Colin Powell 13 Rules PDF Free Download

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Colin Powell’s 13 Rules

1. It ain’t as bad as you think. It will look better in the morning.
2. Get mad, then get over it.
3. Avoid having your ego so close to your position that when your position falls, your ego goes with
   it.
4. It can be done.
5. Be careful what you choose, you may get it.
6. Don’t let adverse facts get in the way of a good decision.
7. You can’t make someone else’s choices. You shouldn’t let someone else make yours.
8. Check small things.
9. Share credit.
10. Remain calm. Be kind.
11. Have a vision, be demanding.
12. Don’t take counsel of your fears or naysayers.
13. Perpetual optimism is a force multiplier.

Colin Powell 13 Rules PDF

As we consider the legacy of former Secretary of State Colin Powell, we are brought back to his 13 rules for leadership, which have served as a model for so many of our colleagues and teachers. We are appreciative of his affection for the State Department and the influence he left behind in the office. ( Colin Powell 13 Rules Pdf )

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Colin Powell (1937–2021) oversaw the military as chairman of the Joint Chiefs of Staff and the State Department as secretary of state. He was also a four-star general in the American Army. However, according to the current Secretary of State Antony Blinken, Powell “wasn’t very concerned about rank.” He wished to speak with everyone. Powell was a natural leader who understood how to assemble a cohesive and powerful team.

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COLLIN POWELLS 13 LIFE RULES FOR ANY FUTUER LEADER

1. “It ain’t as bad as you think. It will look better in
   the morning.”
   The guy is honest — he quickly follows this assertion with, “Well … Maybe it
   won’t,” but explains that the rule reflects an attitude and not a prediction. In
   infantry school, he learned to internalize this message: “Things will get better.
   You will make them get better.” He still strives for that mentality to this day,
   “despite frequent evidence to the contrary.” Before a tough meeting or hostile
   press conference, he will go to the bathroom, wash and dry his face, look in the
   mirror, and remind himself: “An infantry officer can do anything.”
2. “Get mad, then get over it.”
   Getting mad and staying mad are two different things. Getting mad is natural and
   healthy, he says, but staying mad is not useful. “That experience was tested by
   my colleague the French Foreign Minister Dominique de Villepin who made
   me — and most Americans — mad, very mad.” Powell discusses early 2003, the
   period leading up to the Iraq War when France had a seat on the UN Security
   Council and was adamantly opposed to military action in Iraq. De Villepin
   attacked the U.S. position to the press.
   “I was blindsided,” Powell writes. “The White House phones lit up. The TV
   evening news and the press the next day made my embarrassment complete. I
   was livid and I made that clear to Dominique … [He] had screwed things up for
   me.” (The U.S. moved forward and deposed Saddam Hussein in April of that
   year.)
   But Powell said he knew to not make France his enemy, and sure enough, in
   February of 2004, he called de Villepin in the middle of the night for an important
   favor. Former Haitian President Jean Bertrand Aristide had been forced to step
   down from office, a move which the U.S. had encouraged. As mobs were
   approaching Aristide’s home, Powell was able to quickly get him on a plane
   headed for South Africa. But South Africa refused to receive him. “Half an hour
   later, [de Villepin] called back with a solution, and our anxious pilot soon had
   clear instructions … My colleague and friend had come to my rescue.”
   To put it all in perspective, he says that he often reminds people that the U.S.
   and France have been married — and in marriage counseling — for more than
   Colin Luther Powell is a United States statesman and a
   retired four-star general in the United States Army. He
   was the 65th United States Secretary of State (2001-
   2005), serving under President George W. Bush. He was
   the first African American appointed to that position.
   230 years. “The ties that bond us are stronger than the occasional stresses that
   separate us.”
3. “Avoid having your ego so close to your position that when your
   position falls, your ego goes with it.”
   “I encouraged all my subordinate commanders and staff to feel free to argue with
   me. My guidance was simple: ‘Disagree with me, do it with feeling, try to
   convince me you are right and I am about to go down the wrong path. You owe
   that to me; That’s why you are here. But don’t be intimidated when I argue back.
   A moment will come when I have heard enough and I make a decision. At that
   very moment, I expect all of you to execute my decision as if it were your idea.'”
   Going back to his second rule, he concludes, “I still love you, so get mad, and get
   over it.”
4. “It can be done.”
   “Once again, it is more about attitude than reality. Maybe it can’t be done, but
   always start out believing you can get it done until facts and analysis pile up
   against it.” It’s a balance. “I try to be an optimist, but I try not to be stupid.”
   Wait for #13.
5. “Be careful what you choose: You may get it.”
   Plain and simple. “You will have to live with your choices. Some bad choices can
   be corrected. Some you’ll be stuck with.”
6. “Don’t let adverse facts stand in the way of a good decision.”
   “There will be times when an adverse fact should stop you in your tracks. Never
   let it stop you completely until you have thought about it, challenged it, and
   looked for a way to get around it.”
   Powell discusses one of his idols: Eisenhower. “On the eve of D-Day,” Powell
   writes, “General Eisenhower faced one of the most difficult decisions any military
   commander has ever had to make. The weather was dicey; launching the
   invasion into bad weather could doom it, but he weathermen predicted a possible
   opening on June 6, 1944. He had been gathering information and planning this
   operation for months. He knew it in his fingertips. In the loneliness that only
   commanders know, he made his decision. He wrote a statement taking all the
   blame if the invasion failed. Yet his informed instinct said, ‘Go!’ He was right.”
   Powell said that whenever he is faced with a difficult decision, he goes back to
   his military training. “What’s the situation? What’s the mission? What are the
   different courses of action?” he asks. “Now, follow your informed instinct, decide,
   and execute forcefully … Then take a deep breath and hope it works.”
7. “You can’t make someone else’s decisions. You shouldn’t let someone
   else make yours.”
   Simply put: Go with your gut. After Powell retired from the Army and published
   his first book, people began wondering about his political ambitions and if he’d
   run for president. “A strong instinct told me that I had an obligation, a duty, to run
   … but I was divided. An equally strong instinct warned that running for president
   would be a terrible choice for me.”
   He spent two sleepless weeks agonizing, and ultimately decided against it. “What
   drove my final choice was that I did not wake up a single morning wanting to be
   president … It was not me. Once I accepted what my instinct was telling me, the
   choice was clear, the decision easy.”
8. “Check small things.”
   When Powell was in the Army and responsible for inspecting the barracks, he’d
   check the toilets — not to see if they were clean. “Was there a shortage of toilet
   paper, were any mirrors cracked, were there any missing showerheads? Finding
   any of these situations immediately told me one of several things — the unit is
   running short on upkeep money, no one is checking up on these things to get
   them fixed, or the troops are not being supervised well enough. Find out which
   and fix it.”
   He states that the large picture of success is built upon many, many small things,
   and knowledge of those things. “The more senior you become, the more you are
   insulated by pomp and staff, and the harder and more necessary it becomes to
   know what is going on six floors down.” Real leaders, he says, have a feel for
   what’s going on “in the depths … where the small things reside.”
9. “Share credit.”
   Something he learned in the Army was that it’s the human gesture that counts.
   “People need recognition and a sense of worth as much as they need food and
   water … Yes, medals, stock options, promotions, bonuses, and pay raises are
   fine. But to really reach people, you need to touch them.” The other side is also
   true — he welcomes blame when something goes badly. “It is your fault, not
   theirs. You are responsible. Analyze how it happened, make the necessary fixes,
   and move on.”
10. “Remain calm. Be kind.”
    The “calm zone” is part of an emotional spectrum that he’s worked hard to learn
    and maintain. He completely lost it once, and clearly hasn’t forgotten it. He was a
    brigade commander and lost his temper at a sergeant who’d gotten a DUI. The
    young soldier, rather than accepting the wrongness of his own actions, told
    Powell that the punishment would upset his family.
    “I stood up and slammed my fist so hard on my desk that the glass cover
    shattered with a great crash.” He said that, quite frankly, it felt good. He was
    infuriated and wanted to show it. But since then, he wrote, “I’ve learned to display
    extreme, out-of-my-comfort zone displeasure without destroying government
    property.”
    On the value of staying calm, he writes, “You are in a storm. The captain must
    steady the ship, watch all the gauges, listen to all the department heads, and
    steer through it. If the leader loses his head, confidence in him will be lost. So
    assess the situation, move fast, be decisive, but remain calm,” and most
    importantly, he says, “Never let them see you sweat.”
11. “Have a vision. Be demanding.”
    Purpose. That’s the word he uses.
    “Purpose is the destination of a vision … Leaders must embed their own sense of
    purpose into the heart and soul of every follower.” He discusses setting high (but
    achievable) standards and sticking to them. In the Army, “[He] never saw a good
    unit that wasn’t always stretching to meet a higher standard.”
12. “Don’t take counsel of your fears or naysayers.”
    He will never forget the fear, the feeling, when he first came under fire. It was
    Vietnam, 1963, and Powell was adviser to a Vietnamese infantry battalion.
    “We were walking down a forested trail when we were hit by small arms fire from
    an enemy ambush. We returned fire and the Viet Cong enemy quickly melted
    back into the forest.” It was over in less than a minute, but they lost a soldier.
    “That night, as I tried to sleep on the forest floor, I was filled with the realization
    that the next morning we would probably be ambushed again. And we were …
    That morning, and every morning, I had to use my training and self-discipline to
    control my fear and move on, just like the Vietnamese, just like every soldier
    since ancient times.
    “Moreover, as a leader, I could show no fear. I could not let my fear control me.”
13. “Perpetual optimism is a force multiplier.”
    It was late one winter night in Korea. Powell and his battalion of 500 soldiers had
    just finished a tough week of training and were waiting for trucks to take them
    back to their barracks 20 miles away when word came in that there was a fuel
    shortage. No trucks; they’d have to walk.
    “[We] went for it, over some terrible hills. It was tough going. I wasn’t sure I could
    keep up with these younger soldiers … But I pushed it, and so did they,
    magnificently. At the last mile, we could look down at the lights of Camp Casey.
    We fell into step and marched into camp in the middle of the night singing out a
    cadence and waking up everybody in the camp. It was a great night. We had
    demanded a lot from our soldiers. But we had prepared them, we believed in
    them, they believed in us, and we had the confidence and optimism that they
    would succeed.

Colin Powell 13 Rules pdf