Page 15 - November December 2016 Issue Updated 2nd
P. 15
Leadership Principles of the Warrior (Part 2)
places and things, there is always the “managers”, the lackeys of arrogant
distraction of absurdity. Silliness, elitists, who value complacency over
folly, and a lack of common sense competence.
permeate human interactions. Never
D underestimate the probability for the Don’t forget, stupidity fosters the purposes
E propensity of malevolent intentions to of adverse criticism, condescension and
C arise anywhere. counterproductive behaviors. We must be
E willing to be different and not conform,
P By example of word, expression and risk adversity and persevere regardless.
T deed, the effective strategist provides To the safe mediocrity around us, the
I the foundation by which others make leader would say such conditions are
O the decision to follow him or her. Most unacceptable. An exceptional amount of
N people have not trained themselves, or courage, daring and risk reside at the heart
equipped their capacity for judicious of good leadership. Good leaders are not
actions. They choose to remain dull, without denunciation, scorn or opposition.
narrow and un-evolved. However, Blame will always surface at one time or
for leaders, example, presence and another.
character, demand constant internal
strength, discipline and conviction. Some will not see the overall scheme
of things, the “big picture”, or the long-
Our belief system revolves around the range goals, and will act in shortsighted
primacy of thinking, and must be an selish ways. Nevertheless, within
open process whereby self-evolution the organization, an atmosphere of
can transform leadership abilities. In collaboration should encourage a bond
our encounters, this also suggests the of camaraderie. Some might argue,
willingness to expose the courage of something akin or similar to that of a
our principles. One must be willing “family” should exist. Others suggest
to take a stand when it may not be a coalition of “brotherhood” and
popular to do so, and ridicule runs “sisterhood”, maybe even “personhood”,
high. Nonetheless, for the divisiveness built upon positive relationships, which
of “political correctness”, and the should be cultivated in an enlightened
assurance of “feel good” emotionalism, mature manner.
alleged “leaders” will fold when
confrontation arises. For such actors, Yet, that it is not always possible,
they weren’t really leaders in the irst because most interactions are primal,
place. On the contrary, they were unprogressive and juvenile in nature.
15
places and things, there is always the “managers”, the lackeys of arrogant
distraction of absurdity. Silliness, elitists, who value complacency over
folly, and a lack of common sense competence.
permeate human interactions. Never
D underestimate the probability for the Don’t forget, stupidity fosters the purposes
E propensity of malevolent intentions to of adverse criticism, condescension and
C arise anywhere. counterproductive behaviors. We must be
E willing to be different and not conform,
P By example of word, expression and risk adversity and persevere regardless.
T deed, the effective strategist provides To the safe mediocrity around us, the
I the foundation by which others make leader would say such conditions are
O the decision to follow him or her. Most unacceptable. An exceptional amount of
N people have not trained themselves, or courage, daring and risk reside at the heart
equipped their capacity for judicious of good leadership. Good leaders are not
actions. They choose to remain dull, without denunciation, scorn or opposition.
narrow and un-evolved. However, Blame will always surface at one time or
for leaders, example, presence and another.
character, demand constant internal
strength, discipline and conviction. Some will not see the overall scheme
of things, the “big picture”, or the long-
Our belief system revolves around the range goals, and will act in shortsighted
primacy of thinking, and must be an selish ways. Nevertheless, within
open process whereby self-evolution the organization, an atmosphere of
can transform leadership abilities. In collaboration should encourage a bond
our encounters, this also suggests the of camaraderie. Some might argue,
willingness to expose the courage of something akin or similar to that of a
our principles. One must be willing “family” should exist. Others suggest
to take a stand when it may not be a coalition of “brotherhood” and
popular to do so, and ridicule runs “sisterhood”, maybe even “personhood”,
high. Nonetheless, for the divisiveness built upon positive relationships, which
of “political correctness”, and the should be cultivated in an enlightened
assurance of “feel good” emotionalism, mature manner.
alleged “leaders” will fold when
confrontation arises. For such actors, Yet, that it is not always possible,
they weren’t really leaders in the irst because most interactions are primal,
place. On the contrary, they were unprogressive and juvenile in nature.
15
