George Washington was reluctant to take on the role of President, referring to it as "an Ocean of difficulties" in a letter to Henry Knox. The document defines leadership as conceptualizing a vision, motivating others to work towards a common goal, being fair, and putting followers' needs first. It lists traits of natural born leaders as being humble, modest, faithful, charismatic, intelligent, and courageous. Key leadership skills include communicating vision, technical knowledge, adaptability, passion, and morality. Developing leadership requires identifying natural leaders, encouraging initiative, nurturing skills through experience, accountability, mentoring, learning from others, and soliciting diverse opinions.

1. The Heffner Guide to
Leadership
A study in sheer awesomeness

2. I assure you . . . that my movements to the chair
of Government will be accompanied with feelings
not unlike those of a culprit who is going to the
place of his execution; so unwilling am I, in the
evening of a life nearly consumed in public
areas, to quit a peaceful abode for an Ocean of
difficulties, without that competency of political
skill-abilities & inclination which is necessary to
manage the helm….
Letter from G. Washington to Henry Knox, April 1, 1789

3. Leadership
Definition:
A leader is a person who, by their words and
actions, are able to 1) conceptualize and
communicate a vision of a common goal, 2)
inspire and motivate those around them to
devote key resources and to work toward that
common goal, 3) is fair and equitable in both
praise and criticism, and 4) put the needs and
well-being of their followers on par with their
own personal ambitions

5. A leader is born with certain inherent traits. A natural born leader
…is humble. They do not seek the scepter of power but only pick it up at the behest of others and
then puts it back down before the power corrupts. They do not necessarily desire leadership but they
do not shy from it either.
…is modest. They do not accept credit for success but instead spread the credit around to others
who helped achieve the goal. Conversely, they accept full credit for failure when the goal is not
achieved.
…is yoked. They demonstrate faith in something greater than themselves be it Jesus, Mohammad,
or the Flying Spaghetti Monster. They do not believe that they are the yin and the yang nor are they a
zealot.
…is charismatic. They are born with a gift that allows them a natural means of influencing and
swaying people toward an objective. They are the person people gravitate toward.
…is intelligent. They command an innate ability to grasp a situation, grasp a problem, and see the
opportunity.
…is courageous. When needed they are unafraid to take the necessary actions, to be assertive, and
to lead from the front.
…is strategic in thought. They do not operate simply from a gut feeling or a hunch. They possess the
ability to weigh a situation and the options to chose the best course of action available.
Traits of Leadership

6. The key skills and behaviors of an individual who
…is visionary. They can conceptualize a vision and can create a plan that fits that vision.
…is able to communicate clearly. They are able to communicate the vision so that those around
them than see the ultimate goal they are working toward.
…is technically knowledgeable. The understand the technical aspects and know them enough to
demonstrate capability, but they are not necessarily an expert. They know how a machine works and
could operate it if necessary.
…is adaptable. They are able to change their approach to accommodate changing conditions,
differing types of motivation, and headwinds.
…is focused and passionate. They are able to stay on course toward their goal regardless of what
arises but they are also follower focused thereby helping create an atmosphere of trust that instills
that same passion.
…is morally centered. They carry their values openly and do not wear different faces when
convenient.
…is comfortable making themselves the servant. They like and prefer when their followers succeed
and even surpass them. Creating that amount of trust and independence attracts other to them.
Skills and Behaviors of Leadership

7. Developing/Enhancing Leadership
Qualities/Skills
1. Identify the natural leader – the person who people already gravitate toward.
2. Encourage them to take initiative and to put forth ideas.
3. Help them develop key skills and behaviors by nurturing them into real world
scenarios.
4. Encourage them to obtain further expertise and education.
5. Move them around within the organization to learn the different aspects.
6. Teach accountability. Give them the credit when it goes right. Work with
them to accept the blame when it goes wrong. Purge the CYA mentality of
only being there when times are good.
7. Create mentors to help bring people along and be mentored yourself.
8. Live the qualities you want others to emulate. Be the model of leadership
you want others to be.
9. Observe. Both internally and externally.
10. Become learned. Read what others have done and done well and adapt what
they have done. You should always be learning.
11. Provide motivation. Don’t let people get down.
12. Solicit opinions and ideas from others. You don’t know what you don’t know
so seek input from others who may have a different perspective or
experiences to draw upon.

8. Conclusion
A leader is a combination of innate traits and learned skills and both must be
present, practiced, and developed to be effective.
A leader is not necessarily a type-A personality, nor does being a type-A
personality mean you are a leader.
A leader can come from anywhere and is not constrained by race, gender, or
age.
A leader absolutely must be knowledgeable about their business and must be
willing to admit to and to learn what they do not know.
A leader must not be afraid to seek input from others or to change their
position based upon input from others.

9. Test