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Leadership

Excerpts from:  Leadership and Immensity c1996

"True merit, like a river, the deeper it is, the less noise it makes". (Edward Frederick Halifax).

Humility in leadership

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Leadership and Immensity         www.charactercounts.org

This is a call to Step Up. Leaders are fearless.  

Leadership requires you to recognise in a leader:

  • someone who faces, approaches and may solve a problem that you recognise as immense;
  • someone who has a vision to share of what "things will be like" when the immense problem is solved;

             and at least one other person recognises these two requirements the person is a leader

The Leader:

  • will only reveal as much of the vision as necessary;
  • will persevere, exhibiting consistent will in the vision as disclosed

Leaders are terrific (TRRFCC)

Trustworthiness : blue
Think "true blue"
Respect : yellow/gold
Think The Golden Rule
Responsibility : green
Think being responsible for a garden or finances; or as in being solid and reliable like an oak
Fairness : orange
Think of dividing an orange into equal sections to share fairly with friends
Caring (empathy, compassion, tolerance): red
Think of a heart

Citizenship : purple

Think regal purple as representing the Planet

“You can become blind by seeing each day as a similar one. Each day is a different one, each day brings a miracle of its own. It's just a matter of paying attention to this miracle.”
Paulo Coelho

Leadership is Xciting - What is a leader? (the more * the better)

  1. Perseverance or obsessiveness and passion are recognised in leaders.
  2. * * An immense problem is one where you do not even know how to ask discrete questions that will lead you to solutions to the problem . . . which means you cannot really describe the problem.
  3. Solutions are envisioned by leaders. They are people we recognise by their Awakened awareness and their vision of the problems we consider immense.
  4. Leaders are people who get something done about things that matter to a group of people, before, during or after the doing.
  5. * * * Immense problems define leaders. They are faced by, approach and sometimes solve immense problems. There is no leader unless there is an immense problem. The immensity problem defines leadership.
  6. * * * When leadership exists there is a vision.
  7. More than one person must share the vision of a leader, so there is a group involved. The more people who share the vision, the larger the leader.
  8. A leader shares only as much of his or her vision as the group which follows can accept.
  9. The problem defines the leader because of the vision of its solution, whether or not the problem existed beforehand or was created in the mind of the leader.
  10. Immense problems appear (not defined) when there is a call for leadership (in the group, in the nation etc), but neither the problem nor who the leader might be are defined. There is no call for a leader, only a call for leadership, and collective leadership is not possible.
  11. A leader is not a manager, even though a leader should understand management.
  12. * A manager is not a leader.
  13. A leader needs only to appear as a leader to his/her group. One problem for a leader is the need for problems.
  14. * The vision is a process.
  15. * * The leader will do (almost) anything to support his/her vision, fight against any contraries and do nothing if he/she can't see the impact of a possible action on the vision.
  16. Leaders regret things not done.
  17. Leaders are visible but not always their actions.
  18. A leader is recognised by what he/she attempts to do.
  19. * * * Leaders need followers BEFORE the vision is enforced, industralists WHILE it is pursued and thinkers AFTER the vision is shaped.
  20. * * The leader must be seen to listen.
  21. * The thinker/leader listens to the rules of discipline, but in extraordinary cases the leader and the vision reshape the discipline.
  22. * * The vision which is disclosed has to be right from the beginning. It can't be changed. The leader must be consistent.
  23. Oratory is not necessary for leadership. Desirable, yes. Common, yes. Necessary, no.
  24. * * A leader has to know what good management is. There is no table of characteristics of a leader to look up. This is as close as it gets. The characteristics depend on the problem and its circumstances.
  25. * Situational use of knowledge distinguishes the leader from the manager.
  26. * Leaders can violate rules and survive; managers cannot.
  27. The leader is not part of a goal-strategy-tactic-framework.
  28. * * The leader - contrary to most principles of managing - delegates and ignores.
  29. A leader does not concern him/herself with details.
  30. The art of leadership involves blending people with very local and differing concerns if you have a worldwide corporation that wants customers.
  31. Leaders have difficulty surviving in the military. They must be diligent and persist. Leadership in military depends on who offers their shoulders to lean on.
  32. * There are no sets of leadeship types. If such sets are constructed they type by exclusion; style is influenced by the nature of the immense problem and the vision.
  33. Personal systems must nurture "spark" and those who display it.
  34. * Leaders are born and made.
  35. A leader is more like the hedgehog and less like a fox.
  36. "Wrong people" do not survive in dealing with urgent matters.
  37. * A leader must choose reliability over any need for comfort.
  38. Leaders distinguish between the important and the just urgent.
  39. Leaders know how to work among others as equals.
  40. * * There will be an amalgam of computers, information systems, information and human nature. Computers will evolve to complement users' skills, not "cripple" them. An information sickness is developing caused by more information than you can process which will require "problemming" by leaders. Computers will be able to model imprecise decision processes which will aid "problemming" by leaders.
  41. * * Only leaders who have a vision of change will survive until tomorrow.
  42. * Don't learn too much (about leadership) - you can't remember it all and you'll just delude yourself.  When the life you perceive is nearly constant, so are your problems; when your life becomes complex, the Darwinian IMP appears.
  43. Read The 100 by Michael Hart. The most influential figures of history must have been leaders. History, as we see it, was formed by these leaders.
  44. * * * The Art of leadership exercised by someone else materialises in that someone appearing to be a leader to you. The Art of leadership for you materialises in you appearing to be a leader for your group defined by a common immense problem.
  45. * * * Leadership is involved in solving the Immensity Problem. Each leader is defined by approaching an immense problem that is in turn only defined by a vision of what will be when the problem no longer exists. A new immensity problem, that problems adapt to solutions, calls for new leaders who look like the old (traditional) ones when their visions anticipate problem mutations and they appear as leaders to us. 

 

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