We have covered in detail the four dominant leadership strategies. We now need to further address the larger implications of the Diamond Leadership model.
After one of my early philosophy lectures on the inner side of greatness for upper-level executives at the Ford Motor Company in Dearborn, Michigan, a participant challenged me: “Doc, I make cars. What do you make?”
For a moment, he had me. But then it became clear that his was the wrong question. He does not make cars.
“Where is your wrench, your screwdriver, your lathe? You do not make cars. You communicate with people—through your words and your behavior, clearly and obscurely, consciously and unconsciously, effectively and ineffectively.”
The truth is, ...