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Adamantine Adornments Of Leadership

On March 09, 2011, in Top Leadership, by Neculai Fantanaru

The way your leadership evolves depends on the perceptions underlying on other people's expectations and the way you relate to them.

Everyone has a story. I accidentally found out the story full of humanism and special values of the dentist Roland Hermann, while reading Careers magazine. As I was saying in the article "The charming pulse of life", Roland is a leader through the abnegation he has towards the people with a low standard of living all over the world.

According to Rolland, the hardest thing to face was to provide dental care to several refugees in Gore. Besides the fact that they were many, they also had multiple problems. He said:

"The selection of patients was very painful; it was pressing me very hard emotionally. I had in front of me a patient with problems, and I was his one and only chance. The question was how to provide the same chance for everyone to benefit of. If I worked very much on one patient, the possibility to treat many others decreased. If I partially solved one's problems and managed to treat others as well, I would feel sorry for the previous patient I should have treated further."

Leadership: Do you explore a challenging situation of the type "the chance of reinventing yourself" through the much wider extension of the field of using a double reflection?

The way you see yourself in a moment of hardship is an evolution of the chance of reinventing yourself through the much wider extension of the field of use of double reflection.

The first reflection is the expression of the aspiration to travel in a direction contrary to your interests and declared purpose. The second reflection starts from the consequence of the aspiration to discover yourself differently in the world, all the more so as you are concerned with neglect in everything related to profession or social life.

By his very nature, his mentality, the way in which he linked his life and feelings to other people, trying to help each of them as much as possible, the dentist Roland Hermann has proven that he possesses a high morality. In 2011, he has proposed to himself to engage in other humanitarian projects by which to contribute in helping those in great suffering. Nothing could make him give up being the friend, healer and mentor of those in this situation.

Ensuring your success that validates your leadership position is to look with grateful eyes upon all the wonderful things that happen to you, after you have embarked on where others have never ventured to step.

Roland Hermann is the kind of man in whom the initiative prevails. Setting his goal to relate with people as well as possible, always focusing on every one of them, identifying their needs and expectations in the most realistic manner, and being there for them in difficult moments, his power of influence increases, and his leadership evolves more and more towards success.

Roland's love for his career, for life, for other people, is often mixed with a living pain because he cannot consult and treat them all, because he fails to satisfy everyone's needs in an effective manner. However, there is something solemn and mobilizing to see a man like him, full of kindness and good intentions, inspired by noble feelings (empathy, kindness and friendship), rushing where others never dare to walk.

Leadership: Are you subject to a becoming that reflects the canting method from side A to side B?

Someone who works under pressure can’t avoid the harshness of reality, perceived and understood through its consequences, which give meaning to life based on the cognitive, emotional and behavioral experience gathered in time – through the consonance of convictions with the actions that serve some great impact causes. It all depends on the way in which character is spiritually interested in the success of its positive pattern, gifted with the power to convert a dark past into a brighter future. Neither from this point of view do we have reasons to believe in the death of the art to become greater human beings.

Two of the obstacles that hinder your becoming as great human being, whenever possible on the spiral of a becoming that clears away from humanitarianism, amplified by the impossibility to find out the abyss of your unwillingness to emotionally manifest yourself in front of someone, are the limitative convictions and the rational fears that permanently exert a certain pressure.

And this pressure, reflected in the "canting method from side A to side B", has its origin in the value of self-respect (raw at the request of the conscience that propagates in the matrix and fiber of your being) that replaces all the access ways in order to obtain the consideration of others.

"Side A" corresponds to lucidity in evaluating your own actions, while "Side B" corresponds to your experiences being evaluated by others. A person’s perception of himself, represented by the contact between the two points of view, will be founded on one hand on common sense considerations, which are totally subjective, grounded on the knowledge of being honest; on the other hand, on selfish considerations, grounded on the knowledge of superiority. And, on a third hand, on conscience considerations that recognize themselves only thanks to the existence of others.

Leadership: Does your character bear the appreciation of benefit in a context where deterministic events lead to the same effect?

One of the reasons why many leaders fail is that they do not give importance to others' needs, not struggling to meet their expectations, or fail completely to relate to their values. What do you feel for a dear person that you see getting lost, and that you can't help? Is it pain? For, that is the feeling that Roland experiences whenever he fails to treat someone.

Nobody follows you simply because you hold a position, and even it is a leading one. As long as you don't meet their requirements, and don't answer their expectations, your stay there, between them, will be a constant pressure for them. It's like you have the "medicine" that could cure them, but you never administer it to them.

People guess the kind of man you are, and if your character does not bear the appreciation of benefit, of doing good, they will never be interested in following you. The way your leadership evolves depends on the perceptions underlying on other people's expectations and on how you relate to the circumstances that make your intervention necessary.

The effect produced by the complexity of deterministic events is that of repartitioning the tasks you can undertake, making them matter.

Just like every ocean has a lot of precious pearls that adorn it, so your leadership can become more precious and evolve to success if you add to it the finest "adornments" to nestle in people's hearts, filling them up with light, joy and serenity.

The Adamantine Adornments Of Leadership are composed of: the control function of the field of experience, the measure of values that inspire you to believe in yourself, the ability to act as a reward for your affirmation, and the higher order derivatives multiplied by updating factors, such as the virtue of giving and accepting sacrifice.

Every helping hand whom you give, each time you are together with your people and show them that you care about their fate, your sense of responsibility that you manifest towards them, your attitude full of ambition, courage and optimism that you have in front of them, are adorments which, even for a moment, bring spring in their souls, promote their happiness and encourage them. Such glittering ornaments emphasize the quality of your leadership and make it evolve to an even higher level.

Abnegation, professionalism, solidarity, optimal settlement of problems and high morality are some of the adamantine adornments of your leadership, whose value will be recognized by the people you lead.


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