When Colin Powell sat down to write It Worked for Me: In Life and Leadership, he wasn't trying to write a textbook. He didn't want a "Washington book" with a massive index where people could just look up their own names to see if they were mentioned.
He wanted to tell stories.
Most leadership books feel like they were written by a robot in a suit. They use words like "synergy" and "optimization" until your eyes glaze over. Powell’s book is different. It’s basically a collection of "parables" (his word) that range from his childhood in the South Bronx to the highest offices in the Pentagon and the State Department.
The 13 Rules: More Than Just Post-It Notes
You’ve probably seen the "13 Rules" floating around LinkedIn or printed on office posters. They actually started as scraps of paper Powell kept under the glass top of his desk. He didn't invent them all at once; he collected them over decades of military service.
Honestly, the reason Colin Powell book It Worked for Me resonated so much is that the rules are almost aggressively simple. Take Rule #1: "It ain’t as bad as you think. It will look better in the morning."
That isn't just fluffy optimism. It’s a tactical decision to strip away the panic and emotion that leads to bad calls. Powell argued that sleep and time are literal tools for a leader. If you make a decision while you’re vibrating with anxiety at 2:00 AM, you’re probably going to mess it up.
Why Rule #3 is the Hardest to Follow
Rule #3 says: "Avoid having your ego so close to your position that when your position falls, your ego goes with it."
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This is the one most CEOs and politicians fail at. We get so wrapped up in our titles—VP, Director, General—that we think we are the title. Powell saw this happen all the time in D.C. People would get "nicked by the real world," and because their ego was tied to their rank, they’d bleed to death.
He learned this lesson early. Whether he was mopping floors at a baby furniture store or briefed the President, he tried to remain "Colin." If the job went away tomorrow, he’d still be him. That detachment is what allows a leader to admit they’re wrong without feeling like their soul is being crushed.
The Human Side of the Four-Star General
There’s a great story in the book about a street sweeper in Philadelphia. Powell saw a video of this guy who had one ambition: to drive the mechanized sweeper with the big round brushes. When he finally got the promotion, he had a massive smile on his face.
Powell used that as a "reality check."
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He’d ask himself: "Am I more successful than that man?" The answer wasn't a clear yes just because Powell had four stars on his shoulder. Both were providing for families, both were respected, and both were doing essential work. It’s this kind of "egalitarian" streak that makes the book feel less like a lecture and more like a chat over coffee.
Kindness is a Force Multiplier
Powell was a soldier, but he talked about kindness more than most "soft" leadership gurus. He believed that if you treat people with respect—especially the "kids" at the bottom of the org chart—they will move mountains for you.
He calls it the "human gesture."
One of his most famous examples involved trusting junior aides to handle a high-stakes presidential briefing. Instead of micromanaging, he let them lead. It showed them he trusted them, which in turn made them fiercely loyal.
Facing the Iraq War Controversy
You can't talk about Colin Powell book It Worked for Me without mentioning the 2003 UN speech about weapons of mass destruction in Iraq. Critics often point to this as his biggest failure.
To his credit, Powell doesn't hide from it in the book. He calls that date—February 5, 2003—a moment seared into his brain. He uses it as a case study for Rule #8: "Check small things."
He admits that the intelligence was flawed and that he, as a leader, didn't dig deep enough into the "adverse facts." It’s a sobering reminder that even the most decorated leaders can be "buffaloed" by experts and elites. He warns readers that experts often have more data than judgment.
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Applying "It Worked for Me" in 2026
The world has changed since the book came out in 2012, but the core principles haven't aged a day. In a culture that’s increasingly polarized, Powell’s "Zone of Calm" is more relevant than ever.
Actionable Takeaways for Your Week
- The "Tell Me Early" Policy: Tell your team that bad news doesn't get better with age. If there's a problem, you want to know when it’s a "spark," not when the whole building is on fire.
- The 40-70 Rule: Don't wait for 100% of the information to make a move. If you have less than 40%, you’re guessing. If you wait for more than 70%, the opportunity has probably passed you by. Move when you’re in that 40-70 range and trust your gut for the rest.
- Walk the Floor: Get out of your office. Powell hated "prepared presentations." He wanted to see where the "small things" lived. Talk to the people doing the actual work, not just the managers reporting on it.
- Perpetual Optimism: This isn't about being delusional. It’s about understanding that a leader’s attitude is infectious. If you look like you’ve given up, your team will too.
Powell’s philosophy was built on the idea that "organization doesn't really accomplish anything. Plans don't accomplish anything, either... Endeavors succeed or fail because of the people involved."
Stop looking for the perfect app or the newest management fad. Focus on the humans. It worked for him, and it’ll probably work for you too.
Action Steps:
Identify one "small thing" in your current project that you’ve been ignoring because it seems too minor. Spend 15 minutes investigating it today. Often, the biggest failures start as a "small thing" that no one bothered to check.