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Dr. Cohen through extensive study and observation found
there are eight universal laws of leadership. They are as
follows:
1. Maintain Absolute Integrity
2. Know your stuff
3. Declare Your Expectations
4. Show Uncommon Commitment
5. Expect Positive Results
6. Take Care of Your People
7. Put Duty Before Self
8. Get Out In Front
1. Maintain Absolute Integrity. “This is the foundation of all
leadership. If you don’t maintain your integrity, you will never fully be
trusted by those you lead and will not win anyone’s mind since they
will always have doubts. They must know you will always do what is
right without regard to what is best for you.”
The manager who practices that “integrity is for the other guy” is not a
leader but a charlatan. The worst are those who profess to be leaders,
but when it is time to act as a leader they fail. For example, a consultant
was asked to attend a board meeting for a hospital and present various
reports. The reports had been approved by the corporate board and we
signed off by the CFO and CEO of the hospital. The board packet had

The consultant explained the process of the how the reports were prepared and was asked to bring more information next meeting. He said both reports had been signed off by the CFO and the corporate board. The consultant left the meeting.already been sent so the consultant brought copies for the board members. In the meeting the CFO stated the consultant was not to have given the reports to the board members. Days went by and no word was received. Both the CEO and CFO were not able to provide the chairman with a satisfactory answer. The supervisor assured him she would discuss the matter with her boss and would then proceed. the . there was no need for the consultant to attend the meeting. She agreed the CFO’s supervisor needed to be called. Again the CFO stressed the need for the consultant lie to the board or there would be consequences. The consultant immediately told his supervisor what had happened.” The CFO. Nevertheless. and the consultant agreed. and the supervisor assured the consultant he would be backed. Finally. This supervisor had recently been promoted and would only be in her current position for a short time. The consultant refused and left the meeting. A few days later the CFO asked the consultant to meet with him. The consultant reminded the CFO he knew and agreed the reports were going to be presented. The consultant said the CFO’s boss needed to be told immediately what had happened. the CFO insisted the consultant must lie to the board and tell them the CFO didn’t know the reports were going to be presented. The consultant pointed out that other than presenting the reports. At the meeting the reports were reviewed and the chairman of the board took an extreme exception to one of the noted findings. the consultant was called by the supervisor and told he needed some “coaching.

They lacked integrity and clearly were not leaders. She refused. Again the consultant pressed the supervisor to go to the CFO’s boss. yet it was not the right way out.” She had simply dictated their complaints. 2. “You can’t get “there” until you know where “there” is. Siding with the client was the “easy way out” for her personally. and you let your follows know to. The consultant asked if the supervisor had told them she was aware that CFO wanted the consultant to lie about the reports. they will probably get the blame for failures. It became clear the supervisor was trying to avoid any blame for the situation.” This was relayed to the supervisor and she became angry.” .CEO. The CFO said “yes. The consultant left shortly thereafter. The consultant subsequently asked the CFO if his complaints were solely due to the board meeting. The consultant contacted the supervisor’s boss believing an organization proclaiming to have “trust at its source” would intervene. and the supervisor had met and complaints were leveled at the consultant. Know your stuff. Declare Your Expectations. They want you to be good at what you do since if you are not. The consultant had worked for the client for many years and had always had excellent feedback. Since she was recently promoted she didn’t want to appear she had not been managing the client. The consultant was subsequently “written up” and was threatened with termination. The supervisor said “NO. and the supervisor went on to her promotion but was later fired as was her boss The supervisor and her boss put themselves above what was right. Both the supervisor’s boss and the human resource department refused to get involved. "Followers don’t care if you’re good at office politics. 3.

However. the reverse is true. That way. not only will you know what’s going on. "If you expect to succeed or expect to fail. or you are not the leader. As Dr. expect the best. This may require you to first make amends to those who have been harmed by past events where you acted without integrity. no one else is going to be. either. you’re right. no one else will be. You either have integrity or you lack integrity. “If you aren’t committed. Get Out In Front. If you are not uncommonly committed. Show Uncommon Commitment. Cohen says. they will take care of you. without integrity none of the other laws matter.” 5. though it makes sense to be ready for the worst.4.” 7. it is an all or nothing question. Abstract This study explored the structure of elementary cognitive tasks (ECTs) and relations between the corresponding .” 8.” 6. but those who follow will know what’s going on. "Get out in front where you can see and be seen.” You should print these out and start to immediately practice them. Put Duty Before Self. your mission and your people must come before you. Expect Positive Results. "If you are a leader. "If you take care of your people. Take Care of Your People. You can’t start acting with integrity after not acting with integrity without first repairing the damage. So.

construct(s) with processing speed (Gs) and fluid intelligence (Gf). 3 Gs. The findings point to the nonunitary nature of mental speed and the potentially important role of specific speed factors for examining the relationship between speed and fluid intelligence. . and 6 Gf marker tests. Factor analysis of the ECTs resulted in a general mental speed factor. Significant correlations were also found between Gf and variance specific to task-class speed factors. General mental speed was indistinguishable from Gs and highly correlated with Gf. along with several task-class specific factors. all administered in paper-and-pencil format to reduce potential confounds evident when tasks are presented using different media. Participants (N = 321) completed 14 ECTs.