Eisenhower believed that as a leader, he should go all out to do the most important things, and the rest must be authorized in a large number of ways. Leaders should give their subordinates various opportunities at ordinary times, encourage them to work independently, cultivate their ability to work independently, enhance their sense of participation, mission and accomplishment, and make them fully exercise and develop. Of course, you must use trusted and capable subordinates to authorize, and you can't just find someone to fill it. After authorization, you should show full trust in your subordinates. Full trust is equivalent to giving them a platform, an opportunity, a feeling of being respected, a broad space to display their ambitions, and they have enough time to think about major decision-making issues.

Through Eisenhower's leadership, I summed up five things. First, the leaders of West Point Military Academy have been asking leaders to practice. This is to use their own words and deeds to drive subordinates to complete the tasks assigned by the organization. The most important thing that the West Point Military Academy said is that you can't just talk without practicing, but you must do what you say. Then there is a very important idea in the composition of leadership in West Point Military Academy, that is, the generation of leadership inevitably involves the interaction among leaders, subordinates and situations. In other words, leadership comes into being because leadership is not equal to leadership. If you are a leader, you may have a higher position than others, but your ability is not necessarily greater than others. Therefore, this view began to be cultivated from the first day of education for students in West Point Military Academy to the training process of seven hours a day, seven days a week after graduation.

Robert green Liv said, "I am fortunate to be able to grow and strengthen myself in the process of the growth and development of leaders, teams and organizations.