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86 PCB007 MAGAZINE I OCTOBER 2021 • Debtors may have nice salaries, but their expenses exceed their income. ey've maxed out credit cards and taken out hey loans. Consequently, they're stuck paying exorbitant interest rates on the amounts they have borrowed. In an upside-down financial situation, they're in no position to give generously to others. Leaders without authenticity are like debtors. Someone deeply in debt may appear wealthy, even though they're secretly on the verge of bankruptcy. ey may have the tools to succeed but lack the moral veracity. • Hoarders are sitting on a pile of wealth, but they think only of protecting it rather than of sharing it with others. ey have the plentiful resources but are unwilling to part with them. Leaders without humility resemble hoarders. Having put their talents to work, they enjoy a significant amount of power. How- ever, they're worried about others taking it from them or gaining more of it than they have. So, instead of using their influence to empower others, they keep it for their own benefit. Insecure Leaders Don't Delegate I would bet a boatload of beer that most of us have either worked for, or worked with, an insecure manager. ese individuals are threatened by those who work for them and in a constant mode of protecting their knowledge and experience. In my last column: Leadership 101—e Law of the Inner Circle, I stated that I always try to hire people smarter than me (not all that hard). An insecure manager would never do this for one or more of the following reasons: 1. Fear of loss. Some leaders worry that if they empower their followers, their followers will surpass or replace them. If the people you lead are always successful, people will realize that they are successful because of how you developed them. 2. Fear of change. By nature, people resist change. As a leader, you must consciously fight against this fear. Change improves organizations. You must be willing not only to change, but to spearhead the change. 3. Fear of unworthiness. If you're self- conscious, you may think you personally don't have any power, and if you don't have power yourself, then you can't share it with others. Good leaders believe that a single person can make a change, whether that person is themselves or their followers. Application Examples of the Law Failed Application: Ford Motor Company Henry Ford was no doubt an innovator that revolutionized the automotive industry with his assembly line. However, he was also a con- trolling micromanager that stifled creativity and dissenting ideas. Ford was so enamored with his Model T automobile that he refused to change it or develop other models. In fact, when one of his chief designers presented him with a prototype of a new and improved Model T, he destroyed the car with his bare hands. How did this impact his business? In 1914 Ford owned 50% of the automotive market and by 1931 this dominance had been cut in half. To pour salt in his wounds, many of his most tal- ented people le to go to his competition. Henry Ford was an insecure leader. Successful Application: Abraham Lincoln Most presidents select their cabinet mem- bers from their allies, or at least from people that share their positions and policies. Abra- ham Lincoln chose people who disagreed with him, his political rivals, and his antagonists— people who were potentially as strong or stron-