Publius' Postulates: Executive Leadership

By J. W. Publius

Publius' Postulates is an executive leader's suggestive guide to conduct and principle. It is a warning what not to do, as well as, an encouragement to adopt the postulates of Publius. It exhibits no tolerance for political correctness which is represented as deceptive, a promotion for factual avoidance, and destructive to accurate communication. The author offers the book as an antidote to "professorial pontification and Kool-Aid dribble." There are over fifty topics in short chapters and a like number of original maxims, all without regard to individual reader sensitivity. J. W. Publius makes the claim that there are so many leadership writings because there are so many "sorry-ass executive leaders." The book is humorous if the reader is not a professor without "real world" experience or one who believes in "Utopia."

• Language: English
• Publisher: BookBaby
• Release date: Apr 29, 2014
• ISBN: 9781483525488

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Introduction

Publius’ Postulates may be applied universally but they are situationally oriented to public law enforcement and the public service sector leadership at the most senior level because that’s who I am. This book addresses organizational generals not ensigns, CEOs not district managers. Too, the larger the organization the more important and appropriate some postulates become. I do not suggest how to become the CEO; instead I address what I think is necessary in order to be a successful CEO. One is not awarded a secret set of postulates, as I designate them, upon being named organizational leader; so it’s quite OK to digest my postulates in advance.

Though these postulates are my original thoughts, I make no claim to exclusive thinking. Many postulates have as a basis, ideas or concepts as old as man’s organized efforts. Many of the principles embedded in these postulates have been addressed by a succession of writers and thinkers both contemporary and historical.

These postulates are my collection of leadership truths, those that I used, which are offered to stimulate the reader’s evaluation of leadership and for possible adoption or condemnation. I make no claim to total mastery of the study of leadership. I don’t know it all...but neither does anyone else, despite the many claims.

This is an advisory and warning for university and college professors who eat all their meals in the faculty dining room, believe that the edge of campus is also the demarcation line for correct thinking, and generally revel in the safety of membership in the elite professorial intelligentsia; beware. If you claim expertise in the discipline of leadership via research or observation or experimentation or, in some cases, intuitive genius, but have never actually lead anyone, much less served as a real world organizational senior executive, read this work at your peril. I am not responsible for adverse reactions such as embarrassing high pitched squeals of indignation or pain associated with grasping the chest and dislodging the pocket protector.

Leading the seminar discussion on the dynamic application of self-esteem to the underdeveloped and opportunity denied potential contributor to dihemospherical relationships does not count as experience as an executive leader. Caution too, is advised for those who believe that plants have feelings.

If you are the author of works similar in title to 154 STEPS TO BECOMING A LEADER or 17 INDESPENCABLE TRAITS OF A SUCESSFUL LEADER or HOW TO BECOME A WORLD CLASS LEADER and have never led an organization in the real world, don’t read this work if your mental health is a concern.

Anyone who requires 100 page chapters to make a single point and believes that leadership is an absolute should, more profitably, spend one’s time attempting to get a life! George Eliot wrote, Blessed be the man, having nothing to say, abstains from giving us wordy evidence of the fact.

This incomplete work was first read in raw prose form and not edited, by a Washington DC management journal editor.

This person was offended by the language, distressed by the incorrectness of some of the postulates, and generally disgusted by the unprofessional character of the entire work. I was able to further develop my writing style and the content of my postulates based upon this person’s opinions.

Because the self-labeled expert believed itself impeccable in all things and an expert in the field of leadership based upon vast editing experience and academic achievement in the many classes which were taught by non-leaders who, in turn were taught by academics likewise without normal world experience, I confirmed my perspective.

I expanded the unprofessional character, enriched the language, and avoided duplicating any of the forty thousand or so works which address leadership that are noted by the Library of Congress. If you offend easily, read one of those dull, intellectual, politically correct works.

I quote John Locke, the only Locke quote that comes to mind with which I agree. No man’s knowledge can go beyond his experience. Now, now pseudo Einsteins, you are over thinking! Gleaning knowledge from the hitherto unknown is an