Tag Archives: paradox of human nature

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.

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