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 Asunto: A Trait Of Leaders: Intellectual Advancement
NotaPublicado: Jue May 04, 2006 5:02 pm 
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One of the biggest differences between a formal leader – a.k.a. a simple administrator – and a in informal one – a person who is really respected not by his title, but because of personality – is what he does as an empowered person with the way in which the whole group that he leads thinks of itself.

These self-images repeat themselves at all levels: cultures develop their own religions, philosophies and methods of thinking and acting. Military units may see themselves as elites, protectors of countries, moral reserves of nations and so on. Even within the structure of a company – the “organigram” – different sections see themselves as “fundamental”, “important”, “the best”, etc.

Administrators use these self-images to do their job; however, leaders are able t change that because in order to do so, they have to change people’s minds because, after all, they are the living and conscious part of any organization. In order to change the image that any group wants to convey, you have to start by modifying the idea - the perception – of your own team.

That cannot be attained just by decree or performing empty activities: new paradigms can be hard to accept, but they will on their way to becoming new standards if the person or institution that tries to promote them is respected. Credibility goes a long way. However, credibility is not something that depends only on public relations and the ability to market the notion or aura of a leader; true leaders are not made immediately after gaining power. If you see that, rest assured that it is only hype.

Being competitive is not enough to become a paradigmatic leader: Attila was a competitive person. He competed against the Romans with a certain degree of success, but the results of what he did could have been achieved by other means, like a mass suicide by part of Roman citizens, or perhaps some weird epidemics like bubonic plague. There was no “added value” in the results of his activity, even considering that in his own way he was very successful.

Remember the “Bush doctrine”? It justified preemptive strikes, and was used to justify the attack on Iraq based on a “40 minutes warning” of impending missile launches intended by Saddam Hussein. That was hype, because in geopolitics, only a handful of policy makers all thorough history can reach a respect of such degree as to christen one of their initiatives with their own names. A “doctrine” doesn’t crumble thirty days after it was created on mistake intelligence. Doctrines require years to be proved, much like scientific hypotheses.

And like in the case of science, those who write them are always be men or women of learning, academics aside from practical leaders. You don’t get there with a degree on marketing. Macchiavelli, the father of political science, was a diplomat, a politician, a strategist and an artists who wrote many books and made a very successful career. Most people know it as the father of cunning, but he was much more than that, and so he created a doctrine; you may like it or not, but in order to create what is in practical terms a system of thought you need to think a lot, and that is by definition, intellectual activity.

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