Page 94 - Napoleon Hill Think and Grow Rich Full Book | Success Learned

ingly.

The new brand of LEADERSHIP will embrace the eleven factors of leadership,
described in this chapter, as well as some other factors. The man who makes these
the basis of his leadership, will find abundant opportunity to lead in any walk of
life. The depression was prolonged, largely, because the world lacked LEADER-
SHIP of the new brand. At the end of the depression, the demand for leaders who
are competent to apply the new methods of leadership has greatly exceeded the
supply. Some of the old type of leaders will reform and adapt themselves to the
new brand of leadership, but generally speaking, the world will have to look for
new timber for its leadership. This necessity maybe your OPPORTUNITY!

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NAPOLEON HILL THINK AND GROW RICH

THE 10 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 ORGANIZE DETAILS. Efficient leadership calls for ability to
organize and to master details. No genuine leader is ever "too busy" to do anything
which may be required of him in his capacity as leader. When a man, whether he
is a leader or 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. UNWILLINGNESS TO RENDER HUMBLE SERVICE. Truly great leaders are
willing, when occasion demands, to perform any sort of labor 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
THEY DO WITH THAT WHICH THEY KNOW. The world does not pay men for
that which 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 realize 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
efficient leader may, through his knowledge of his job and the magnetism of his