-mode – Brian Tracy with his latest book, “Victory,” subtitled, “Applying the Proven Principles of Military Strategy to Achieve Greater Success in Your Business and Personal Life.” It contains 12 basic principles needed to attain victory at work and in one’s personal life.

The book may sound intimidating to some at first blush, conjuring as it does images of stern officers shouting obscenities at hapless foot solders of even razing a city to the ground. Fortunately, Tracy sees “generalship” in the mold of “officers and gentlemen.” In fact, Tracy says in his introduction, “Victory” is for the ambitious, energetic, determined, success-oriented individual. As for ordinary mortals, the author assured us that “each of the principles of military strategy can be learned.”

Having trained more than two million people, written 26 books and turned around 22 different businesses in diverse industries, the author easily convinces us when he says that we are moving into the “Golden Age” of mankind, an age when more people will accomplish or dreamed of in all the history of humanity. And we eagerly anticipate winning our personal battle and “being all that we can be.”

The author dedicates one chapter each to the 12 tried and tested principles of strategy that have been used by top military leaders for more than 20 centuries and by business executives, too. He helpfully subdivides these into “business” and “personal life.” Each of the 12 principles, the author declares, has by itself been responsible for victories or defeats. What’s more, each of them works as well in the concrete/corporate jungles as well as in the battlefield.

The Principle of Maneuver (“Remain flexible at all times”), for example, is applied by the author to the “Hail Mary” attack during the Gulf War: “After eliminating the ability of the Iraqi army to get accurate information on the movement of his army, General Norman Schwarzkopf moved what appeared to be a large force up to the Kuwaiti border. The enemy moved forward to meet the attack.

“Meanwhile, under the cover of night, Schwarzkopf had moved 250,000 troops 50 miles to the west. Then they launched a sweeping flank attack around the Iraqi forces, cutting them off at Basra and effectively ending the Gulf War. By destroying the enemy’s ability t get accurate intelligence, Schwarzkopf was able to end the way quickly and effectively. He concentrated on reducing the time necessary to win the war and came up with the single most effective maneuver.”

The chapters deal with fundamental strategies – like “clarity,” for example. A leader of a manager cannot hope to lead his men if his goal is not clear to him and if his strategy is fuzzy.

The author deftly weaves his considerable experience in personal and professional development into his interest in military history. For that he might well take his place among the strategists he so knowledgeably expounds on.

Tracy makes sure he drives home the point of devoting the 13th and last chapter to a review of the 12 strategies. That’s putting the Principle of the Mass (“Focus single-mindedly on one thing, the most important thing, and stay with it until it is done”) to practice.

Contemporary books may not agree to out usual bent of using the metaphors of war and the similes of the battlefield. Some authors are now saying we are “marching to a different drum” – not of battle but of peace. And yet, the compelling truths about winning the war are durable in a world of conflict of contest. Thus, the book remains relevant and certainly useful.