Page 125 - TAGR-Companion Text
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218 many things at one time. It is an eternal truth that men receive more pay for their
219 ABILITY TO GET OTHERS TO PERFORM, than they could possibly earn by
220 their own efforts. An efficient leader may, through his knowledge of his job and
221 the magnetism of his personality, greatly increase the efficiency of others, and
222 induce them to render more service and better service than they could render
223 without his aid.
224 5. LACK OF IMAGINATION. Without imagination, the leader is incapable of
225 meeting emergencies, and of creating plans by which to guide his followers
226 efficiently.
227 6. SELFISHNESS. The leader who claims all the honor for the work of his
228 followers, is sure to be met by resentment. The really great leader CLAIMS
229 NONE OF THE HONORS. He is contented to see the honors, when there are
230 any, go to his followers, because he knows that most men will work harder for
231 commendation and recognition than they will for money alone.
232 7. INTEMPERANCE. Followers do not respect an intemperate leader.
233 Moreover, intemperance in any of its various forms, destroys the endurance and
234 the vitality of all who indulge in it.
235 8. DISLOYALTY. Perhaps this should have come at the head of the list. The
236 leader who is not loyal to his trust, and to his associates, those above him, and
237 those below him, cannot long maintain his leadership. Disloyalty marks one as
238 being less than the dust of the earth, and brings down on one's head the
239 contempt he deserves. Lack of loyalty is one of the major causes of failure in
240 every walk of life.
242 leader leads by encouraging, and not by trying to instill fear in the hearts of his
243 followers. The leader who tries to impress his followers with his "authority"
244 comes within the category of leadership through FORCE. If a leader is a REAL
245 LEADER, he will have no need to advertise that fact except by his conduct-his
246 sympathy, understanding, fairness, and a demonstration that he knows his job.

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