Twitter founder Jack Dorsey on the 12 habits that will make you a better leader

Bill goes on to write about being a leader. 12 habits of what to be in a leader. Number one, be yourself. Number two, be committed to excellence. Number three, be positive. Which is probably one of the hardest things to do as you start building technology or as you start building a company. Number four, Be prepared. Good luck is a product of good planning. It's not so much that people are lucky that they're prepared to recognize fortunate situations and act on them immediately when they occur. Be detail oriented. In Bill's way, he came into an organization that lost every single season, that had no chance of getting to the super bowl and he talked about those small details that no one pays attention to. Push in our chairs, tuck in our shirts. Act professional. Because if you build an organization that does that, you build an organization that cares about itself and cares about doing great and setting its own standard of performance and constantly raising the bar on that. Number six, Be organized. Number seven, Be accountable. Number eight, Be nearsighted and farsighted. Nearsighted is very easy for us to do. Farsighted is not so much. Number nine, Be fair. Number ten, Be firm. Number eleven, Be flexible. Number twelve, Believe in yourself and an extra. Number thirteen, Be a leader. And what that means is actually getting up there and showing and not telling. Then he talks about what not to do. Exhibit patience, paralyzing patience. Number one. Number two, engage in massive delegating or conversely, engage in too little to delegating. Act in a tedious, overly cautious manner. Number four, become best buddies with certain employees playing favoritism. Number five, spend excessive amounts of time socializing with superiors or subordinates. Number six, fail to continue hard nosed performance evaluations of long time or tenured staff members, the ones most likely to go on cruise control to relax. And this I see in so many startups is the folks that start early have the least pressure in the company when they should actually have the most pressure in the company. Number seven, fail to actively participate in efforts to appraise and acquire new hires. Number eight, trust others to carry out your fundamental duties. Number nine, Find ways to get out from under the responsibilities of your position to move accountability from yourself to others and the blame game. And number 10, promote an organizational environment that is comfortable and laid back in the misbelief that the workplace should be fun, light hearted and free from appropriate levels of tension and urgency. And you want both. You want a contrast between fun and also having a good amount of tension. One of the things that he references is General Patton's list. During World War I he had six points which was how General Patton ran his army. Number one, remember that praise is more valuable than blame. Number two, use every means before and after combat to tell troops what they are going to do and what they have done. This goes back to setting expectations and making sure everyone knows what's expected of them and what to prepare for. Three, Discipline is based on pride in the profession of arms, on meticulous attention to details, and on mutual respect and confidence. Number four, officers must assert themselves by example and by voice. Number five, General officers must be seen in the front line during action. Again, show, don't tell. Number six, There's a tendency for the chain of command to overload junior officers by excessive requirements in the way of training and reports.