LEADERSHIP IS LIFTING THE VISION of your followers to high sights; it is raising their performance to a higher standard; it is building their personality BEYOND its normal limitations. You do not lead by pointing and telling people some place to go. You lead by going to that place and making a case. Leaders make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better.

Prominent 21^st historian Robert Dallek informs us that, great United States of America’s presidents, were those who rallied the nation to meet large challenges, and who found workable answers to the Big Questions of the day, whereas some of the least memorable presidents were those who served in time free of social turmoil. After analysing the conduct of 41 US of America’s presidents, he was able to distill six key qualities in their success:

Activism is only one element in the mix of ingredients that make a great president. Throughout American history at least six other influences have been at work in contributing to success in the White House. First, the country’s most highly regarded presidents have all been great visionaries who could imagine a new national future. This trait was balanced by a second important trait – pragmatism. This pragmatism meant that the visionary leaders could respond to changing public moods and political circumstances. Third, all of the country’s great presidents have had great personal charm or charisma. A fourth trait of great presidents has been their ability to earn and keep the trust of the public. The great presidents used this trust to become consensus builders in domestic and international policies, the fifth important element in presidential greatness. The sixth element in making a great president has been simple luck or favourable circumstance, which has enabled the leaders to put their skills to work.

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

1. BEING a leader means expecting nothing from the led. Not defensive or sitting back but completely active — everything you get, and most definitely their respect, must be earned.
2. EVERY moment, you have to continually prove yourself. You have to show that your primary consideration is not yourself and your sensitive ego, but the welfare of the group.
3. APPARENT response and true empathy to people’s moods, is key, but with limits — to those who show themselves to be mostly self-promoting, you are tough and merciless.
4. REALLY practice what you preach, work harder, sacrifice your own interests if necessary, and be accountable for any mistakes. Expect others to follow your lead, and prove themselves in return.
5. IMBUED by such an attitude, people will open themselves to your influence; as you move towards them, they move toward you. They want to win your approval and respect.
6. NOTHING will make you to be easily forgiven for mistakes, than an emotional connection. The group energy is not squandered on endless infighting, and the clashing of egos.
7. GUIDING them to accomplish great things, you can forge an aura of authority that only grows with time. What you say and do seems to carry extra weight, and your reputation swells.

Here is BEYONDISM FORMIDABLE FORMULA for SELF-ACTUALIZATION
(The ‘head’ and ‘tail’ of Activating your SELFHOOD) in regard to:
Making other people enjoy the worldly beauty by your LEADERSHIP.

1. FIND out ways of making your staffs feel they are getting along under a leadership of an average person.
   Core Choice #51: No institution can possibly survive, if it needs geniuses or supermen to manage it.
   Sure Score #51: Co-workers should not see each others as untrustworthy, but as reliable colleagues.
2. ONLY by removing anyone who consistently fails to perform with high distinction, will you make it.
   Solid Stance #51: Companies pay too much attention to the cost of doing something.
   Catalysing Consideration #51: They should worry more about the cost of not doing it.
3. REAL success in your business and its future are in the hands of those you hire; however clever you are.
   Mighty Mission #51: The fate of your business will actually be in the hands of the youngest recruit.
   Vivid Vision #51: The hot blood is easy to teach, versatile to learn, and to accommodate new ideas.
4. MOVE the spirits of your staff not by hidden means or craftily seeking to bypass their conscious minds.
   Gaining Ground #51: By doing this you will be becoming a manipulator rather than a motivator.
   Capturing Clouds #51: Your personnel may hold unexpressed grudge which is counterproductive.
5. USUALLY, managers spend too much time managing the present, and not enough creating the future.
   Lofty Leap #51: Future focus is the generic organ of most organisations.
   Merry Momentum #51: It makes the burden of the present to be bearable.
6. LEADERS are people who do the right things. Managers are people who do things right. A big difference.
   Holy Hearken #51: It is always easier to talk about change than to make it.
   Divine Distinction #51: It is easier to consult, or to manage than to lead.
7. ASSERTIVELY set out an aspiration that creates, by design, a chasm between ambition and resources.
   Prudent Planting #51: Management is the essential efficiency, in the fundamental ladder of success.
   Hoped Harvest #51: Leadership determines whether the ladder is leaning well against the right wall.

#51. To the extent I aspire to ferociously fire my cherished LEADERSHIP TASK,
How will I make my team feel they are working for a noble CAUSE?

Bring people together around a CAUSE and you create a motivated force.
Unite your team and make them feel they are fighting for a noble IDEA.
Represent this CAUSE as curative and progressive, for it fits the TIMES.
This IDEA is on the side of the FUTURE, and so it is destined to succeed.
Try to occupy the MORAL high ground by giving it a veneer of spirituality.
If necessary, it is in your interest to have some rival to BENCHMARK on.
A smarter-than-thou attitude can help a group to define itself in opposition.

#51. I, ___________________________, firing my Cherished Leadership TASK, do DECISIVELY DECLARE that, I will learn from history’s great motivators and military leaders: the way to get soldiers to work together and maintain morale is to make them feel part of a group that is fighting for a worthy cause. That distracts them from their own interests and satisfies their human need to feel part of something bigger than they are. The more they think of the group, the less they think of themselves. They soon begin to link their own success to the group’s; their own interests and the larger interests coincide. In this kind of army, people know that selfish behaviour will disgrace them in the eyes of their companions. They become attuned to a kind of group conscience.

In this reference, as a BLESSED BEYONDIST, I hereby, make an ABSOLUTE AFFIRMATION that, morale is contagious: I put people in a cohesive, animated group and they naturally catch that spirit. If they rebel or revert to selfish behaviour, they are easily isolated. I must establish this dynamic the minute I become the group’s leader; it can only come from the top - that is, from me. The ability to create the right group dynamic, to maintain the collective spirit, is known in military language as “man management”. History’s great generals - Alexander the Great, Hannibal, Napoleon - were all masters of the art, which for military men is more than simply important: in battle it can be the deciding issue, a matter of LIFE and death. In war, Napoleon once said, “The moral is to the physical as three to one.” He meant that his troops’ fighting spirit was crucial in the outcome of the battle: with motivated soldiers he could beat an army three times the size of his own.