In his influential book, It Worked for Me, Colin Powell, a highly respected military leader, and statesman, shares a wealth of wisdom and experience garnered throughout his remarkable career.
One of the central themes he emphasizes is the art of effective leadership. Powell’s “13 Rules of Leadership” encapsulates his invaluable insights and serve as a guiding framework for aspiring leaders in any field.
Colin Powell’s 13 Rules of Leadership
- 1. It Ain’t as Bad as You Think. It Will Look Better in the Morning.
- 2. Get Mad, Then Get Over It.
- 3. Avoid Having Your Ego So Close to Your Position That When Your Position Falls, Your Ego Goes With It.
- 4. It Can Be Done.
- 5. Be Careful What You Choose: You May Get It.
- 6. Don’t Let Adverse Facts Stand in the Way of a Good Decision.
- 7. You Can’t Make Someone Else’s Choices. You Shouldn’t Let Someone Else Make Yours.
- 8. Check Small Things.
- 9. Share Credit.
- 10. Remain Calm. Be Kind.
- 11. Have a Vision. Be Demanding.
- 12. Don’t Take Counsel of Your Fears or Naysayers.
- 13. Perpetual Optimism is a Force Multiplier
1. It Ain’t as Bad as You Think. It Will Look Better in the Morning.
Leaving the office with a positive attitude is crucial, as it influences our mindset and inspires others. Drawing from Powell’s training at the Infantry School, he believes no challenge is insurmountable, recalling Winston Churchill’s famous words and the mantra of never giving up. He references a scene from The Hustler where Paul Newman’s character, Eddie Felson, experiences doubt but ultimately regains his confidence to achieve victory. Powell shares a personal ritual of washing his hands and face before daunting situations, reminding him to persevere. Ultimately, like the protagonist in the film, triumph awaits those who persist.
2. Get Mad, Then Get Over It.
While acknowledging that everyone experiences anger, Powell asserts that holding onto it serves no purpose. He recalls a personal incident involving his fury towards Dominique de Villepin, the French foreign minister, for opposing the US stance on the Second Gulf War. Despite the ensuing outrage and calls for boycotts, Powell realized the need to maintain a working relationship with Dominique on other matters. He shares a lesson learned from a superior officer about temper control, who told him, “The best part about being mad and disappointed is that you get over it,” and emphasizes the swift regaining of composure to prevent anger from clouding judgment.
3. Avoid Having Your Ego So Close to Your Position That When Your Position Falls, Your Ego Goes With It.
Powell recounts a lesson he learned while working as a staff assistant to Secretary of Defense Harold Brown. In a heated dispute, one lawyer’s personal investment in his position left him crushed when he lost. The other lawyer advised him not to let his ego become entwined with his position. Powell emphasizes the importance of passionately advocating for one’s beliefs while remaining open to the possibility of flawed positions. He cites Marine Colonel Paul “Vinny” Kelly as an example of a loyal team member who executed Powell’s decisions faithfully but also provided new arguments when necessary. Powell appointed Vinny as his Assistant Secretary of State for Legislative Affairs, underscoring his value to the team.
4. It Can Be Done.
Powell reflects upon the significance of the quote, “It can be done,” inscribed on a desk plaque presented to him by the humorist Art Buchwald. Powell emphasizes that this quote encompasses more than mere certitude—it encompasses an attitude. He advocates commencing each endeavor with the conviction that it can be accomplished, fostering a positive and enthusiastic approach.
However, Powell cautions against encircling oneself with immediate skeptics who dismiss ideas without due consideration. Furthermore, he advises against embracing a blindly optimistic stance that disregards valid counterarguments and obstacles. Powell strives to maintain an optimistic outlook without neglecting reality or recklessly encountering insurmountable challenges.
5. Be Careful What You Choose: You May Get It.
“Exercise caution when making choices, for you may receive what you decide upon,” impart Powell, warning against hastily jumping into decisions without careful contemplation. While acknowledging that time constraints may occasionally necessitate swift decision-making, he emphasizes the significance of allocating ample time to evaluate options, examining them from various perspectives, and carefully pondering the potential consequences. Furthermore, he reminds readers that our choices bear lasting implications, and although we can rectify some poor choices, others may yield long-term consequences that are not easily reversible. The underlying message urges us to approach decision-making thoughtfully and remain mindful of the potential outcomes.
6. Don’t Let Adverse Facts Stand in the Way of a Good Decision.
We must combine instinct and informed judgment in challenging decision-making. Powell advises leaders to gather ample information, analyze it thoroughly, and then rely on their instincts. He exemplifies this by referencing General Eisenhower’s D-Day invasion decision, based on informed instinct, and General Grant’s dismissal of flank attack information during the Civil War due to his deep understanding of the situation. Powell also cautions against letting adverse facts hinder decision-making and encourages leaders to explore alternative solutions. Drawing from his experience in the Philippines coup, Powell underscores the significance of comprehensive assessment, trusting informed instincts, and executing decisions with determination, all while acknowledging potential risks.
7. You Can’t Make Someone Else’s Choices. You Shouldn’t Let Someone Else Make Yours.
Personal autonomy and responsibility also play a part in decision-making. While seeking advice is valuable, Powell cautions against blindly following others’ agendas and encourages trusting one’s informed instincts. Drawing from his military and post-military experiences, he underscores the importance of taking ownership of choices. He also recounts how he gained the freedom to follow his instincts after leaving the military and turned down lucrative job offers that didn’t align with his values. Powell also shares his decision not to pursue a presidential campaign, highlighting the importance of staying true to oneself.
8. Check Small Things.
We must pay attention to small details and stay connected to the realities of the workplace. Powell posits that success is determined by small cumulative actions and leaders who know what’s happening at all levels. As leaders rise, they can become isolated, so Powell suggests unannounced visits to different work areas to gain firsthand insights. He values genuine observations over artificial preparations and relies on informal observers to gather ground truth, acknowledging the limitations of formal reports. Powell also urges leaders to focus on the small things, maintain connections, and seek information beyond formal channels.
9. Share Credit.
Powell stresses the significance of sharing credit within an organization, ensuring all employees feel acknowledged for their contributions. He also believes in generously sharing credit, recognizing individuals, and creating a supportive and accountable environment, fostering a sense of worth within the organization. Powell emphasizes personal connections, individual recognition, and appealing to followers’ dreams and fears to inspire and motivate them. He shares an example of Lieutenant General Hank Emerson changing the format of a military ceremony to shift the focus onto the troops and their accomplishments.
10. Remain Calm. Be Kind.
Powell stresses the difficulty of making sound decisions in chaotic environments and the need to establish a calm zone while maintaining urgency, and compares a leader to a ship’s captain, steering through storms and restoring order. He discusses the significance of maintaining a healthy emotional zone, allowing leaders to experience various emotions while remaining composed. Kindness is also crucial, writes Powell, as it reassures followers and builds mutual respect. Overall, leaders should be calm, emotionally balanced, and kind to inspire confidence and foster a productive environment.
11. Have a Vision. Be Demanding.
Leaders must have a clear purpose and inspire followers to internalize it. Powell prefers the term “purpose” to encompass a vision’s destination and driving force, as purpose should be positive, powerful, and serve the greater good. Leaders must instill purpose in every follower, writes Powell, ensuring alignment throughout the organization. Powell also stresses the need for leaders to set demanding standards, focusing on continuous improvement and providing necessary support. To illustrate, Powell shares a story about a worker responsible for trash disposal at the Empire State Building, who understood the importance of their work and its contribution to the building’s overall purpose.
12. Don’t Take Counsel of Your Fears or Naysayers.
Leaders must also not succumb to fear or the negativity of naysayers. Fear, a normal human emotion, can be managed through awareness and training. Powell shares a personal experience of facing fear during his time in Vietnam, highlighting the need to rely on training and self-discipline. He acknowledges the presence of naysayers but suggests considering their input alongside other perspectives while relying on our fearless instinct. Leaders should be realistic, avoid impossible dreams, and question the impact of cynics, as overcoming fear and embracing different perspectives lead to progress and success.
13. Perpetual Optimism is a Force Multiplier
Powell recounts a fuel shortage incident in Korea, where his operations officer’s confidence in their abilities led them to complete a challenging twelve-mile march. This experience demonstrates how perpetual optimism, belief in oneself and the team, and a positive mindset can enhance performance. As Powell writes, perpetual optimism is a force multiplier that inspires teams to excel in difficult circumstances. Leaders who instill optimism and prepare their followers for challenges can inspire them to exceed expectations and succeed.
Conclusion
Colin Powell’s wisdom shines through in his profound lessons. From maintaining confidence in the face of adversity to exercising caution in decision-making, Powell’s principles guide leaders toward success. He emphasizes the importance of personal autonomy, the value of attention to detail, and the power of sharing credit.
Powell encourages leaders to remain calm and kind, instill purpose in their followers, and overcome fear and negativity. Above all, he champions perpetual optimism as a force multiplier. By embracing these principles, we can inspire others, make sound decisions, and create a supportive and effective environment.
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