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The relationship of employer and employee, or of leader and
follower, in the future, will be one of mutual cooperation, based
upon an equitable division of the profits of business. In the future,
the relationship of employer and employee will be more like a
partnership than it has been in the past.
Napoleon, Kaiser Wilhelm of Germany, the Czar of Russia, and
the King of Spain were examples of leadership by force. Their
leadership passed. Without much difficulty, one might point to the
prototypes of these ex-leaders, among the business, financial, and
labor leaders of America who have been dethroned or slated to go.
Leadership-by-consent of the followers is the only brand which can
endure!
Men may follow the forced leadership temporarily, but they
will not do so willingly.
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
LEADERSHIP 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 may be your
OPPORTUNITY!
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
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details connected with his position. That means, of course, that
he must acquire the habit of relegating details to capable lieu-
tenants.
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 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 the honor for
the work of his followers, is sure to be met by resentment. The
really great leader CLAIMS NONE OF THE HONORS. He is
contented to see the honors, 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.
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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. Perhaps this should have come at the head
of the list. 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. Disloyalty marks one as being less than
the dust of the earth, and brings down on one’s head the
contempt he deserves. Lack of loyalty is one of the major causes
of failure in every walk of life.
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
have no need to advertise that fact except by his conduct—his
sympathy, understanding, fairness, and a demonstration that he
knows his job.
10.
EMPHASIS OF 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
emphasize. The doors to the office of the real leader are open to
all who wish to enter, and his working quarters are free from
formality or ostentation.
These are among the more common of the causes of failure in
leadership. Any one of these faults is sufficient to induce failure.
Study the list carefully if you aspire to leadership, and make sure
that you are free of these faults.
SOME FERTILE FIELDS IN WHICH “NEW LEADERSHIP”
WILL BE REQUIRED
Before leaving this chapter, your attention is called to a few of
the fertile fields in which there has been a decline of leadership, and
in which the new type of leader may find an abundance of
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OPPORTUNITY.
First. In the field of politics there is a most insistent
demand for new leaders; a demand which indicates nothing less
than an emergency. The majority of politicians have, seemingly,
become high-grade, legalized racketeers. They have increased
taxes and debauched the machinery of industry and business
until the people can no longer stand the burden.
Second. The banking business is undergoing a reform. The
leaders in this field have almost entirely lost the confidence of
the public. Already the bankers have sensed the need of reform,
and they have begun it.
Third. Industry calls for new leaders. The old type of leaders
thought and moved in terms of dividends instead of thinking and
moving in terms of human equations! The future leader in
industry, to endure, must regard himself as a quasi-public
official whose duty it is to manage his trust in such a way that it
will work hardship on no individual, or group of individuals.
Exploitation of working men is a thing of the past. Let the man
who aspires to leadership in the field of business, industry, and
labor remember this.
Fourth. The religious leader of the future will be forced to
give more attention to the temporal needs of his followers, in the
solution of their economic and personal problems of the present,
and less attention to the dead past, and the yet unborn future.
Fifth. In the professions of law, medicine, and education, a
new brand of leadership, and to some extent, new leaders will
become a necessity. This is especially true in the field of
education. The leader in that field must, in the future, find ways
and means of teaching people HOW TO APPLY the knowledge
they receive in school. He must deal more with PRACTICE and
less with THEORY.
Sixth. New leaders will be required in the field of
Journalism. Newspapers of the future, to be conducted
successfully, must be divorced from “special privilege” and
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relieved from the subsidy of advertising. They must cease to be
organs of propaganda for the interests which patronize their
advertising columns. The type of newspaper which publishes
scandal and lewd pictures will eventually go the way of all forces
which debauch the human mind.
These are but a few of the fields in which opportunities for new
leaders and a new brand of leadership are now available. The world
is undergoing a rapid change. This means that the media through
which the changes in human habits are promoted, must be adapted
to the changes. The media here described, are the ones which, more
than any others, determine the trend of civilization.
WHEN AND HOW TO APPLY FOR A POSITION
The information described here is the net result of many years
of experience during which thousands of men and women were
helped to market their services effectively. It can, therefore, be relied
upon as sound and practical.
MEDIA THROUGH WHICH SERVICES MAY BE
MARKETED
Experience has proved that the following media offer the most
direct and effective methods of bringing the buyer and seller of
personal services together.
1. EMPLOYMENT BUREAUS. Care must be taken to select
only reputable bureaus, the management of which can show
adequate records of achievement of satisfactory results. There are
comparatively few such bureaus.
2. ADVERTISING in newspapers, trade journals, magazines,
and radio. Classified advertising may usually be relied upon to
produce satisfactory results in the case of those who apply for
clerical or ordinary salaried positions. Display advertising is more
desirable in the case of those who seek executive connections, the
copy to appear in the section of the paper which is most apt to
come to the attention of the class of employer being sought. The
copy should be prepared by an expert, who understands how to
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inject sufficient selling qualities to produce replies.
3. PERSONAL LETTERS OF APPLICATION, directed to
particular firms or individuals most apt to need such services as
are being offered. Letters should be neatly typed, ALWAYS, and
signed by hand. With the letter, should be sent a complete “brief”
or outline of the applicant’s qualifications. Both the letter of
application and the brief of experience or qualifications should be
prepared by an expert. (See instructions as to information to be
supplied).
4. APPLICATION THROUGH PERSONAL ACQUAINTANCES.
When possible, the applicant should endeavor to approach
prospective employers through some mutual acquaintance. This
method of approach is particularly advantageous in the case of
those who seek executive connections and do not wish to appear
to be “peddling” themselves.
5. APPLICATION IN PERSON. In some in-stances, it may be
more effective if the applicant offers personally, his services to
prospective employers, in which event a complete written state-
ment of qualifications for the position should be presented, for
the reason that prospective employers often wish to discuss with
associates, one’s record.
INFORMATION TO BE SUPPLIED IN A WRITFEN “BRIEF”
This brief should be prepared as carefully as a lawyer would
prepare the brief of a case to be tried m court. Unless the applicant
is experienced in the preparation of such briefs, an expert should be
consulted, and his services enlisted for this purpose. Successful
merchants employ men and women who understand the art and the
psychology of advertising to present the merits of their
merchandise. One who has personal services for sale should do the
same. The following information should appear in the brief:
1. Education. State briefly, but definitely, what schooling
you have had, and in what subjects you specialized in school,
giving the reasons for that specialization.
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2. Experience. If you have had experience in connection with
positions similar to the one you seek, describe it fully, state
names and addresses of former employers. Be sure to bring out
clearly any special experience you may have had which would
equip you to fill the position you seek.
3. References. Practically every business firm desires to
know all about the previous records, antecedents, etc., of
prospective employees who seek positions of responsibility.
Attach to your brief photostatic copies of letters from:
a. Former employers
b. Teachers under whom you studied
c. Prominent people whose judgement may be relied
upon.
4. Photograph of self. Attach to your brief a recent,
unmounted photograph of yourself.
5. Apply for a specific position. Avoid application for a
position without describing EXACTLY what particular position
you seek. Never apply for “just a position.” That indicates you
lack specialized qualifications.
6. State your qualifications for the particular position for
which you apply. Give full details as to the reason you believe you
are qualified for the particular position you seek. This is THE
APPLICATION. It will determine, more than anything else, what
consideration you receive.
7. Offer to go to work on probation. In the majority of
instances if you are determined to have the position for which you
apply, it will be most effective if you offer to work for a week, or a
month, or for a sufficient length of time to enable your
prospective employer to judge your value WITHOUT PAY. This
may appear to be a radical suggestion, but experience has proved
that it seldom fails to win at least a trial. If you are SURE OF
YOUR QUALIFICATIONS, a trial is all you need. Incidentally, such
an offer indicates that you have confidence in your ability to fill
the position you seek. It is most convincing. If your offer is
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accepted, and you make good, more than likely you will be paid
for your “probation” period. Make clear the fact that your offer is
based upon:
a. Your confidence in your ability to fill the position.
b. Your confidence in your prospective employer’s
decision to employ you after trial.
c. Your DETERMINATION to have the position you
seek.
8. Knowledge of your prospective employer’s business. Before
applying for a position, do sufficient research in connection with the
business to familiarize yourself thoroughly with that business, and
indicate in your brief the knowledge you have acquired in this field.
This will be impressive, as it will indicate that you have im-
agination, and a real interest in the position you seek.
Remember that it is not the lawyer who knows the most law,
but the one who best prepares his case, who wins. If your “case” is
properly prepared and presented, your victory will have been more
than half won at the outset.
Do not be afraid of making your brief too long. Employers are
just as much interested in purchasing the services of well-qualified
applicants as you are in securing employment. In fact, the success
of most successful employers is due, in the main, to their ability to
select well-qualified lieutenants. They want all the information
available.
Remember another thing; neatness in the preparation of your
brief will indicate that you are a painstaking person. I have helped
to prepare briefs for clients which were so striking and out of the
ordinary that they resulted in the employment of the applicant
without a personal interview.
When your brief has been completed, have it neatly bound by
an experienced binder, and lettered by an artist, or printer similar
to the following:
BRIEF OF THE QUALIFICATIONS OF
Robert K. Smith
APPLYING FOR THE POSITION OF
Private Secretary to
The President of
THE BLANK COMPANY, Inc.
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