AS IT IS NOT MERELY ENOUGH TO HAVE GREAT THOUGHTS, effective leaders, should have the courage to let the words out of their mouth ahead of time. Possessing the qualities which are arguably central to the survival and success of groups or organisations, these arbiters of people’s fate should be able to act creatively in non-routine situations, try new things and refine ideas that do not work.

Being a virtue that entails endeavouring at being a mover and a shaker; being able to push and get things done, LEADERSHIP means, in the last analysis the substitution of brain for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility, for obedience to rank and of authority of performance, for the authority of rank. Much more, leaders will never say “I”; and that is not because they will have trained themselves not to say “I”; they will not think “I”. They will think “team”. They will understand their job as that of making the team function. They will accept responsibility and will not sidestep it, but “we” gets the credit as former American president Harry S. Truman (1884 - 1972) advised: “It is amazing what you accomplish if you do not care who gets the credit”. This is what creates trust, what enables the task done.

A BLESSED BEYONDIST as a person endowed with a keen sense of leadership, will be able to combine a clear understanding of one’s goals, with both a carefully judged assessment of what degree of change one’s teammates or followers are ready to accept. This is coupled with a strategic sense of when to accommodate oneself to opponents who may be ready to yield on significant points.

SEVEN therapeautic tonics to loftily LOCATE your LIFE’s BASIC BEARING:

1. BONDED groups make people naturally more emotional and permeable to the moods of others. Turn this into a positive by infecting the group with the proper set of emotions.
2. EVERY group is more susceptible to the moods and attitudes of the leader than of anyone else. Productive emotions would include calmness, which will naturally ground people.
3. AS part of this strategy, infect the group with a sense of perseverance that emanates from you. You are not upset by setbacks; you keep advancing and working on problems.
4. RESOLUTE BEYOND bounds, you are also very persistent. The group senses this, and individuals feel embarrassed for becoming hysterical over the slightest shift in fortune.
5. INFECT the group with confidence, but be careful that this does not slip into grandiosity. Your confidence and that of the group mostly stems from a successful track record.
6. NOW and then change up routines, surprise them with something new. This will wake them up and stir them out of the complacency that can settle into any successful group.
7. GENERALLY showing a lack of fear and an openness to new ideas has a therapeutic effect. This encourages people to think more on their own, and not operate as automatons.

Here is BEYONDISM FORMIDABLE FORMULA for SELF-ACTUALIZATION
(The ‘head’ and ‘tail’ of Activating your SELFHOOD) in regard to:
Offering you supreme obeissances to your persuading POWERS.

1. FORCEFUL team building is a battle of different creative minds; agreeing to diasagree to move forward.
   Core Choice #49: When two people in an enterprise ALWAYS agree, one of them is then unnecessary.
   Sure Score #49: The dividing line in any challenge is being part of the solution, or part of the problem.
2. ORGANISED teamwork is basically a constant balancing act between self-interest and group interest.
   Solid Stance #49: Building a team (not a committee) requires leaders to be knowledgeable and inspiring.
   Catalysing Consideration #49: Know the nature of productive teamwork and feel a passion for creating it.
3. REORGANISING in team work is helpful in meeting any unpredictable, challenging and new situation.
   Mighty Mission #49: Teamwork is not simple. In fact, it can be a frustrating, elusive commodity.
   Vivid Vision #49: Teamwork does not appear magically just because someone mouths the words.
4. MOST teams where communication is oiled are more compatible; success lies in taking instruction better.
   Gaining Ground #49: Better two heads than one, better one head than a hundred.
   Capturing Clouds #49: Talent wins games, but teamwork wins championships.
5. UNCONDITIONALLY lead with respect; it is not the harness but the horses that draw the chariot along.
   Lofty Leap #49: Do not arrogantly look around at the little fishes present and say: “I am the Kingfish.”
   Merry Momentum #49: Because a person will not listen to sense, do not talk nonsense to him or her.
6. LEAN away from the cant of ‘Measures not men’!—people are everything, measures relatively nothing.
   Holy Hearken #49: Understanding the importance of human factor is necessary for any enterprise.
   Divine Distinction #49: When a business goes wrong, look only to the people who are running it.
7. A corporation without a strategy is like an airplane weaving through stormy skies, hurled up and down.
   Prudent Planting #49: It is easily and ruthlessly slammed by the wind, lost in the thunderheads.
   Hoped Harvest #49: If lightning or crushing winds do not destroy it, it will simply run out of gas.

#49. To the extent I aspire to purposively deploy my PERSUADING POWER,
How will I make my enterprise to be speedy, adaptive and FLEXIBLE?

Key elements in business are speed and adaptability; which are hard to achieve today.
It is the ability to move and make decisions faster than your competitors in the field.
With more information than before at our fingertips; interpretation and deciding is tricky.
Learn from Napoleon, warfare’s greatest master: success come from flexible organisation.
Break your team into independent groups; let them operate and make decisions on their own.
Make your team elusive and unstoppable by infusing them with the spirit of the campaign.
Give them a mission to accomplish, and then let them run; to work on the specific details.

#49. I, ___________________________, deploying my Persuading POWERS, do DECISIVELY DECLARE that, now more than ever, effective leadership requires a deft and subtle touch. The reason is simple: people have grown more distrustful of authority. At the same time, almost all people imagine themselves as authorities in their own right - officers, not foot soldiers. Feeling the need to assert themselves, people today put their own interests before the team. Group unity is fragile and can easily crack. I have realised that these trends affect leaders in ways they barely know. The tendency is to give more power to the group: wanting to seem democratic, leaders poll the whole staff for opinions, let the group make decisions, give subordinates input into the crafting of an overall strategy. Without realising it, these leaders are letting the politics of the day seduce them into violating one of the most important rules of warfare and leadership: unity of command. Before it is too late, I should learn the lessons of war: divided leadership is a recipe for disaster, the cause of the greatest military defeats in history.

In this reference, as a BLESSED BEYONDIST, I hereby, make an ABSOLUTE AFFIRMATION that, divided leadership is dangerous because people in groups are political: they say and do things that they think will help their image within the group. They aim to please others, to promote themselves, rather than to see things dispassionately. Where an individual can be bold and creative, a group is often afraid of risk. The need to find a compromise among all the different egos kills creativity. The group has a mind of its own, and that mind is cautious, slow to decide, unimaginative, and sometimes downright irrational. This is the game I must play: Do whatever I can to preserve unity of command. Keep the strings to be pulled in my hands; the over-arching strategic vision must come from me and me alone. At the same time, hide my tracks. Work behind the scenes; make the group feel involved in my decisions. Seek their advice, incorporating their good ideas, politely deflecting their bad ones. If necessary, make minor, cosmetic strategy changes to assuage the insecure political animals in the group, but ultimately trust my own vision. I will remember the dangers of group decision making. The first rule of effective leadership is never to relinquish my unity of command. Control is an elusive phenomenon. Often, the harder I tug at people, the less control I have over them. Leadership is more than just barking out orders; it takes subtlety. I will pay attention to the orders themselves - their form as well as their substance. Vague orders are worthless. As they pass from person to person, they are hopelessly altered, and my staff comes to see them as symbolising uncertainty and indecision. It is critical that I myself be clear about what I want before issuing my orders. On the other hand, if my commands are too specific and too narrow, I will encourage people to behave like automatons and stop thinking for themselves - which they must do when the situation requires it. Erring in neither direction is an art. No good can ever come of divided leadership. If I am ever offered a position in which I will have to share command, I will simply turn it down, for the enterprise will fail and I will be held responsible. Better to take a lower position and let the other person have the job.