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1-Page Summary of Leadership Gold
“Harnessing the Power of Many”
Leadership is about taking risks and being willing to stand out. It’s also about creating meaningful change, even if it means going against the status quo. Leaders aren’t afraid of failure; they welcome challenges and work hard to solve them. They don’t have an ego; instead, they care about those around them and are inspiring leaders who liberate others’ ideas, energy, and capacities.
“Truths About the Top”
Good leadership is not a solitary pursuit. Good leaders know their team members and help them grow. The saying “It’s lonely at the top” is false, so good leaders don’t separate themselves from their teams. They do this by avoiding positional thinking and relating to people on a personal level instead of using authority to get what they want or think they need. When you care about your team members, they will show interest in what you have to say as well because it comes from the heart rather than being forced upon others.
There are two types of leaders: positional and relational. Positional leaders focus on ranking people, whereas relational leaders look for partnerships with other team members. To be a better positional leader, establish your purpose clearly, improve your ability to concentrate and work faster. To be a more effective relational leader, nurture your self-confidence so that you don’t always feel the need to be top dog in all situations. Develop appreciation for others’ strengths, sensitivity towards their weaknesses and consistency in how you interact with them.
The most difficult person to lead is yourself. While you might judge others fairly, it’s hard for people to see themselves objectively and realistically. If you learn how to be a good leader of yourself first, leading others will follow more naturally. First, understand what it takes to be a good follower so that you can be an empathetic and humble leader. Second, take ownership of your actions and decisions by exercising self-discipline. Third, recognize that achievements take time; don’t get discouraged if things don’t happen quickly enough or exactly as planned—have patience and keep your long-term goals in mind. And fourth, avoid developing “a false sense of security” about your ability to lead ethically; make sure other people are involved in the decision making process so they feel accountable too.”
“Defining Moments”
Winston Churchill once said, “In every age there comes a time when a leader must come forward to meet the needs of the hour.” How you handle critical junctures in your life is what defines who you are as a person. For example, George W. Bush’s response to September 11th and Hurricane Katrina showed his true character.
Major decisions and crises present opportunities to redefine yourself. Evaluate the defining moments in your past, learn from them, then prepare for future defining moments by identifying any that might be emerging. There are four types of defining moments: ground breakers, heart breakers, cloud breakers and chart breakers. Groundbreakers nudge people to chart a new course; heartbreakers remind them to re-examine their priorities; cloud breakers help clarify goals or purposes; and chartbreakers push people to reach new heights.
John Wooden, the late renowned basketball coach, said that we make choices in everything we do. He also said that our decisions shape who we are and what kind of leader we become. We can improve ourselves as leaders by making three critical choices:
- You should expect more of yourself than others do. You should prioritize helping people over pleasing them. You should concentrate on the present, not the past.
