This article written by John S. Jones, Grand High Priest, Grand Chapter State of NY Royal Arch Masons 2007. The article is presented in 3 segments.
7. The Importance of FLEXIBILITY.
- Be willing to admit your mistakes. Remember: truth alone wins out in the end.
- Keep your ideas of perfection fluid. Remember that perfection in human behavior is not a thing but a direction.
- Adapt your actions to reality.
- Deal afresh with each situation as it arises. See it as a thing in itself.
- Don’t make too many rules lest they destroy the spirit of your enterprise.
- Be open to other points of view. They might prove better than your own.
- Learn to be centered in your inner self and at rest.
8. The need for ACTION, not TALK.
- Leadership means action – not merely good ideas for action.
- Don’t waste so much energy in planning that you have none left over for acting on your plans.
- Action generates creativity.
- Almost any action is preferable to prolonged inactivity born of indecision.
9. Giving SUPPORT.
- Try always to strengthen your subordinates in their work, in their creativity and in their qualities of leadership.
- Encourage them in their projects.
- Allow them to learn by their mistakes.
- Be willing to compromise. Don’t ask more of people than they are to deliver or, if you do so, stretch their horizons gradually. Invite their support, don’t commandeer it.
- Accept only as much authority as they are willing to give you.
- Never assign any job that you wouldn’t be willing to do yourself.
10. Work with people’s STRENGTHS.
- Work to strengthen a subordinate’s best qualities rather than harping on his worst. You will accomplish more by encouraging others than by belittling them.
- Work more with your organization’s strengths than with its weaknesses. Channel more energy to those people in it who are in tune with what you are doing than to those whose tendency is to resist you.
- Don’t invest a disproportionate amount of energy in addressing negative situations. Strengthen the positive side rather than any negative energies that exist.
- Don’t allow subordinates to offer merely negative criticisms. They should offer solutions when they point out problems.
- Encourage the doers under you, not the mere talkers. Never court popularity for yourself. Be concerned with issues and with principles.
- Never speak from your own emotions or private prejudices but always from a sense of justice, fairness and truth.
11. What is TRUE SUCCESS?
- A true leader is neither attached to success nor afraid of failure.
- Success is not so much the completion of a specific project, as the energy that goes into completing it. Projects can fail but never the energy itself. A good leader works as much as possible through others, not directly himself.
- He is willing to compromise in little matters in order to win on the larger issues. The outcome of any project always reveals, however subtly, the kind of energy that went into its development.
- A leader who leads, truly, and never drives others, will create in his subordinates the most constructive possible attitudes and will ensure the best possible long range results for his and their labors. The true success of an undertaking depends more than anything else on the spirit of the people involved in it. The spirit of those people is a reflection, always, ofthe spirit of its LEADER.