Dyer has developed a strategy of selective guidance, honing it first at the law firm and more recently during his work sorting out problems in Iraq: In my position [in Iraq], I couldn't just stand up and declare that I had the answer and that other ideas were bad—at least not without suffering a complete loss of credibility. Instead I gradually laid a foundation of leadership over time, offering knowledge when I had it, silence when I didn't, and a commitment to whatever course of action was best for my “client ”—either the Iraqi people or my unit. Over time I have found that my opinions and input have carried more weight than they probably should have, given my place in the hierarchy here.

The machine gunner turned his barrel ...

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