12 Lessons From The Dichotomy of Leadership
On my work desk I have several books, which I reference regularly when faced with leadership issues. This book is one of my most used guides. Here the overview:
1. The Ultimate Dichotomy
Relationships build trust which is the foundation for success.
Being friendly with your team ensures stronger communication.
Yet you can’t care too much for individuals, or you risk putting their needs before the needs of the team or mission.
2. Own it All, but Empower Others
Too much micro-management fails, because your team will rely on being told what to do at each step.
Too much hands-off management fails as your team will come up with all the plans and stray from the agreed mission and strategy.
3. Resolute, but Not Overbearing
Leaders set the tone, the standard and work ethic.
If you want your team to perform, you need to hold them accountable.
But you need to be in tune enough to see when they need you to be flexible.
4. When to Mentor, When to Fire
A leader’s goal must be to support everyone to reach their maximum potential.
You must mentor, guide and provide training.
But equally, a leader must realise if someone doesn’t fit the team or won’t perform before they bring the team down.
5. Train Hard, but Train Smart
Not having enough time or money is not a valid excuse to avoid training.
Training can be as simple as role-playing, but it must prepare your team.
Maximise your resources to give your team the confidence they need to perform under pressure.
6. Aggressive, Not Reckless
You must identify and engage with issues as soon as they arise.
But you must balance this against the cost of action.
Reckless leaders ruin relationships and destroy trust to sort issues out aggressively.
7. Disciplined, Not Rigid
Training your team in your procedures and SOPs leads to consistency.
But what if your team is too rigid?
Too many protocols and SOPs make your team inflexible.
Communicate your purpose and values clearly, then allow your team to adapt.
8. Hold People Accountable, but Don’t Hold Their Hands
Your team’s strategic goals require you to hold individuals accountable.
But too much, will lead to micromanagement and loss of oversight.
Instead: • Clarify your Why • Empower your team • State your values & standards
9. A Leader and a Follower
Successful leaders build a team of experts.
Confident leaders encourage juniors to shine.
Humble leaders recognise their limits and ask for help.
Never let your ego get in the way of what is right for your team.
10. Plan, but Don’t Overplan
The mission and your team require you to plan for the win.
Minimising risks ensures long-term success.
Your people deserve contingency plans.
Yet overplanning creates problems.
Some risk is required for rewards.
11. Humble, Not Passive
A humble leader: • is likeable • takes ownership • listens to constructive feedback
But a leader who is too humble won’t stand up for the. good of the team.
Keep your ego in check, but stand up for your values and your team.
12. Focused, but Detached
A leader must pay attention to details (financials, HR, operations).
But never lose oversight of the bigger mission and strategy.
Practice detaching from situations to stay level-headed.
Get too detached, and you lose grip on your team.
Key lessons from The Dichotomy of Leadership:
Own it All, but Empower Others
Resolute, but Not Overbearing
Train Hard, but Train Smart
Aggressive, Not Reckless
Plan, but Don’t Overplan
A Leader and a Follower
Focused, but Detached
Disciplined, Not Rigid
Humble, Not Passive
