Description
Leadership is not about titles, positions, or power. It is about guiding people, solving problems, and building trust. In It Worked for Me, Colin Powell, a four-star general and former U.S. Secretary of State, shares his wisdom from decades of leading soldiers, working with presidents, and making tough choices. His ideas are simple, clear, and useful for anyone who wants to become a better leader, no matter the field.
One of the most famous parts of Powell’s leadership approach is his set of thirteen rules. These rules are short but powerful lessons. For example, he reminds us to stay optimistic even when things look difficult. People draw strength from a leader’s attitude, and if the leader believes success is possible, the team will work harder to make it happen. At the same time, he warns against letting anger control you. It is fine to get upset, but holding onto anger clouds judgment and hurts relationships.
Another important rule is about ego. Powell explains that a leader’s sense of self-worth should not be tied to always being right. Mistakes happen, and being able to admit when you are wrong is a sign of strength, not weakness. Closely connected to this idea is his advice to make decisions with courage and take full responsibility for them. Leaders cannot hide behind others when things go badly. They must own the outcomes, good or bad.
Powell also highlights the importance of small details. He believed that leaders must pay attention to even the lowest-level operations, because small things often make the biggest difference. Similarly, he stressed the value of sharing credit with others. When the team succeeds, the leader should shine the light on those who did the hard work. Recognition builds loyalty and motivation far better than personal glory.
Beyond the thirteen rules, Powell describes the deeper qualities of outstanding leaders. The first is having a clear purpose. Every organization needs to know why it exists and what it is working toward. Without a shared mission, people lose focus. A leader must not only set this purpose but also communicate it so clearly that everyone understands and believes in it.
Taking responsibility is another defining trait. Powell often spoke about the “pottery barn rule” – if you break it, you own it. Once you accept leadership, you inherit both the successes and the problems of your role. Blaming others or looking backward solves nothing. True leadership is about facing challenges directly and carrying the weight that comes with them.
Great leaders are also willing to learn. Powell emphasized the importance of reviews and reflection. After any mission or project, he encouraged looking back to ask: What worked well? What failed? What can we do better next time? These lessons prevent repeating mistakes and prepare the team for greater success in the future.
An often-overlooked part of leadership is knowing when to step aside. Powell argued that leaders should train their successors and then allow them to lead without interference. Hanging on to power too long weakens the organization. Preparing the next generation is a leader’s final responsibility.
Another major lesson Powell teaches is about caring for the team. He insisted that kindness is not weakness. Every member, no matter how small their role, deserves respect and appreciation. A simple thank you or acknowledgment can transform morale. Trust is equally vital. When leaders trust their people with responsibility, those people rise to the occasion. Powell once let two junior officers brief the president of the United States without rehearsal, purely because he trusted their expertise. The briefing went smoothly, and the officers gained confidence that shaped their careers.
Respect flows both ways. Leaders must show respect by knowing their team personally – learning names, asking about goals, and listening to problems. In turn, the team will respect leaders who are competent and fair. Powell also insisted that leaders provide tools and training. No one can succeed without proper preparation. Investing in resources shows the team that the leader cares about their success.
Leadership is never free of problems. Powell explained that problems are constant companions, but instead of fearing them, leaders should see them as proof that their people trust them. When a team brings issues forward, it is because they believe their leader can help. Ignoring problems or silencing complaints is dangerous because it erodes faith in leadership. Powell recommended tackling issues early and involving the team in finding solutions. The leader’s role is not to fix everything personally, but to guide, evaluate, and support the team as they work toward answers.
Meetings are another central part of leadership. Powell believed in keeping them purposeful and respectful of people’s time. Some meetings should be short and informal, just to align on daily priorities. Others, especially with fellow leaders, require thorough preparation and deep discussion. Regardless of the type, meetings should focus on connection, communication, and action. Leaders should avoid unnecessary interruptions and make sure everyone leaves the room clear about what happens next.
In the end, Powell’s philosophy can be summarized in a few words: competence, responsibility, kindness, and trust. A leader must be skilled at the job, brave in making decisions, and willing to learn from mistakes. A leader must also treat people well, share credit, and trust others to succeed. Leadership is not about shining alone; it is about helping others shine and guiding them toward a shared purpose.
Powell’s stories and rules show that leadership is not magic. It is built from small habits practiced every day – optimism in hard times, humility in mistakes, courage in decisions, and respect in relationships. When these habits come together, they create the kind of leader who not only gets results but also earns lasting loyalty.
His life reminds us that the best leaders are those who understand both the weight of responsibility and the power of kindness. They take ownership of problems, prepare their teams for success, and then step back when it is time for others to lead. In doing so, they leave behind organizations stronger than before, and people who are wiser, braver, and more capable.
That, Powell believed, is what real leadership looks like – and it worked for him.
