Leadership Principles of the Warrior – Series Nine Leadership Ascendency (Part 1)

The persistent, mature and enlightened leader is the one who assumes command and understands what that means. By certain authority, some have become mangers, and mange for better or for mediocre acceptance of the mundane. Boring is their legacy, and uncreative is their heritage. Others have aspired to be reasonable supervisors. Yet, their journey has not seen the infinite vision of a leadership summit. The pinnacle of the vista remains allusive to those who cannot self-evolve and set free their differentiation.

Herded, huddled and homogenized by the hordes, the operational consistency suffers the defeat of confused tactical necessities and vital strategic urgencies. By wishful thinking, clever subjective validation, and well-defended posturing, they have invented themselves into realms they are not equipped to visit. On the outside, they appear competent in their specific domain, and yet, their credentials are subject of suspicious. Leaders understand this spectrum in the paradox of human nature.

With that in mind, the lesser ones, the so-called “experts” in this or that, continue aspiring to ensure a legend, a claim to all manner of accolades, from specialists to cultists. Each according to his or her own deception seeks to inspire the superficiality of their conjecture. All is folly, such is foolishness and much is vanity, as nothing is new but that which is rediscovered in a different time, form a divergent perspective. Fear is a good starting point in the revelation of the individual trek.

From there, the hard work is to rise up, challenge oneself and build a better version of the original design from within. One does not do this by the cowardly excuses of external deterministic forces, for some contrive cultic dogma. Nor, does one ascend by simple-minded adherence to unquestioned mythic doctrine, or political expediency. It is by the free willed force of mindful independence, a strong body and amative passions. Vigilance and valor, embracing the energy of life, a leader must self-evolve.

In brief, one must become exactly that, an individual, well differentiated from the rest.

A leader is one who leads the pack, breaks rules as needed, risks derision from others, and blazes pathways. Sparingly in the use of words, their actions whisper much louder the determination to ascend higher peaks of knowledge and understanding. At the end of the day, at the setting of the sun, what is it that you need?

Leaders realize this juncture of insight, and exert the passion to know the nature of such possibilities. To know, do and believe, are constant reminders of the role for which one has been called. And, even though the culture devolves, the society regresses and empires collapse, a leader perseveres to lead. He or she embraces an honorable acceptance of finality. All things must end eventually. When you walk away and face the encroaching shade of the shadows, you sense an irrevocable conclusion.

Not looking back, you can grasp the essence that collective memories are of brief duration. Many will forget, a few might remember, but things fade. No monument, statue or street name to your credit, or otherwise, stops the history clock from ticking. Good or bad, whatever the pretended legacy, the crowds thin out, the adherents find another, and all are replaced in shear moments of cosmic transitions. Serious is the responsibility of leadership in the present with your profound ascended presence.

Quiet, yet courageous, is the spirit of such a mindset. From its potency, the vision of greater self-determination unfolds. On a less complex level, the baser passionate range of salacious stirrings urges a focused imaginative carnality to transmute one’s present reality. From a broader spectrum, each moment, awake or in a dream state, invites the disciplined discovery of individual transformation. A calling to leadership requires us to be capable of managing our perfection from life-long learning processes. While engaging the assigned tasks we have chosen, public and private, we can inspire others.

But, the others must freely choose their devolution or evolution. We can do nothing to change them, control their journey, alter their mindset, or control their desires, needs or wants. If we complain, show anger, or impatiently grovel in negativity, then we regress by or own choosing. Only they must decide the level to which they want to ascend. We have the wonderful opportunity to be an example to others, and provide a glimpse into this enlightened sphere of self-transition beyond mortal materiality.

A closer relationship with the sincerity of rational belief in fundamental principles of reason, and the passion for a selfless transforming personality, builds upon the viability of our trek to higher levels. Leaders offer the insightful guidance and instruction to encourage others to rebuild themselves. We strive to avoid the placement of barriers and stumbling blocks in the way of those around us. Competent leadership is a reflection of growth and maturity by experience, practice and ceaseless learning.

In a devolving culture, where most do not desire to change, the leader remains challenged by the negativity to surrounds him or her. Regardless of the ineptness, incompetence and treachery, a leader understands that his or her ascendency means a profound transformation. The renovation of positive and productive thinking within his or her leadership continues to evolve. Among these few, there is the need to grow a style of leadership that is conducive to the mission, both individually and collectively. There is no perfect typology. Developing a particular style is an individual characteristic.

As the leader evolves, he or she studies others and gains insight into the leadership qualities of effective role models. Nevertheless, it is he or she, the individual, who develops a personal perspective on what that means. No one else can do that for the leader, because this is a personal quest. It is a journey of purposeful differentiation over a lifetime of experiences, trials and errors, successes and failures, as well as experience and education. This requires focused effort by virtue of disciplined devotion.

From an historical perspective in brief, there have been three basic styles of leadership, or as some might allude erroneously, a conception of management. Again, there are three very different perspectives within an organization as suggested in here. There is management, supervision and leadership. A leader has to be effective within the scope of all three concepts. Many are good at management. Some are even better at supervision. But, only a select few are exceptional at leadership.

Immediately, there will be an eruption of diversity of opinion on the previous assertion. That’s fine and there certainly ought to be if someone is doing an exercise in critical thinking. No one is expected to agree with anything suggested herein. Perspective on these viewpoints may vary depending on the nature and scope of the organization and the people within that organization. Nonetheless, the historical styles within an organization have included the autocrat, the democrat and the free rein.

Although there are several variations, these three have tended to represent the classic models of “management” in most organizational frames of reference. Along with that, attitudes, experiences and personalities have a tendency to influence the “leadership” style, or lack thereof, in one manner or another. As we grow as leaders, we want to ensure productive progress from “infancy” to maturity. In our growth process, we should wisely evaluate the style that fits our unique personality and characteristics.

Maturity in blending the trilogy to a distinguished individuality of conception requires hard work in personal transformation to higher levels of thinking, believing and resultant action. It is a matter of seizing the moment and living in the present experience of the amazing awe of life. Self-reliance is not selfishness; it is the power of getting your own “house” in order, before you can be an example to others.

Additionally, the persistent endurance requires the careful balance of being satisfied with what you have. Materially speaking, what do you really need for basic sustenance and survivability? Most of the world around you has very little and yet they survive. Furthermore, you need nothing from anyone else in terms of building your inner being. You do not look to others for attention, drama or self-worth.

As leaders, we are striving for a non-anxious well-differentiated presence, a balanced somewhat stoic sense of imperfection that appreciates the essentiality of adaptability, creativity and innovation. Leaders are visionary and appreciate the value of integrating different aspects of traditional styles into their own unique capabilities.

It is the leader, not the manager, or the supervisor, who wisely balances command, authority and interpersonal communications into a “seize the day” persona. Along with that evolving complexity of multidimensional thinking, one must be physical fit as well. Mind, body and energetic essence forge into a unitary disciplined individual to the extent possible. Given his or her attributes, traits and characteristics, the leader continues to pursue his or her full range of capabilities as a never-ending process.

Physically fit, mentally astute and ethically self-assured, leadership ascendency invites the valor of each moment to climb higher. Along the course, the personal style that one embraces and changes should be well adjusted, consistent with honorable principles set forth in a viable system of ethical precepts. Caution is always warranted along these dangerous and treacherous pathways of life. Critics, cowards and clowns poke, jest and taunt at every turn. Nonetheless, a leader is resolved to prevail.

As to the teachings of one’s code of conduct, those in command must be aware at all times as to their inherent biases, prejudices, likes and dislikes. You should be wary and suspicious of dogmatic doctrines that oppress liberation and freedom. It should be kept in the forefront of all ideations, that philosophies of any kind are based on opinions, as opposed to provable facts based on evidentiary criteria, etc.

Through falsehoods of fallacies due to selfish wishful thinking, or “hope springs eternal” in cognitive bias, many people want to feel good, in that others believe the same way they do. Nevertheless, humans are not robots, and neither are they “hard wired” by some facetious claim of deterministic behaviorism. Such is often connected to the dangerousness of ideological extremism, sometimes found in various religions, cultic collusions and terroristic activities. Not to forget of course, the diverse schools of thought in the “pseudosciences” should likewise be approached with caution.

No one, no guru of pretended exaltation, alleged trainer of trainers, or so-called expert in whatever, has all the answers to every question from the dawn of time. Having this healthy sense of skepticism, tempered by a rational sense of cynical analysis, the leader studies, evaluates, weighs and balances the evidence at hand. In today’s world, especially in the “infotainment” age, multitudes claim to be “experts”. You must ask whether such a claimant has the background for such claims. What are their credentials?

For the wise and mature leadership posture, one must carefully assess who is given advice about what. The way leaders train themselves to think should serve as a guiding foundation for all aspects of service, socially, organizationally and institutionally. Yet, not a rigid foundational framework, the leader remains maturely flexible. Although we are not perfect beings by any stretch of the imagination, we should endeavor to cultivate our journey toward activities in that direction. Frequently, it is not easy.

In order to increase effectiveness, our quest is to rebuild ourselves as authentic and credible more ascended versions of the original self. We avoid the road hazards where distractions detract from the mission we are pursuing. Balance, “battle awareness” and cohesiveness of thought and action are necessary to these endeavors. An effective manager must be honest and straightforward with everyone and particularly himself or herself. He must be a speaker of the truth inside and outside.

Good leaders are not afraid to confront adversarial situations and are willing to talk face to face with people about controversial issues. Authenticity would truly be a great thing if all us would say what we mean and mean what we say. The next time you hear someone say, often quite pompously, “let’s be transparent”, ask him or her what they actually mean by that. Truthfulness in the realism of interpersonal encounters suggests we should be as brutally honest as consensually possible.

We scam ourselves so easily. Every day is another opportunity for someone to try and trick another into a vast range of things. Ever notice how quickly people call attention to themselves? Be still, watch for the moment, sense the timing, observe and wait for the interval, the next breath and assess the implications. Human deception, that of self and others, is extensive throughout every organization, institutions, and any other place your find people. We enjoy telling stories, hearing them, and listening to all kinds of trickery, cons and schemes of every variety. The news, advertising, marketing, you name it, the disguises are out there. What you see is not what is really going on.

Behind the scenes, a diversity of collusions transpires every moment. We are dangerous in many ways. In a declining culture, and hence, the society that goes with it, the “con job” is everywhere. From the boardroom, to the classroom, to every aspect of telecommunications, the “hacks and hackers” are there, watching and waiting for options of personal advantage. We live, play and work in deviant opportunity subcultures. Yet, our hypocrisy knows no boundaries, as our prejudices have no limitations.

Now is a time, as the human species faces its eventual extinction, whereby ascended extraordinary leadership is critical. This is not the moment in history for the patronage of the rich, influential and the powerful to continue the present course of global collapse. Nor is it the juncture for personal advantage by way of lineage, inheritance or aristocracy. And, neither does it call for passing the control and dominance on to the offspring of the former rich and powerful. True climbs of leadership are not by those who get their socio-economic-political advantage by family connections.

Instead, the self-evolved humility of the maturely humble leader, who needs nothing of material gain, but achieves by meritorious individual liberation. A leader does not become enslaved to the whims of the “money changers”, or the hypocrites who have all the need to “show and tell”. The leader is a warrior, who has been in the “trenches” and earned his or her “stripes”, and they have the scars to show for it. Their hands are dirty, their faces are muddy, and the inner being has been tested, because their sense of worth is in their vision. It is not breeding or bequest, but leading by pleading the wisdom of experience and exposure, that one cannot appreciate unless they have been there. Convictions rage in the presence of cowardice and indecision, for the sanctity of thinking at higher realms of imaginative incitements to transformation.

Differentiation for self-evolving transformation is challenging in an age of dumbing down, pretended stupidity and contrived slothfulness. In a post economic downturn phase, where inefficient giant entities are “too big to fail”, it should come as no surprise large numbers of people invent their “victimization”. Once they have capitalized on their self-pity and gullible nature of others, they can be “bailed” out using someone else’s resources. One must be wary of the pretentiousness of gullibility. Manufactured acts of credulity serve the purposes of lazy thinking and irresponsibility.

With and understanding that vast numbers of people believe in myths, magic and mysticisms of all kinds, leaders persevere to greater ascendency regardless of the adversity. Leaders, serving as an example of a differentiated personality, supervise and manage the organization so that it actually works efficiently and makes sense. The processes and procedures by which things are done are workable, sensible and effective from inception to action. Progressions and the measures that guide them must be designed so that time is not wasted but put to fruitful endeavors.

Work activities must make express common sense reality. Quantity is balanced with quality, so that results exemplify rationality and competence in completion. People need to know that what they are doing is the result of effective and efficient leadership, reinforced by wise decision-making. Leadership is a hands-on activity and not an absentee process. In addition, leaders are receptive to fact driven suggestions, constructive criticism and creative ideas from others. Openness and receptivity allow for the possibility of doing things a little different from in the past.

Leadership flexibility of a higher nature in approaching all operations encourages opportunities for improvement and innovation. For example, when someone presents a new idea or suggestion it is probably a good idea to give it to him or her positive feedback. At every opportunity, people ought to be encouraged to separate from the pack, take risks, and instigate progressive ideas to develop and pursue.

Leadership leads people and motivates them toward their choices of whether to be successful or not. Being stupid, incompetent or lazy are all choices people make. Some get it, and some do not. Nonetheless, leaders remain leaders and lead regardless. As defined for the particular setting, interests, and personalities, some will rise up, and others will be casualties. Leadership is about ascendency to higher levels.

Article Source: https://EzineArticles.com/expert/Randy_Gonzalez/130783

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