Leadership SecretsLeadership Secrets From Attila the HunFrom Attila the Hun

Presented byPresented byMark Buckner and Terry CookMark Buckner and Terry Cook

ADVICE AND COUNSELADVICE AND COUNSEL• A leader whose subordinates always agree A leader whose subordinates always agree

with him reaps the counsel of mediocrity.with him reaps the counsel of mediocrity.• A wise leader never berates those bearing A wise leader never berates those bearing

bad news, but removes those who fail to do bad news, but removes those who fail to do so. so.

• A leader who asks the wrong questions will A leader who asks the wrong questions will get the wrong answers. get the wrong answers.

• A wise leader never asks a question for A wise leader never asks a question for which he does not want to hear the answer. which he does not want to hear the answer.

CHARACTERCHARACTER• The greatness of a leader is measured by The greatness of a leader is measured by

the sacrifices he is willing to make for the the sacrifices he is willing to make for the good of the people. good of the people.

• A leader must always rise above pettiness, A leader must always rise above pettiness, and encourage others to do the same. and encourage others to do the same.

• A leader cannot succeed if he loses his A leader cannot succeed if he loses his nerve. He must be self-confident, self-nerve. He must be self-confident, self-reliant, and willing to take risks. reliant, and willing to take risks.

• Self-centered, conceited, self-admiring Self-centered, conceited, self-admiring individuals are seldom great leaders. individuals are seldom great leaders.

CHARACTERCHARACTER• Great leaders never take themselves Great leaders never take themselves

too seriously. too seriously. • A wise leader knows how to adapt A wise leader knows how to adapt

and how to avoid compromise. and how to avoid compromise. • Weak leaders surround themselves Weak leaders surround themselves

with weak people; strong leaders with weak people; strong leaders surround themselves with strong surround themselves with strong people. people.

DECISION- MAKINGDECISION- MAKING• Every decision involves some risk. Every decision involves some risk. • Time does not always bring Time does not always bring

solutions, nor does it always improve solutions, nor does it always improve a situation for a leader’s people. a situation for a leader’s people.

• Quick decisions are not always the Quick decisions are not always the best decisions. On the other hand, best decisions. On the other hand, neither are unhurried decisions. neither are unhurried decisions.

DECISION- MAKINGDECISION- MAKING• Errors are unavoidable when the Errors are unavoidable when the

unqualified are allowed to exercise unqualified are allowed to exercise judgment and make decisions. judgment and make decisions.

• Leaders should not rush into Leaders should not rush into confrontations. When victory will not confrontations. When victory will not be sweet, a leader must keep the be sweet, a leader must keep the people out of battle. people out of battle.

• The ability to make difficult decisions is The ability to make difficult decisions is a defining factor in leadership. a defining factor in leadership.

DELEGATIONDELEGATION• Leaders are only necessary when Leaders are only necessary when

someone is responsible to see that someone is responsible to see that actions are carried out and directions actions are carried out and directions followed. No king, chieftain or followed. No king, chieftain or subordinate leader should ever be subordinate leader should ever be allowed to serve who will not accept allowed to serve who will not accept full responsibility for their actions. full responsibility for their actions.

• Wise leaders never place people in Wise leaders never place people in positions where their weaknesses will positions where their weaknesses will prevail over their strengths. prevail over their strengths.

DELEGATIONDELEGATION• A wise leader never expects the A wise leader never expects the

people to act beyond their wisdom people to act beyond their wisdom and understanding. and understanding.

• Abdication is not delegation. Abdication is not delegation. Abdication depicts weakness. Abdication depicts weakness. Delegation depicts strength. Delegation depicts strength.

• Delegation, like decision-making, Delegation, like decision-making, always involves risk. always involves risk.

DEVELOPING LEADERSDEVELOPING LEADERS• Strong people have strong weaknesses. A leader's Strong people have strong weaknesses. A leader's

duty is to help a person's strengths prevail. duty is to help a person's strengths prevail. • People learn less from success than they do from People learn less from success than they do from

failure. Therefore, people learn much faster when failure. Therefore, people learn much faster when faced with adversity. faced with adversity.

• A good leader risks delegating to an inexperienced A good leader risks delegating to an inexperienced person to strengthen that person's leadership person to strengthen that person's leadership abilities. abilities.

• The experience of people must be structured to The experience of people must be structured to allow them to broaden and deepen themselves to allow them to broaden and deepen themselves to develop the character they will need when develop the character they will need when appointed to leadership. appointed to leadership.

DEVELOPING LEADERSDEVELOPING LEADERS• Without challenge, a person's potential is Without challenge, a person's potential is

never realized. Thus, people are best never realized. Thus, people are best prepared to become leaders when given prepared to become leaders when given appropriate successively higher levels of appropriate successively higher levels of responsibility. responsibility.

• Two types of people gravitate toward Two types of people gravitate toward leadership, those who are motivated by leadership, those who are motivated by principles, and those who are motivated by principles, and those who are motivated by self-interest. A wise leader will select and self-interest. A wise leader will select and develop people motivated by principles. develop people motivated by principles.

• Appropriate stress is essential for developing Appropriate stress is essential for developing new leaders. new leaders.

DIPLOMACYDIPLOMACY• Diplomacy is the art of saying “nice doggy” Diplomacy is the art of saying “nice doggy”

until you can find an adequate stick. until you can find an adequate stick. • Conflict is a natural state. Conflict is a natural state. • People should not apply force when they can People should not apply force when they can

gain through diplomacy. gain through diplomacy. • Do not consider all opponents, or everyone Do not consider all opponents, or everyone

you argue with, as enemies.  These are you argue with, as enemies.  These are accidental enemies.  Choose your enemies accidental enemies.  Choose your enemies with purpose. with purpose.

• Hospitality, civility, and courtesy can Hospitality, civility, and courtesy can captivate the most oppressive foe. captivate the most oppressive foe.

GOALSGOALS• Superficial goals lead to superficial Superficial goals lead to superficial

results. Leaders should always aim results. Leaders should always aim high, going after things that will make a high, going after things that will make a difference rather than seeking the safe difference rather than seeking the safe path of mediocrity. path of mediocrity.

• Critical to one's success is a clear Critical to one's success is a clear understanding of what the leader wants. understanding of what the leader wants.

• A Hun can achieve anything for which A Hun can achieve anything for which he is willing to pay the price. he is willing to pay the price.

GOALSGOALS• As a group, we will achieve more if As a group, we will achieve more if

we behave as if the group's goal is we behave as if the group's goal is as important as a personal goal. as important as a personal goal.

• A person's conformance does not A person's conformance does not always result in desired always result in desired performance. performance.

• Written reports have purpose only if Written reports have purpose only if read by the King.read by the King.

LEADERS AND LEADERS AND LEADERSHIPLEADERSHIP

• Never appoint acting leaders. Put the most Never appoint acting leaders. Put the most capable in charge, give them both capable in charge, give them both responsibility and authority, and hold them responsibility and authority, and hold them accountable. accountable.

• A wise leader never depends on luck but trusts A wise leader never depends on luck but trusts the future to hard work, stamina, tenacity, and the future to hard work, stamina, tenacity, and a positive attitude. Strong leaders stimulate a positive attitude. Strong leaders stimulate and inspire performance from their people. and inspire performance from their people.

• Being a leader is often a lonely job. Being a leader is often a lonely job. • A wise leader knows they are responsible for A wise leader knows they are responsible for

the welfare of others, and acts accordingly. the welfare of others, and acts accordingly. Shared risk-taking will weld the relationship of Shared risk-taking will weld the relationship of a leader with the people. a leader with the people.

PERCEPTIONPERCEPTION• A person who takes themselves too A person who takes themselves too

seriously has lost perspective. seriously has lost perspective. • A person's perception is their reality. A person's perception is their reality. • People who appear to be busy are People who appear to be busy are

not always working. not always working.

PERCEPTIONPERCEPTION• It is good if your friends and foes speak well It is good if your friends and foes speak well

of you; however, it is better for them to of you; however, it is better for them to speak poorly of you than not at all. When speak poorly of you than not at all. When nothing can be said of a person, they have nothing can be said of a person, they have most likely accomplished nothing very well. most likely accomplished nothing very well.

• Contrary to what most chieftains think, you Contrary to what most chieftains think, you are not remembered for what you did, but are not remembered for what you did, but for what most people think you did. for what most people think you did.

• If all people were blind, a one-eyed man If all people were blind, a one-eyed man would be king. would be king.

PERSONAL PERSONAL ACHIEVEMENTACHIEVEMENT

• There is more nobility in being a good person There is more nobility in being a good person than in being a poor leader. than in being a poor leader.

• Great leaders accept failure at some things in Great leaders accept failure at some things in order to excel in areas of greater importance. order to excel in areas of greater importance.

• You must not let your desire to lead take the You must not let your desire to lead take the form of over-eagerness. You must be willing form of over-eagerness. You must be willing to temper your thirst to lead with preparation, to temper your thirst to lead with preparation, experience and opportunity. experience and opportunity.

• You must be willing to remain your natural You must be willing to remain your natural self and not take an aura of false pride in your self and not take an aura of false pride in your countenance. countenance.

PERSONAL PERSONAL ACHIEVEMENTACHIEVEMENT

• You must be willing to accept the simple fact You must be willing to accept the simple fact that you have flaws and will need to work every that you have flaws and will need to work every day to become a better chieftain than you were day to become a better chieftain than you were yesterday. yesterday.

• Be marked with armament that distinguishes you Be marked with armament that distinguishes you from the masses. Own the biggest horse and from the masses. Own the biggest horse and sword. Be first in everything, but never appear sword. Be first in everything, but never appear pompous. pompous.

• Every person is responsible for shaping their Every person is responsible for shaping their circumstances and experiences into success. No circumstances and experiences into success. No other person, and certainly no adversary, can do other person, and certainly no adversary, can do for a person what they neglect to do themselves. for a person what they neglect to do themselves.

PROBLEMS AND PROBLEMS AND SOLUTIONSSOLUTIONS

• People should be taught to focus on People should be taught to focus on opportunities rather than problems. opportunities rather than problems.

• Harness your peoples' desires for short-Harness your peoples' desires for short-term gains.  Grant small rewards for light term gains.  Grant small rewards for light tasks. Reserve heaps of booty for other tasks. Reserve heaps of booty for other times, and be generous with items that times, and be generous with items that hold a value to yourself. hold a value to yourself.

• Disagreement is not necessarily disloyalty. Disagreement is not necessarily disloyalty. A Hun who, in the best interest of the A Hun who, in the best interest of the tribe, disagrees, should be listened to. tribe, disagrees, should be listened to.

• Some people have solutions for which Some people have solutions for which there are no problems. there are no problems.

TOLERANCETOLERANCE• Suffer long for mediocre but loyal Suffer long for mediocre but loyal

people. Do not suffer for competent people. Do not suffer for competent but disloyal people. but disloyal people.

• Every person has value. With some, Every person has value. With some, it is to serve as a bad example. it is to serve as a bad example.

• To benefit from the strength of To benefit from the strength of leaders we must tolerate some of leaders we must tolerate some of their weaknesses. their weaknesses.

TRAININGTRAINING• It is the responsibility of all Huns to choose It is the responsibility of all Huns to choose

and fellow only those chieftains who and fellow only those chieftains who demonstrate a desire to lead. Such leaders demonstrate a desire to lead. Such leaders will be of no composite character. They will will be of no composite character. They will be as different from one another as one Hun be as different from one another as one Hun is different from another. They will not be is different from another. They will not be laden with all human virtues, nor will they laden with all human virtues, nor will they possess a flawless character. possess a flawless character.

• Teachable skills are for developing people. Teachable skills are for developing people. Learnable skills are reserved for leaders. Learnable skills are reserved for leaders.

• The consequence of not adequately training The consequence of not adequately training your people will be their failure to your people will be their failure to accomplish what is expected from them. accomplish what is expected from them.

TRAININGTRAINING• Learning by observation and Learning by observation and

through instincts sharpened by through instincts sharpened by tested experience, chieftains must tested experience, chieftains must anticipate thoughts, actions and anticipate thoughts, actions and consequences. Anticipation bears a consequences. Anticipation bears a level of risk that is willingly level of risk that is willingly accepted by a chieftain who will accepted by a chieftain who will excel when others turn to the excel when others turn to the comfort of personal security. comfort of personal security.

A Final Word from Attila A Final Word from Attila Those of you who are overly ambitious may Those of you who are overly ambitious may

attempt to acquire these qualities over a short attempt to acquire these qualities over a short period. As I, Attila, have found in my own life, period. As I, Attila, have found in my own life, these qualities of leadership simply take time, these qualities of leadership simply take time, learning and experience to develop. There are learning and experience to develop. There are few who will find shortcuts. There are simply few who will find shortcuts. There are simply rare opportunities to accelerate competence, rare opportunities to accelerate competence, and without paying the price, no matter how and without paying the price, no matter how great or small, none will become prepared to great or small, none will become prepared to lead others. Learn these leadership qualities lead others. Learn these leadership qualities well. Teach them to the Huns. Only then will well. Teach them to the Huns. Only then will we expand our ability to lead our vast nation we expand our ability to lead our vast nation in pursuit of world conquest. in pursuit of world conquest.