It looks like you're using an Ad Blocker.
Please white-list or disable AboveTopSecret.com in your ad-blocking tool.
Some features of ATS will be disabled while you continue to use an ad-blocker.
Go ahead and repeal it
Chapter 6 – The Law of Solid Ground
Trust Is the Foundation of Leadership
When it comes to leadership, you just can’t take shortcuts, no matter how long you’ve been leading your people.
To build trust, a leader must exemplify these qualities: competence, connection, and character.
People will forgive occasional mistakes based on ability, especially if they can see that you’re growing as a leader. But they won’t trust someone who has slips in character.
Character and leadership credibility always go hand in hand. Character makes trust possible. And trust makes leadership possible. That is the Law of Solid Ground.
Character communicates consistency and respect. Leaders earn respect by making sound decisions, admitting their mistakes, and putting what’s best for their followers and the organization ahead of their personal agendas.
A leader’s good character builds trust among his followers. But when a leader breaks trust, he forfeits his ability to lead. Trust is the foundation of leadership. Violate the Law of Solid Ground, and you’re through as a leader.
Chapter 10 – The Law of Connection Leaders Touch a Heart Before They Ask for a Hand Learn how to truly connect with people at their level. You can’t move people to action unless you first move them with emotion. The heart comes before the head. The stronger the relationship and connection between individuals, the more likely the follower will want to help the leader. Connect with people one at a time. Some leaders have problems with the Law of Connection because they believe that connecting is the responsibility of the follower. That is especially true of positional leaders. The often think, I’m the boss. I have the position. These are my employees. Let them come to me. It is the leader’s job to initiate connection with the people. When a leader has done the work to connect with his people, you can see it in the way the organization functions. The vision of the leader becomes the aspiration of the people. To lead yourself, use your head; to lead others, use your heart.
Chapter 11 – The Law of the Inner Circle A Leader’s Potential Is Determined by Those Closest to Him When you have the right staff, potential skyrockets. Maxwell divided his new staff into three groups according to their ability to lead and deliver results. Then he systematically began replacing them with stronger leaders, beginning with the bottom third first. Leaders find greatness in a group and help the members find it in themselves. Leaders should try to bring five types of people to their inner circle: 1. Potential value – those who raise up themselves 2. Positive value – those who raise morale in the organization 3. Personal value – those who raise up the leader 4. Production value – those who raise up others 5. Proven value – those who raise up people who raise up other people Surround yourself with the best people possible. That’s the Law of the Inner Circle.
When Eleanor Roosevelt entered the White House as First Lady in 1933, it was with much trepidation. Denied an official position within the administration, she decided to work to create informal channels to the public, on her own. She traveled all over the country — to inner cities and remote rural towns — listening to people’s complaints and needs. She brought many of these people back to meet the president and give him firsthand impressions of the effects of the New Deal. She opened a column in The Woman’s Home Companion, in which she let her audience know, “I want you to write me.” She would use her column as a kind of discussion forum with the American public, encouraging people to share their criticisms. Within six months she had received over 300,000 letters, and with her staff she worked to answer every last one of them. She began to see a pattern from the bottom up — a growing disenchantment with the New Deal. Every day, she left a memo in her husband’s basket, reminding him of these criticisms and the need to be more responsive. And slowly, she began to have an influence on his policy, pushing him leftward. All of this took tremendous courage for she was continually ridiculed for her activist approach, long before any First Lady had ever thought of such a role. As Eleanor understood, any kind of group tends to close itself off from the outside world. From within this bubble, people delude themselves into thinking they have insight into how their audience or public feels — they read the papers, various reports, the poll numbers, etc. But all of this information tends to be flat and highly filtered. It is much different when you interact directly with the public, hear in the flesh their criticisms and feedback. You create a back-and-forth dynamic in which their ideas, involvement and energy can be harnessed for your purposes.
Negative feedback occurs when the output of a system acts to oppose changes to the input of the system; with the result that the changes are attenuated. If the overall feedback of the system is negative, then the system will tend to be stable.
Positive feedback, sometimes referred to as "cumulative causation", refers to situations where some effect causes more of itself. Under strong positive feedback, most systems quickly move to a limit state, where the limit is provided by external factors, or into some other new stable state where the positive feedback is somehow negated. Positive feedback can also lead to oscillation.