The 50th Law - 50 Cent [53]
Such types come to understand in various ways that a leader has a unique power that generally goes untapped. Any group tends to assume the spirit and energy of the person on top. If that person is weak and passive, then the group tends to splinter into factions. If such leaders lack confidence, their insecurities tend to filter their way down the line. Their nervous, fretful moods put everyone on edge. But there is always the opposite possibility. A leader who is audacious, out in front, and setting the tone and agenda for the group sparks a higher energy level and confidence. Such a person on top does not need to yell or push people around; those below want to follow his or her lead because it is strong and inspiring.
In war, where leadership skills are more immediately apparent and necessary because lives are at stake, we can distinguish two leadership styles—from behind or from the front. The former type of general likes to stay in his tent or headquarters and bark out orders, feeling that having such distance makes it easier to command. This style can also mean involving lieutenants and other generals in important decisions, choosing to lead by committee. In both cases, the commander is trying to hide himself from scrutiny, accountability, and danger. The greatest generals in history, however, are invariably those who lead from the front and by themselves. They can be seen by the troops at the head of the army, exposing themselves to the same fate as any foot soldier. The Duke of Wellington said that the mere appearance of Napoleon Bonaparte at the head of his army translated into the equivalent of an additional forty thousand men. A kind of electrical charge passes through the troops—he is sharing in their sacrifices, leading by example. It has almost religious connotations.
We notice the same two styles in business and politics as well. The executives who lead from behind will always try to disguise it as a virtue: the need for secrecy, or their desire to be more fair and democratic. But it really stems from fear and it invariably leads to a lack of respect from those below. The opposite style, leading from the front and by example, has the same power in the office as it does on the battlefield. Leaders who work harder than anyone else, who practice what they preach, who are not afraid to be accountable for tough decisions or to take risks, will find they have created a well of respect that will pay great dividends down the road. They can ask for sacrifices, punish troublemakers, and make occasional mistakes all without facing the usual grumbling and doubts. They don’t have to yell, complain, and force their men and women to follow. People do so willingly.
In urban environments such as Southside Queens, respect is an extremely important issue. In other places, your background, education, or résumé might lend you some authority and credibility, but not in the hood. There, everyone starts from zero. To gain respect from your peers, you must repeatedly prove yourself. People are constantly prone to doubting your abilities and your power. You must show again and again that you have what it takes to thrive and to last. Big words and promises mean nothing; only actions carry weight. If you are authentic, as tough as you seem to be, then you will earn the respect that will make people back off and make your life that much easier.
This should be your perspective as well. You start with nothing in this world. Any titles, money, or privilege you