Chieftain

Superficial goals lead to superficial results.

As a nation, we would accomplish more if Huns behaved as though national goals were as important to them as personal goals.

Critical to a Hun’s success is a clear understanding of what the king wants.

A Hun’s goals should always be worthy of his efforts.

A Hun without a purpose will never know when he has achieved it.

A Hun’s conformance does not always result in desired performance.

Chieftains should always aim high, going after things that will make a difference rather than seeking the safe path of mediocrity.

Kings should always appoint their best Huns as chieftains, no matter how much they are needed in their current position.

Never appoint acting chieftains. Put the most capable Hun in charge, give him both responsibility and authority, then hold him accountable.

A wise chieftain never depends on luck. Rather, he always trusts his future to hard work, stamina, tenacity and a positive attitude.

A wise chieftain knows he is responsible for the welfare of his Huns and acts accordingly.

Being a leader of the Huns is often a lonely job.

Once committed to action, chieftains must press for victory, not for stalemate-and surely not for compromise.

Shared risk-taking will weld the relationship of a chieftain and his Huns.

Strong chieftains stimulate and inspire the performance of their Huns.

The best chieftains develop the ability to ask the right questions at the right time.

A chieftain can never be in charge if he rides in the rear.

In tough times, the nation will always call the meanest chieftain to lead.

A Hun who takes himself too seriously has lost his perceptive.

Huns who appear to be busy are not always working.

It is best if your friends and foes speak well of you however, it is better for them to speak poorly of you that not at all.

When nothing can be said of a Hun, he has probably accomplished nothing very well.

Contrary to what most chieftains think, you’re not remembered by what you did in the past, but by what most Huns think you did.

There is more nobility in being a good Hun than in being a poor chieftain.

Even the Romans have the strength to endure the misfortunes they bring on others.

If all Huns were blind, a one-eyed warrior would be king.

Great chieftains accept failure at some things in order to excel in more important ones.

It is unfortunate when final decisions are made by chieftains headquartered miles away from the front, where they can only guess at conditions and potentialities known only to the captain on the battlefield.

When victory will not be sweet, the chieftain must keep his Hun from war.

The ability to make difficult decisions separates chieftains from Huns.

Wise chieftains never place their Huns in situations where their weakness will prevail over their strengths.

Good Huns normally achieve what their chieftain expects from them.

A wise chieftain never expects his Hun to act beyond their wisdom and understanding.

A wise chieftain always gives tough assignments to Huns who can rise to the occasion.

Abdication is not delegation. Abdication is a sign of weakness. Delegation is a sign of strength.

A strong chieftain always has strong weakness. A king’s duty is to make a chieftain’s strengths prevail.

Huns learn less from success than they do from failure.

Huns learn much faster when faced with adversity.

A good chieftain takes risks by delegating to an inexperienced Hun in order to strengthen his leadership abilities.

The experience of Huns must be structured to allow them to broaden and deepen themselves to develop the character they will need when appointed a chieftain.

Huns are best prepared to become chieftains when given appropriate challenges at successively higher levels of responsibility.

If it were easy to be a chieftain, everyone would be one.

Without challenge, a Hun’s potential is never realized.

Appropriate stress is essential in developing chieftains.

When in a political war, a Hun must always keep an eye to the rear.

The essence of Hunnish victory lies in the answer to the questions Where? And When?

Huns should only engage in wars they can win.

Huns may enter war as the result of failed diplomacy; however, war may be necessary for diplomacy to begin.

Huns never take by force what can be gained by diplomacy.

Chieftains should remember that hospitality, warmth and courtesy will captivate even the most oppressive foe.

Chieftains are often betrayed by those they trust most.

Written reports have purpose only if read by the king.

A king with chieftains who always agree with his reaps the counsel of mediocrity.

A wise chieftain never kills the Hun bearing bad news. Rather, the wise chieftain kills the Hun who fails to deliver bad news.

A chieftain who asks the wrong questions always hears the wrong answers.

A wise chieftain never asks a question for which he doesn’t want to hear the answer.

The greatness of a Hun is measured by the sacrifices he is willing to make for the good of the nation.

A chieftain should always rise above pettiness and cause his Huns to do the same.

A chieftain cannot win if he loses his nerve. He should be self-confident and self-reliant and even if he does not win, he will know he has done his best.

A chieftain does not have to be brilliant to be successful, but he must have and insatiable hunger for victory, absolute belief in his cause and an invincible courage that enables him to resist those who would otherwise discourage him.

Seldom are self-centered, conceited and self-admiring chieftains great leaders, but they are great idolizers of themselves.

Great chieftains never take themselves too seriously.

A wise chieftain adapts-he doesn’t compromise.

Chieftains who drink with their Huns become one of them and are no longer their chieftain.

Weak chieftains surround themselves with weak Huns.

Strong chieftains surround themselves with strong Huns.

As a chieftain achieves greater success, the jealousy others feel for him intensifies.

Huns must learn early that working through a hardship is an experience that influences them all the days of their lives.

Successful Huns learn to deal with adversity and to overcome mistakes.

A Hun can achieve anything for which he is willing to pay the price. Competition thins out at the top of the ranks.

Time does not always improve a situation for a king or his Huns.

Fundamental errors are inescapable when the unqualified are allowed to exercise judgment and make decisions.

Quick decisions are not always the best decisions. On the other hand, unhurried decisions are not always the best decisions.

Chieftains should never rush into confrontations.

A chieftain’s confidence in his decision making preempts name-dropping his Huns.

Every Hun is responsible for shaping his life’s circumstances and experiences into success-no other Hun, and certainly no Roman, can do for a Hun what he neglects to do for himself.

Huns should be taught to focus on opportunities rather than on problems.

Some Huns have solutions for which there are no problems.

If an incompetent chieftain is removed, seldom do we appoint his highest-ranking subordinate to his place. For when a chieftain has failed, so likewise have his subordinate leaders.

If you tell a Hun he is doing a good job when he isn’t, he will not listen long and, worse, will not believe praise when it is justified.

Every Hun has value-even is only to serve as a bad example.

The error is appointing an incompetent chieftain is in leaving him in a position of authority over other Huns.

To experience the strength of chieftains we must tolerate some of their weaknesses.

Suffer long for mediocre but loyal Huns. Suffer not for competent but disloyal Huns.

Adequate training of Huns is essential to war and cannot be disregarded by chieftains in more peaceful times.

Teachable skills are for developing Huns. Learnable skills are reserved for chieftains.