Our lodges need leaders, not men who have simply “put in their time”. If your lodge is not electing the best, most capable leaders, you are just marking time… and time has a way of eroding and corroding even the best and brightest if its not maintained and polished.
Today’s blog is a reference to something so simple, we all know it in our heads… but we need to know it in our hearts and guts. The following was sent to me by a friend, and was written by Gen. Colin Powell. Please take a moment to go to his website. Due to copyright restrictions, I am only offering the bullet points from his essay. I invite you to click the link and read the expansion on these points and share it with your address list and your lodge.
Perhaps this would be a good subject for Masonic education?
A Leadership Primer from General Colin Powell (Ret.), Secretary of State http://www.chally.com/enews/powell.html
Lesson 1: Being responsible sometimes means pissing people
off.
Lesson 2: The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
Lesson 3 Don't be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
Lesson 4: Don't be afraid to challenge the pros, even in their own backyard.
Lesson 5: Never neglect details. When everyone's mind is dulled or distracted the leader must be doubly vigilant.
Lesson 6: You don't know what you can get away with until you try.
Lesson 7: Keep looking below surface appearances. Don't shrink from doing so (just) because you might not like what you find.
Lesson 8: Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.
Lesson 9: Organization charts and fancy titles count for next to
nothing.
Lesson 10: Never let your ego get so close to your position that when your position goes, your ego goes with it.
Lesson 11: Fit no stereotypes. Don't chase the latest management fads. The situation dictates which approach best accomplishes the team's mission.
Lesson 12: Perpetual optimism is a force multiplier.
Lesson 13: Powell's Rules for Picking People: Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.
Lesson 14: (Borrowed by Powell from Michael Korda): Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
Lesson 15: Part I: Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.
Lesson 15: Part II: Once the information is in the 40 to 70 range, go with your gut.
Lesson 16: The commander in the field is always right and the rear echelon is wrong, unless proved otherwise.
Lesson 17: Have fun in your command. Don't always run at a breakneck pace. Take leave when you've earned it: Spend time with your families. Corollary: Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.
Lesson 18: Command is lonely.Leadership is the art of accomplishing more than the science of management says is possible"
