TO START OFF TO GREATNESS, THE TRUE LEADER DOES NOT TURN HIS PERSONAGE INTO A FACTOR TO BE WORRIED ABOUT BY HIS PEOPLE, RATHER HE COAXES HIS PEOPLE TO THE CRUCIAL REALITY.
True leaders that get on for greatness surround themselves with top executives who are seasoned enough to freely hold their own to authority, critically examine ideas before accepting them and willingly adopt the organisation’s ambition as their own. An enduring genuine atmosphere of friendship, camaraderie and love bonds a true leader to his people.
Insights into the future of their industry gleaned from extensive research revealing brutal facts of reality, equips the proactive, true leader to make the necessary changes required to move his company to the high ground of the industry. They invite in success by a series of good decisions deliberately and steadfastly executed, instead of moving from one uninformed strategy to another spasmodically.
Initiating a sincere, diligent effort to determine the truth of a situation, they engage with all the brutal facts, oftentimes, to lead themselves to the right decision.
To start off to greatness, the true leader does not turn his personage into a factor to be worried about by his people, rather he coaxes his people to the crucial reality, the brutal facts of reality revealed by their customers and competitors, and the changes in technology and the future of their industry. Stil, he creates a conducive atmosphere that encourages his people to freely voice out any perceived fears, shortcomings and expectations connected to the organisation, thus preventing mediocrity from running his organisation about. Sir Winston Churchill, former Prime Minister of Britain during the second world war, lived out this quality of favouring information savoured with the brutal facts of reality. To help him with making decisions, he deliberately created The Statistical Office charged to feed him with unfiltered brutal facts.
In honour of his values, the true leader shuns the idea of extending false hopes without staying power, that demoralizes people. He is well aware that the right people are self-motivated.
Beginning with questions, instead of answers, to explore all the dimensions of a situation and make the right decision is a leader who has abandoned messianic tendencies. They encourage dialogue and debate, not coercion, to evolve an effective company strategy. Fostering an atmosphere intolerant of the blame game but encouraging of continuous understanding and learning is still his identity. He shakes off all lethargy, grabs and digests all relevant information for the sake of his organisation. With an unyielding faith and determination to succeed, which they infuse into their organisation, they courageously confront the most brutal facts of their current reality and come to terms with it.
