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1、General Colin Powell Chairman (Ret), Joint Chiefs of Staff A Leadership Primer,LESSON 1,“Being responsible sometimes means pissing people off.“,Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. Its inevitab
2、le, if youre honorable. Trying to get everyone to like you is a sign of mediocrity: youll avoid the tough decisions, youll avoid confronting the people who need to be confronted, and youll avoid offering differential rewards based on differential performance because some people might get upset. Iron
3、ically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally “nicely“ regardless of their contributions, youll simply ensure that the only people youll wind up angering are the most creative and productive people in the organization.,LESSON 2
4、,“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.“,If this were a litmus test, the majority of CEOs would fail. One, they bui
5、ld so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous. Two, the corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers ac
6、cordingly. Real leaders make themselves accessible and available. They show concern for the efforts and challenges faced by underlings, even as they demand high standards. Accordingly, they are more likely to create an environment where problem analysis replaces blame.,LESSON 3,“Dont be buffaloed by
7、 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.“,Small companies and start-ups dont have the time for analytically detached experts. They dont have the mone
8、y to subsidize lofty elites, either. The president answers the phone and drives the truck when necessary; everyone on the payroll visibly produces and contributes to bottom-line results or theyre history. But as companies get bigger, they often forget who “brought them to the dance“: things like all
9、-hands involvement, egalitarianism, informality, market intimacy, daring, risk, speed, agility. Policies that emanate from ivory towers often have an adverse impact on the people out in the field who are fighting the wars or bringing in the revenues. Real leaders are vigilant, and combative, in the
10、face of these trends.,LESSON 4,“Dont be afraid to challenge the pros, even in their own backyard.“,Learn from the pros, observe them, seek them out as mentors and partners. But remember that even the pros may have leveled out in terms of their learning and skills. Sometimes even the pros can become
11、complacent and lazy. Leadership does not emerge from blind obedience to anyone. Xeroxs Barry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant. Good leadership encourages everyones evolution.,LESSON 5,“Never neglect details. When e
12、veryones mind is dulled or distracted the leader must be doubly vigilant.“,Strategy equals execution. All the great ideas and visions in the world are worthless if they cant be implemented rapidly and efficiently. Good leaders delegate and empower others liberally, but they pay attention to details,
13、 every day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley and Tony La Russa). Bad ones, even those who fancy themselves as progressive “visionaries,“ think theyre somehow “above“ operational details. Paradoxically, good leaders understand something else: an obsessive routine in
14、 carrying out the details begets conformity and complacency, which in turn dulls everyones mind. That is why even as they pay attention to details, they continually encourage people to challenge the process. They implicitly understand the sentiment of CEO leaders like Quad Graphics Harry Quadracchi,
15、 Oticons Lars Kolind and the late Bill McGowan of MCI, who all independently asserted that the Job of a leader is not to be the chief organizer, but the chief dis-organizer.,LESSON 6,“You dont know what you can get away with until you try.“,You know the expression, “its easier to get forgiveness tha
16、n permission.“ Well, its true. Good leaders dont wait for official blessing to try things out. Theyre prudent, not reckless. But they also realize a fact of life in most organizations: if you ask enough people for permission, youll inevitably come up against someone who believes his job is to say “no.“ So the moral is, dont ask. Less effective middle managers endorsed the sentiment, “If I havent explicitly been told yes, I cant do it,“ whereas the good ones believ
