A Quote by Bradford Winters
Leaders are made through discipline, training, experience, failure, and the desire to continually improve.
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The thing to keep in mind is that the answer to the question I often get - Are leaders born or made? - is an emphatic yes! All leaders are born, and all are made, through devoted practice of reflecting on experience to learn what's worked and what hasn't, good coaching and accountability pressure to grow, good luck, and, of course, some talent.
There are many objects of desire, and therefore many desires. Some are born with us, hunger, yearning, and pride of place, and some are of the foolishness of the world, such as the desire to eat off silver plates. Desire is a wild horse to be tamed. Virtue is habit long continued. The taming of desire is like the training of an athlete. Discipline is not the restraint but the use of energy.
Discipline is the bridge between thought and accomplishment. Discipline comes to those with the awareness that for a kite to fly it must rise against the wind; that all good things are achieved by those who are willing to swim upstream; that drifting aimlessly through life only leads to bitterness and disappointment." And then he added: "Discipline is the foundation on which all success is built. Lack of discipline inevitably leads to failure.
I think you can improve on that natural ability with training and exposure to great leaders of the past and to management theories.
Most experts and great leaders agree that leaders are made, not born, and that they are made through their own drive for learning and self-improvement.
Cult leaders are often self-styled prophets who have not studied with great teachers or undergone lengthy training or discipline themselves. . . Many of the most dangerous cultic figures of our times have no such stabilizing context of tradition, lineage or transmission, but are self-proclaimed gurus who sway their followers through their charismatic talents. . . .
The essence of training is the experience of training and what you learn about yourself through it. Training is about the process. You will get there and there is one simple thing to do it. Consistency.
I've made some films for the military that are teaching things like cultural awareness and leadership issues, that sort of stuff. And try to, in essence, look at what training they're doing and say, 'This is how you can improve the training from a humanistic point of view.'
Discipline is positive. Discipline is training. Teaching and discipline are inseparable.
Sadly, too many corporate leaders still believe that the way to boost productivity and profits is to continually reduce salaries, benefits, and training expenditures, a strategy that can be taken only so far. At a certain point in a developed society, salaries and benefits can't be slashed further and, in the long term, comparative economic advantage then must be realized through the effective mobilization of an educated, engaged, and loyal workforce.
In a learning organization, leaders are designers, stewards, and teachers. They are responsible for building organizations where people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models - that is, they are responsible for learning.
The Marines already have started putting women through infantry training. They've done it for the past couple of years. And it's tough. Roughly one-third of women have made it through that infantry training. So you're not going to see a lot of women actually make it through this.
These are the six ways of courting defeat - neglect to estimate the enemy's strength; want of authority; defective training; unjustifiable anger; nonobservance of discipline; failure to use picked men.
The religious training inspired in me a desire for learning. In fact, I am immensely grateful for my Catholic education for instilling in me a desire for learning. However, the Catholic training also gave me a desire for questioning. The desire to question led me eventually to distance myself from the Catholic institution and its dogma.
Our habitual experience is a complex of failure and success in the enterprise of interpretation. If we desire a record of uninterpreted experience, we must ask a stone to record its autobiography.
It's through discipline and tremendous disappointment and failure that you arrive at what it is you must paint.
