A Complicated Game

Expand your boundaries of influence, by adopting a firm position against your decision to impose your character.

The road to a successful career can be extremely slippery. In one of the most famous books about chess "Principles and Tactics", Anton Berger specifies in the first chapter three important rules in chess: "Carefully, carefully, carefully ! "

The more you advance in your career, be convinced that you will confront a lot of hard situations and you will come across a lot of obstacles that would keep you far from the goal you proposed, far from your dreams. Many envious people or who want to advance in the job you follow, will try to detain you from making a step forward. In this kind of moments you have to take a decision: you take a step forward carefully or you resign.

Does the character who decides the outcome of all your forces agree with the assumption of an ego that does not allow compromises, but knows how to accurately measure the risk of each move?

Margaret Thatcher, the prime minister of Great Britain among 1979-1990, knew better than anyone how to act so she would not be kept in chess by other aspirants at the comfortable premier chair. Like the chess game, Margaret Thatcher was very reasonable and extremely careful at the actions she was ready to do, and once a decision was made she never changed her mind. She said herself: "You can change your mind, if you want. The lady would not."

Maybe you also wish a high leading job and to increase you power of influence. But I warn you that you will not be the only one who wants this thing. With certain there will be other people willing to succeed in professional ascension.

In order to win in front of your opponents, you would have to learn to play hard, but with caution like Margaret Thatcher. Calculate well the moves you want to make, and then act firmly. Remember that, just like a chess game, once you made the moves you cannot change them, and a bad move could mean the end of the game by checkmate. So take control over the game before your opponents do.

The ego can break you out of your self-imposed inertia only through a possible victory over a higher force that makes you feel protected by something above you.

Do you have the ability to understand and to use leadership as a tool of ensuring the success? Is it your capacity of keeping yourself firmly on position, the "distinguishing mark" of your power of influence? What is the "piece" with the greatest potential that you use in order to control your opponents? Can you create some strong points that could not be easily attacked by the opponents? Do you differentiate yourself from them by the strong focus given to the undertakings that you initiate?

Expand your boundaries of influence, by adopting a firm position against your decision to impose your character.

Leadership, as a whole, is based on a sum of principles, practices, beliefs and strategies, whose relations and interference with man and the circumstances associated with him generates, in a final stage, that inner impetus and that type of value that the leader needs to impose to others. But, first of all, to himself.

Can you differentiate between the Common Leader and the Elite Leader without knowing the rigor of the inner processes that discipline their decisions and calibrate their reactions?

It is therefore necessary to create a dichotomy between the common-leader and the elite-leader that the individual can turn into eventually. The most striking difference between the two types is given by the game they each compete to, despite pressures, distractions, intimidation attempts and conspiracies of any kind. Of the two types, only the elite-leader revives in him that strange magic that gathers the most powerful energies and spiritual tools useful to transformation, beneficial to a safe operation and an upstream development.

Taking the example of Margaret Thatcher, we know all too well how the elite-leader tries to play in the dark inferno of turnabouts and great changes, sometimes concentrated in a single moment. He tries to play rightfully, i.e. legally, without violating the rights and freedoms of other opponents to try to acquire the title of master, but maintaining his strong position, featuring the audacity that leads to opportunity, realizing the value of any action.

Thorough understanding of the processes to achieve planned objectives can only be achieved only through a personal introduction in the setting of a "live performance" that contributes to overcoming the risk state in which is found a whole that carries a reality different from that of the parts that compose it.

The position of a title holder in leadership is obtained when you decide to fight for a cause beyond yourself and focus on what makes you go further into an impossible direction.

But how does the elite-leader perceives this game? If, for example, we raised this problem to the common-leader, we would certainly hit his weakness, his ignorance to manage multiple foreign territories, the indifference with which he addresses a series of strategic factors specific to every position and the ignorance to act at that moment according to a plan that requires new ideas.

In all ages, the common-leader from the base of society has ignored these means to test his value. Although, paradoxically, he was the main actor on the stage of world history, continuously playing his role, unaware of his mismatch to the lead, only motivated by the desire to be at the forefront.

Therefore, it seems that victory is the almost exclusively product of well-formed personalities in the struggle for supremacy, personalities that would not have been able to speak up without the support of a complicated game, on a superior level, which is the tendency to accumulate positional or material advantages, further developed to forms with decisive character.

The commitment you make as a leader is not an exit clause in the face of a difficult road, but a conscious commitment to take risks to discover and develop the areas that support your performance.

A Complicated Game becomes a spectacle worthy of the great personalities of history when two representatives of "strong character" and "an ego that does not compromise" extend beyond measure. But it is worth it for you to be part of it, because you learn how to find your motivation in a framework that does not allow for favors, but rather only for the manifestation of pride.

I think that the words of the writer of Romanian origin, Irina Binder, best expresses the attitude of a leader caught in a risky game: "If ever I will keep my head down, it will be just to admire my shoes."