When you hear the question “what is leadership?” you might think of:
- A sergeant barking orders to trainees
- A football coach delivering an inspirational speech at halftime
- Or JFK promising that we’d put a man on the moon
So does that automatically make someone in a leadership position a leader?
I say no.
You must earn the right to be called “leader.”
And the stakes are HIGH.
Leadership is the single biggest factor in any company’s performance. Whether your team succeeds or fails, it’s all up to you as a leader.
Let’s put it this way:
If the following organizations underperform, what do we do?
- If a sports team has a bad season: We fire the Head Coach
- If a Fortune 500 company isn’t profitable: Fire the CEO
- Economy in the toilet? Impeach the President
That’s right. A large corporation might be composed of thousands of individuals, managers, directors, and board members, but its collective failures will ultimately be the responsibility of just ONE person.
As Napoleon said:
“There are no bad soldiers, only bad officers.”
True leaders understand and embrace this awesome responsibility, study the arts of leadership and communication, and strive to improve daily.
After 25 years in the personal improvement space, and having mentored thousands of CEO’s at the highest corporate levels, I’ve had the exclusive opportunity to analyze the skills, principles and qualities of the best leaders in the world.
What I’ve found is startling.
Although there are dozens of personality types and leadership styles, there are 10 common rules (or creeds) that just about every great leader follows.
In this article, I’ll reveal these 10 rules for exceptional leadership, along with what I think the true definition of leadership is.
And here’s my promise to you.
Follow these rules and you’ll become an exceptional leader, regardless of your position.
These principles work whether you’re leading a Girl Scouts troop of a hardened team of soldiers. They’re effective in leading a little league baseball team or the New York Yankees. You can implement them whether you’re the manager of a small sales team, or the CEO of a massive, Fortune 500 company.
My hope is you will take these rules and use them in your daily life, so as we say on the Darren Hardy team, you can “Be the Exception” as a leader.
What is Leadership? The True Definition of a Great Leader
Leadership has nothing to do with your position or authority.
The true definition of leadership is the ability to influence others to follow you.
Hitler and Stalin were leaders, (like it or not.) As were Martin Luther King Jr., Gandhi, Jesus Christ, and Abraham Lincoln.
That said, using the 10 rules below, you’ll be able to leverage incredible power as a leader, so please use this knowledge for GOOD.
#1 – Leaders Take 100% Responsibility
Here’s the number one leadership (and life) lesson every great leader must learn.
Get this wrong and you will never earn the respect you want from your team.
Nothing… your team’s attitude, productivity, or “buy-in” to your vision will go according to your plan if you don’t do this one thing.
Take 100% responsibility for everything that happens on your team (and in your life).
In personal terms, it’s realizing you are the captain of your own ship. You chart your own course in life. No matter the wind, currents or weather, and no matter the economy, the government, or who is president, it’s 100% up to you if you end up in the promised land, and it’s your fault if you steer your ship into the rocks.
Nobody likes a coach who blames his players for a loss. Try adopting this mentality instead:
- You were late for a meeting due to bad traffic? You should’ve left earlier.
- Your presentation was ruined when your laptop battery ran out? You should’ve ensured you had a replacement.
- Relationship on the rocks? Don’t take only half the blame. Take a hard look at what YOU can do to make it better. Give it all you’ve got and take it upon yourself to rekindle your love.
Now some people might consider my words as “tough love,” but I assure you if you can grasp the concept of personal responsibility, it’s actually quite freeing. Knowing that nothing or no one determines your (or your team’s) future but you, might just give you the personal power you need to take life by the horns and DO SOMETHING about the problems surrounding you.
Some have called this “owning your”… uh, “stuff.” Others call it “extreme ownership.” But all it really means is this:
If you are unhappy, you are a self-made downer. If you are positive, joyful, passion-filled, caring and/or loving – you are that by self-construction. If you are negative, gloomy, frustrated, resentful and/or bitter – you are that your own design.
Here’s what this level of “owning your stuff” looks like in leadership terms.
It’s realizing there are no bad teams, only bad leaders.
It’s giving your team ALL the credit for your organization’s successes, but taking 100% of the blame for its failures.
And this is the best part:
Do this, and your team will love you.
You might “think” admitting defeat shows weakness. That’s a manager mindset, not a leadership one. Your team will actually respect you more than ever if you consistently take the reins and actually lead.
- Team is producing poor-quality work? Maybe YOU didn’t make your expectations clear!
- Expectations were clear? Maybe you need to micromanage a bit more.
- Team didn’t have time to complete the project? Maybe you micromanaged too much!
- You’re actively engaged with your team giving them just the right amount of support they need without being overbearing and they still can’t do quality work? Maybe you need to fire someone and find better talent.
Regardless, it’s up to YOU as the leader.
We take Extreme Ownership very seriously on the Darren Hardy A-team. We talk about it frequently and it’s one of the key attributes our team strives for. In fact, Victoria from our team recently wrote this about this attribute means to her and to our A-team leader Brian:
“Brian is the A-team Ship master. He helps ensure everything is smooth sailing. How does he do that, you ask? He takes responsibility for not only himself, but EVERYONE on the team. And we are all very grateful for it! On the A-Team, Extreme Ownership means: Own it! All of it. No excuses, stories or justifications. Taking 100% responsibility. Being responsible for all you did, didn’t do (but could have, should have) and how you responded to what happened to you.”
I couldn’t have said it any better, Victoria!
#2 – Leaders Use “Play” to Motivate
In my “Almighty Encounter” broadcast, I reveal the 3 secrets to life bestowed unto me by an ultra-successful centenarian, my friend William.
William had built multi-million dollar businesses, earned love and respect from everyone around him, and that’s right… was over 100 years old when I interviewed him!
He had promised to reveal his secrets to life with me in our interview, and even write them down for me. I honestly expected him to hand me a book when we met.
Instead, he handed me a single piece of paper with just three major success tips on it. Only three. But as time passed, and we spoke for what seemed like hours about these three points, I realized William’s genius… and I’ve applied all of them in my life and business.
Click here for 3 Insider Secrets that will give you an unfair success advantage as a leader – hosted by yours truly, Darren.
I won’t share all three with you here in this blog post (you have to join me on the broadcast to get that), but I will share my favorite of his pearls of wisdom that I’ve used in leadership.
“Life is a game. Be sure you play at it.”
This was one of William’s big three secrets to life that was written on that sheet of paper.
William grew up on a farm and recounted his childhood when he was burdened with the task of many chores he thought were mundane.
“This taught me one of life’s greatest secrets,” William said. “You can turn the mundane into fun if you make it a game. And my life was filled with mundane tasks and chores growing up on a farm. I hated it. It was drudgery. But then I started to turn every activity into a game, a challenge of some sort. That changed everything.”
William told me that he would time himself to see how fast he could collect up all the eggs… or milk the cows… to try and beat his previous ‘world record’.
William said with a snicker, “When hauling water I’d turn it into a strong man competition. When feeding, cleaning and brushing the horses I’d turn it into a beauty contest.”
And with a big grin on his face, he said, “I even turned cleaning the outhouse into a game!” I didn’t ask for details.
How does this apply to leadership?
Simple. It’s YOUR job as a great leader to make working for you fun and challenging…. to “make it a game.”
Let’s face it, work can be mundane.
Now on the Darren Hardy team, there are a lot of ways I challenge the team to keep them motivated, but the #1 most important habit we have is our weekly meetings.
Every week, our A-team meets for a Monday huddle, in which each member publicly states their goal for the week, and then we meet again for a Friday review, in which they state if they got a win or loss.
Trust me, the public nature of claiming a win or loss provides a lot of motivation.
To enhance the “gaming” aspect, we, of course, keep track of wins/losses for the entire quarter and year, set up bonuses and rewards for various goals.
Here’s another example of “gaming” I’ve implemented, which I’m not sure my team even realizes I learned from William.
In our review call every Friday, each team member gets to give a “wow” to a teammate. This is a team member that went out of their way to help, inspire, or wow them for that week. Naturally, we keep track of “wows” and give out a gift card every quarter.
And I know my team steps up even more, just to hear the beautiful sound of their name on Friday.
Now these are adults on my team, and you might think the recognition of hearing their name on a call wouldn’t affect them, but you’d be wrong. We use Zoom for our calls, and I can see a physical change in a person’s face when they get called out for a wow. They might be embarrassed. They might not think they deserve it. But undoubtedly, they LOVE it.
All these ideas can be customized for your business and team, but the keys are:
- Something has to be on the line (can be positive like recognition or rewards, or negative like the humility of having to claim a “loss”)
- Keep track
But it’s not all serious gaming business on our team.
Here are a few ways we have fun on the Darren Hardy team.
#1 – GIF’s
We send each other GIF’s… a LOT of them.
We send them by text, by Slack, by email. GIF’s simply put a smile on your team’s face. For example, next time you need to encourage a teammate, don’t send them a sappy email. Try this:
#2 – Burpees
If a team member is late to any meeting, they have to do 10 burpees for each minute they are late (and video it for our community of 1 million+ to see).
Okay, burpees might not sound like fun to you, but on our team, IT IS, especially when your team produces hilarious burpee videos like these.
Here’s our dear Julie:
Want more burpees? Here you go.
Now you might be thinking, “Is this really the meaning of leadership?” Ha! In a round-about way, yes it is.
It’s your job to set the environment. If you do it properly, your team may surprise you and go out of their way to give you 110% effort because they will NEVER want to leave.
They’ll also make your place of work an even more awesome place.
I’ll write more on the blog soon about leadership and team building, how to build a team of badasses and a culture they love, how to run effective meetings, and more.
#3 – The Best Leaders Are “C.E.O.s”
For your team, business or family to perform well, your people have to perform well.
For your people to perform well, they have to feel well.
The critical factor determining the health, vigor, and future of your company is the health, vigor and EMOTIONAL state of the people in your company or on your team. Period. The End.
As the leader, you are the CEO of your team, meaning the Chief Emotional Officer.
That is your KEY role as the leader.
So to be a better C.E.O., let me suggest a three-step action plan to help point you in the right direction.
Identify the CURRENT emotional state of your team.
You start by listening… listening to the conversations of your team. Are they more focused on problems, complaints, and justifications on why something can’t be done or what’s wrong… or is their conversation mostly focused on what’s hopeful, inspired, excited, supportive, and encouraging of others and the future?
Get a read on your team and rate the current emotional state on a scale of 1 to 10, 10 being exceptional.
Now, Number TWO—Redirect.
Start redirecting the conversation by asking great questions.
Chairman of Joie de Vivre (owner of 30 hotels) Chip Conley said to me:
“Managers try to find answers, but leaders ask great questions.”
Redirect the conversation through a series of questions and then, what? Yeah, LISTEN.
As Chip said, “The higher you go up in an organization the better listener you have to become.” Or as I would put it, “The more you listen the higher up in the organization you will go.”
Richard Branson said, “If you are a great leader, you are a great listener.”
Ask smart and positively leading questions of your team and listen.
And Finally, Number THREE—Lead.
Be the example.
You didn’t think for a second that you wouldn’t have to do the hard work yourself, did you?
As the leader, you are always the one who has to do first what you want to be done, or be what you want others to become.
As Chip put it, “You need to understand the ‘ripple effect’ in your company and be mindful of your actions. You are the emotional thermostat for the group you lead.”
So write down the emotional state you want your team to be in. Make a list. Is it “positive, excited, inspired, courageous, hopeful, confident”? Whatever—make your list.
Then rate yourself on each emotion.
On a scale of 1 to 10, what is your emotional state with each of your desired emotions… and how well have you been displaying and modeling those emotions to your team?
Go ahead, rate yourself.
You might discover WHY your team feels the way they do… they have been mirroring, responding or reacting to your attitudes.
Now, decide how you will increase your rating with each emotion to get as close to a 10 as possible, and ways you can demonstrate those emotions to your team.
Imagine for a moment if your team possessed all the emotions you wrote down… think how unstoppable you’d all be!
Think of the difference you could make in the world by bringing your valuable service to the marketplace.
That’s what I want for you… that’s what I want in results for the world because of it. Choose to… Be The Exception.
#4 – Leaders Collaborate, THEN Make Decisions
The late Nora Ephron was a famous writer of essays and screenplays.
“Working on a movie,” Ephron said, “is a collaborative effort.”
She went on to say, “When you deliver a script, it’s like delivering a great big, beautiful plain pizza, the one with only cheese and tomatoes.”
And then you give it to the director, and the director says, ‘I love this pizza. I am willing to commit to this pizza. But I really think this pizza should have mushrooms on it.’
“And you say… ‘Mushrooms! Of course! That’s a good idea. Why didn’t I think of that? Let’s put some on immediately.’”
Next, someone else comes along and suggests green peppers are just what your pizza needs. You question that idea but want them to feel included so you allow green peppers to be put on your pizza.
Then along comes someone else who suggests anchovies. That creates a heated debate. To settle it… you compromise with only using half the amount of anchovies they suggested. And this continues…
And what you end up with is a pizza with everything… and a bad tasting pizza… movie, product, project, campaign, website, brochure, mission statement, presentation, etc.
Collaboration is great!
It draws the genius of good ideas from several sources and gets them onto the table. BUT THEN… someone needs to come in and take command. A single, ultimate decider. An artist. A leader with a clear vision and a strong compass.
That was the difference between Sony and Apple.
Sony put on a full court press to come up with a music player that could compete with the iPod. And Sony had all the collaborative pieces. They had the music division, they’ve had the electronics division, they’ve had the software division, they had the consumer goods division, and they were even the supplier of the batteries to the original iPod.
So, they’ve had all of the components for great collaboration. And every department pushed to get their way… their preferences into the device.
In other words… they all lobbied to get their green peppers, anchovies, and pineapple put on the pie. And it came out gnarly.
They lacked a commander. An artist. An ultimate designer and decider. Someone who would consider everyone’s best ideas… then with a clear objective and vision, EDIT it all to create something “wonderful” and “awe-inspiring”… as the commander in chief Steve Jobs did at Apple.
So, this is what to reflect on today… Where in your life do you need to encourage more collaboration? To draw out the genius of the people around you – professionally and personally.
And secondly, where do you need to just DECIDE… and not worry if not everyone gets their green peppers and anchovies added to your creative pie?
Need help making leadership decisions? I find the system I lay out in this video helpful when it’s decision time:
#5 – Leaders Hire “A Players”
As former Publisher of SUCCESS magazine, I had the exclusive opportunity to meet and interview many of today’s top business leaders such as:
- Jeff Bezos
- Donald Trump (prior to his presidency)
- and Oprah
When asked what they attribute the success of their business to, invariably, they will say it is the great people they have surrounded themselves with. This is not some self-effacing answer.
Great leaders know that businesses are nothing but a group of people brought together to accomplish a mission. The better the people, the better chance you have of accomplishing the mission. No CEO climbs to the top of the mountain alone—it requires a great team.
Many of these extraordinary achievers will readily confess that most of their team is smarter, more talented and more skilled than they are. In fact, they will tell you that is always their objective.
The CEO of a billion-dollar company told me recently that it is his ardent goal is to always “be the dumbest guy in the room.” And quite candidly, he’s not that smart, but he is brilliant at recruiting and retaining great people, people much smarter than he is—and he owns the majority of the stock. Sounds pretty darn smart to me!
He said, “If I know more than someone at the table, number one, we are in trouble, number two, I have the wrong people at the table. My job is to get them to the table and keep them at the table. Then it is their job to accomplish the mission.”
The very important key point I am passing on here is this: it is not your intelligence, talent or experience that makes the difference. It comes down to a single skill—your ability to recruit, retain and empower great people around you. Thus the key skill you want to build, develop and hone is your recruiting skill.
So then, when recruiting and hiring great people, who are you looking for? If you don’t know exactly who you are looking for, you will never find the right person, because you don’t even know what they look like and invariably you will end up with whoever happens to show up and compliments your shoes.
When I am looking to recruit someone, the first thing I do is write a detailed job description. This exercise gets you really clear and specific about what you need and how success in that position will be defined. It also becomes a manifesto or roadmap for the person once they are brought on to the team. Once the mission is defined, I write out the key attributes needed to achieve that mission.
When I interviewed Harry Joiner, one of the most successful professional executive recruiters in the country today, he said we should approach recruiting like dating. Ask yourself questions to determine what your ideal match looks like. Know the key initiatives for your new team member before you begin your search, so you know how to qualify your ideal match.
Four key questions to identify your ideal match:
- What’s the role?
- How will success be measured?
- What attributes are needed to succeed?
- What attributes are needed to gel with the rest of the team and culture?
Interviewing and selecting the right people can be perplexing, particularly if you are not exactly sure what you should be looking for. In my opinion, it all comes down to just three things to make quality hiring decisions—the right attitude, a culture fit, and the desire to learn.
Hire for attitude.
Attitude trumps education, experience, awards, and previous titles. I learned this key lesson from the head of Marriott International while we were having lunch. I was complimenting him on how friendly his staff was and asked his secret. He said, “We don’t train our people to be friendly; we just hire friendly people.” That’s profound, really. It’s much easier to go recruit positive-minded, hard-working, caring servant-leaders than it is to train someone to be so.
So what type of attitude do you want in your organization? Do you want hard working, loyal or creative? A counter-intuitive thinker? Friendly and empathic? First and foremost, decide on the attitude you want and then hire for it. It is supremely more efficient to recruit people who already possess the key attributes you are looking for, than to believe you can train people on how to be successful for your business.
Find a match for your culture. Identify your culture first. Is the culture of your business eccentric? Entrepreneurial? Goofy and playful? Serious and fast-paced? Good people can be a bad choice if placed in the wrong environment. Does the person you are interviewing share the values of your business? List the mindset, attributes, and attitudes needed to fit culturally on the team and succeed in your business. It’s critically important.
Hire for an appetite to learn. A lot of people say hire from experience. Nothing I’ve ever done and been successful at is something I have done before. Someone who is an avid learner will excel. People with a hunger for learning are coachable.
Teachability is a mindset.
Look for people who listen more than they talk. Look for people with a healthy dose of humility. Humility doesn’t mean a lack of self-confidence; it means people who aren’t so enthralled with their own ideas that they are unable to consider the ideas and thoughts of others. Look for people with curiosity. Those who are teachable are achievement-oriented.
Organizations with the best people win.
The job of the leader is to go get the best people you possibly can. The key skill you want to build, develop and hone is your recruiting skill. Act like the success of your business depends on it—because it does.
#6 – Leaders Train Other Leaders
It’s been said that success without a successor is failure. You’ve probably also heard, “You can’t do this alone.”
But the truth is the development of other leaders in your organization is not only an essential task for leaders (because you need a lot of help to grow a thriving business,) but also because if you’re the decision maker on all things, it severely impedes production.
You see, here’s the problem with the all-powerful leader act…
YOU are the center point for all things.
Which really means you are the bottleneck or the dam blocking flow, momentum, and progress.
If you’re caught up in a reactionary cycle where your team is constantly looking to you for direction, you’ve failed. Your machine isn’t working on its own, and it’s too dependent upon your direct involvement.
YOU… have become the constraint.
Here’s a superior mindset.
Focus all your efforts on reproducing yourself, and putting yourself out of a job.
I admit this is easier said than done. Learning to lead has been a challenge for me, but teaching others to lead has been an even greater one.
If you create systems and processes that allow your organization to sustain itself without you, that’s the sign of a great leader you are.
Then here’s where the magic happens.
Train your leaders, and then give your leaders the freedom to make decisions without your input or help.
Here is something I have found as a leader:
People’s IQ seem to double as soon as you give them responsibility and indicate that you trust them.
Don’t be a puppet master. Drop those strings! Give others more responsibility and decision-making power without micromanagement and approvals.
Train, but then trust them to lead.
#7 – Leaders Never Stop Learning
Those who actually achieve a level of mastery are obsessed with learning, growing and improving.
You probably read the book “Outliers” by Malcolm Gladwell. This is where Malcolm repeatedly refers to the 10,000-hour rule as to what separates those who end up with great “talent” from everyone else—essentially they just “out practice” everybody.
My favorite model, because I relate, of someone who is OCD about constant improvement is the late Steve Jobs. One of my favorite quotes from Jobs is,
“Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.”
Jobs’ mantra around the Apple office was, “There has got to be a better way.” This attitude and discipline to raising the bar of excellence permeated every facet of his team.
Every person at Apple was required to continually identify the greatest constraints of the processes over which they were responsible. Then they were expected to constantly have two or three opportunities prioritized for improvement… and you could be asked to report on it during any accidental passing hallway encounter with Jobs.
Fortunately, I have always been a seeker. I have always been looking for the edge… to know a little bit more, something that will give me a unique advantage.
Maybe it is because I realized I wasn’t just naturally gifted academically or athletically. I always got good grades and did well in sports, but I always had to study or practice 3x harder and longer than most everyone around me.
I always looked for tools, resources and tricks and tips. These not only made up the difference but then gave me an edge.
Starting out as an entrepreneur, I sought the same advantages… mostly to make up for my lack of experience or natural innate talent. But the added knowledge I gained, through books, seminars, and workshops I paid to attend, that my competition didn’t, gave me continual advantages.
It allowed me to beat far more experienced and quite frankly far more gifted and talented people than me. Every venture I’ve ever entered I used this same trick.
I’ve been in a dozen different industries. None of which I had experience, schooling or any prior training in before. But yet I still went on to become a dominant force. How? Talent? Oh heck no.
I found I have, maybe a couple of superpower skills. I’ve sought the resources to bolster and maximize those skills as much as possible… and am still trying to do so, but I used other training resources to learn the rest of what I needed to become a leader in every foreign market I entered.
Here is what’s awesome when you master learning, when you develop the mindset and the actual follow-through of finding, investing in and applying advanced training… far and beyond what most people in a given marketplace have…
Here’s what’s awesome:
- You DON’T have to be that smart.
- You DON’T have to be that talented
- You DON’T have to have any prior experience
- You DON’T need to have any formal education
- You DON’T need any special contacts
With a growth mindset, specialized training, and practice… you can learn the skills, attributes and strategies that will give you a massive advantage over all the smart, experienced, good looking and well-connected folks.
You can learn to dominate any market you choose.
It’s powerful… and it’s why of those who go on to become super achievers, THIS is the number one attribute that sets them apart. This is the ONLY real skill, mindset, and personal philosophy you need, because with this one, you can LEARN the rest.
The Absolute Best Business and Leadership Training
If you wanted to hire me to coach you one-on-one, as many CEO’s do, my consulting fee is $10,000 per hour.
However, since I realize not every business leader has the budget for that, I hold a very special training 1-2x per year, exclusively for leaders and high achievers. Many business leaders tell me they were able to 2x, 3x, or even 10x their revenue after attending this training. I’d love to see you there, and help ignite YOUR business revenue and impact. Click here to see if you qualify.
#8 – Leaders Cast a Huge Vision for their Team
One of my favorite leadership quotes comes from my friend Brian Tracy who said, “Leadership is the ability to get extraordinary achievement from ordinary people.”
If you want insane production from your team, you have to pitch an enormous vision for them… and believe they can hit it.
According to Dr. Ronald E. Riggio from PsychologyToday.com, “Simply holding positive expectations about team members’ performance can actually lead to better team performance.”
This is known as the Pygmalion Effect, a scientific, documented psychological phenomenon about the effect of positive expectations.
Here’s how this works:
You see, we are ALL extraordinary. The tragedy is we believe we are only ordinary.
It takes a leader to show us our potential and the high expectation they believe we can meet. That is what lifts us from ordinary to extraordinary.
But make no mistake about it, and hear me on this… we ALL have extraordinary capabilities… and extraordinary potential. It’s why you are here.
You were delivered here with those gifts, to express that potential. You just need to believe it… and raise the expectations you have of yourself. What you have achieved thus far in your life is but a fraction of what you are truly capable of.
The same is true for your team.
Raise the expectations for all those around you. They might need to borrow your belief to activate their true potential.
Point out their gifts, strengths, and capabilities. Show them what you see. Have THEM see what you see.
And then point out the high bar you KNOW they can reach. You will be surprised and awe-inspired by just how high, quite often beyond even the bar of the wildly high expectations you have for them, they will reach… and exceed.
#9 – Lead from the Front
A boss and a manager prod from behind.
But a leader pulls from up front.
What is leadership?
Let me give an example:
Dwight D Eisenhower, before D-day, was trying to organize all the generals from all the different countries together. And they were whining and complaining. And they were talking about what their strategy was gonna be to drive their armies in.
And he pulled out a piece of string, and he said
“Gentlemen, an army is like this piece of string here. If you push it from behind, it will double up on itself. Just like this string; you need to pull your armies from the front. You need to be the first one in the battle; that’s how you lead an army.”
You see a boss and a manager says, “Hey you. You go.”
Where a leader says, “Hey, let’s go. Let’s go together.”
Think you have what it takes to lead your team from up front? Click here for help from Darren.
#10 – No Excuses
Lastly, I want to leave you with this, for those of you who claim “this leadership thing doesn’t come naturally to you.”
These skills can be acquired.
- You’re not “good at leadership?”
- You weren’t a “born leader?”
- or you suck at being a “manager of people?”
Then I have a special message for you from a friend of mine. Please share if you agree.
What is the definition of truly great leadership?
It’s not your position.
It’s your ability to take and implement these 10 bold rules for leadership, and actually influence others to follow, and to do it without excuses.
Now go get after it!