Summer 2010

National Theater Kampala, Uganda

Most certainly one of the most beautiful theaters I have ever seen. Staging my play "Butterflies of Uganda" here was both a pleasure and a privilege.

Final Part: Thoughts on Leadership

* Leadership is a fine thing, but it has its penalties. And the greatest penalty is loneliness.

* There are lots of good things in the world, but I'm not sure that comradeship is not the best of them all - to know that you can do something big for another chap.

* Optimism is true moral courage.

* A man must shape himself to a new mark directly the old one goes to ground.

* The loyalty of your men/women is a sacred trust you carry. It is something which must never be betrayed, something you must live up to.

* I have often marveled at the thin line which separates success from failure.

* You often have to hide from them, your men and women, not only the truth, but your feeling about the truth. You may know that the facts are dead against you, but you mustn't say so.

* If you're a leader, a fellow that other fellows look to, you've got to keep going!

The Top-Ten-Leadership Bible Part 7: The determination to move forward

1. Go-for-broke risks become more acceptable as options narrow.

2. Sometimes the potential rewards at the end of a daring venture justify the risk of suffering a spectacular failure.

3. Seek inspiration in enduring wisdom that has comforted or motivated you or others in times of crisis. It will get you through the most physically and emotionally draining times and help you to keep your perspective.

4. Congratulate yourself and others for a job well done. A pat on the back or a sincere handshake is an expression of personal thanks and gratitude that has never gone out of fashion.

5. Motivate your staff to be independent. If you have been a good leader, they will have the determination to succeed on their own.

6. Let your staff inspire you. At times, an overwhelming workload may force you to consider lowering your standards. Remember that the final product must represent the best efforts of the entire group.

7. Even in the most stressful situations, don't forget that you are part of a larger world that might benefit from your expertise. In turn, participating in community and family activities can give you skills useful on the job.

8. Make sure the whole job is done. Your staff may be able to call it quits after the heavy lifting is over, but you are responsible for seeing the work through to its successful completion.

9. Do all of the above with a smile.

10. Try to top that with a joke, and everybody will love you back!

Next time: Thoughts on leadership

The Top-Ten-Leadership Bible Part 6: Forming a team for the toughest task

1. The best way to handle the biggest task is often to divide the staff into teams.

2. Create units that are self-sufficient, but understand they won't all be equal. It is more important that the teams are balanced when considering the big picture.

3. Make sure you have some cracker-jack groups that can handle the toughest challenges. They can also help others, to ensure no team falls far behind.

4. Give the tedious assignments to the workhorses who don't complain.

5. Let them know you are aware that you are giving them the outsized task and that you count on their good will and exceptional fortitude to get the job done.

6. Empower the team leaders so they have the authority to handle their own group, but keep an eye on the details. Never let yourself be surprised by problems down the road.

7. Don't be afraid to change your mind when you see your plan isn't working. You won't look indecisive if you show the logic of your changes.

8. Be self-sacrificing. Give whatever perks it is in your power to dispense.

9. Give a show of confidence in those acting in your stead. It's important that your support staff maintain in your absence the same level of competency you set.

10. Never point out the weaknesses of individuals in front of others, something I have mentioned before already. Often, it's better to let everyone share in a remedy aimed at a few. Chances are, even the strongest will benefit from it.

Next time: The determination to move forward

The Top-Ten-Leadership Bible Part 5: Getting a team through a crisis

1. When crisis strikes, and it will, immediately address your staff. Take charge of the situation, offer a plan of action, ask for support, and show absolute confidence in a positive outcome.

2. Get rid of unnecessary middle layers of authority. Direct leadership is more efficient in emergency situations.

3. Plan several options in detail. Get a grasp of the possible consequences of each, always keeping your eye on the big picture. Streamline supplies and operations so they won't slow you down.

4. Give your staff an occasional reality check to keep them on course. After time, people will start to treat a crisis situation as business as usual and lose their focus.

5. Keep your malcontents close to you. Resist your instinct to avoid them and instead try to win them over and gain their support.

6. Defuse tension. In high-stress situations use humor to put people at ease, and keep your staff busy.

7. Let go of the past. Don't waste time or energy regretting past mistakes or fretting over what you can't change.

8. Ask for advice and information from a variety of sources, but ultimately make decisions based on your own best judgment, while giving your staff plenty of time to get used to the idea of an unpopular decision.

9. Let all the people involved in the crisis participate in the solution, even if that means doling out some work that is less than vital.

10. Be patient. Sometimes the best course of action is to do nothing but watch and wait.

Next time: Forming a team for the toughest task

The Top-Ten-Leadership Bible Part 4: Developing individual talent

1. Create a work environment comfortable enough to entice professionals to spend the greater part of their waking hours there. Allow for some personal preferences.

2. Be generous with programs that promote the well-being of your staff. Healthy bodies and minds are more productive.

3. Make sure each employee has challenging and important work. Even the lowest-ranking workers must feel they are making a valuable and appreciated contribution to the company.

4. Match the person to the position. Be observant of the types of people who are working for you and what jobs might best suit their personalities as well as their experience.

5. Always speak calmly. Don't shout!

6. Give constant feedback on performances. Most workers feel they don't get nearly enough words of praise and encouragement.

7. Be positive, never negative. Don't ridicule people in front of others.

8. Strive for work relationships that have a human as well as professional element. No matter how large your company, get to know as many employees as possible. Memorize their interests so you can chat about something other than work.

9. Reward the individual as well as the group. Public acknowledgment of a job well done - a birthday or a work anniversary - will make an employee feel appreciated.

10. Be tolerant. Know each employee's strengths and weaknesses, and set reasonable expectations. Occasionally indulging individuals, even if you think they're being too needy, can have a powerful effect, especially in high-stress situations.

Next time: Getting a team through a crisis