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13 Good Lessons From Bad Leaders

Head in Hands

Are you one of the Too Many
or one of the Too Few?
What are you doing to
become a more Dynamic Leader
who learns good lessons from bad leaders?

Too many leaders are concerned with where they are going,
Too few are deliberate about where they are taking their followers.

Too many leaders worry about what their boss thinks,
Too few are aware of what their followers think.

Too many leaders fixate on their individual futures,
Too few center on the future of their followers.

Too many leaders zero in on their professional tomorrow,
Too few target their organizational today.

Too many leaders concentrate on working their next job,
Too few focus on working the critical job at hand.

Too many leaders are apprehensive about how their action makes them look,
Too few anguish over with how their inaction makes their followers feel.

Too many leaders are reluctant of risky decisions,
Too few are confident enough to make courageous decisions.

Too many leaders are devoted to increasing their authority
Too few are relegated to accepting their responsibility.

Too many leaders are concerned about their power,
Too few truly empower their followers.

Too many leaders are concerned about becoming evolutionary,
Too few are dynamic enough to be revolutionary.

Too many leaders study traits and theories,
Too few refine their attitude and actions.

Too many leaders are worried about learning the mystery of leadership
Too few realize the profound secret is followership.

Too many leaders focus on their interaction with good leaders,
Too few refine their techniques based on good lessons from bad leaders.

Dynamic leaders know the honor of leadership is found in influencing and inspiring people,
not managing and manipulating them.

Dynamic leaders are energetic, effective and efficient in their action.
Dynamic leaders delegate authority, never responsibility.

Dynamic leaders learn from everyone around them.
They continually refine their leadership techniques and theories.

Dynamic leadership is about developing followers’ aspirations, enabling their success, and empowering them with the freedom and confidence to achieve more than they ever dreamed.

Dynamic leaders know the true measure of leadership is not found in an individual,
but the individuals developed.

What can you add to the Too Many / Too Few lesson list?
Let’s keep the list growing with your input.

Join us for the first ever #GenLead TweetChat on 15 May 9pm EST, and every Third Thursday of the month in the future.


photo credit: Alex E. Proimos via photopin cc


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Chris R Stricklin
Chris R Stricklin
Senior Curator at General Leadership
Chris R. Stricklin is a leader, mentor and coach integrating the fields of negotiations, leadership skills, public relations, public speaking and complex organizational change. His unique experience as a U.S.A.F. Thunderbird coupled with Pentagon-level management of critical Air Force resources valued at $840B, multiple N.A.T.O. assignments and command-experience in the United States Air Force allow his unique synthesis of speaking, leading, management, negotiations and continuous improvement. Chris is also a Certified Manager with degrees in Economics, Financial Planning, Strategic Studies and Operational Art and Science. He authored a negotiation primer which was subsequently published and adopted as required Air Force Pentagon new action officer orientation. He and his wife, Terri, have 4 children.
Tags: #GenLead, aspiration, bad, Challenge, dynamic, empower, future, leader, lessons, stricklin, success, technique #DynLeader, TweetChat

Author Description

Chris R Stricklin

Chris R. Stricklin is a leader, mentor and coach integrating the fields of negotiations, leadership skills, public relations, public speaking and complex organizational change. His unique experience as a U.S.A.F. Thunderbird coupled with Pentagon-level management of critical Air Force resources valued at $840B, multiple N.A.T.O. assignments and command-experience in the United States Air Force allow his unique synthesis of speaking, leading, management, negotiations and continuous improvement. Chris is also a Certified Manager with degrees in Economics, Financial Planning, Strategic Studies and Operational Art and Science. He authored a negotiation primer which was subsequently published and adopted as required Air Force Pentagon new action officer orientation. He and his wife, Terri, have 4 children.

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