How did the great world leaders achieve fame and success in their life?
Answers
Answer:
by doing hard work and helping others one can success in life
Explanation:
ands for what a person come on television
Answer:
Hard work and more things
Explanation:
10 Lessons From History About What Makes a Truly Great Leader
Churchill makes the victory broadcast on BBC radio, May 8, 1945. Imperial War Museums/IWM/Getty Images
BY ANDREW ROBERTS
OCTOBER 30, 2019 7:00 AM EDT
Roberts is the author of Leadership in War: Essential Lessons from Those Who Made History. He is also the bestselling author of Churchill: Walking with Destiny, The Storm of War: A New History of the Second World War, Masters and Commanders: How Four Titans Won the War in the West, 1941-1945, Waterloo: Napoleon's Last Gamble and Napoleon: A Life, winner of the Los Angeles Times Book Prize for biography and a finalist for the Plutarch Award.
With the 2020 presidential election approaching, America is bracing to choose its next leader in a time of incredible change and upheaval. How can we recognize the kind of person we’ll need to lead us through these turbulent times? What are the qualities that a truly great American president needs? What can this person, regardless of political affiliation, learn from leaders of the past?
Energy
Many of the greatest leaders in history have been workaholics—Churchill is perhaps the most famous, though Margaret Thatcher, Helmuth von Moltke the Elder, and Marshal Ivan Konev are other examples. Churchill melded his life entirely around his job during the Second World War, taking only eight days’ proper holiday in the whole six years of conflict, six of those spent fishing in Canada and two swimming in Florida, but even on the latter trip he was attended by his red ministerial boxes and he read all the newspapers. Similarly, he was able to work almost throughout his two major bouts of pneumonia during the war. Energy is an almost demonic attribute, hard to characterize, and takes many forms. Churchill was undoubtedly energetic, and yet he often did not get out of bed until noon—and that was for a hot bath—although he had been hard working on his papers since before breakfast. “Concentration was one of the keys to his character,” recalled James Stuart, Winston Churchill’s chief whip. “It was not always obvious, but he never really thought of anything else but the job in hand.”
Ability to plan—and Adapt
A leader’s ability to plan meticulously is important, despite Moltke’s dictum that few plans last beyond the initial contact with the enemy. “Plans are worthless,” agreed Eisenhower. “Planning is everything.” It is often forgotten that one of the most successful war plans in modern history—Hitler’s blitzkrieg against the West that succeeded in knocking out France, Belgium, Luxembourg, and Holland in six weeks in May and June 1940—was not the original one. When the first set of plans fell into Allied hands by accident only days before the assault was due to be launched, Erich von Manstein drew up a new one. It was this plan B that featured the famous sickle-cut maneuver, in which concentrated armor cut the Allies off from their supply bases, the Maginot Line was skirted, the mountainous Ardennes forest—hitherto thought impassable—was used as a conduit, and the Germans broke through at Sedan in six days and reached the Channel coast at Abbeville in only ten. Few plan Bs in history have been so successful.
A Great Memory
For planning in particular and for leadership in general a good memory is useful, or failing that an excellent filing system. Churchill had a photographic memory, and not just for music-hall songs and Shakespeare. He would spend up to thirty hours memorizing his speeches and constantly practice them to make them word perfect, and would even make up ones he was not about to give but might be called upon to deliver sometime in the future. On occasion he would regale his entourage with speeches he would have given if he had been in the House of Commons at different periods of history. For a superb filing system one could hardly do better than Napoleon, who also had an excellent memory and who used his chief of staff, Marshal Berthier, to ensure that even in a carriage rattling along at full pace they were able to place geographically every unit in his army and send and receive messages as aides-de-camps rode up to the windows, grasp orders thrust through the windows, and rode off again to deliver them.
Luck
Although impossible to quantify or predict, leaders need to be lucky as well as brilliant. Before he appointed anyone to the marshalate, Napoleon also wanted to know whether his generals were lucky, and luck undoubtedly does play a large part in war leadership. The role of chance and contingency in history is worthy of an entire book in itself and undermines the Whig, Marxist, and Determinist theories of history in which mankind’s progress through time are set on any definable tramlines.