Becoming a leader requires endurance.

When your purpose in life is to be a leader, many roads will lead to this destination. You’ll undergo many changes to help you in the process of becoming. Hence, “Change is not your enemy; fear is your enemy.” Fears. Uncertainty. Uncomfortable. Life shifts are usually uneasy to our natural rhythms and norms.

In fact, I often worry when such disturbances are not present. Sometimes “sudden peace” is not always profitable for growth. But, tumultuous shifts are necessary for self-progression and becoming a leader.

Philosopher A.N. Whitehead asserts, “All life is enjoyment.” The challenge to his belief is that we do not find pleasure in “dark places,” or discomforting areas. It is after the fact we gain “satisfaction.”  Although the Western human brain is trained to process conflict as pain, some Eastern practices teach there are many treasures in hidden “dark places.”

Many budding leaders have not learned, nor experienced adequate coping skills for cumbersome situations in leadership.

And as aging occurs, we either become immune to certain circumstances, or other events provoke triggers. As a result, many internalizations and ruptures surface. This is limiting the truest self and leader from his or her ultimate living potential. We are fearful of self and uncertain of self.

We are uncomfortable with self. From this, I conclude Erik Erickson’s theory is yet accurate and proven. We are shaped and copiously influenced by our surroundings. To continuously center self around doubters, under-achievers, fear, lack of stability, lack of financial management, no desires, no goals, etc., is (eventually) absorbed in a person’s mental, physical, and spiritual being.

A leader becomes and is the product of ALL his or her centered realities. These surroundings affect everything about a person. To move away from the core, a budding leader will inch away to re-invent and re-center self to start implementation of these four must-dos:

Leaders Need Indefinite Mentoring

Some people no longer believe in this direct teaching model. Mentors, teachers, and guides usually arrive during early stages of new life events. The protege’ makes many sacrifices. The protege’s fore-knowledge (for the subject) is consistently at bay. He or she knows nothing per se.

It is partially about “unlearning” to gain a plethora of new understandings. The mentor and protege’ relationship is the question and answers place. It is the quietly-study area for observations–eyeing your mentor’s demonstratives. Mentor’s move the protege.’ to the next location (s) or new trainer. We meet people through people. One is NEVER too seasoned for a mentor. “Getting a Mentor is the Shortcut to Success.” –Bo Sanchez

Leaders Plan. 

Goals only work with a growth mindset. Some set goals and almost never pursue them. Others write goals and begin, but do not complete them. Few take their goals and abide by them. The goal-getter understands determination. He or she accepts every challenge, presents these challenges to his or her mentor for guidance and wisdom, and uses the art of praxis.

This rule is critical. The set goals reveal stages. Each step requires how close or far away the goal is. Planning needs much reading, tweaking, evaluation and assessing. There must be a will for adjustments, which leads to the third rule. “Proper Planning and Preparation Prevents Poor Performance.” –Stephen Keague

Leaders Make Adjustments

The planning stages will require a person to alter self, the mind, and sometimes physical locale not drastically, but slightly. This change is to “achieve the desired fit, appearance, or result” he or she wants. Adjustments are uncomfortable because many times–what’s shifting is thought-processes and patterns developed from years of “doing.” Once the change occurs, the person can move to the step and move. “If adjustment is necessary, it should be made primarily.” –Anonymous

Leaders Use Timely Executing

Time waits for no one. Either a person is ready to make progress to the next goal, or not. How he or she fills each second and minute suggests what kind of go (al)-getter an individual is. When executing in time, the person actually “puts into effect the plan, order, and course of action.” Thus, the individual may separate from the toxic core or center to fulfill the purpose in each goal and adhere to the mentor’s advising. “Vision without execution is a daydream. Execution without vision is a nightmare.” –Japanese Proverb

Overall, leaders undergo developing and maturing cycles. Leaders experience “ecstasy, conflict, and resolve” cycles for advancement. Mentorship presence amplifies each cycle to help budding leaders handle and see fears, uncertainty, and uncomfortably as heightening opportunities to be successful. So, when it’s time to move on to walk into your purpose as a leader, you’ll do so with confidence.