In any business, a manager wants to surround himself with guys
In any business, a manager wants to surround himself with guys he knows he can trust. Guys who share his work ethic and philosophy. Guys he can count on to execute his plan.
Hear now the words of Mark Schlereth, who speaks a profound truth about leadership: "In any business, a manager wants to surround himself with guys he knows he can trust. Guys who share his work ethic and philosophy. Guys he can count on to execute his plan." These words, though spoken in the modern context of business, carry with them an ancient wisdom that transcends time and place. For the heart of leadership, whether in a team of warriors, statesmen, or businessmen, is rooted in the foundation of trust, shared purpose, and commitment. To lead is to bring together those who align with your vision, those who will walk beside you with integrity and strength, ready to work toward the common goal.
In the ancient world, the greatest leaders understood that trust and loyalty were the cornerstones of their power. Consider the story of Alexander the Great, who surrounded himself not only with skilled warriors, but with men he could trust to execute his bold vision of conquest. His trusted generals, like Parmenion and Hephaestion, were not just companions in battle, but extensions of his own resolve. Alexander knew that to achieve the greatness he sought, he needed a team of men who shared his work ethic and his philosophy—those who would fight not for their own glory, but for the shared cause of expanding his empire. It was this unity of purpose that made his army one of the most formidable the world had ever seen.
Similarly, in the days of Rome, the famous general Julius Caesar understood that leadership was not just about his own ambition, but about the trust he placed in his officers. His army was marked not only by its discipline, but by the loyalty of those who served under him. In his Commentarii de Bello Gallico, Caesar recounts how he relied on the shared values of his men—trust, loyalty, and dedication—to carry out his military strategies. Caesar knew that even the most brilliant military tactics would falter without the unwavering support of those he led. In this, we see that the essence of leadership is not in command alone, but in the synergy created by a shared vision and mutual respect.
Schlereth’s words reflect this ancient truth—that a leader must build a team of individuals who not only share his work ethic but who are also committed to carrying out the vision with precision and passion. To surround oneself with those who align with one’s values is to build a fortress of strength, a collective force that works in harmony toward a singular goal. Without this, the manager, or any leader, would be adrift, unable to fulfill the demands of the task ahead.
Consider the story of Steve Jobs, the visionary behind Apple, whose leadership was marked by his ability to build a team of individuals who shared his intense work ethic and revolutionary vision for technology. Jobs was not just a manager; he was a leader who sought out the brightest minds—those who could execute his ideas with precision and passion. But more importantly, he surrounded himself with those he could trust to take risks, innovate, and push the boundaries of what was possible. His team did not simply follow orders—they believed in the shared mission of changing the world. And it was this alignment of values that propelled Apple to become a symbol of innovation and excellence.
The lesson in Schlereth’s words is clear: leadership is not about authority or control—it is about collaboration, trust, and shared commitment to a common cause. Whether in battle, business, or any collective endeavor, the strength of a team lies in the mutual respect and the alignment of purpose. A leader must be wise enough to seek out those who are not just skilled, but who share the values and vision that will propel the group toward success. And those who follow must be steadfast in their dedication, knowing that their collective effort will yield results greater than the sum of their individual actions.
So, O children of wisdom, let these words guide you in your own journey: surround yourself with those who share your vision, values, and work ethic. In your relationships, in your endeavors, in your communities, seek out those who will walk beside you with integrity and dedication. Trust is the foundation upon which all success is built, and loyalty is the force that carries it forward. As you build your own teams, whether in business or in life, remember that the strength of your collective purpose will be the measure of your success. Let this wisdom guide you, and may you find the courage to lead with trust and to follow with commitment.
KTMai Kieu Trinh
This quote really resonates with me, especially in terms of trust and shared work ethic. However, it makes me wonder: Can a manager take this approach too far? What happens if you become too focused on surrounding yourself with people who only reflect your way of thinking? How can a team grow and evolve if everyone’s just a mirror image of the leader’s philosophy?
LHLoan Hong
Trust in a team is clearly crucial for success, but I think Schlereth’s quote raises an interesting question: How do you handle situations where someone you trust isn't performing as expected? Can a manager’s desire for loyalty sometimes get in the way of holding team members accountable? Is it more difficult to confront or challenge someone you consider part of your trusted inner circle?
YN19. Le Ngoc Yen Nhi
I completely understand the need for a manager to trust the team around him, but I wonder if this creates an echo chamber. If everyone shares the same work ethic and philosophy, does it make the team less open to new ideas or change? What’s the right balance between having a trustworthy team and bringing in people who challenge you or offer a different viewpoint to push the business forward?
KNVu Nguyen Kim Ngan
Mark Schlereth’s quote touches on a key aspect of leadership—trust. It's essential to surround yourself with people who share your values and work ethic. But how can a manager ensure that the people they trust are also diverse in their perspectives and skills? Could over-reliance on similarity and shared philosophy limit creativity or adaptability in a team? How do you balance trust with the need for fresh ideas and different approaches?