You are the creator of your own destiny when you understand that what you can become depends on what you are able to ask of others.
Steven Spielberg once dreamed of making a movie. He had the script, but not the producer to finance it. One day, while walking on the beach, he “accidentally” met a rich man willing to invest in a young director. With the money he received from this producer (a stranger he had never seen before), Spielberg was able to film Amblin , a film production that received an honorable mention at the Venice Film Festival, drawing his attention to Hollywood.
This little story, which we found in the book “How to Think Like a Millionaire”, written by Mark Fisher, shows us that those who become leaders, first of all, know how to stand out. Leaders also know how to observe the power of a brand in search, which is actually the result of their thinking completed through an ambitious project. And you, in order to become a leader, must know how to quickly observe the point in which a man finds one’s self, guiding him to the next level of his career.
Leadership is your chance to get noticed by an idea that no one would normally consider, but which under certain conditions could be a gold mine.
And the unitary whole of leadership best expresses the result of the impact you have on the lives of other people. You connect with people through what you are, through your being, through what motivates you, through your efforts to relate to them, seeking to clarify and solve common problems. Sometimes you will be able to shake beliefs, to make even the most refractory spirits think about the message you are trying to convey, to the idea that everything that means man assumes, first of all, humanity.
Leadership is a set of technical, strategic elements, but also with a strong load of specific human feelings. It cannot be divided or separated into its constituent components, but is rather a unitary whole.
Leadership: Can you keep your mind open to the opportunity to be someone else, but only by conforming to the rational nature of being yourself in a continuity that excludes any manifestation of the contradiction between the “current situation” and the “proposed purpose”?
I said in one of my blog posts: “What the unity of leadership is consisted of is not the composition of values and virtues contained in it, but the masterful way in which the leader, destined to attest his coefficient of nobility, manages them. Just as in a novel, the specifics of the characters, their character, emerge from the particular signs that their author observes – so too do the particular character traits of the leader, which prevents him from enjoying the good he could have offered to others, regaining and thus self-esteem emerge from his own self-observation.”
And for your leadership to have a greater impact, you need to operate on people and society. As a leader, you must be able to convey to the people, in an extremely convincing and mobilizing way, an urge to unite, to mobilize when the situation is serious. Calls for understanding have a great advantage: they encourage people to get more involved in community life and to work harder to do so.
What impact does your leadership have on other people? Are you able to give people an urge to unite? How do you encourage people to get involved in professional activities? Do you focus only on the annoying weaknesses of people? Do you stimulate the mediocrity in which people “wander”, or do you stimulate their growth? How exactly?
The way you relate to the people around you, to their needs, always accepting your share of responsibility, matters as much as the number of vitamins and minerals that a high-performance athlete must assimilate in order to grow muscle mass, or a sick man to recover. Don’t think about endowing people around you, or mentoring them, or being a hopeful helper, without first establishing a compatibility between you and them. No training in this world, no compromise, no influence will make you the kind of leader other people want if you have no calling and no desire to serve them.
Leadership: How do you prioritize the change of those around you so that you represent your actual experience as a circumstantial interest in a mirroring effect in history that has become a part of you?
Tendencies to overestimate yourself do not give you stability in your relationships with other people. What elevates you to the level of a leader, to the level of a man with an important influence, is the ability and the way you relate to people. Are you ready to select the best quality people, to equip them with everything they need to be long-term performers? Being a performer means combining leadership with your own character, it means combining knowledge with the personality that defines you – for your own benefit, but also for the benefit of other people.
Performer is the man who, not subject to foreign influences, ignites the light of hope and joy in people’s souls, through his power to change their perceptions – helping them to achieve concrete results in the field of personal development.
The performer identifies the endowment needs of the people around him, selects their most important qualities that are necessary to change their status, character, personality.
A performer is the leader who promotes the change of those around him by his very nature, by his way of being, by his ideology, isolating or neutralizing any non-integrable element in the architecture of their own being.
The leader is the man who can perform by polishing the matter of which the human being is composed. He is the one who manages to remove the dark spots of thinking, understanding and feeling – unprofitable – from the multitude of Egos, treating them with wise decisions and new guidelines of the highest quality.
Leadership means making the change you fear most, with the direct consent of the ambition to belong to no one but your own personality.
The Unity Of Leadership is made up of two elements: the ability to stand out and your ability to perform at your best. Are the people you help really an effect of your mirroring in history?
How do you favor the change of those around you? What makes you feel fulfilled? Do you spend 80% of your time doing the thing that requires the most skill? How do you equip your own being to complete your leadership? What can turn you into the leader others want you to be? Remember what leadership expert John Maxwell once said: “No matter how great the player is, if he can’t play a team game, he will never help the organization.”
Tip: Adjust your leadership skills to make it easier for you to promote your highest values.