In the 21st century, public-private partnerships (PPPs) provide a unique perspective on the collaborative and network aspects of public management. As a powerful tool, PPPs answer the growing demand for certain economic and social infrastructures based on social/economic changes; PPPs share timely solutions to problems common across a country. Sec. Schwartz provides strong guidelines for developing better public-private partnerships that are sustainable and successful based on his strong background in special operations and logistics.
National security is and will always be one of the top issues facing our nation’s leaders, but it also has major implications for every American corporation and other organization. Gen. Schwartz dispels all myths, while providing an in-depth and current analysis of the state of world affairs. He critically examines the different regions of the world that have the greatest threat to US security from terrorist attacks to cyber-attacks.
Crises are never easy, and will either make or break an organization. As an authority on crisis management, Gen. Schwartz often alleviated major crises on a daily basis during his many different leadership roles both in the US Air Force and on the joint staff. In particular, he transformed the US Air Force which was becoming a public punch line into an essential, credible and capable partner in our national defense.
Drawing upon his vast experience, Gen. Schwartz provides audiences with the best practices for properly navigating and managing a crisis, including how to provide the proper and necessary communications; how to respond quickly and decisively by not getting caught up in investigating too many details; how to solve problems efficiently; and, how to course correct, especially in a challenging environment.
Strong leadership is an asset to any company. A leader must cultivate the workforce, build moral and maintain focus. A top former military leader who oversaw a staff of 700,000 people, Gen. Schwartz educates audiences on how to cultivate a strong and vibrant workforce by first, effectively capturing selling points and expressing those points to employees; second, developing a strong and direct connection between the workforce and leadership; third, always demonstrating how the leadership adds value through bold direction and action.
Gen. Schwartz also educates audiences on how to build moral, which starts by establishing transparent expectations of employees and vice versa, which includes performance, judgment, maturity, anticipating/minimizing reactive positions. Moral is then sustained and improved by implementing strong health, safety (i.e. no gear up landings?), training, and incentive programs in addition to incorporating policies that promote communications among different departments and levels, plan for the future?especially the long-term such as succession planning, and keep the boss informed.