Page 16 - November December 2016 Issue Updated 2nd
P. 16
Leadership Principles of the Warrior (Part 2)
Regardless, leaders persist in their efforts, calm, patient and working to be wiser
than others. We are guided by the counsel of our transforming presence, to develop
and promote a style of leadership that relects an ascendency toward perfection.
Models for such behavior are not new, as there are exceptional relections
throughout history of those who did things outside the normal realm. D
E
The ancient instances set for us provide ethical precepts that do not seek to glorify C
the individual, but instead, promote the unity of the body of the organization. Still E
though, human nature being human nature, opposition in various forms will occur. P
Acts of egoistic satiation in displays of aberrant foolishness represents a never- T
ending un-evolving regression. For instance, there will always be those who make I
holy the power of their position, rank or title, socio-economic status, and not by O
the exceptionality of their thinking. Leaders rise above that, in the humility of their N
valor.
Leaders are the kind of people who believe they should work hard to develop their
abilities to manage effectively and eficiently. They strive to be above reproach
in all the things they do, tempering themselves with self-discipline, restraint, and
compassion. As leaders, we must grow with greater and greater insight into our
mission, bother personal and professional. At some point, when darkness falls, our
journey evaporates, and we’re gone. We were never here and no one remembers for
very long.
With that idea in mind, what was the journey all about? At the end of the “games’
we play, and roles we accept, what did we learn? Better yet to consider more
introspectively, who did we become? Did we transform into a better more ascended
version than the original we once were? On the other hand, did we refuse any
effort whatsoever to change? Over the course of the individual quest, there is no
magical process, quick ix, or get “get rich quick-self-help” manifesto. There is only
the magical thinking we conjure to oversimplify the dificulty of change and fool
ourselves in the process.
Some believe in the ease by which one becomes a leader. The notion of “teaching”
someone to be a leader has become very trendy. Frequently you hear such claims,
along with the misuse and excessive use of the very word itself. If you want further
confusion, ask someone to explain exactly what leadership is. Seminars, workshops,
16
Regardless, leaders persist in their efforts, calm, patient and working to be wiser
than others. We are guided by the counsel of our transforming presence, to develop
and promote a style of leadership that relects an ascendency toward perfection.
Models for such behavior are not new, as there are exceptional relections
throughout history of those who did things outside the normal realm. D
E
The ancient instances set for us provide ethical precepts that do not seek to glorify C
the individual, but instead, promote the unity of the body of the organization. Still E
though, human nature being human nature, opposition in various forms will occur. P
Acts of egoistic satiation in displays of aberrant foolishness represents a never- T
ending un-evolving regression. For instance, there will always be those who make I
holy the power of their position, rank or title, socio-economic status, and not by O
the exceptionality of their thinking. Leaders rise above that, in the humility of their N
valor.
Leaders are the kind of people who believe they should work hard to develop their
abilities to manage effectively and eficiently. They strive to be above reproach
in all the things they do, tempering themselves with self-discipline, restraint, and
compassion. As leaders, we must grow with greater and greater insight into our
mission, bother personal and professional. At some point, when darkness falls, our
journey evaporates, and we’re gone. We were never here and no one remembers for
very long.
With that idea in mind, what was the journey all about? At the end of the “games’
we play, and roles we accept, what did we learn? Better yet to consider more
introspectively, who did we become? Did we transform into a better more ascended
version than the original we once were? On the other hand, did we refuse any
effort whatsoever to change? Over the course of the individual quest, there is no
magical process, quick ix, or get “get rich quick-self-help” manifesto. There is only
the magical thinking we conjure to oversimplify the dificulty of change and fool
ourselves in the process.
Some believe in the ease by which one becomes a leader. The notion of “teaching”
someone to be a leader has become very trendy. Frequently you hear such claims,
along with the misuse and excessive use of the very word itself. If you want further
confusion, ask someone to explain exactly what leadership is. Seminars, workshops,
16
