3 Leadership Quotes

7 Effective Ways to Make Others Feel Important 1. Use their name. 2. Express sincere gratitude. 3. Do more listening than talking. 4. Talk more about them than about you. 5. Be authentically interested. 6. Be sincere in your praise. 7. Show you care.

Strategy is really the essence of the boards value proposition to the company. The ability to strategize well is the essence of what makes a board relevant.

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify the successes and correct the failures with surgical precision.

Advice to my younger self: 1 Start where you are with what you have 2 Try not to hurt other people 3 Take more chances 4 If you fail, keep trying

A Manifesto for Introverts 1. There's a word for 'people who are in their heads too much': thinkers. 2. Solitude is a catalyst for innovation. 3. The next generation of quiet kids can and must be raised to know their own strengths. 4. Sometimes it helps to be a pretend extrovert. There will always be time to be quiet later. 5. But in the long run, staying true to your temperament is key to finding work you love and work that matters. 6. One genuine new relationship is worth a fistful of business cards. 7. It's OK to cross the street to avoid making small talk. 8. 'Quiet leadership' is not an oxymoron. 9. Love is essential; gregariousness is optional. 10. 'In a gentle way, you can shake the world.' -Mahatma Gandhi

She turned back to the cards and tapped the Ace of Cups. "You're on the verge of a new beginning, a rebirth of great power and emotion. Your life will change, but it will be change that takes you in the direction that, while difficult, will ultimatley illuminate the world." "Whoa," I said. Rhonda then pointed to the Empress. "Power and leadership lie ahead of you, which you will handle with grace and intelligence. The seeds are already in place, though there's an edge of uncertainty-an enigmatic set of influences that hang around you like a mist." Her attention was on the Moon as she said those words. "But my overall impression is that those unknown factors won't deter you from your destiny." Lissa's eyes were wide. "You can teel that just from the cards?" ... After several moments of heavy silence, she said, "You will destroy that which is undead." i waited about thirty seconds for her to continue, but she didn't. "Wait, that's it?" ... Her eyes flickered over the cards, looked at Dimitri, then looked back at the cards. Her expression was blank. "You will lose what you value most, so treasure it while you can." She pointed to the Wheel of Fortune card. "The wheel is turning, always turning.

Emotions might lead to chaos sometimes, but can be a beautiful kind of chaos. - The Return, Book 3 of The Wordwick Games by Kailin Gow.

When your people are lying dead around you, don't come crying to me...

Sometimes, the greatest form of leadership is knowing the way home.

1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?2

That's the burden of leadership, Logan: making the choice when none of the choices are good.

The time to lead is now.

Give up the idea that by ruling over others you can do any good to them. But you can do just as much as you can in the case of the plant: you can supply the growing seed with the materials for the making up of its body, bringing to it the earth, the water, the air, that it wants. It will take all that it wants by its own nature, it will assimilate and grow by its own nature.

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

Apparently, every once in a while, leadership meant abandoning decorum and yelling as loud as you could.

People of the hundred," he said, using an ancient Herrani phrase Arin was surprised he knew, "who leads you?" So many cried Arin's name that it no longer sounded like his name.

Achieve employee change adoption through: Awareness, Understanding, Involvement, Learning and Motivation

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

Life is all about 'Continuous Never Ending Change and Improvement' (CNECI) as we grow, develop and regenerate

To have reservations is to show true leadership. To have certainty without question, to lead people to battle with no qualms, or to prosecute without hesitation are qualities of a tyrant.

Patience is important for a man, vital for a leader

Deluded leaders and the ‘yes men’ that follow are barriers to successful organisational change" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance

A successful blitz requires a well-thought-out strategy and flawless execution. Similarly, effective corporate governance involves developing and implementing sound strategies that align with the company's goals and values.

Yes, damn it, I love you! But the bedroom is not the boardroom, Robert. In the boardroom only one person can be in charge.

If there were only success in your life, you would not learn anything. Leadership is experience and you are still young. You still have much to learn about our people and war; it should not come easy to you. If it did, you would be robbed of life's most valuable teacher.

While delivering organisational change or improvements, one cannot be sure whether the main challenge is narcissistic and deluded leaders or the sheep that follow in abundance" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

I have always been fascinated by the intricate dance of power, strategy, and decision-making that unfolds within the boardroom. It is a microcosm of human interaction, where the fate of companies, communities, and sometimes even nations, is shaped.

one thing I have learned since coming to Tosu City is that age does not guarantee better decisions or stronger leadership. The ability to put aside personal agendas and decide what is best for the whole does.

He not only had the gift of “reading” men and women, of seeing into their hearts, he also had the gift of putting himself in their place, of not just seeing what they felt but of feeling what they felt, almost as if what had happened to them had happened to him, too.

Too often the change team will engage a leader with success delusion, this look is obvious on their face when you enter their office. They think to themselves, ‘Who is this plebeian and dullard before me?’" Change Management Handbook - The Leadership of Change Volume 3

There are three stages of a crisis in regards to running a business, unfortunately many leaders do nothing in stage one, and find themselves reacting in stage two when the crisis hits.

The 10 ever greatest misplacements in life: 1. Leadership without character. 2. Followership without servant-being. 3. Brotherhood without integrity. 4. Affluence without wisdom. 5. Authority without conscience. 6. Relationship without faithfullness. 7. Festivals without peace. 8. Repeated failure without change. 9. Good wealth without good health. 10. Love without a lover.

Authority can be given, but leadership must be earned.

Congress has a deep, vested interest in its own inefficiency.

Sometimes the people don't know what's best for them, Ivan," she says. "Sometimes the people have to be convinced of things that are necessary. That's what leadership is. Not shouting your head off in support of their every whim.

In essence, a blitz play in football is a microcosm of corporate governance principles. It showcases the importance of coordination in mind body and spirit, clear roles, strategic planning, risk management, and performance evaluation – all critical elements in ensuring a company's success and sustainability.

1. Career 2. Financial 3. Spiritual 4. Physical 5. Intellectual 6. Family 7. Social

For the first time, he caught a glimmer of what Laurent would be like as a king. He saw him, not as the Regent’s unready nephew, not as Auguste’s younger brother, but as himself, a young man with a collection of talents thrown into leadership too early, and taking it on, because he was given no other choice. I would serve him, he thought, and that itself was like a little revelation. ‘I

Since Lenin died, every Soviet leader had been a liar. They had all glossed over what was wrong and declined to acknowledge reality. The most striking characteristic of Soviet leadership for the last sixty-five year was the refusal to face facts.(1075)

Ridoc bedhops like a fucking frog, but no, let’s give me crap.” We make it a few steps before none of us can smother our laughs. “A frog?” Ridoc grins from Sawyer’s left. “That’s the best you can do? A frog?” “Tara and I are old news.” Rhi shrugs. “Leadership is hard on both our schedules. We’re together when we have time, but it’s not like we’re seeing other people.” She shoots a sideways glance my way. “But he’s right, you and Riorson bicker like you’ve been married fifty years and neither of you wants to do the dishes.” “That is not true,” I protest as Sawyer nods. “Agreed,” Ridoc says. “And it’s always the same fight.” He lifts his hand to his chest. “I’ll trust you if you stop keeping secrets!” He drops the hand and scowls. “It’s my secretive nature that attracted you, and why can’t you just stay out of harm’s way for five fucking minutes?” Rhi laughs so hard she nearly chokes. I narrow my gaze on Ridoc. “Keep talking, and I’ll plant my dagger somewhere that prevents all frog-like activity.

You only ever have three things: 1) your self, wellbeing and mindset 2) Your life network, resources and resourcefulness 3) Your reputation and goodwill. Treasure and tend the first. Value, support and build the second. And mindfully, wisely ensure that the third (your life current and savings account) is always in credit.

Arthur thought it better to make sure that the scattered Saxon forces could not re-form, at least while he came south for his father's burial." "He is young,"she said, "for such a charge." I smiled. "But ready for it, and more than able. Believe me, it was like seeing a young falcon take to the air, or a swan to the water.

Uh, Coach,” Jason said, “that’s a great offer, but we need you to man the ship—or goat the ship. Whatever.” Hedge scowled. “And let you three have all the fun?” Percy gripped the satyr’s arm. “Hazel and the others need you here. When they get back, they’ll need your leadership. You’re their rock.” “Yeah.” Jason managed to keep a straight face. “Leo always says you’re his rock.

If you want to know the real character of man, intentionally and timely give him the test of 3d’s; delay, denial and disappointment

You accomplish exactly as much as the people who serve you decide you'll accomplish, and nothing more.

Self-control was the bedrock of leadership.

If you can't handle the answer, then don't ask the question.

A sword by itself is not evil. A sword can be used to slay an enemy, or release a suffering friend into the darkness. A sword can cut ropes that bind the helpless. A raised sword can be a threat or it can be a symbol of leadership...A weapon, my children, is good or evil depending on the intention of whoever holds it.

[T]hese leaders must not believe they are actually being watched, for their behavior in no way reflects the possible existence of a set of values or ethical laws that supersedes their own dominion.

A strange feeling: as if filaments trailed from Arin's body. A thousand fishing lines snagging attention. Here and there. Little tugs. People caught on the lines. The way sometimes people couldn't look him in the eye, and when they did they become fish trying to breath air. He wished it weren't like that. He knew it would be necessary.

You must understand something, George. The world's leaders create catastrophes and resolve them-- all at their own whimsy-- every single day. It is how the world runs. Lacking anything else to believe in, common people need to believe in their leaders' abilities to save them. It's true! Their emotional well-being-- and yes, their fate-- depends on the intelligence and skill of those who manipulate the days' disasters. And it should go without saying that the one who succeeds in taking the reins of leadership-- by whatever means-- is the most intelligent and skillful, and therefore most qualified to lead.

But I knew something that Elena hadn't. That the measure of a true queen didn't lie in her magic. It had more to do with who she was, and what she was willing to give of herself, than it did with the powers she possessed - Charlaina di Heyse

Varney and Tefnakhte looked at Greta. After a moment she sighed, pushed her hair back. 'I don't know why everyone seems to think I'm the one in charge here; we're all equally making this up as we go along.' 'Because you are,' said Tefnakhte mildly.

Teams bring together a broader mix of skills that exceed those of any single individual. 2. Teams jointly develop and strive toward clear goals. 3. Teams can adjust with greater speed and effectiveness. 4. Trust and confidence are more easily built in teams.

When you choose to act on your problems, you cease to be a victim of circumstance and become a force of change; that's when you transition to not only being a survivor, but to being a leader or hero too, and an inspiration to those still in the victim's mindset.

If I have to dangle myself in the water like a freaking minnow, I will. Those people don't deserve this type of treatment. ~Willow Mosby (Exposing ELE)

(1) He must be competent, (2) he must exercise good judgment, and (3) he must have character. By itself, competence is meaningless without character and good judgment. If

Sometimes the greatest leadership is knowing the way home.

Serving God should elevate our level of excellence in every part of our lives.

Great Leadership sometimes requires taking a step backward in order to take a leap forward.

The growth and development of people is the highest calling of leadership.’ 

Look Fabian, the world is full of sheep, don’t settle for being a sheep, even if you do reside over those creatures, act more like a Ram.

MY FIVE DOS FOR GETTING BACK INTO THE GAME: 1. Do expect defeat. It’s a given when the stakes are high and the competition is working ferociously to beat you. If you’re surprised when it happens, you’re dreaming; dreamers don’t last long. 2. Do force yourself to stop looking backward and dwelling on the professional “train wreck” you have just been in. It’s mental quicksand. 3. Do allow yourself appropriate recovery—grieving—time. You’ve been knocked senseless; give yourself a little time to recuperate. A keyword here is “little.” Don’t let it drag on. 4. Do tell yourself, “I am going to stand and fight again,” with the knowledge that often when things are at their worst you’re closer than you can imagine to success. Our Super Bowl victory arrived less than sixteen months after my “train wreck” in Miami. 5. Do begin planning for your next serious encounter. The smallest steps—plans—move you forward on the road to recovery. Focus on the fix. MY FIVE DON’TS: 1. Don’t ask, “Why me?” 2. Don’t expect sympathy. 3. Don’t bellyache. 4. Don’t keep accepting condolences. 5. Don’t blame others.

You can only pretend that you're already dead and thus free yourself up to focus on three things: 1) finding and killing the enemy, 2) communicating the situation and resulting actions to adjacent units and higher headquarters, and 3) triaging and treating your wounded. If you love your men, you naturally think about number three first, but if you do you're wrong. The grim logic of combat dictates that numbers one and two take precedence.

Self-betrayal” 1. An act contrary to what I feel I should do for another is called an act of “self-betrayal.” 2. When I betray myself, I begin to see the world in a way that justifies my self-betrayal. 3. When I see the world in a self-justifying way, my view of reality becomes distorted. 4. So — when I betray myself, I enter the box.

There are many types of leadership, the sort Big City, Amat, and Bobo demonstrate this year isn’t the sort that goes forward, but rather goes backward. Back to everything we are. Sometimes the greatest leadership is knowing the way home.

You cannot make this world respect you. You cannot make it dignify you. It will never bend to you. This world does not belong to you, Reina Mori, you belong to it, and perhaps when it is ready for a revolution it will look to you for leadership.

We all need leaders—every one of us—and leaders come in different forms. Some are physical; others are emotional. Leadership is not always about standing at the front with a gun and shooting dead your enemies. Leadership is about stability and direction.

We would teach that great leaders are (1) people of integrity and decency; (2) confident enough to be humble; (3) both kind and tough; (4) transparent; and (5) aware that we all seek meaning in work. We would also teach them that (6) what they say is important, but what they do is far more important, because their people are always watching them. In short, we would demand and develop ethical leaders.

Josiah became King of Judah at the age of eight. Joan of Arc led the French Army at nineteen. King Tut led all of Egypt at age nine. Age isn't everything you think it is. Your heart and your spirit speak more than a simple candle count on your birthday cake. ~Tony (Exposing ELE)

You look like you’ve been on a month-long bender. Have you?” “No, Ken, I have not. I’ve just had a long week.” Walked the streets of a city bathed in blood and stood amid a hundred thousand corpses. Negotiated a three-way peace treaty among opposing factions of a warring alien species who’d previously held me captive. Bullied the Metigen leadership into doing my bidding. Found out we’re not the real humans, and the real humans are currently enslaving the real universe. Oh, and I think I’m addicted to my ship. How was your week? “Nothing a shower and some food won’t fix.

Jack Zenger and Joseph Folkman, who run a leadership consultancy, analyzed 3,492 participants in a manager development program and found that the most effective listeners do four things: 1. They interact in ways that make the other person feel safe and supported 2. They take a helping, cooperative stance 3. They occasionally ask questions that gently and constructively challenge old assumptions 4. They make occasional suggestions to open up alternative paths

WHAT MAKES A GOOD LISTENER? 1. Not interrupting. 2. Showing that you empathize: not criticizing, arguing, or patronizing. 3. Establishing a physical sense of closeness without invading personal space. 4. Observing body language and letting yours show you are not distracted but attentive. 5. Offering your own self-disclosures, but not too many, or too soon. 6. Understanding the context of the other person’s life. 7. Listening from all four levels: body, mind, heart, and soul.

We would teach that great leaders are (1) people of integrity and decency; (2) confident enough to be humble; (3) both kind and tough; (4) transparent; and (5) aware that we all seek meaning in work. We would also teach them that (6) what they say is important, but what they do is far more important, because their people are always watching them. In

Those five characteristics are:    1. Reactivity: the vicious cycle of intense reactions of each member to events and to one another.    2. Herding: a process through which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members.    3. Blame displacement: an emotional state in which family members focus on forces that have victimized them rather than taking responsibility for their own being and destiny.    4. A quick-fix mentality: a low threshold for pain that constantly seeks symptom relief rather than fundamental change.    5. Lack of well-differentiated leadership: a failure of nerve that both stems from and contributes to the first four. To reorient oneself away from a focus on technology toward a focus on emotional process requires that, like Columbus, we think in ways that not only are different from traditional routes but that also sometimes go in the opposite direction. This chapter will thus also serve as prelude to the three that follow, which describe the “equators” we have to cross in our time: the “learned” fallacies or emotional barriers that keep an Old World orientation in place and cause both family and institutional leaders to regress rather than venture in new directions.

great leaders are (1) people of integrity and decency; (2) confident enough to be humble; (3) both kind and tough; (4) transparent; and (5) aware that we all seek meaning in work. We would also teach them that (6) what they say is important, but what they do is far more important, because their people are always watching them. In short, we would demand and develop ethical leaders.

THE SEVEN TRAITS OF ELITE CAPTAINS 1. Extreme doggedness and focus in competition. 2. Aggressive play that tests the limits of the rules. 3. A willingness to do thankless jobs in the shadows. 4. A low-key, practical, and democratic communication style. 5. Motivates others with passionate nonverbal displays. 6. Strong convictions and the courage to stand apart. 7. Ironclad emotional control.

Even after God’s astonishing “Five point plan” to quell the rebellion: (1) Appear as a cloud and cause old men to speak gibberish; (2) Blow bad birdmeat into camp to poison people; (3) Use the Amalekites to kick his people’s asses; (4) Open the earth to swallow rebel leaders and their families; (5) Fireblast two hundred others—the griping continued. The people still complained about Moses’ leadership,

Our essential difficulty is that we are seeking in a mechanism, which is necessary, qualities it simply does not possess. The market does not lead, balance or encourage democracy. However, properly regulated it is the most effective way to conduct business. It cannot give leadership even on straight economic issues. The world-wide depletion of fish stocks is a recent example. The number of fish caught between 1950 and 1989 multiplied by five. The fishing fleet went from 585,000 boats in 1970 to 1.2 million in 1990 and on to 3.5 million today (1995). No one thought about the long- or even medium-term maintenance of stocks; not the fishermen, not the boat builders, not the fish wholesalers who found new uses for their product, including fertilizer and chicken feed; not the financiers. It wasn't their job. Their job was to worry about their own interests. (IV - From Managers and Speculators to Growth)

Where are you going?” “Uh,” said Kami, eyeballing her wildly. “I’m going to buy some drugs.” Lillian stared. “I beg your pardon?” “This is a really stressful time for everyone,” said Kami. “So I thought maybe I could buy a little weed, take the edge off. I might be a while. This is a very clean-living town, apart from all the murders, so I don’t actually know any drug dealers. I realize Jared kind of looks like one, but he’s not, which is a shame because I think the drug dealer’s girlfriend gets her drugs free.” “I realize you are attempting to be humorous,” said Lillian, after a pause during which she stared some more. “I don’t understand it.” “Hey, you’re not the only family with a legacy. ‘Glass’ rhymes with ‘sass.’ Have you met my dad?” “I have had that dubious pleasure,” said Lillian. “He is, in fact, meant to be meeting me in order to, and I quote, ‘teach me to integrate better with society, display leadership skills, win over the populace, and stop acting like a robot princess from space.’ I admit that the humor in his humor escapes me as well.” She paused and suddenly looked determined. “I’m going to start without him.

1. Experience: People who have been down the road of life and understand it. 2. Heart for God: People who place God first and uphold His values. 3. Objectivity: People who see the pros and cons of the issues. 4. Love for people: People who love others and value them more than things. 5. Complementary gifts: People who bring diverse gifts to the relationship. 6. Loyalty to the leader: People who truly love and are concerned for the leader. The Maxwell Leadership Bible

will make a fine honor guard for Lord Kronos. And you, of course, will have a role to play—” I thought Luke turned paler when the General said that. “—but under my leadership, the forces of Lord Kronos will increase a hundredfold. We will be unstoppable. Behold, my ultimate killing machines.” The soil erupted. I stepped back nervously. In each spot where a tooth had been planted, a creature was struggling out of the dirt. The first of them said: “Mew?” It was a kitten. A little orange tabby with stripes like a tiger. Then another appeared, until there were a dozen, rolling around and playing in the dirt. Everyone stared at them in disbelief. The General roared, “What is this? Cute cuddly kittens? Where did you find those teeth?

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

TAKING 100% RESPONSIBILITY PROCESS STEP 1: Identify an issue/complaint about anything going on in your life. State the complaint in “unenlightened” terms. Be dramatic. Ham it up. Blame overtly. STEP 2: Step into 100% responsibility. Physically find a place in the room that represents your internal shift to being 100% responsible for the situation. STEP 3: Gain insight by completing these statements, repeating each of them several times, until you have what feels like a breakthrough: From the past this reminds me of… I keep this issue going by… What I get from keeping this issue going is… The lifelong pattern I’m noticing is… I can demonstrate 100% responsibility concerning this issue by… STEP 4: If during Step 3, you do not experience a shift, go back to Step 1 and repeat the process.

Somehow we American pastors, without really noticing what was happening, got our vocations redefined in the terms of American careerism. We quit thinking of the parish as a location for pastoral spirituality and started thinking of it as an opportunity for advancement. Tarshish, not Nineveh, was the destination. The moment we did that, we started thinking wrongly, for the vocation of pastor has to do with living out the implications of the word of God in community, not sailing off into the exotic seas of religion in search of fame and fortune.

Here’s my full list of guidelines for how to apply the principles of this chapter to email communication. 1. Emails should contain as few words as possible. 2. Make it easy to see your central point at a glance, in one screen. 3. Never send an email that could emotionally affect another person unless it’s pure positive feedback. 4. Emotional issues must be discussed by phone; email should be used only to book a time for a call. 5. If you accidentally break rule number four, phone the person immediately, apologize, and discuss the issue by phone.

Self-betrayal” 1. An act contrary to what I feel I should do for another is called an act of “self-betrayal.” 2. When I betray myself, I begin to see the world in a way that justifies my self-betrayal. 3. When I see the world in a self-justifying way, my view of reality becomes distorted. 4. So—when I betray myself, I enter the box. 5. Over time, certain boxes become characteristic of me, and I carry them with me. 6. By being in the box, I provoke others to be in the box. 7. In the box, we invite mutual mistreatment and obtain mutual justification. We collude in giving each other reason to stay in the box.

Can two walk together, unless they are agreed?’ Amos 3:3 ‘Does This Person Belong in your Life?’ A toxic relationship is like a limb with gangrene: unless you amputate it the infection can spread and kill you. Without the courage to cut off what refuses to heal, you’ll end up losing a lot more. Your personal growth - and in some cases your healing - will only be expedited by establishing relationships with the right people. Maybe you’ve heard the story about the scorpion who asked the frog to carry him across the river because he couldn’t swim. ‘I’m afraid you’ll sting me,’ replied the frog. The scorpion smiled reassuringly and said, ‘Of course I won’t. If I did that we’d both drown!’ So the frog agreed, and the scorpion hopped on his back. Wouldn’t you know it: halfway across the river the scorpion stung him! As they began to sink the frog lamented, ‘You promised you wouldn’t sting me. Why’d you do it?’ The scorpion replied, ‘I can’t help it. It’s my nature!’ Until God changes the other person’s nature, they have the power to affect and infect you. For example, when you feel passionately about something but others don’t, it’s like trying to dance a foxtrot with someone who only knows how to waltz. You picked the wrong dance partner! Don’t get tied up with someone who doesn’t share your values and God-given goals. Some issues can be corrected through counselling, prayer, teaching, and leadership. But you can’t teach someone to care; if they don’t care they’ll pollute your environment, kill your productivity, and break your rhythm with constant complaints. That’s why it’s important to pray and ask God, ‘Does this person belong in my life?

The cause of this state of affair is undoubtedly complex. In my Truth, Beauty, and Goodness Reframed (2011), I argue that the challenge to truth comes from three complementary sources: (l) increased knowledge about the wide range of cultures around the globe, many of which hold apparently incompatible views about the world; (2) the postmodern critique of such traditional notions as truth, according to which claims to truth are seen as simple assertions of power; and (3) the human tendency, particularly during adolescence and early adulthood, to adopt relativistic stances (“you’ve got the right to your opinion, just like I have the right to my opinion”). Whatever the relative contributions of these and other factors, it seems clear that leadership becomes more difficult when everyone’s story is considered equally valid, independent of corroborating evidence.

Thus the pace, justification and mode of implementation of the genocide changed repeatedly from its inception in the summer of 1941. Examining the origins of 'the final solution' in terms of a process rather than a single decision uncovers a variety of impulses given by the Nazi leadership in general, and Hitler and Himmler in particular, to the fight against the supposed global enemy of the Germans. Overriding all of them, however, was the memory of 1918, the belief that the Jews, wherever and whoever they might be, threatened to undermine the German war effort, by engaging in subversion, partisan activities, Communist resistance movements and much else besides. What drove the exterminatory impulses of the Nazis, at every level of the hierarchy, was not the kind of contempt that stamped millions of Slavs as dispensable subhumans, but an ideologically pervasive mixture of fear and hatred, which blamed the Jews for all of Germany's ills, and sought their destruction as a matter of life and death, in the interests of Germany's survival.

1-Leadership does not mean domination. The world is always well supplied with people who wish to rule and dominate others. The true leader is a different sort; he seeks effective activity which has a truly beneficient purpose. He inspires others to follow in his wake, and holding aloft the torch of wisdom, leads the way for society to realize its genuinely great aspirations”. 2-The progress of science can be said to be harmful to religion only in so far as it is used for evil aims and not because it claims a priority over religion in its revelation to man. It is important that spiritual advancement must keep pace with material advancement”. — 3-Education is a means of sharpening the mind of man both spiritually and intellectually. It is a two-edged sword that can be used either for the progress of mankind or for its destruction. That is why it has been Our constant desire and endeavor to develop our education for the benefit of mankind”. 4-It is no less important that we know whence we came. An awareness of our past is essential to the establishment of our personality and our identity as Africans”. —

Pleasure Principles What you pay attention to grows. This will be familiar to those who have read Emergent Strategy. Actually, all the emergent strategy principles also apply here! (Insert eggplant emoji). Tune into happiness, what satisfies you, what brings you joy. We become what we practice. I learned this through studying somatics! In his book The Leadership Dojo, Richard Strozzi-Heckler shares that “300 repetitions produce body memory … [and] 3,000 repetitions creates embodiment.”12 Yes is the way. When it was time to move to Detroit, when it was time to leave my last job, when it was time to pick up a meditation practice, time to swim, time to eat healthier, I knew because it gave me pleasure when I made and lived into the decision. Now I am letting that guide my choices for how I organize and for what I am aiming toward with my work—pleasure in the processes of my existence and states of my being. Yes is a future. When I feel pleasure, I know I am on the right track. Puerto Rican pleasure elder Idelisse Malave shared with me that her pleasure principle is “If it pleases me, I will.” When I am happy, it is good for the world.13 The deepest pleasure comes from riding the line between commitment and detachment.14 Commit yourself fully to the process, the journey, to bringing the best you can bring. Detach yourself from ego and outcomes. Make justice and liberation feel good. Your no makes the way for your yes. Boundaries create the container within which your yes is authentic. Being able to say no makes yes a choice. Moderation is key.15 The idea is not to be in a heady state of ecstasy at all times, but rather to learn how to sense when something is good for you, to be able to feel what enough is. Related: pleasure is not money. Pleasure is not even related to money, at least not in a positive way. Having resources to buy unlimited amounts of pleasure leads to excess, and excess totally destroys the spiritual experience of pleasure.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

Mercy and truth are met together; righteousness and peace have kissed each other. —Psalm 85:10 (KJV) When my husband, David, made the heart-wrenching decision to leave his post as senior minister at Hillsboro Presbyterian Church, the church was strong, thriving, and ripe for new leadership. But leaving was complicated. No one has ever loved a congregation more than David, and the congregation responded in kind. So it was infinitely sad when an influential person began working to erase David’s legacy. We had looked forward to returning to Hillsboro after the proper transition period, but now amid the confusion, the outlook was cloudy. Would it work for David to come back? Would we lose our church family forever? Finally, a new minister was chosen. For me, I wasn’t sure how I would feel until I met Chris. My reaction was immediate. I have a pastor! But what about David? I would never go back to Hillsboro without him. Well, it seems God had planned ahead. Chris sent out a letter to the congregation, addressing the misperception that “it’s not possible to love the new pastor if you still love the previous pastor.” He dispelled that notion with five simple words: “It’s okay to love both.” Chris went on to describe his meetings with David and to announce that he had invited him to come back to Hillsboro where the two of them “share a love for the church and its people.” And so it was finished. We had a church home once again, where we could come and worship with our family and friends, a place where there’s enough love for everyone, and a new minister wise enough to know that’s true. Father, I pray for the day when all of us grasp the unlimited reservoir of Your love and can finally see its regenerating power. —Pam Kidd Digging Deeper: Ps 132:7; Eph 4:15–16; Col 3:14–17

What, then, does submission and respect look like for a woman in a dating relationship? Here are some guidelines: 1. A woman should allow the man to initiate the relationship. This does not mean that she does nothing. She helps! If she thinks there is a good possibility for a relationship, she makes herself accessible to him and helps him to make conversation, putting him at ease and encouraging him as opportunities arise (she does the opposite when she does not have interest in a relationship with a man). A godly woman will not try to manipulate the start of a relationship, but will respond to the interest and approaches of a man in a godly, encouraging way. 2. A godly woman should speak positively and respectfully about her boyfriend, both when with him and when apart. 3. She should give honest attention to his interests and respond to his attention and care by opening up her heart. 4. She should recognize the sexual temptations with which a single man will normally struggle. Knowing this, she will dress attractively but modestly, and will avoid potentially compromising situations. She must resist the temptation to encourage sexual liberties as a way to win his heart. 5. The Christian woman should build up the man with God's Word and give encouragement to godly leadership. She should allow and seek biblical encouragement from the man she is dating. 6. She should make "helping" and "respecting" the watchwords of her behavior toward a man. She should ask herself, "How can I encourage him, especially in his walk with God?" "How can I provide practical helps that are appropriate to the current place in our relationship?" She should share with him in a way that will enable him to care for her heart, asking, "What can I do or say that will help him to understand who I really am, and how can I participate in the things he cares about?" 7. She must remember that this is a brother in the Lord. She should not be afraid to end an unhealthy relationship, but should seek to do so with charity and grace. Should the relationship not continue forward, the godly woman will ensure that her time with a man will have left him spiritually blessed.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

In any case, we should expect that in due time we will be moved into our eternal destiny of creative activity with Jesus and his friends and associates in the “many mansions” of “his Father’s house.” Thus, we should not think of ourselves as destined to be celestial bureaucrats, involved eternally in celestial “administrivia.” That would be only slightly better than being caught in an everlasting church service. No, we should think of our destiny as being absorbed in a tremendously creative team effort, with unimaginably splendid leadership, on an inconceivably vast plane of activity, with ever more comprehensive cycles of productivity and enjoyment. This is the “eye hath not seen, neither ear heard” that lies before us in the prophetic vision (Isa. 64:4). This Is Shalom When Saint Augustine comes to the very end of his book The City of God, he attempts to address the question of “how the saints shall be employed when they are clothed in immortal and spiritual bodies.”15 At first he confesses that he is “at a loss to understand the nature of that employment.” But then he settles upon the word peace to describe it, and develops the idea of peace by reference to the vision of God—utilizing, as we too have done, the rich passage from 1 Corinthians 13. Thus he speaks of our “employment” then as being “the beatific vision.” The eternal blessedness of the city of God is presented as a “perpetual Sabbath.” In words so beautiful that everyone should know them by heart, he says, “There we shall rest and see, see and love, love and praise. This is what shall be in the end without end. For what other end do we propose to ourselves than to attain to the kingdom of which there is no end?” And yet, for all their beauty and goodness, these words do not seem to me to capture the blessed condition of the restoration of all things—of the kingdom come in its utter fullness. Repose, yes. But not as quiescence, passivity, eternal fixity. It is, instead, peace as wholeness, as fullness of function, as the restful but unending creativity involved in a cosmoswide, cooperative pursuit of a created order that continuously approaches but never reaches the limitless goodness and greatness of the triune personality of God, its source. This, surely, is the word of Jesus when he says, “Those who overcome will be welcomed to sit with me on my throne, as I too overcame and sat down with my Father on his throne. Those capable of hearing should listen to what the Spirit is saying to my people” (Rev. 3:21