Mr. Bollinger

8 Main Points
1. Learn as much as you can.
2. Support the leader, you can't undermine them.
3. Head coach has to trust you by what you do.
4. Put people in a position of leadership, empower them.
5. Know your place in the hierarchy, you may have it upside down.
6. Stay focused on the "imporant" as much as the "urgent."
7. You are the glue between the leaders and the followers.

Questions:
1. Choose one you think is most important and why.
2. Pick the one you are best at and give an example explaining why.
3. Pick your weakest and give 3 concrete ways to improve on it.

Answers:
1. I think the most important is being the glue between leaders and followers, mostly because you are the mediator who can relay messages between groups in terms that they can each understand. Sometimes leaders don't understand where the followers are coming from, and sometimes the followers don't understand why the leaders make the decisions that they do. It is the middle man's job to be unbiased and help each party better understand the other side's view.
2. The one I am best with is probably knowing the order of the hierarchy. I liked how Mr. Bollinger elaborated on the fact that sometimes the "most important" individual in a group is on the bottom of the hierarchy, rather than on the top. I understand that the one most venerated, usually placed at the top, has the most responsibilities and therefore is on the bottom, because they are the base of the pyramid.
3. I am probably worst at supporting the leader when I don't support what they're preaching. It is difficult to abandon your own beliefs for a cause that you don't support or even care about, but it comes with being a leader, especially being a leader from the middle of the pack. Three concrete ways I can improve this weakness are: a) Refrain myself from saying anything negative about the person in charge or the cause which they support; b) Reassure the leader if their idea goes awry by saying, "I might have done the same thing," and c) Accept responsibility to issues that may ensue from a wrong decision made by the leader, even if it is not my fault.