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In the name of the Father
On October 08, 2010, in Leadership magic, by Neculai Fantanaru

The more you know about leadership, the easier it will be to recognize the talent of a leader.

Despite the evident endeavors that he strives, Tus did not advance at all of his father's expectations, the king of Persia, Sharaman. In secret, he nourished the hope that he will manage to become king, just like his father, convinced that the decisions he had taken had been the most skillful.

It was time for Tus to give explanations for the siege of the holy city of Alamut. The king, on whom you could read the disappointment on the face, looked sternly at his son and talked to him on an authoritarian tone of reproach:

- This. . . Your adventure will not please our allies. But I guess you have not thought about this. . .

Tus remained stunned to the blame of the king, he could not justify his actions. His total and pathetic aspiration to aggrandizement, especially his excitement, turned out to be negative. He was unsure of himself. He did not stop to look worried and his uncle, who was present, as if he wished to take his defense.

Sharaman King, thanks to knowledge's and his extraordinary wisdom, coupled with his unerring instinct to detect the strengths and weaknesses that were present in people, but especially in his son, told him gently in voice:

- I know you hardly wait to wear the crown, but believe me, you're not ready yet !

Leadership is rather a burden than an honor

Paraphrasing the Spanish diplomat Diego Saavedra Fajardo (1584-1648), I would say that leadership is rather a burden than an honor; the cares of a father burdened with children. It is very important for a leader to know the unusual impulses of his “children” hearts; and especially to distinguish the feeble nature of the proud ones, ambitious and eager to assert - but superficial, and the really strong and powerful that are able to take wise decisions and handle the power intuitively and safe.

The King Sharaman from the movie “Prince of Persia - The Sands of Time (2010)” did not appoint Tus as his successor, for the simple reason that he did not see in him the qualities of a skillful leader. His duty as a father was to instill in his son the love of virtue, to inspire him in gaining wisdom. But he has not heeded his advice and exhortations, but full of ambition and penchant for brilliance started an unnecessarily war, using more a pretext than clear evidence.

Tus's attempt to prove his leadership skills proved to be disastrous. His performance was to cost his father the honor and fame in front of the allied nations. The shame was to be a catastrophic sense for King Sharaman, at his age he would hardly have endured scorn and hatred directed against him.

Leadership: Does your personal inclusion in a more advanced evaluation state confirm your withdrawal from the foreground of value?

Someone who doesn’t follow the affective dimension of leadership, in various points along the way towards personal inclusion in a more advanced evaluation state, would never have his merits and reasoning acknowledged with the purpose of generating new competencies. This accentuates the leader’s tendency to submit everything to his own wishes, wasting his power to overcome himself, not taking into consideration the meaning of the disconfort area.

The most eloquent proof that private initiative is efficient, is almost entirely extracted from the process of suitable „confessions and justifications” only through taking responsability and through diligently fulfilling one’s duties. While the power downfall in the equation of performance denotes that rupture between the universe of experiences and the world of greatest ambitions that enter in a new surveillence and control structure with the isolated actions that disappear in the meaningless sphere of the coincidental.

One can’t present to a leader the sustained confirmation in the succession of his real evolution stages within an ample process of transformation at the level of Mindset or Mastery Orientation, unless he can make a giant leap over all the reasoning errors that can occur in matters that don’t fit in the action sphere of honesty, proffessional probity and self-restraint.

That’s why consolidating authority and a resistance position in front of a whole set of cumulative conditions (such as the price you have to pay for the lack of vision, willingness to give up the harmful purposes and principles, the willingness to accept the worth of truth), are the most important lessons that you learn in the meaning stage of an evolution that can prove itself full of uncertainty.

After what criteria do you scale the potential of a leader?

According to King, his son's reasoning was only of a novice one. Only the thought that his son waited eagerly to take his precious place, although he was not prepared to face the responsibilities of a king, increased even more his pain. Consequently, the decision not to appoint him as his successor was a correct one. For a king, and respectively for a father, the most severe from all the punishment is to see his son (of that must be so proud of) a loser.

Only a wise man takes wise decisions. Sharaman King, who was unsurpassed in wisdom and has a big heart, was aware that leaders are chosen based on their skills. And he knew very well how he is looking like a potentially good leader. As a result, weighing the talents of his three sons, found that the most worthy would be none other than Dastan, his adopted son, who finally become the “Prince of Persia”.

In leader's life comes a moment when he has to entrust the relay to another one, but not everyone. Possessing maturity in thinking and experience, he must discern carefully between true and false, choosing someone with truly leadership qualities and to be recognized for these qualities by the rest of the team. The arbitrary choice in this situation can become an irreparable disaster. Do the more he knows better the leadership, the better the choice will be easier and more reliable.

In the name of the father

The leader is like a parent who takes care of his children. He is like a loving father who never ceases to watch over all that is positive and effective in his children's education, to talk to them, to counsel them and guide them on the right track, and rebuke them when they get on their own guilt on the brink.

The “Children” must be open to the suggestions of their father, who having more experience cannot advise them wrong. But above all they have to realize that whenever they are making a decision or start taking an action, are taken in their names, but inevitably passes on their father's reputation.

 

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