Leadership is a rare commodity, a gift possessed by a few uncommon individuals. As part of his Management Technology, L. Ron Hubbard developed a large body of guidelines to enable Church executives and managers not only to apply their powers with intelligence but also to exercise sane leadership that will enable their groups to flourish and prosper. Following this code will increase one’s success as a manager in Churches of Scientology but also any other group, whether a business or a commonwealth of nations. This code was written by L. Ron Hubbard in 1951.

To be effective and successful a manager must:

1 Understand as fully as possible the goals and aims of the group he manages. He must be able to see and embrace the ideal attainment of the goal as envisioned by a goal maker. He must be able to tolerate and better the practical attainments and advances of which his group and its members may be capable. He must strive to narrow, always, the ever-existing gulf between the ideal and the practical.

2 He must realize that a primary mission is the full and honest interpretation by himself of the ideal and ethic and their goals and aims to his subordinates and the group itself. He must lead, creatively and persuasively, toward these goals his subordinates, the group itself and the individuals of the group.

3 He must embrace the organization and act solely for the entire organization and never form or favor cliques. His judgment of individuals of the group should be solely in the light of their worth to the entire group.

4 He must never falter in sacrificing individuals to the good of the group, both in planning and execution and in his justice.

5 He must protect all established communication lines and complement them where necessary.

6 He must protect all affinity in his charge and have, himself, an affinity for the group itself.

7 He must attain always to the highest creative reality.

8 His planning must accomplish, in the light of goals and aims, the activity of the entire group. He must never let organizations grow and sprawl but, learning by pilots, must keep organizational planning fresh and flexible.

9 He must recognize in himself the rationale of the group and receive and evaluate the data out of which he makes his solutions with the highest attention to the truth of that data.

10 He must constitute himself on the orders of service to the group.

11 He must permit himself to be served well as to his individual requirements, practicing an economy of his own efforts and enjoying certain comforts to the end of keeping high his rationale.

12 He should require of his subordinates that they relay into their own spheres of management the whole and entire of his true feelings and the reasons for his decisions as clearly as they can be relayed and expanded and interpreted only for the greater understanding of the individuals governed by those subordinates.

13 He must never permit himself to pervert or mask any portion of the ideal and ethic on which the group operates, nor must he permit the ideal and ethic to grow old and outmoded and unworkable. He must never permit his planning to be perverted or censored by subordinates. He must never permit the ideal and ethic of the group’s individual members to deteriorate, using always reason to interrupt such a deterioration.

14 He must have faith in the goals, faith in himself and faith in the group.

15 He must lead by demonstrating always creative and constructive subgoals. He must not drive by threat and fear.

16 He must realize that every individual in the group is engaged in some degree in the managing of other men, life and the physical universe and that a liberty of management within this code should be allowed to every such submanager.

Thus conducting himself, a manager can win empire for his group, whatever that empire may be.