Did power corrupt leaders who are mean-spirited, petty and mismanage resources? Or does power give them opportunity to demonstrate how corrupt they already were?
Power Drunk People
The Three-Dimensional Leader: Negotiating Your Mission, Resources and Context, asks: “What is the difference between someone who is intoxicated on power and someone who is on drugs or alcohol?
You get erratic behaviors from both, including loss of mission focus, lying and mismanagement.
Government Going Astray
Government officials who think, “It’s all about my political ideologies,” pursue initiatives that are less effective than those who see themselves as managers of large organizations that need to be operationally efficient. One-dimensional politicians think the organization should serve them. Two-dimensional leaders believe a political ideology is the mission. Believing their political ideology is an end in itself, they see nothing wrong with pursuing it by running up huge deficits, saddling future generations with insurmountable debt.
As long as employees are pursuing a political agenda, whatever means they engage in is justified. Thus, whoever spouts the preferred ideology gets a free pass and is not held accountable for poor behavior. Three-dimensional political leaders act as CEO’s who take responsibility for government programs to operate efficiently with employees who work competently with integrity.
Big and powerful governments do great damage when their leaders make mistakes, like going to war on false pretenses, or spending millions and billions pursuing slogan-like initiatives in the name of a “common good” that only favors a sub-segment de jour that satisfies the paternalism of politicians or those whose money buys their support.
Properly Presiding In Power
Character is needed to handle power properly. Three-dimensional politicians work so that approximately eighty percent of constituents are satisfied with their initiatives. Keeping a long range view of fulfilling the mission by maintaining healthy working relationships that are disciplined and achieve effective operations avoids the Peter Principle and satisfies the most reasonable members of “We the People.”
Power Drunk People
The Three-Dimensional Leader: Negotiating Your Mission, Resources and Context, asks: “What is the difference between someone who is intoxicated on power and someone who is on drugs or alcohol?
You get erratic behaviors from both, including loss of mission focus, lying and mismanagement.
Government Going Astray
Government officials who think, “It’s all about my political ideologies,” pursue initiatives that are less effective than those who see themselves as managers of large organizations that need to be operationally efficient. One-dimensional politicians think the organization should serve them. Two-dimensional leaders believe a political ideology is the mission. Believing their political ideology is an end in itself, they see nothing wrong with pursuing it by running up huge deficits, saddling future generations with insurmountable debt.
As long as employees are pursuing a political agenda, whatever means they engage in is justified. Thus, whoever spouts the preferred ideology gets a free pass and is not held accountable for poor behavior. Three-dimensional political leaders act as CEO’s who take responsibility for government programs to operate efficiently with employees who work competently with integrity.
Big and powerful governments do great damage when their leaders make mistakes, like going to war on false pretenses, or spending millions and billions pursuing slogan-like initiatives in the name of a “common good” that only favors a sub-segment de jour that satisfies the paternalism of politicians or those whose money buys their support.
Properly Presiding In Power
Character is needed to handle power properly. Three-dimensional politicians work so that approximately eighty percent of constituents are satisfied with their initiatives. Keeping a long range view of fulfilling the mission by maintaining healthy working relationships that are disciplined and achieve effective operations avoids the Peter Principle and satisfies the most reasonable members of “We the People.”
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