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At 39, he was stricken with polio. By a lot of accounts, he changed himself over the next seven years of battle into a leader of compassion, patience, and keen self-awareness. Richard Nixon believed he might transform himself through his own years in the wilderness, and he did make progress. But he could never ever fully manage his devils, and they ultimately brought him down.

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Not all individuals succeed, then, in achieving self-awareness and self-discipline - Shipley Communication. What we have actually been told given that the time of the Greeks is that every leader must attempt to manage his own enthusiasms before he can intend to command the enthusiasms of others. Best-selling author Rabbi Harold Kushner argues persuasively that the components of selfishness and aggressiveness that are in many of usand our battles to get rid of themare precisely what produce better management.

"Excellent individuals do bad things," Kushner concludes, "If they weren't strongly lured by their yetzer ha'ra [will to do wicked], they may not be capable of the strongly excellent things they do." Let Your Guard Down (sharman@harman. com) is the executive chairman and creator of Harman International Industries in Washington, DC. Shipley Communication.

In a meeting at Becker, numerous of the engineers there argued that the only method for us to take the lead in the emerging field of "infotainment" was to desert tried-and-true analog systems and design and construct absolutely new digital systemsa extremely risky proposal for our company. Back home, I took a seat with our essential executives to discuss this disruptive idea.

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There was plainly anxiety and uncertainty in the group, concern that we would be wagering the company if we went digital. I realized that to provoke the imaginative thinking we required, I would have to let my guard down and want to embarrass myself by floating unformedand even uninformedideas.

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Our conversation went on for 6 or 7 hours. By opening up to my colleagues, and by motivating them to believe freely and improvise, I helped generate a novel point of view that nobody people had given the conference: Dedicate all the business's resources to this digital direction, help with the improvement by getting rid of hierarchies and silos, and get rid of barriers between functions.

We wouldn't be here if we had not taken the radical steps conceived because conference. And that strategy would not have actually emerged had I stopped working to acknowledge and react to the group's apprehension and elicit its collective creative thinking. The leader who utilizes emotional intelligence to catalyze creativity subordinates himself to the group however elevates the company to accomplish objectives it otherwise couldn't. Four Lenses.

edu) is an assistant teacher of sociology at California State University, Chico, and a specialist on cults. Cult leaders do not do anything strange; they feel in one's bones how to package themselves and their pledges well and how to target responsive audiences. They're really good at affecting, or, to be more precise, controling, fans.

One way a cult leader manipulates is by making use of followers' eagerness to be part of something larger than themselves. That desire often prompts followers to assign to a leader attributes that he does not actually have. A type of group contagion can take holda "true-believerism" mentality. Followers can fall into what I call uncritical obedience, never questioning the leader's claims.

Cult leaders are likewise skilled at persuading followers that the leader's ideas are their own. Once followers own the ideas, it's hard for them to liberate themselves from the leader's message. A leader might exaggerate his own significance. In the 1980s, Bhagwan Shree Rajneesh, a hugely popular Oregon-based Eastern guru, always surrounded himself with armed guards.

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The distinctions in between how cult leaders and conventional leaders affect their followers can be subtle. Cult leaders also make it difficult for individuals to leave. They established interlocking systems of impact and control that keep followers obedient and prevent them from thinking about their own needs. Cult leaders might use "benefits"often material, more often ephemeralthat keep fans devoted to the leader and to the organization's goals.

In some cases the only distinction is their intent. And in some cases there is no distinction. Discover Your Voice is the former chairman and CEO of Medtronic, a medical technology business in Minneapolis. Genuine leadership starts with self-awareness, or knowing yourself deeply. Self-awareness is not a trait you are born with but a capability you establish throughout your lifetime.

It needs a good deal of introspection and the capability to internalize feedback from others. Nobody is born a leader; we need to consciously turn into the leader we desire to become. It takes numerous years of effort and the capability to gain from severe difficulties and dissatisfactions.