Prompting 50 _ Constants

A leader either swells and shrinks one’s followers or grows and uplifts them.
One swells either through corruption or exploiting others directly or indirectly.
One grows through research, creativity and building rapport with those one leads.
While the swelling idiot losses touch with reality, the grower continually builds trust.
The more a leader is trusted by members, the less one could afford to make silly mistakes.
Here are SEVEN ways on how to ULTIMATELY UPGRADE your awareness on this matter!
Leader-Member Exchange (LMX) Theory is how leaders and members create tacit agreements.
Distinguished Developers: Fred Dansereau, George Graen, and William Haga (Dansereau, et al. 1975).

USUALLY, leaders have varying levels of intensity in their relationships with different subordinates.
POSITIVE, trusting relationship between leader and the subordinates leads to an enriched relationship.
GENERALLY, when the subordinates are at the periphery of the team, the leader tends to be detached.
REAL leadership process goes through a maturation process, from being strangers to being confidants.
A good sense of humour is often considered to be an important characteristic for a progressive leader.
DECISIVENESS, intelligence, creativity, persuasiveness, and communication skills, are key attributes.
ESSENTIALLY other social skills includes: giving and seeking information, and building relationships.
Timely Therapy: - A leader, as a great person, attracts great people and knows how to hold them together.

TTHE PROBLEM OF THE FUTURE AFRICAN LEADERSHIP will be to prevent the HEDONIST and the MEDIOCRE from taking any higher social position. For such a person has the short sight and narrow grasp of a regressive leader, not the long view and wide range of the born meritocrat trained to statesmanship. The finer person has a divine right to rule i.e., the right of superior ability. The simple person has his or her place, but it is not on the throne. In his or her place the simple person is happy, and his or her virtues are as necessary to society as those of the leader.

Hedonists are slaves, puppets of routine, victims of busy-ness; they have no time for new ideas; thinking is taboo among them, and the joys of the intellect are BEYOND their reach. Hence their restless and perpetual search for “empty endless pleasures”, not (“meaningful solid happiness”); their great houses which are never homes, their vulgar luxury without taste, their sensual amusements that dull rather than refresh or stimulate the mind. They acquire riches and become poorer thereby; they accept all the restraints of aristocracy without its compensating access to the Kingdom of the Mind. There is no use in such people having wealth, for they cannot give it dignity by noble use, by the discriminating patronage of letters or the arts. Only a person of intellect should hold property; others think of property as an end in itself, and pursue it more and more recklessly.

However, it would be absolutely unworthy a deeper mind to consider mediocrity in itself as an objection. Industriousness, thrift, regularity, moderation, strong conviction, with such virtues the mediocre person becomes perfect, but perfect only as an instrument. A high civilisation is a pyramid; it can stand only upon a broad base; its prerequisite is a strongly and soundly consolidated mediocrity.

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

BUILDING or creating a functional, healthy dynamic in a group is the ability to maintain a tight relationship to reality; so as to get things done, to make things, to solve problems.
ESSENTIALLY, it draws upon its resources — labour, strengths, finances - to have an upper hand in a particular environment that is often highly competitive and constantly changing.
ASPIRING only success, the healthy group puts primary emphasis on the work itself, on getting the most out of its resources and adapting to all of the inevitable changes.
RESISTING wasting any time on endless political games, such a group can accomplish ten times more than the dysfunctional variety. It brings out the best in Human Nature.
IT remains the ideal for all of us, in as much as it arouses and channels people’s empathy, their ability to work with others on a high level. We shall call this ideal the Reality Group.
NOW, keep in mind that if you inherit a culture that is firmly set and dysfunctional, your job is harder and it will take more time. You need to be resolute in the changes you want to effect.
GENERATE patience, being careful that the culture does not slowly assimilate you. Think of it as war, and the enemy is not individuals but the dysfunctional group dynamic.

Here is BEYONDISM FORMIDABLE FORMULA for SELF-ACTUALIZATION
(The ‘head’ and ‘tail’ of Activating your SELFHOOD) in regard to:
Researching for the most suitable instrument in your TEAM management.

FAST and freely making necessary comparisons and taking importance distinctions, is key to leadership.
Core Choice #50: Sound leadership cannot really be taught. It can only be learned.
Sure Score #50: You do not manage people, you manage things. You lead people.
ORDER and discipline can only be safeguarded by the standardised worker with interchangeable parts.
Solid Stance #50: Ethical standards set by top management must be fostered throughout the organisation.
Catalysing Consideration #50: This solves key problems and supercharges the engine of corporate finance.
ROBUST managers must learn to revere, not merely tolerate, those who come up with creative ideas.
Mighty Mission #50: New ideas are the lifeblood of any thriving organisation.
Vivid Vision #50: In this way you will be at pace or stay ahead of your rivals.
MANAGEMENT should create the core of an organisation flexible enough to respond to rapid changes.
Gaining Ground #50: Complexity management can be used to build unity in the midst of diversity.
Capturing Clouds #50: To empower people to attain peak performance and individual fulfillment.
UNDERSTAND: In the networked organisation the manager’s job is DNA: Define, Nurture, Allocate.
Lofty Leap #50: If you do not delegate some of the important tasks, then you are really just a supervisor.
Merry Momentum #50: Never tax yourself by working directly with staffs, guiding their every movement.
LEGITIMISING the diversity of a multidimensional organisation, is to build strong structures of change.
Holy Hearken #50: To think of tackling the future, by disposing the challenges of today in less time.
Divine Distinction #50: To act with speed and energy so as to have greater impact and permanence.
A manager’s ability to turn meetings into a thinking environment is an organisation’s greatest asset.
Prudent Planting #50: It consists in showing average people how to do the work of superior people.
Hoped Harvest #50: Agents MAY be necessary, but they are still one of the lowest forms of LIFE.

Therapeautic Takeaway #50
Cardinal Concept #50: As substantially scribed FOR YOU. ...............
Move BEYOND tireless effort and persistent work and regard yourself as center of vitality.
Critical Canon #50: As candidly cracked BY YOU. ...............
To BECOME a leader capable of bettering the world and leave an enduring, sparkling legacy.
Renaissance Rehearsal #50: As Partook BY YOU. ...............
REFUSE cumbersomness and purposelessness, by motivating staff to maintain their MORALE.

#50. In as much as I aspire to affirm my disposition in TEAM MANAGEMENT,
How will I motivate my personnel and maintain their MORALE?

The secret to motivating people and maintaining their morale, is simple but subtle.
It is basically to get them to think less about themselves and more about the group.
Involve them in a crusade, and fill them with the desire to emulate and please you.
Make them see their personal survival as tied to the success of the team as a whole.
In a group in which people have truly bonded, moods and emotions are so contagious.
It becomes easy to infect them with enthusiasm, thus making sacrifices for the cause.
A motivated team can work wonders, making up for any lack of some material resources.

#50. I, ___________________________, affirming my disposition in TEAM MANAGEMENT, do DECISIVELY DECLARE that, the world is full of people looking for a secret formula for success and power. They do not want to think on their own; they just want a recipe to follow. They are attracted to the idea of strategy for that very reason. In their minds strategy is a series of steps to be followed toward a goal. They want these steps spelled out for them by an expert or a guru. Believing in the power of imitation, they want to know exactly what some great person has done before. Their maneuvers in life are as mechanical as their thinking. To separate myself from such a crowd, I need to get rid of a common misconception: the essence of strategy is not to carry out a brilliant plan that proceeds in steps; it is to put myself in situations where I have more options than the rival does. Instead of grasping at Option A as the single right answer, true strategy is positioning myself to be able to do A, B, or C depending on the circumstances. That is strategic depth of thinking, as opposed to formulaic thinking. Should I inherit a group, I will have to analyse its structure and alter it to suit my purposes. I will pour my creative energy into its organisation, making fluidity my goal.

In this reference, as a BLESSED BEYONDIST, I hereby, make an ABSOLUTE AFFIRMATION that, in unifying my own hordes, I will find exercises to increase my staffs knowledge of and trust in each other. This will develop implicit communication skills between them and their intuitive sense of what to do next. In this way time will not then be wasted in the endless transmission of messages and orders or in constantly monitoring my personnel in the field. If I can disguise these exercises as play, so much the better. I will not struggle with my personels’ idiosyncrasies, but rather turn them into a virtue, a way to increase my potential force. I will be creative with the group’s structure, keeping my mind as fluid and adaptable as the group I will be leading. Since the structure of my team will have to be suited to the people who compose it, the rule of decentralisation shall be flexible: some people respond better to rigid authority. Even if I run a looser organisation, there may be times when I will have to tighten it and give my staffs less freedom. I have understood that wise leaders set nothing in stone, always retaining the ability to reorganise their team to fit the times and their changing needs.

PROPOSE: - In asssembling my TEAM I should focus primarily on expertise and intelligence, and other factors should take the second seat, or be outrightly ignored.
OPPOSE: - I should be careful in being seduced by a CV or resume. Character, the ability to work under me and with the rest of the team, and the capacity to accept responsibility and think independently are equally key. I should look BEYOND their skills to their psychological makeup. I should rely on the team I will have assembled, but never be its prisoner or give it undue influence. I should depend on their ideas and opinions, but never let them in on the actual decision making, and keep them from building up their own power base within the team. I should see them simply as tools, extending my abilities and saving me valuable time. I will understand that unity of command and never be seduced into violating it. A critical step in creating an efficient chain of command is assembling a skilled team that shares my goals and values. That team will give me many advantages: spirited, motivated people who can think on their own; an image as a delegator, a fair and democratic leader; and a saving in my own valuable energy, which I can redirect toward the larger picture. In creating this team, I should be looking for people who make up for my deficiencies, who have the skills I lack.
DISPOSE: - A key function of any chain of command is to supply information rapidly from the trenches, letting me adapt fast to circumstances. The shorter and more streamlined the chain of command, the better for the flow of information. Even so, information is often diluted as it passes up the chain: the telling details that reveal so much become standardised and general as they are filtered through formal channels. Some on the chain, too, will interpret the information for me, filtering what I hear. To get more direct knowledge, I might occasionally want to visit the field myself. Sometimes drop in on group’s undertaking incognito to see with my own eyes how my ideas are taking effect. But in these days of increasing complexity, this can consume far too much of my time. What I need is what the military historian Martin van Creveld calls “a directed telescope”: people in various parts of the chain, and elsewhere, to give me instant information from the battlefield. These people--an informal network of friends, allies, and spies--will let me bypass the slow-moving chain. Directed telescopes will give me flexibility in the chain, and room to maneuver in a generally rigid environment.

As a charmer, I will bring antagonism into harmony. It has dawned unto me that, the world is a cauldron of resentment and envy, where the sourness of a single brooding person can quickly turn into a conspiracy. As a charmer, I will know how to smooth out conflict. I will never stir up antagonisms that will prove immune to my charm; in the face of those who are aggressive, I will retreat, let them have their little victories. Yielding and indulgence will charm the fight out of any potential enemies. I will never criticise people overtly — that will make them insecure, and resistant to change. I will plant ideas, insinuate suggestions. Charmed by my diplomatic skills, people will not notice my growing power. As a charismatic, I will radiate saintliness. I have learnt that most people must compromise constantly to survive; saints do not. They must live out their ideals without caring about the consequences. The saintly effect bestows charisma. Saintliness goes far BEYOND religion: politicians have won saintly reputations by living simply, despite their power — by matching their political values to their personal lives. Some are virtually deified after they died. Saintly aura, may manifets in being childlike, unwilling to compromise, lost in my own world. The key is that I must already have some deeply held values; that part cannot be faked, at least not without risking accusations of charlatanry that will destroy my charisma in the long run. The next step is to show, as simply and subtly as possible, that I live what I believe. Finally, the appearance of being mild and unassuming can eventually turn into charisma, as long as I seem completely comfortable with it.

“I think about more than I forget; but I don’t go around fire expecting not to sweat.”— American rapper Dwayne Michael Carter Jr. alias Lil Wayne (b. 1982)--->

“I think about more than I forget; but I don’t go around fire expecting not to sweat.”— American rapper Dwayne Michael Carter Jr. alias Lil Wayne (b. 1982)--->

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