The archives contains all anecdotes
that were used for the Anecdote-a-Day feature during a 12-month period.
It's an excellent resource to
catch up on entries that you missed, to use for a presentation or add
flavour to a report.
Each archive is kept for the
previous fiscal year and up to the present date.
January
• February •
March • April
• May • June
• July •
August • September
• October • November • December
Archive for October,
2008
October 9th:
Lacklustre leadership is
the reason for the destruction or defiling of so many institutions.
Leadership is a strange
institution in itself wherein the essential concept behind it is merely
simple, yet drastically misinterpreted and misused.
A person who considers themselves
to be a "leader" usually contains one or all of the following
criteria as defined by "modern" academia:
1). Heightened Insight:
Their training or intellectual visions are what place them, almost by
default in some occasions, to the role of leader as they use their awareness
and insight to act as the beacon for the people whom they are looking
after
2). Mastery of their Craft:
Leaders who then have such a high degree of mastery with a specific
trade, thought pattern or manner by which to exist are seen as definite
masters; they've seen the extent and beyond of what their trade and
talent can do.
3). Knowledge through Virtues
of Education: If a person has studied for umpteen years delved in a
specific aspect of a trade or pattern of thought, then they are considered
to have the capacity to lead. Combined with their heightened insight,
this acts as a sheer guarantee they'll be seen as fit for this role.
"They are narrow in their
approach and only see it from the angle from a numerical point of view
and nothing else."
A lot of times these three
criteria are vastly applied in our institutions. A person who has the
educational upbringing, a supposed mastery of their particular craft
and knowledge through heightened insight tends to be alotted this role
with little questions asked. Yet there's one vital detail they forgot
to mention in this supposed evaluation of leadership and what constitutes
the overall purpose of a leader. They can be subsequently described
below:
1) Depth of Human Factor:
A leader can have all the skills and training that they could possibly
have within their cranial capacity. Yet if the leader does not bode
well with those whom he is chosen to lead, then the purpose of leadership
becomes lost, for the leader becomes more despotic and controlling,
using their lack of humanity to be substituted by sheer power-driven
ambitions, which leads to absolute dissidence amongst the ranks.
2). Restricted Specialities:
Like the mastery of a craft, a person who is master of one specific
craft cannot take on the responsibility of a role that needs to have
mastery in all the factors that encompass the leadership role. A person
who is a master in finance that is chosen to lead a company contains
only one of the many channels in the leadership spectrum.
They have the ability to
deal with numbers - there is no disputing that this is an essential
and important skill to have. However on the flip side they do not have
the capacity towards marketing, operations or, as it may, people. They
are narrow in their approach and only see it from the angle from a numerical
point of view and nothing else. Just as the steelworker sees his work
from an angle of the elements that go in to making a steel girder, they
do not have the ability to figure cost, measure materials nor how to
market these giant steel girders to a potential buyer.
They do, however, know the
ins and outs of the task and can tell you what would be better to use
in order to increase the efficiency of this entire task. They have the
mastery of the skill - does that make them fit enough to be a leader?
3). Accountability: A true
leader takes responsibility for their actions. They're also directly
responsible for the lives of those people and things they are essentially
guiding. If they do not let their ego or pride get in the way whenever
they make a mistake and own up to it, then that makes them human like
the rest of us. A lot of times we see leaders openly and willingly shift
the blame to a third or fourth party who had no direct input or relevance
to the leaders' own falaciousness.
When a leader admits to
their errors, this actually increases the respect carried by the group
they are leading. It shows that they essentially make errors and are
subjected to the same human factors as the rest of us.
The central issue here is
notsomuch the lack of leadership in its entirety (although a self-sufficient
unit wouldn't need a leader as it would only hold them back), but rather
the focus of what constitutes a genuine leader without bending towards
one virtue over the other.
A person can have as much
mastery of a particular skill as possible. But if they lack a specific
quality which would solidify their tenure as a leader and make a positive,
progressive difference, then they should not be in a position of leadership
until they have acquired that said skill.
October
8th
October 7th
October 6th
October 3rd
October 2nd
October 1st
Archive for September,
2008
September
30th
September 29th
September 26th
September 25th
September 24th
September 23rd
September 22nd
September 19th
September 18th
September 17th
September 16th
September 15th
September 12th
September 11th
September 10th
September 9th
September 8th
September 5th
September 4th
September 3rd
September 2nd
Archive for August,
2008
August
29th
August 28th
August 27th
August 26th
August 25th
August 22nd
August 21st
August 20th
August 19th
August 18th
August 15th
August 14th
August 13th
August 12th
August 11th
August 1st
Archive for July,
2008
July 31st
July 30th
July 29th
July 28th
July 25th
July 24th
July 23rd
July 22nd
July 21st
July 18th
July 17th
July 16th
July 15th
July 14th
July 11th
July 10th
July 9th
July 8th
July 7th
July 4th
July 3rd
July 2nd
Archive for June,
2008
June
30th
June 27th
June 26th
June 25th
June 24th
June 23rd
June 20th
June 19th
June 18th
June 17th
June 16th
June 13th
June 12th
June 11th
June 10th
June 9th
June 6th
June 5th
June 4th
June 3rd
June 2nd
Archive
for May, 2008
May
30th
May 29th
May 28th
May 27th
May 26th
May 23rd
May 22nd
May 21st
May 20th
May 16th
May 15th
May 14th
May 13th
May 12th
May 9th
May 8th
May 7th
May 6th
May 5th
May 2nd
May 1st
Archive for April,
2008
April
25th
April 24th
April 23rd
April 22nd
April 21st
April 18th
April 17th
April 16th
April 15th
April 14th
April 11th
April 10th
April 9th
April 8th
April 7th
April 4th
April 3rd
April 2nd
April 1st
Archive
for March, 2008
March
31st
March 28th
March 27th
March 26th
March 25th
March 19th
March 18th
Archive for February,
2008
There are no entries for this month
Archive for January,
2008
There are no entries for this month
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