Agile Leaders Do Not Resort to False Strength

Agile Leaders Do Not Resort to False Strength

The world desperately needs a new type of leadership.

The time of heroic trailblazing based on sheer strength of will and personal achievement is long past. Yet much of our American success story remains stuck in the “winning isn’t everything, it’s the only thing” thinking. Guy Finley wrote about this recently as a distinction between  leaders with real strength as opposed to false strength:

“Most people want very much to be strong, but they do not seem to be able to find the real strength they yearn for. Instead, they find qualities that pass themselves off as strength, but secretly leave them feeling weak. Here are some examples of false strength:

  •  lashing out in anger when frustrated
  • demanding that we are right
  • blaming someone else for causing the problem
  • being loud and intimidating, or cold and critical
  • feeling confident because of any contrived appearance

By contrast, here are some examples of real strength:

  • remaining calm in a crisis
  • never feeling the need to prove ourselves to anyone
  • seeking to solve the problem rather than placing blame
  • enjoying self-command regardless of uncertain circumstances
  • seeing all setbacks as necessary steps to higher success”

In this fast-paced, ever changing, globally connected world, we desperately need agile leaders with real strength.

For a reading list of books to help develop your agile leadership strength, visit:

About the Author:

Tom Rausch is a culture change consultant and leadership coach who helps CEO’s improve team cohesion while developing a high-performance culture throughout the entire organization. His expertise lies in creating sustainable and scalable transformation across global enterprises, working with industry leaders in India, Argentina, USA, China and the EU such as Accenture and Saint-Gobain.

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