General Colin Powell’s 13 Rules for Leaders

Adapted from an Inc. article by Bill Murphy Jr.

6 Minute Read

General Colin Powell, died Monday at age 84, had a compelling legacy as a leader: the first Black officer to be a four-star general and the chairman of the Joint Chiefs of Staff, and as first African American Secretary of State during President George W. Bush's first term.

He was the son of immigrant parents. Here’s what he said about his parents, “I’m a child of immigrants. My parents came here from the island of Jamaica. They came here in banana boats — not well-educated people. They came here not just because they needed economic opportunity — they had to leave the country they loved, Jamaica — but they came here also to become citizens of the United States of America. And they were two of the best citizens you’ll ever see in the history of this country. And what they communicated to me is, ‘We have expectations for you. We didn’t come to this country on banana boats so you could stick something in your nose or drop out of something. Don’t ever even think about it.’ I always had that family upbringing of expectations.” Colin certainly exceeded his parents expectations!

President Biden called Colin is friend and said, “Colin embodied the highest ideals of both warrior and diplomat. He was committed to our nation’s strength and security above all. Having fought in wars, he understood better than anyone that military might alone was not enough to maintain our peace and prosperity.

President Obama praised his example of leadership, “Along the way, General Powell helped a generation of young people set their sights higher. He never denied the role that race played in his own life and in our society more broadly, but he also refused to accept that race would limit his dreams, and through his steady and principled leadership, helped pave the way for so many who would follow.”

There has been a lot written about his mistake for speaking to the United Nations to condone the Iraq invasion. You can read that in other places. This blog focuses on the positive influence Colin Powell had on many leaders across the world including myself.

Colin lived by his 13 Rules of Leadership. Review and reflect how you can become a better leader by Colin Powell’s rules. I have adapted this summary of “Colin’s rules” from Bill Murphy Jr. of Inc. Magazine:

Rule No. 1: It ain't as bad as you think. It will look better in the morning.

This rule it encourages you to strip anxiety and fear from your decision-making. Powell wrote in his 2012 book, “It Worked for Me, “This rule reflects an attitude and not a prediction."

Rule No. 2: Get mad, and then get over it.

Anger is part of the normal range of human emotions. Better to feel it, acknowledge it, and let it go before it negatively affects your decision-making.

Rule No. 3: Don't become so attached to an argument that if it fails, your ego goes with it.

This rule is important to keep in mind for yourself, but also to remember that it works (or doesn't work) for others, too. In short, emotionally intelligent people will work to find ways for other people to save face during disputes because that can make it a lot easier for them to agree with you when appropriate.

Rule No. 4: It can be done.

There's a trap people fall into: Allowing negative emotions to lead them to a negative conclusion, and then crafting arguments to back up that conclusion. Instead, reverse those forces. As Powell wrote: "[A]lways start out believing you can get it done until facts and analysis pile up against it. Have a positive and enthusiastic approach."

Rule No. 5: Be careful what you choose. You may get it.

Here's another military saying you probably heard if you served during the last 30 years: "Slow is smooth, and smooth is fast." In short, if you take the time to think things through methodically, you make fewer mistakes in the long run, and wind up closer to your ultimate goals. "Nothing original in this one," Powell later wrote. "Don't rush into things."

Rule No. 6: Don't let adverse facts stand in the way of a good decision.

This rule is about realizing that almost all important decisions have to be made without complete information; if you wait until there is complete information, you'll likely wait until it's too late to decide. Recognizing your humanity, and that you will make some mistakes, paradoxically can make this uncertainty more tolerable, and allow you to trust your informed instincts.

Rule No. 7: You can't make someone else's decisions. (And don't let others make yours.)

I think it's fairly easy to imagine this rule coming into play during negative circumstances like when you're being pressured to do something you don't think is right. The harder test -- and the time to remember this -- is when arguably positive things are being dangled in front of you, but they don't align with your goals and values.

Rule No. 8: Check small things.

Emotionally intelligent people adopt this practice for a very simple reason: To avoid letting their optimism, excitement or sheer busyness lead them to assume things are working out.

Rule No. 9: Share credit.

As Powell wrote: "People need recognition and a sense of worth as much as they need food and water."

Rule No. 10: Remain calm and be kind.

Anxiety breeds anxiety; calm begets calm. This is also a good time to point out one of the key insights into emotional intelligence. Treating people well, developing empathy, and being kind to others are wonderful by-products of emotional intelligence. The overall utility is more goal-oriented: to be aware of and leverage (other’s) emotions so as to accomplish what needs to be done. (Inspire collaboration and teamwork!)

Rule No. 11: Have a vision.

Why is this so important? For your own sanity and effectiveness, of course, but also because people have a deeply felt emotional need for purpose. If you're a leader, part of your job is to articulate a vision that is worthy of their efforts.

Rule No. 12: Don't take counsel of your fears or naysayers.

Fear is natural and sometimes useful, but the point here is to acknowledge the fear and then try to remove the emotion from decision-making. Same thing with the people who say you can't accomplish what you want to accomplish: if they have valid points, consider them, but don't let their volume unduly influence you.

Rule No. 13: Perpetual optimism is a force multiplier.

Finally, this is the rule that I think gets repeated most often in military circles. In short, this isn't just about believing that things can be done; it's about proclaiming that optimism to the people you lead, in both your words and your actions. Your optimism (as a leader) can become contagious, thus leading others to believe that things can be done, or the problem isn't surmountable, or that fears need not be counselled.

As a New York Times reporter, Brett Stephens in his eulogy, “General Powell, you should’ve run (for president) in ’96. Rest in peace.”

Michael J Griffin
Founder of ELAvate
John Maxwell Team Founding Member