Think and Grow Rich Principle 6: Organised Planning – The Crystalisation of Desire Into Action

Intelligent planning is essential to success in any undertaking designed to accumulate riches. Here are detailed instructions to those who must begin the accumulation of riches by selling personal services.

It should be encouraging to know that practically all great fortunes began in the form of compensation for personal services, or from the sale of ideas. What else, except ideas and personal services would one not possessed of property have to give in return of riches?

Broadly speaking, there are two types of people in the world. One type is known as the LEADERS, and the others as FOLLOWERS. Decide at the outset whether you intend to become a leader in your chosen calling, or remain a follower. The difference in compensation is vast. The follower cannot reasonably expect the compensation to which a leader is entitled, although many followers make the mistake of expecting such  pay.

It is no disgrace to be a follower. On the other hand, it is no credit to remain a follower. Most great leaders began in the capacity of followers. They became great leaders because they were intelligent followers. With few exceptions, the man  who cannot follow a leader intelligently cannot become an efficient leader. The man who can follow a leader most efficiently is usually the man who develops into leadership most rapidly. An intelligent follower has many advantages, among them the opportunity to acquire knowledge from his leader.

THE MAJOR ATTRIBUTES OF LEADERSHIP

The following are important factors of leadership:

  1. UNWAVERING COURAGE: Based upon knowledge of self, and based on one’s occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such leader very long.
  2. SELF CONTROL: The man who cannot control himself can never control others. Self-control sets a mighty example for one’s followers, which the more intelligent ones will emulate.
  3. A KEEN SENSE OF JUSTICE: Without a sense of fairness and justice, no leader can command and retain the respect of his followers.
  4. DEFINITENESS OF DECISION: The man who wavers in his decisions, shows that he is not sure of himself. He cannot lead others successfully.
  5. DEFINITENESS OF PLANS: The successful leader must plan his work and work his plan. A leader who moves by guesswork, without practical, definite plans is comparable to a ship without a rudder. Sooner or later he will land on the rocks.
  6. THE HABIT OF DOING MORE THAN PAID FOR: One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers.
  7. A PLEASING PERSONALITY: No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all the factors of a Pleasing Personality.
  8. SYMPATHY AND UNDERSTANDING: The successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems.
  9. MASTERY OF DETAIL: Successful leadership calls on mastery of details of the leader’s position.
  10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY: The successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed.
  11. COOPERATION: The successful leader must understand, and apply the principle of cooperative effort and be able to induce his followers to do the same. Leadership calls for POWER, and power calls for COOPERATION. There are two forms of leadership. The first one and by far the most effective is LEADERSHIP BY CONSENT of, and with the sympathy of the followers. The second is the LEADERSHIP BY FORCE, without the consent and sympathy of the followers.

TEN MAJOR CAUSES OF FAILURE IN LEADERSHIP: We come now to the major faults of leaders who fail, because it is just as essential to know WHAT NOT TO DO as it is to know what to do.

  1. INABILITY TO ORGANISE DETAILS: Efficient leadership calls for ability to organise and to master details. No genuine leader is ever “too busy” to do anything which may be required of him in his capacity as a leader. When a man, whether he is a leader of a follower, admits that he is “too busy” to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable lieutenants.
  2. UNWILLING TO RENDER HUMBLE SERVICE: Truly great leaders are willing, when occasion demands, to perform any form of labour which they would ask another to perform. “The greatest among ye shall be the servant of all” is a truth which all able leaders observe and respect.
  3. EXPECTATION OF PAY FOR WHAT THEY KNOW INSTEAD OF WHAT THE DO WITH THAT WHICH THEY KNOW: The world does not pay men for what they know. It pays them for what they do or induce others to do.
  4. FEAR OF COMPETITION FROM FOLLOWERS: The leader who fears that one of his followers may take his position is practically sure to realise that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ABILITY TO GET OTHERS TO PERFORM, than they could possibly earn by their own efforts. An effective leader may, through his knowledge of his job and magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid.
  5. LACK OF IMAGINATION: Without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently.
  6. SELFISHNESS: The leader who claims all his honour for the work of his followers, is sure to be met by resentment. The really great leader CLAIMS NONE OF THE HONOURS. He is contented to see the honours, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone.
  7. INTEMPERANCE: Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it.
  8. DISLOYALTY: The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership.
  9. EMPHASIS OF THE “AUTHORITY” OF LEADERSHIP: The efficient leader leads by encouraging, and not by trying to instil fear in the hearts of his followers. The leader who tries to impress his followers with his “authority” comes within the category of leadership through FORCE. If a leader is a REAL LEADER, he will hae no need to advertise that fact except by his conduct – his sympathy, understanding, fairness, and a demonstration that he knows his job.
  10. EMPHASIS ON TITLE: The competent leader requires no “title” to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasise. The doors to the office of the real leader ae open to all who wish to enter, and his working quarters are free from formality or ostentation.

SELF-ANALYSIS QUESTIONNAIRE FOR PERSONAL INVENTORY

  1. Have I attained the goal which I established as my objective for this year? (You should work with a definite yearly objective to be attained as a part of your major objective.)
  2. Have I delivered service of the best possible QUALITY of which I was capable, or could I have improved any part of this service?
  3. Have I delivered service in the greatest possible QUANTITY of which I was capable?
  4. Has the spirit of my conduct been harmonious, and cooperative at all times?
  5. Have I permitted the habit of PROCRASTINATION to decrease my efficiency, and if so, to what extent?
  6. Have i improved my PERSONALITY, and if so, in what ways?
  7. Have I been PERSISTENT in following my plans through to completion?
  8. Have I reached decisions PROMPTLY AND DEFINITELY on all occasions?
  9. Have I permitted any one or more of the six basic fears to decrease my efficiency?
  10. Have I been either “over-cautious”, or “under-conscious”?
  11. Has my relationship with my associates in work been pleasant, or unpleasant? If it has been unpleasant, has the fault been partly, or wholly mine?
  12. Have I dissipated any of my energy through lack of CONCENTRATION of effort?
  13. Have I been open-minded and tolerant in connection with all subjects?
  14. In what way have I improved my ability to render service?
  15. Have I been intemperate in any of my habits?
  16. Have I expressed, either openly or secretly, any form or EGOTISM?
  17. Has my conduct toward my associates been such that it has induced them to RESPECT me?
  18. Have my opinions and DECISIONS been based upon guesswork, or accuracy of analysis and THOUGHT?
  19. Have I followed the habit of budgeting my time, my expenses, and my income, and have I been conservative in these budgets?
  20. How much time have I devoted to UNPROFITABLE effort which I might have used to better advantage?
  21. How may I RE-BUDGET my time, and change my habits so I will be more efficient during the coming year?
  22. Have I been guilty of any conduct which was not approved by my conscience?
  23. In what way have I rendered MORE SERVICE AND BETTER SERVICE than I was paid to render?
  24. Have I been unfair to anyone, and if so, in what way?
  25. If I had been the purchaser of my own services for the year, would I be satisfied with the service I have rendered, and if not, why not?
  26. What is my present rating on the fundamental principles of success? (Make this rating fairly, and frankly, and have it checked by someone who is courageous enough to do it accurately).

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