Home Values & Virtues Unveiling the Truth: Leadership Is for Everyone

Unveiling the Truth: Leadership Is for Everyone

by Jim Lunsford


Greetings, Resilience Warriors. I’m Jim Lunsford. Leadership: a word thrown around boardrooms, military briefings, and motivational seminars. Most people think it’s a title, a position you hold, a rank that says you’re in charge. But leadership is not about titles or positions. It’s not exclusive to CEOs, generals, or elected officials. Leadership is an ethos, a state of mind, a way of life. It should permeate every layer of society, from the upper echelons of power to the most grassroots level, because the truth is, we all have the capacity for leadership, and when we recognize that, we unleash an unprecedented force for good, change, and resilience.

This isn’t just about shattering barriers that tell us we’re not “qualified” to lead. It’s about debunking the myths that keep us shackled, that leadership is some mystical quality reserved for the ‘chosen few.’ It’s about stepping up every day, in every situation, whether guiding a multinational corporation or just showing a newbie the ropes. Leadership is collective; it’s shared; it’s a universal calling. And it’s a journey—a never-ending pursuit of growth, learning, and adaptation.

Prepare to confront some hard truths about what it means to lead. No sugar-coating. No hand-holding. Just raw, unfiltered insights into the essence of leadership and how it can—and should—be within the grasp of every one of us.

Section 1: Old-School Leadership—Rank and File

Look, traditionally, the concept of leadership has been pretty straightforward and built on a rigid framework—what you might call the “rank and file” system. We’re talking about a chain of command where the guy at the top calls the shots, and everyone else falls in line. This is especially pronounced in settings like law enforcement, where I come from. You salute the higher-ups; you follow orders to the letter; you respect the authority granted by the stars or stripes on a uniform.

The rationale behind this is hard to argue with. These leaders at the top have usually been through the wringer—they’ve seen combat or led companies through turbulent times. They’ve made tough calls under extreme pressure and have years of experience that you can’t just download into your brain. This structure creates a kind of discipline that can be incredibly effective. You know who’s in charge, your place, and the chain through which decisions are made and executed. It’s a system built on clear hierarchies, and it works, particularly when there’s no time for debate and immediate action is needed.

But here’s the thing—you can get trapped into thinking that’s the ONLY way to lead. You start believing that you can’t be a leader if you’re not sitting in that big chair if you’re not the one giving orders. And that’s a problem. It’s a problem because it creates a culture where people wait to be told what to do rather than take initiative. It stifles creativity and innovation because people become too afraid to step out of line and too hesitant to challenge the status quo. And most dangerously, it centralizes failure and success on one person’s shoulders when, in reality, it’s a team effort. So, while the rank-and-file model has its merits, it also has limitations that we can’t ignore if we want to evolve and adapt to an ever-changing world.

Section 2: Adapt and Overcome—The New Landscape

Here’s the reality—today’s world is a battlefield of complexity. Unlike in the bygone era, when tasks were siloed, and leadership was clear-cut, we now have interconnected systems and a rapidly changing environment. Whether you’re navigating the treacherous waters of the modern business world or operating in some remote, hostile territory, the playbook has changed. And just like any seasoned operator knows, you’ve got to adapt and overcome.

In this new landscape, the pyramid of leadership has been flattened. You’ve got virtual teams collaborating from different parts of the globe, and decision-making has to be swift, agile, and decentralized. It’s not just the guy in the corner office who needs to think on his feet, but every individual, irrespective of their place in the hierarchy. We’ve moved from a ” need-to-know ” culture to a culture of “need-to-share” because the best solutions often come from the ground up. Those boots on the ground have insights that the upper echelons may be blind to, and if you don’t harness that, you’re leaving valuable intel on the table.

Now, let’s talk about “servant leadership” and “360-degree leadership”—these aren’t just catchy buzzwords to toss around at a leadership seminar. They signify a profound shift. Servant leadership flips the script—it says your job as a leader isn’t just to climb your own ladder but to hold the ladder for others. You’re clearing the path and setting up your team for success. And with 360-degree leadership, you’re not just looking up and down the chain of command but all around. You’re influencing your peers, you’re mentoring those below you, and yes, you’re even guiding and advising those above you when the situation calls for it.

This new paradigm demands a different kind of warrior—a warrior who’s intellectually agile, emotionally resilient, and capable of leading regardless of whether they’re given formal authority. And if you think that’s only relevant in business, think again. I’ve seen this firsthand in SWAT situations, where fluid dynamics means you don’t have the luxury of a long decision-making process. Sometimes, the team’s youngest, least experienced team member sees the clearest path to victory. The point is that leadership has become a collective endeavor, not a solo performance. So don’t wait for someone else to take the reins. Grab them yourself. Adapt and overcome. That’s the ethos of the new battlefield of leadership.

Section 3: Tools in the Toolbox—Leadership as Skills

Now, I want to hammer this point home—leadership isn’t some mystical quality granted by the gods or hardwired into your DNA. It’s not some innate trait you either have or don’t have. No, leadership is a toolkit; inside that toolkit are skills you can develop, sharpen, and deploy when right. Like a Navy SEAL wouldn’t dare go into a hot zone without a dialed-in weapon system, you should never step into any situation—whether a boardroom or a battlefield—without having your leadership tools in top condition.

We’re talking about real, concrete skills here. Communication isn’t just about barking orders; it’s about active listening, clear articulation, and effective dialogue. Decision-making isn’t about making choices in a vacuum; it’s about analyzing situations, weighing pros and cons, and making the call—even when it’s hard. And let’s not forget emotional intelligence—understanding what makes you tick and what drives those around you. That’s how you build trust, rapport, and a cohesive unit that will follow you into whatever battle you face.

Training is the key to mastery. Just like an elite operator trains relentlessly to perfect their shooting, breaching, and tactical movements, you’ve got to put in the time and effort to hone these leadership skills. Read the books. Take the courses. Get coached. Learn from failures—yes, you will fail, and that’s alright. Each failure is a lesson, another notch on the belt of experience. Keep grinding because complacency kills—in battle and leadership.

And don’t let anyone tell you that because you don’t have the “right” title, you can’t lead. Titles are just labels; they don’t define you. What defines you is your ability to get the job done, to inspire those around you to give their best, and to make those hard calls when they come. Your toolkit is ever-evolving. You’ll add new skills, refine old ones, and maybe even discard some that don’t serve you anymore. That’s the journey. And on that journey, you’re not just developing a set of skills; you’re building yourself into a leader. So keep grinding, keep learning, and keep leading. It’s not about the title on your door but the tools in your toolbox. Get them sharp and keep them ready.

Section 4: Teamwork—Distributed Leadership

Alright, listen up. When we talk about teams, don’t picture a lone leader charging ahead with everyone else trailing behind. That’s old thinking, and that’s how you get blindsided. Instead, imagine a pack—a well-coordinated group where everyone is tuned in and switched on. This is what is called distributed leadership. Leadership isn’t a resource that gets depleted the more people use it. No, it’s a force multiplier; it amplifies the team’s capabilities.

In distributed leadership, it’s not just one person looking out for obstacles and opportunities; it’s everyone. Each team member is like a radar, scanning the environment, taking the pulse of the situation, and feeding it back into the collective decision-making process. You’re pooling your resources—insights, experiences, and skills. You’re creating a kind of shared intelligence, a collective wisdom that far outstrips what anyone could bring to the table.

Why is this crucial? Because when you’re up against complex problems, unpredictable variables, or high-pressure situations, you can’t afford to have tunnel vision. You need multiple perspectives, diverse skill sets, and the freedom for anyone on the team to step up and lead when they have the expertise or the better vantage point. I’ve been in crises where the youngest person in the room, the so-called ‘least qualified,’ spotted the solution that everyone else missed. That’s the power of distributed leadership. It democratizes problem-solving and innovation.

And don’t think for a second that this makes leadership less important. It’s quite the opposite. It puts more onus on you to be a better leader. Why? Because now, you’re not just responsible for leading downwards—you’re responsible for cultivating leadership qualities in everyone around you. You’ve got to foster a culture where people are empowered to think critically, act autonomously, and take ownership. That’s how you create a self-sustaining ecosystem of leadership. In that ecosystem, there are no passengers; everyone is a driver, navigating through challenges, adapting, overcoming.

This isn’t some utopian theory; it’s hard-nosed pragmatism. In an ever-changing landscape where challenges morph and multiply, distributed leadership isn’t just smart—it’s survival. So, ditch the old model of the singular hero leader and embrace the new model where every team member is an integral part of the leadership equation. Because when everyone leads, you unleash the team’s full potential, and there’s nothing more powerful than that.

Section 5: Breaking Chains—Barriers to Leadership

Listen up because we’ve got to address the elephant in the room—barriers to leadership. They’re real, they’re present, and they’re stopping people from stepping up. You might have organizational structures that pigeonhole you into a specific role. You might face societal norms that say, “You’re too young,” “You’re too old,” or “You’re not the type to lead.” You might even have that nagging voice in your head asking, “Who do you think you are?” But let me tell you this: Barriers are just challenges in disguise, and challenges are growth opportunities. So, it’s time to break those chains.

Breaking chains isn’t about making grandiose declarations and expecting the world to adjust. No, it’s about tactical maneuvers and precise actions, and above all, it’s about adopting a warrior mindset. When you come up against a wall, don’t just stand there and stare at it. Analyze it. Is it a wall that can be climbed? Can it be bypassed? Or does it need to be torn down brick by brick?

Start with internal barriers—the self-imposed limitations, the self-doubt, the fear of failure. These are your first battlegrounds. Confront those inner demons head-on. Wage a daily war against them through discipline, preparation, and mental fortitude. Drown out the voice of doubt with the voice of action. Turn your fear into fuel, your hesitations into decisions, your limitations into stepping stones. You might not win every skirmish, but you’ll win battles and eventually win the war.

Next, we tackle the external barriers—those established hierarchies, those naysayers, those archaic systems that resist change. This is your second front. You might not have the authority to change the system overnight, but you have the power to influence, show by example, and rally others to your cause. Speak up in meetings, contribute valuable insights, and offer solutions instead of complaints. Become the person people turn to when they need answers. Build your credibility, earn your respect, and then use that platform to initiate change.

And let’s not forget about societal norms—the unwritten rules, the cultural assumptions, the stereotypes that confine us. Here, your weapon is your authenticity. Be unapologetically yourself. Don’t fit into a box just because society expects you to. The most effective leaders aren’t those who conform but those who transform. They bring their unique perspectives, skills, and values to the table, enriching the collective wisdom and creating a more inclusive environment.

Breaking chains isn’t a one-time event; it’s a continual process. It requires a relentless pursuit of personal and collective freedom—the freedom to lead, innovate, and be who you are. It won’t be easy, and it won’t be quick, but nothing worth having ever is. So arm yourself with knowledge, fortify your spirit, rally your allies, and break those chains. Tear down those barriers not just for yourself but for everyone who follows. That’s not just leadership; that’s liberation. And that, my friends, is how you truly unleash your full potential.


We’ve torn apart the misconceptions and laid down the bare bones of what true leadership is all about. It’s not a trophy or a title; it’s a responsibility, a call to action for every individual, regardless of where they stand in the hierarchy. We’ve talked about shattering the barriers that hold us back—the societal norms, the self-doubt, and the misguided belief that leadership is a role for the chosen few. It’s not. Leadership is everyone’s duty. It’s daily action, collective effort, and a relentless journey of growth and self-improvement.

But understand this: Acknowledging that everyone can lead is not an end; it’s a beginning—a starting point for transforming organizations, communities, and even entire societies. The potential is limitless when leadership becomes a shared ethos, not a guarded privilege. So, what’s next? It’s simple. You put these principles to work. You lead wherever you are, in whatever capacity you can, and you empower others to do the same.

You might stumble and fall, but that’s part of the game. What counts is how you pick yourself up, how you learn, how you adapt, and how you drive on. Don’t wait for permission to lead. Don’t wait for someone else to make a difference. The responsibility is yours, and the time is now. So lead. Get after it. And let’s change the world together.

Stay disciplined. Stay resilient.

-Jim Lunsford

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