You Are What You Do

I remember it like yesterday, Phillip sat me down in his office and had a talk with me about always doing what you say and being a man of your word. Most of the things I learned from him were from me merely observing and taking notes of his actions, but this lesson probably sticks out to me so much because he had such a serious conversation with me about the topic. Now, I know what you are probably thinking, “well duh you should do what you say and follow through.” Well guess what, it may be a simple thing but more and more people are becoming terrible at following their words with their actions. Not being able to follow through causes people to not trust you, it makes you look like a selfish liar and eventually will ruin your relationships with others even the important ones.

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Over the years Phillip taught me what it truly meant to be a leader, both by conversation and by being an example to me. Today, I want to share with you some of the most valuable lessons I have come to learn on leadership and what it truly means to me.

Here are some of the notes I gathered learning from my mentor who was an amazing leader. I felt they would be more beneficial and easier to comprehend in bulleted form rather than paragraph form:

  • What you are is God’s gift to you. What you make of yourself is your gift to God.
  • Why do people fail to realize and fulfill their full potential?
    • Some people are afraid, but some people never even get the chance. If you have the chance do not be afraid.
  • So many things crush potential. But what unlocks it?
    • Leadership unlocks potential.
  • The highest calling of leadership is to unlock other people’s potential.
  • Leadership is not management. Management is really important but it is within known constraints and conditions. A leader changes these conditions.

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Similar to the Defining Leadership article I published, today’s article touches again on the subject of leadership. My mentor was such a great and natural leader and he was always helping and showing others how to be more affective as leaders. I remember learning these concepts from Phillip, back when I still called him Mr. Brunelle. He had just started to take me under his wing and he invited me to take a ride with him to lunch in a limo provided by his favorite limo company that he used what seemed like everyday. In the vehicle he explained to me anyone can lead, but many make dangerous mistakes while doing so. Over time I have studied the following aspects of broken leadership and not partaking in them has made a significant difference in my leadership roles.

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