Great Leaders are Thoughtful & Deliberate, Not Emotional & Reactive

Great leaders are distinguished from other leaders because they are deliberate and considered in their movement, not impulsive, reactive and emotive.  As we climb the hierarchy, there are a multitude of things to do, and a multitude of stakeholders to address.  It is natural, in our striving for success that for some to win, others may feel that they lose.  There are only so many positions available, so many promotions, so many amounts of resources.  We all have differing agendas and ideas.  To win, to succeed, it is necessary to take the long view.  The long view, this extended investment horizon, mitigates against setbacks in the short term because there is always a larger plan, and these losses are part of that picture.  This means not reacting emotively.  It does not preclude, however, the appearance of being emotional because deception is part of warfare. 

Every act, every move, must be considered, and plotted as part of larger plan.  There must be a specific objective, there must be clear milestones, and there must be contingencies at these junctures.  It is foolish to assume that others share the same goals and objectives.  It is far more foolish to assume that they would do nothing to stymie our goals.  The aim is to move pieces like a game of chess, and shield those movements by the movement of other pieces.  In these instances, it is sometimes necessary to make sacrifices.  Some pieces, when they have ceased to be useful, are expendable.  An example of this is Charles-Maurice de Talleyrand-Périgord, 1^st Prince of Benevento, throughout his career, from supporter of the French Revolution and delegate to the National Convention, to Prime Minister under Napoleon, to Minister in the restored monarchy. 

None of this means, however, that we discard ethics.  Ethics is what distinguishes winners from losers.  The unethical man sacrifices a larger advantage for a smaller gain.  It is important to be known as a man of principles, because it gives others a framework to negotiate.  They understand that contracts and promises are binding.  Ethics, however, does not preclude ruthless action to eliminate a threat or seize an advantage that presents itself. 

In contrast, the reactive leader is more concerned about acceptance by the masses, or seeks to please perceived centres of influence with no gain in the dynamic of the relationship.  Such people lack that sense of self to stand for something, so they will fall for anything.  These are people easily provoked, and easily bought.  They seldom concern themselves with the larger strategic picture, and seek petty gain.  The most suspect is the populist.  They seek to be inoffensive to as many as possible, but will inevitably fail to please most stakeholders.  They are also the most likely to engage in petty politics and backbiting, because they do not understand that words and rumours are weapons to be utilised in the great game, not indulgences of the lower self. 

In seeking to be that great leader, it is important to never take insults and aspersions personally.  It is emotionally tiring, and gains us nothing.  After all, for most people, if they are willing to make things up, it means that they have no other card left to play, and this is petty, ineffectual revenge.  Left by themselves, the stories will eventually get more complex, and the aspersions more nefarious.  There is use in this.  When these stories become self-reinforcing due to group think, people will expect a specific set of bahaviour in scenarios they have painted in this minds.  This is the time to act contrary to their expectations of nature to seize a tactical advantage.  One of the great exponents of this is Lee Kuan Yew and his political manoeuvring, early in his career.  Also, these instances tell us more of the these people than they realise, and that is a card that can be played in time, especially when we bring them to the negotiating table for a strategic gain.  The implied threat at the right moment is far more effective than some emotive outburst at an insult.  There is no point being offended unless there is something to take from them, or deny them. 

It is not a coincidence that successful leadership requires some form of sociopathy.  People easily affected by what others think can never be effective leaders because they react emotionally, and can be manipulated by their base emotions.  Emotional people are also emotionally affected by rejection and setback; they lack resilience.  Niccolò di Bernardo dei Machiavelli wrote, in Il Principe, “It is better to be feared than to be loved, if one cannot be both.”