How to Build Leadership

I spent six years with the company and moved up to a Director role.

My business segment became the model by which the rest of the Company would grow over the next five years.

The VP grew nervous because I was creating so many successful, happy employees by deploying new tactics and techniques (imagine respecting your employees, it’s a novel, and not so practiced concept.)

The VP wanted a more experienced MANAGER at the Executive Level and brought in just that.

Suddenly all of the changes were mired down in bureaucratic review’s on company policy.

After six months of 8 hours of meeting hell every day, I decided to strike out on my own and start building my own business.

I’d limit the meetings, limit the red tape, and eliminate all the waste created by Managers, but wasted on Leaders.

This book is the result of that decision.

If you don’t think there’s a difference between Leading and Managing, then this series is not for you.

Don’t read it.

You won’t get it, and it’s just going to piss you off.

But if you think that a Leader needs to know how to manage, you’re right.

Just as a lot managers don’t make good leaders.

It’s a fine line and hopefully, some of these notes will serve as a good takeaway for you so you can develop as a Leader.