Former Secretary of State, Colin Powell's 13 Rules (excerpts from Powell, C. L., & Koltz, T. (2014)).
His rich personal experience makes it insightful, worth a read (the original essay is like a short memoir, full of his personal experience).
1. It ain't as bad as you think. It will look better in the morning.
Keep your confidence and optimism up.
2. Get mad, then get over it.
Everyone gets mad, but staying mad isn't useful.
3. Avoid having your ego so close to your position that when your position falls, your ego goes with it.
"Disagree with me, do it with feeling, and try to convince me, but don't be intimidated when I argue back. Loyalty is diagreeing strongly, and loyalty is executing faithfully. The decision is not about you or your ego; it is about gathering all the information, analyzing it, and trying to get the right answer. I still love you, so get mad and get over it."
4. It can be done.
Don't surround yourself withh instant skeptics.
5. Be careful what you choose: you may get it.
Don't rush into things.
6. Don't let adverse facts stand in the way of a good decision.
When faced with a tough decision, use the time available to gather information that will inform your instinct. It is an informed instinct that knows from long experience which facts are the most important and which adverse facts, however adverse, can be set aside. Good judgement comes from experience, and experience comese from bad judgement.
7. You can't make someone else's choices. You shouldn't let someone else make yours.
8. Check small things.
Leaders have to have a feel for small things. The more senior you become, the more you are insulated by pomp and staff, and the harder and more necessary it becomes to know what is going on six floors down.
9. Share credit.
When something goes well, make sure you share the credit down and around the whole organization. Let all employees believe they were the ones who did it. Send out awards, phone calls, notes, letters, pats on the back, smiles, promotions-anything to spread the credit. People need recognition and a sense of worth as much as they need food and water.
10. Remain calm. Be kind.
Try to have a health zone of emotions. Within that zone you can be a little annoyed, a little mad, a little loving. The captain must steady the ship, watch all the gauges, listen to all the department heads, and steer through it. If the leader loses his head, confidence in him will be lost and the glue that holds the team together will start to give way. So assess the situation, move fast, be decisive, but remain calm and never let them see you sweawt.
11. Have a vision. Be demanding.
Followers need to know where their leaders are taking them and for what purpose. Purpose is the destination of a vision. It energizes that vision, gives it force and drive. It should be positive and powerful, and serve the better angels of an organization.
12. Don't take counsel of your fears or naysayers.
Fear is a normal human emotion. It is not in itself a killer. We can learn to be aware when fear grips us, and can train to operate through and in spite of our fear. If, on the other hand, we don't understand that fear is normal and has to be controlled and overcome, it will paralyze us and stop us in our tracks. We prepare for it and control it; we never let it control us. If it does, we cannot lead.
13. Perpetual optimism is a force multiplier.
Perpetual optimism, believing in yourself, believing in your purpose, believing you will prevail, and demonstrating passion and confidence is a force multiplier. If you believe and have prepared your followers, the followers will believe.
Reference: Powell, C. L., & Koltz, T. (2014). It worked for me : in life and leadership. Harper Perennial.