The 21 Irrefutable Laws of Leadership Ch 12

Henry Ford, both the first and second, exhibited a leadership style marked by insecurity and a lack of trust in others. They would empower their executives, only to undermine them later, fearing their success would threaten their own position.

This principle states that successful leaders must be willing to empower others, identifying, building up, and giving resources, authority, and responsibility to their team members to achieve their full potential.

Henry Ford's lack of empowerment created a toxic environment. It damaged the Ford Motor Company by causing instability and turnover among talented leaders, hindering its growth and success.

Henry Ford II, unlike his grandfather, recognized the need for strong leadership and brought in skilled executives from other companies. However, he still displayed his father's insecurity by undermining their authority, creating a cycle of distrust.

Roosevelt's famous quote, "The best executive is the one who has sense enough to pick good men to do what he wants done, and the self-restraint enough to keep from meddling with them while they do it," summarizes the essence of empowering leadership.

The principle that true leadership involves empowering others to succeed, not just focusing on personal gain.

Games like 'King of the Hill' and 'Follow the Leader' promote a competitive mindset where one person's success means another's failure.

The belief that resources are limited and that someone's gain must come at the expense of others.

A leadership style that focuses on giving people power and responsibility, allowing them to contribute to their fullest potential.

Obstacles that leaders create preventing others from reaching their maximum potential.

A major barrier to empowerment where leaders avoid empowering others because they fear being replaced.

An unwillingness to adapt to new ideas and practices, hindering growth and innovation.

A lack of confidence in oneself that makes it difficult to empower others.

Great leaders empower their followers to take initiative, giving up control to allow others to succeed.

Henry Ford was so attached to his Model T design that he resisted change and improvement, refusing to consider alternative designs or allow others to innovate.

Henry Ford, despite his success, was deeply insecure and feared the success of his employees. He believed their success threatened his own, leading him to undermine their efforts.

Despite its initial success, the Ford Motor Company's refusal to adapt and innovate, due to Henry Ford's resistance to change, ultimately led to a decline in market share.

Henry Ford's lack of trust and control over his employees created a toxic, dysfunctional environment within the Ford Motor Company, ultimately hindering its growth and success.

Henry Ford's leadership embodied the antithesis of empowerment. He constantly undermined his leaders, interfered with their work, and even monitored their personal lives.