Accepted Leadership Quotes

A man can only lead when others accept him as their leader, and he has only as much authority as his subjects give to him. All of the brilliant ideas in the world cannot save your kingdom if no one will listen to them.

Seek and embrace peace. We all deserve a tranquil existence.

From the African terrains, stirred of a mere whisk of dust, transcended into the midst of the Caribbean. Alighted upon a new land. Still, as a motionless night, graceful as an eagle in flight. Too unseen distance.

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.

When you accept a leadership role, you take on extra responsibility for your actions toward others.

Come forward as servants of Islam, organize the people economically, socially, educationally and politically and I am sure that you will be a power that will be accepted by everybody.

Diversity of character is due to the unequal time given to values. Only through each other will we see the importance of the qualities we lack and our unfinished soul's potential.

Say to yourself, I am perfect, the way I am. Say to yourself, I am beautiful the way I am. Say to yourself, those who do not accept me the way I am, do not deserve me in their life.

Accepting that you’re wrong, shows humility which will set a better example of you as a leader on your team than sticking to something that others can clearly see is wrong.

Don't let any situation intimidate you anymore, don't accept defeat anymore.

The happiest people in the world are those who feel absolutely terrific about themselves, and this is the natural outgrowth of accepting total responsibility for every part of their life.

History, too, has a penchant for giving birth to itself over and over again, and those whom it appoints agents of change and progress do not always accept their destinies willingly.

So many people think that they are not gifted because they don’t have an obvious talent that people can recognize because it doesn’t fall under the creative arts category—writing, dancing, music, acting, art or singing. Sadly, they let their real talents go undeveloped, while they chase after fame. I am grateful for the people with obscure unremarked talents because they make our lives easier---inventors, organizers, planners, peacemakers, communicators, activists, scientists, and so forth. However, there is one gift that trumps all other talents—being an excellent parent. If you can successfully raise a child in this day in age to have integrity then you have left a legacy that future generations will benefit from.

Sometimes you just have to know when the battle you’re fighting is one best walked away from, than fought to the cold, bitter end.

Accept responsibilities for all your actions. Learn from your past and your mistakes.

Daring to raise my eyes, I call out, a bird-like sound, giving myself to this day, abandoning desire for all except you.

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

Zeus energy, which encompasses intelligence, robust health, compassionate decisiveness, good will, generous leadership. Zeus energy is male authority accepted for the sake of the community.

Then we will not speak nor write a single word for on that surging tide silence will prevail.  

Holding to each other we burn back the pressing dark with the fire we've tended, alone together beside the river, quiet as the trees.

leadership is the acceptance of responsibility rather than the assumption of power.

Most of the time, we see only what we want to see, or what others tell us to see, instead of really investigate to see what is really there. We embrace illusions only because we are presented with the illusion that they are embraced by the majority. When in truth, they only become popular because they are pounded at us by the media with such an intensity and high level of repetition that its mere force disguises lies and truths. And like obedient schoolchildren, we do not question their validity and swallow everything up like medicine. Why? Because since the earliest days of our youth, we have been conditioned to accept that the direction of the herd, and authority anywhere — is always right.

As Clover looked down the hillside her eyes filled with tears. If she could have spoken her thoughts, it would have been to say that this was not what they had aimed at when they had set themselves years ago to work for the overthrow of the human race. These scenes of terror and slaughter were not what they had looked forward to on that night when old Major first stirred them to rebellion. If she herself had had any picture of the future, it had been of a society of animals set free from hunger and the whip, all equal, each working according to his capacity, the strong protecting the weak, as she had protected the lost brood of ducklings with her foreleg on the night of Major's speech. Instead--she did not know why--they had come to a time when no one dared speak his mind, when fierce, growling dogs roamed everywhere, and when you had to watch your comrades torn to pieces after confessing to shocking crimes. There was no thought of rebellion or disobedience in her mind. She knew that, even as things were, they were far better off than they had been in the days of Jones, and that before all else it was needful to prevent the return of the human beings. Whatever happened she would remain faithful, work hard, carry out the orders that were given to her, and accept the leadership of Napoleon. But still, it was not for this that she and all the other animals had hoped and toiled.

The first step to solving any problem is to accept one’s own accountability for creating it.

The difference between impossible and possible is a willing heart.

A strong leader accepts blame and gives the credit. A weak leader gives blame and accepts the credit.

Purpose drives the process by which we become what we are capable of being.

A responsible woman sees and accepts only the best in a given situation.

Gratitude was never a noun; it's secretly a verb. It is not a place you accept defeat, settle in for broken dreams or call it the best life will get. Gratitude is getting out of laziness, self pity, denial and insecurity, in order to walk through that door God has been holding open for you this entire time.

FORGIVE FAILURE. The corollary to accountability is forgiveness. Things go wrong all the time in relationships, and the healthiest ones move on from them, leaving behind grudges and blame. This is not to say that failure is accepted; rather, that it is acknowledged and understood.

Rhetorical question: Did you get to where you are by accepting the status quo? I didn't.

They accepted my donation, so they're aware they'd better serve my interests or I'll buy some leadership that will.

We cannot, of course, expect every leader to possess the wisdom of Lincoln or Mandela’s largeness of soul. But when we think about what questions might be most useful to ask, perhaps we should begin by discerning what our prospective leaders believe it worthwhile for us to hear. Do they cater to our prejudices by suggesting that we treat people outside our ethnicity, race, creed or party as unworthy of dignity and respect? Do they want us to nurture our anger toward those who we believe have done us wrong, rub raw our grievances and set our sights on revenge? Do they encourage us to have contempt for our governing institutions and the electoral process? Do they seek to destroy our faith in essential contributors to democracy, such as an independent press, and a professional judiciary? Do they exploit the symbols of patriotism, the flag, the pledge in a conscious effort to turn us against one another? If defeated at the polls, will they accept the verdict, or insist without evidence they have won? Do they go beyond asking about our votes to brag about their ability to solve all problems put to rest all anxieties and satisfy every desire? Do they solicit our cheers by speaking casually and with pumped up machismo about using violence to blow enemies away? Do they echo the attitude of Musolini: “The crowd doesn’t have to know, all they have to do is believe and submit to being shaped.”? Or do they invite us to join with them in building and maintaining a healthy center for our society, a place where rights and duties are apportioned fairly, the social contract is honored, and all have room to dream and grow. The answers to these questions will not tell us whether a prospective leader is left or right-wing, conservative or liberal, or, in the American context, a Democrat or a Republican. However, they will us much that we need to know about those wanting to lead us, and much also about ourselves. For those who cherish freedom, the answers will provide grounds for reassurance, or, a warning we dare not ignore.

A true and safe leader is likely to be one who has no desire to lead, but is forced into a position of leadership by the inward pressure of the Holy Spirit and the press of the external situation. Such were Moses and David and the Old Testament prophets. I think there was hardly a great leader from Paul to the present day but that was drafted by the Holy Spirit for the task, and commissioned by the Lord of the Church to fill a position he had little heart for. I believe it might be accepted as a fairly reliable rule of thumb that the man who is ambitious to lead is disqualified as a leader. The true leader will have no desire to lord it over God's heritage, but will be humble, gentle, self-sacrificing, and altogether as ready to follow as to lead, when the Spirit makes it clear that a wiser and more gifted man than himself has appeared.

Empowerment includes growth mindset, positive thinking, acceptance of new challenge, learning and positive self-image.

Fear and failure are always present. Accept them as part of life and learn how to manage these realities. Be scared, but keep going. Being scared is usually transient. It will pass. If you fail, fix the causes and keep going.

If you refuse to accept what is, and choose to see what could be, then you set a course for yourself that makes others take notice of you, respect you, revere you. It is then that they become objects of your destiny instead of you playing a support role in theirs.

Social standing does not necessarily translate to social acceptance.

Predetermine a course of action. Lay out your goals. Adjust your priorities. Notify key personnel. Allow time for acceptance. Head into action. Expect problems. Always point to the successes.

Over the years the Indian leadership, and the educated Indian, have deliberately projected and embellished an image about Indians that they know to be untrue, and have wilfully encouraged the well-meaning but credulous foreign observer to accept it. What is worse, they have fallen in love with this image, and can no longer accept that it is untrue.

When it comes to leaders we have, if anything, a superabundance—hundreds of Pied Pipers…ready and anxious to lead the population. They are scurrying around, collecting consensus, gathering as wide an acceptance as possible. But what they are not doing, very notably, is standing still and saying, ' This is what I believe. This I will do and that I will not do. This is my code of behavior and that is outside it. This is excellent and that is trash.' There is an abdication of moral leadership in the sense of a general unwillingness to state standards….Of all the ills that our poor…society is heir to, the focal one, it seems to me, from which so much of our uneasiness and confusion derive, is the absence of standards. We are too unsure of ourselves to assert them, to stick by them, if necessary in the case of persons who occupy positions of authority, to impose them. We seem to be afflicted by a widespread and eroding reluctance to take any stand on any values, moral, behavioral or esthetic.

Listen my dear sister! You only fix something, when it’s broken. And you - are far from broken. Say to yourself, I am perfect, the way I am. Say to yourself, I am beautiful the way I am. Say to yourself, those who do not accept me the way I am, do not deserve me in their life.

There’s no degree or certification for being a badass. You can just choose to be one.

Recognizing and accepting both the responsibilities and the opportunities leadership offers you is a significant step in your development as a leader.

We have to accept that much of reality is ineffable and so to understand it we can't rely on words alone.

A leader who accepts his own excuses cannot help others overcome theirs.

Leaders inspire accountability through their ability to accept responsibility before they place blame.

You are not your history. You are the stories you tell yourself.

To reach the stars of your dream, you need to take a brand-new path, overcome the challenges of life and rise above the horizon like a new sun.

Submission means that a wife acknowledges her husband’s headship as spiritual leader and guide for the family. It has nothing whatsoever to do with her denying or suppressing her will, her spirit, her intellect, her gifts, or her personality. To submit means to recognize, affirm, and support her husband’s God-given responsibility of overall family leadership. Biblical submission of a wife to her husband is a submission of position, not personhood. It is the free and willing subordination of an equal to an equal for the sake of order, stability, and obedience to God’s design. As a man, a husband will fulfill his destiny and his manhood as he exercises his headship in prayerful and humble submission to Christ and gives himself in sacrificial love to his wife. As a woman, a wife will realize her womanhood as she submits to her husband in honor of the Lord, receiving his love and accepting his leadership. When a proper relationship of mutual submission is present and active, a wife will be released and empowered to become the woman God always intended her to be.

Meaningful acts of leadership usually cause people to accept some short-term pain (extra cost or effort, delayed gratification) in order to increase the long-term benefit. We need leadership for this, because we all tend to be short-term thinkers.

If you plan for failure, then you are expecting to fail. If you plan for success, you’ll be successful. Once you start making a ‘Plan B’, you distract from ‘Plan A’, and the moment you start believing there are other options, you start settling for less.

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.

What is the next thing you need for leadership? It is the ability to make up your mind to make a decision and accept full responsibility for that decision. Have you ever wondered why people do not make a decision? The answer is quite simple. It is because they lack professional competence, or they are worried that their decision may be wrong and they will have to carry the can. Ladies and Gentlemen, according to the law of averages, if you take ten decisions, five ought to be right. If you have professional knowledge and professional competence, nine will be right, and the one that might not be correct will probably be put right by a subordinate officer or a colleague. But if you do not take a decision, you are doing something wrong. An act of omission is much worse than an act of commission. An act of commission can be put right. An act of omission cannot.

The specialty in all life is expecting the exception, while ignorant of real acceptance, until unexpectedly you re-witness your own ignorance to 'be' the cause that awakens others. One does not do this yesterday, or today. You do this with expressing honesty everyday.

Statesmen should remember that they have been elected to persuade and to lead, and not just to accept as fixed the momentary moods and pernicious prejudices of the public.

Authenticity is the language of visionaries.

You won't be accepted before you're rejected; You won't be celebrated before you're despised... Pay your dues first!

By acknowledging our boundaries and limitations, we attain greater heights than we ever will by appearing to think we know everything.

You wouldn't pick up someone else's baggage off the carousel. So why do it in life?

First step to success is to drop what we are not and accept who we are. Always be yourself.

If no one comes, walk alone.

Observe the behavior of your environment carefully for clues as to what is acceptable and rewarded.

We must see the new Nigeria The Nigeria We Want we must accept personal responsibility to build it

Saying that strength, anger and leadership are men's inherent qualities and calmness, silence and caring are women's qualities is nothing else but saying that bravery, force, anger and leadership belong to the tiger and calmness, silence and caring belong to the goat. The women's right we demand is that men should accept that women also possess bravery, strength, anger and leadership quality like men. Further, in our opinion both the sexes should have all the qualities mentioned … only that would lead to the development of human society.

Only men who are not only corrupt but whose corruption has frozen over and hardened can confess the things they do and still accept positions of leadership. They are dead men and unless they’re controlled by public opinion and every other available force, they’re as dangerous as Nazis. More so, because they still speak in the name of the only possible future. I

The Sun Tzu School (which wrote the Art of War) surely never imagined that their antiwar, pro-empire treatise would become known and accepted after the fall of the first empire as a text on military tactics. Likewise, they would have been surprised to see the Ping-fa military metaphor—an inspired teaching device—come to be seen as the message and not the medium.

For better of for worse the church in the West bought modernity's claims. We were baptized in its story (even though it said it did not have one) and accepted its categories and definitions. But somewhere along the way we also began to believe that the ways in which we accessed knowledge about God or Jesus or the Spirit or Christianity were those things themselves.

This is why I think the gospel of Jesus is such incredibly good news, because what you may not have gotten as a child, Jesus freely offers without condition: identity, acceptance, love.

[I]f the public wants the military to perform better, give more prudent advice to its civilian leadership, and spend taxpayer money more wisely, it must elect a Congress that will dial down a few notches its habitual and childish 'we support the troops!' mantra and start asking skeptical questions - and not accepting bland evasions or appeals to patriotism as a response.

When you accept a leadership role, you take on extra responsibility for your actions toward others. If you shun someone, the effect will trickle down through those who value your opinion.

I understand that safety and security are nice to have. But safety and security can become more important to an individual than being exceptional and doing fantastic things over the course of a life. When that happens often enough in a society, the society begins to die. It gives up its leadership role in the world. Accepting the importance and necessity of competition keeps

In foreign policy, a modest acceptance of fate will often lead to discipline rather than indifference. The realization that we cannot always have our way is the basis of a mature outlook that rests on an ancient sensibility, for tragedy is not the triumph of evil over good so much as triumph of one good over another that causes suffering. Awareness of that fact leads to a sturdy morality grounded in fear as well as in hope. The moral benefits of fear bring us to two English philosophers who, like Machiavelli, have for centuries disturbed people of goodwill: Hobbes and Malthus.

Independent and stubborn natures, such as are particularly common among men of learning, do not readily bow to another's will and for the most part only accept his leadership grudgingly. But when Lorentz is in the presidential chair, an atmosphere of happy cooperation is invariably created, however much those present may differ in their aims and habits of thought. The secret of this success lies not only in his swift comprehension of people and things and his marvelous command of language, but above all in this, that one feels that his whole heart is in the business at hand, and that when he is at work, he has room for nothing else in his mind. Nothing disarms the recalcitrant so much as this.

Meditation I KNOW there is a Power for Good which is responding to me and bringing into my experience everything that is necessary to my unfoldment, to my happiness, to my peace, to my health, and to my success. I know there is a Power for Good that enables me to help others and to bless the whole world. So I say quietly to myself: There is one Life, that Life is God, that Life is perfect, that Life is my life now. It is flowing through me, circulating in me. I am one with Its rhythm. My heart beats with the pulsation of the Universe, in serenity, in peace, and in joy. My whole physical being is animated by the Divine Spirit, and if there is anything in it that does not belong, it is cast out because there is One Perfect Life in me now. And I say to myself: I am daily guided so that I shall know what to do under every circumstance, in every situation. Divine Intelligence guides me in love, in joy, and in complete self-expression. Desiring that the Law of Good alone shall control me, I bless and prosper everything I am doing; I multiply every activity; I accept and expect happiness and complete success. Realizing that I am one with all people, I affirm that there is a silent Power flowing through me and them, which blesses and heals and prospers, makes happy and glad their pathway. And realizing that the world is made up of people like myself, I bless the world and affirm that it shall come under the Divine government of Good, under the Divine providence of Love, and under the Divine leadership of the Supreme Intelligence. For thine is the kingdom, and the power, and the glory, for ever. Amen.

His (Lenin's)humanitarianism was a very abstract passion. It embraced humanity in general but he seems to have had little love for, or even interest in, humanity in particular. He saw the people with whom he dealt, his comrades, not as individuals but as receptacles for his ideas. On that basis, and no other, they were judged. He judged man not by their moral qualities but by their views, or rather the degree to which they accepted his.

Your determination and energy will be proportionate to your goal. Therefore, set a high goal for yourself and do not settle for anything less than the very best. The best is exactly what you will get if you accept no less.

Undoubtedly the public is becoming aware of the methods which are being used to mold its opinions and habits. If the public is better informed about the processes of its life, it will be so much the more receptive to reasonable appeals to its own interests. No matter how sophisticated, how cynical the public may become about publicity methods, it must respond to the basic appeals, because it will always need food, crave amusement, long for beauty, respond to leadership. If the public becomes more intelligent in its commercial demands, commercial firms will meet the new standards. If it becomes weary of the old methods used to persuade it to accept a given idea or commodity, its leaders will present their appeals more intelligently. Propaganda will never die out. Intelligent men must realize that propaganda is the modern instrument by which they can fight for productive ends and help to bring order out of chaos.

High performance teams have six characteristics that allow them to consistently achieve exceptional levels of results: Common Purpose Crystal Clear Roles Accepted Leadership Effective Processes Solid Relationships Excellent Communication

So, what comes next for leadership? Absolute Honesty, fairness and justice – we are dealing with people. Those of us who have had the good fortune of commanding hundreds and thousands of men know this. No man likes to be punished, and yet a man will accept punishment stoically if he knows that the punishment meted out to him will be identical to the punishment meted out to another person who has some Godfather somewhere. This is very, very important. No man likes to be superceded, and yet men will accept supercession if they know that they are being superceded, under the rules, by somebody who is better then they are but not just somebody who happens to be related to the Commandant of the staff college or to a Cabinet Minister or by the Field Marshal’s wife’s current boyfriend. This is extremely important, Ladies and Gentlemen.

One day in my pharmacology class, we were discussing the possibility of legalizing marijuana. The class was pretty evenly divided between those that advocated legalizing marijuana and those that did not. The professor said he wanted to hear from a few people on both sides of the argument. A couple students had the opportunity to stand in front of the class and present their arguments. One student got up and spoke about how any kind of marijuana use was morally wrong and how nobody in the class could give him any example of someone who needed marijuana. A small girl in the back of the classroom raised her hand and said that she didn’t want to get up, but just wanted to comment that there are SOME situations in which people might need marijuana. The same boy from before spoke up and said that she needed to back up her statements and that he still stood by the fact that there wasn’t anyone who truly needed marijuana. The same girl in the back of the classroom slowly stood up. As she raised her head to look at the boy, I could physically see her calling on every drop of confidence in her body. She told us that her husband had cancer. She started to tear up, as she related how he couldn’t take any of the painkillers to deal with the radiation and chemotherapy treatments. His body was allergic and would have violent reactions to them. She told us how he had finally given in and tried marijuana. Not only did it help him to feel better, but it allowed him to have enough of an appetite to get the nutrients he so desperately needed. She started to sob as she told us that for the past month she had to meet with drug dealers to buy her husband the only medicine that would take the pain away. She struggled every day because according to society, she was a criminal, but she was willing to do anything she could to help her sick husband. Sobbing uncontrollably now, she ran out of the classroom. The whole classroom sat there in silence for a few minutes. Eventually, my professor asked, “Is there anyone that thinks this girl is doing something wrong?” Not one person raised their hand.

When surprise occurs, such as when the economy enters an unexpected recession or a conflict begins seemingly out the blue, the natural reaction is to immediately ask who made the “obvious” mistake. It is much easier to believe that our leaders are incompetent than to accept the less pleasant reality that ours is a world where uncertainty and surprise are the norm, not the exception.

The White House elected to power in November 2008 campaigned on compelling promises of hope, change, and bringing the nation together. The reality it delivered for eight years was rather different: a brand of leadership that was narcissistic, aggressively secular, ideologically divisive, resistant to compromise, unwilling to accept responsibility for its failures, and generous in spreading blame. As

Civil and voting rights for blacks didn’t come from the White House or from masses demonstrating in front of the White House. They came after the Montgomery Bus Boycott of 1955–56, the Freedom Rides in 1961, the Children’s Crusade in Birmingham in 1963, the Mississippi Freedom Summer and Freedom Schools in 1964, and the Selma-to-Montgomery march in 1965. In other words, they came only after hundreds of thousands of black Americans and their white supporters had accepted the challenge and risks of ourselves making or becoming the changes we want to see in the world. Women’s leadership in the public sphere didn’t come from the White House or from CEOs. It came only after millions of women came together in small consciousness-raising groups to share stories of our “second sex” lives. Today’s good news is that Americans in all walks of life have begun to create another America from the ground up in many unforeseen ways. In our bones we sense that this is no ordinary time. It is a time of deep change, not just of social structure and economy but also of ourselves.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Take a look around,” the instructor had advised. “Ask yourself if there’s anyone else who is better qualified to do the job. Not in the entire galaxy, but right there, at that point in time. If the answer is ‘yes,’ ask them to accept command, and do everything you can to support them. If the answer is ‘no,’ which it will be ninety-nine percent of the time, then take your best shot. That’s all any of us can do.

I really can’t keep it up anymore,” Huahua said. “No one’s doing any better,” Specs said lightly. “It’s not the same. This is impossible!” “Think of yourself as a computer. You’re just cold hardware, and reality is just data. Accept your input and perform your calculations. That’s how you keep it up.

When you accept a position of responsibility, don’t be surprised by the troubles, problems, disappointments, and misunderstandings that go with it. Such trials are the penalties of leadership. Far from being disheartened by hardship, regard it as a badge of honor. It is usually the best possible proof that you are on the right track.

Most people accept living unhappy lives because it is the only way they know, they refuse to be open to the new emerging possibilities and refuse to make positive changes. Because they are afraid of being outside their own comfort zone and don’t risk anything, they live lives that are far less fulfilling than they could actually have.

For within the very structure of family life, in families that do or did embrace the male religions, are the almost invisibly accepted social customs and life patterns that reflect the one-time strict adherence to the biblical scriptures. Attitudes towards double-standard premarital virginity, double-standard marital fidelity, the sexual autonomy of women, illegitimacy, abortion, contraception, rape, childbirth, the importance of marriage and children to women, the responsibilities and role of women in marriage, women as sex objects, the sexual identification of passivity and aggressiveness, the roles of women and men in work or social situations, women who express their ideas, female leadership, the intellectual activities of women, the economic activities and needs of women and the automatic assumption of the male as breadwinner and protector have all become so deeply ingrained that feelings and values concerning these subjects are often regarded, by both women and men, as natural tendencies or even human instinct.

You, on the other hand, have often been told that following God and listening to reason are identical; so bear in mind that for intelligent people the passage from childhood to adulthood is not an abandonment of rules, but a change of ruler: instead of someone [E] whose services are hired and bought, they accept in their lives the divine leadership of reason – and it is only those who follow reason who deserve to be regarded as free. For they alone live as they want, since they have learned to want only what is necessary;

True leaders appreciate curiosity and accept mistakes but never fail to retry

If people institute wrong institutions, wrong institutions do not just produce wrong people, but wrong people who understand and accept mediocrity as an institution

The day you accept a position or promotion under the handshake of quid pro quo in exchange to look the other way you forfeit the duty to lead by example.

Never accept the role of a Gladiator if you do not have the spirit of a Warrior.

May we graciously accept our responsibility.

Too often we accept the superficial over the substantive and settle for quick, easy solutions rather than doing the hard work to find a superior answer.

If there’s more than one ‘version’ of you, one of them is lying.

There’s no such thing as “sounding smart”. Smart is either knowing or seeking to know.

To have swagger, your intention has to outweigh your fear.

When you filter your truth through the lens of approval, you only say things you’ve seen approved of in the past.

Swagger requires you to let your guard down. If nothing can get in, then nothing can get out.

When you confess your mess, you invite everyone else to say “ME TOO!” That’s connection.

Stop waiting for someone to tell you it’s OK to be yourself. Swagger needs no permission.

Accepting your shadow side is an essential part of being authentic.

Followers accept answers. Leaders ask questions.

High-risk leadership beckons many, but few accept the call.

There was never a vote and no one really called him the leader, but everyone knew it and accepted it. They often looked to him for answers. It was just the way things were.

Ironically, the RSS leadership has always implicitly accepted the self-reliance policies adopted by India’s first prime minister, Nehru (1947–64).

Accepting that the odds are against you is the same as accepting defeat before you begin.

Ideal humane leadership begins with a real demonstration of love, continues relating with acceptance of fellow humankind and consciously follows that through with every opportunity.

True innovation and disruption happens outside of the accepted playing field, outside of the court, outside of the battleground. Disrupruption breaches the field and changes the game.

Most people will do just about anything you tell them to do, if you act with authority, give them no choice, and accept the responsibility for their actions. It's kind of scary, isn't it?

I will choose and display the right attitudes. I will determine and act upon important priorities. I will know and follow healthy guidelines. I will communicate with and care for my family. I will practice and develop good thinking. I will make and keep proper commitments. I will earn and properly manage finances. I will deepen and live out my faith. I will accept and show responsibility. I will initiate and invest in solid relationships. I will plan for and model generosity. I will embrace and practice good values. I will seek and experience improvements.

To be extraordinary is to accept and embrace repeated failings, recover as quickly as possible; that is let go of all your reasons and excuses to justify the failing; then move on to carry out your

The true key, if you want to live an unstoppable life, then you need to take 100% control of your life. Stop blaming others for your failures and faults and start accepting responsibility for your life.

The great lesson here for all imaginatively gridlocked systems is that the acceptance and even cherishing of uncertainty is critical to keeping the human mind from voyaging into the delusion of omniscience.

When a person is connected to its true essence, there is nothing more rewarding than continuously developing it; there is no money that can buy the pleasure of putting into practice the talents each person has.

you cannot expect people to seriously consider your idea without accepting the possibility that they will challenge it. Accepting that process of engagement as the terrain of leadership liberates you personally.

Rest and comfort are two different things. Rest is a planned temporary time to refresh and refocus the leader. Comfort is when you settle into unproductive routines and accept satisfactory or unsatisfactory results.

It’s Simple: Find a person you can trust implicitly. Be prepared to lean on them in times of great stress. Accept both their support and criticism with equal grace. Be a swim buddy to others. Someone out there needs you!

Accepted authority rests first of all on reason. If you ordered your people to go and throw themselves into the sea, they would rise up in revolution. I have the right to require obedience because my orders are reasonable.

We must understand,” Rustin wrote, “that our refusal to accept jim crow in specific areas challenges the entire social, political and economic order that has kept us second class citizens.… Those who oppose us, understand this.

Accept it as it is and be true to yourself, the real answer is in you. It is about saying no to whom and what no is due and saying yes to whom and what yes is due! A simple solution to most of the problems of mankind today is just Yes and No!

Some in Downing Street say it is now accepted that – unless Cameron falls victim to events – Boris will not get a chance to challenge for the leadership until after the Prime Minister wants to move on. At least initially, Downing Street sources refused to give a ‘moment’s thought’ to Boris not serving a second term as Mayor: ‘We just believe he will win.’ In the Tory high command, thoughts were already turning to a potential Boris v. George Osborne contest after 2016, when it is believed likely that Cameron will step down to ‘pursue other interests’. But as the architect of the Cameron government’s divisive austerity plan, Osborne may find himself ruled out and in any case, chancellors rarely go on to make a success of the top slot. Moreover,

Everything changes when we finally cast off the shackles of striving for approval and acceptance outside of our own skin and instead decide that we are in fact good enough—that there is nothing we need to do to earn acceptance, approval, or love. When

There is no greater suffering than constantly measuring yourself and coming up short, except perhaps the realization that your suffering is hurting others. But where do we learn these things? Because, really, they are learned. We don't come crying out of the womb because of our birth weight or because we have no money in this brand new world. We learn to measure and we learn to attach our self-worth to those measurements. These patterns we're stuck in aren't just painful for us, they're also distracting us. Every day, the gap between rich and poor grows while the people of developed societies do nothing, because we are too busy worrying about looking good. We're distracted, but not because we've chosen to be. Being distracted by our illusory inadequacy keeps us from changing the world. And believe me, we all have the power to change the world. If we only make the time. If we only free some head space. If you can't learn to love yourself for yourself (and how could you with such a paradoxical motivation?)... then do it for us. Do it for the world. We need you. We need your mind. We need your attention. We need your thoughts. Change your focus, and you will (not can, but will) change the world. You already matter. You just have to realize it for yourself.

Confucius did not accept the status quo, which held that wealth and power spoke the loudest. He felt that virtue, both as a personal quality and as a requirement for leadership, was essential for individual dignity, communal solidarity, and political order.

I have found in my years of leading that when confronted with a challenging decision, I almost always know the right answer. It's just that the right answer is hard to accept, and the decisions are hard to make, because we do not live in a world of isolation.

The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it.

The other lawyer looked at him and said, “Never let your ego get so close to your position that when your position falls, your ego goes with it.” In short, accept that your position was faulty, not your ego. This doesn’t mean you don’t argue with passion and intensity.

Leadership involves moving a system from where it is now to some other, better place. It means that one often is at the margins of what people presently like and want, working close to the edge of what is acceptable rather than at the center of the collective consensus.

But here is the catch: There is nothing we can do to cause God to love us more, and there is nothing we can do to cause God to love us less. We live and exist in His pure, unrelenting, and infinite grace. That means we can relax in our relationship with Him. We are worthy of Him because He has made us worthy. We are called His friends and His brothers because He has made us family. When we come to understand His grace, we can stop striving for His love and acceptance because through His grace we live in His love and acceptance all the time.

although he was not formally relieved until early November. Lincoln’s decision to cashier Frémont served as a cautionary tale for Grant, who noted, “The generals who insisted upon writing emancipation proclamations . . . all came to grief as surely as those who believed that the main object of the war was to protect rebel property, and keep the negroes at work on the plantations while their masters were off in the rebellion.”56 With few exceptions, Grant would qualify as a model general who accepted military subservience to civilian leadership.

Trust is extended first by loving hearts committed to serve and support one another, and trust grows with promises kept, encouragement and appreciation expressed, support and acceptance offered, repentance and apologies received, and reconciliation and restoration established.

By that standard, leadership means personal magnetism, active intelligence, unquestioning acceptance of responsibility, and something harder to define: a tension between justice and compassion, which is never satisfied by one without the other, and so can seldom be wholly satisfied.

Humans are not machines, and some of their energy during the day will go into discussions or activities unrelated to the common task. Within reason, this "time wasting" is acceptable, but it can become a problem in a team that does not have a really positive attitude to the common task

They were at the top of affairs in Italy,’5 added Moorehead, ‘not because they loved Italy but because they had accepted Mussolini.’ And at a time when leadership, courage and duty to their people had been so desperately required, they had cut and run like the feckless cowards they were.

I have never bought into the bullshit theory of acceptable losses. We have the technology, the talent, the aggressiveness, and the expertise to bring more of our warriors home than ever before. Our combat, military, and political leaders choose to be mediocre at their jobs. That is as simple as I can put it.

...if we do not know how to defend ourselves, our women and our places of worship by force of suffering, i.e., nonviolence, we must, if we are men, be at least able to defend all these by fighting." (MLK) "...If given a choice between violent resistance and passive acceptance, King and Gandhi both accepted violence..." "...like violence, it [non-violent resistance] was aggressive, but it was spiritually, bot physically, so." "...At the same time the mind and the emotions are active, actively trying to persuade the opponent to change his ways and convince him that he is mistaken and to lift him to a higher level of existence.

The capacity is there, the crisis is the catalyst. But is crisis the only catalyst? And how long are we able to sustain extraordinary levels of performance? Some of this potential can be accessed by coaching, and performance can be sustainable, perhaps not at superhuman levels but certainly at levels far higher than we generally accept.

I believe that the best leadership is loud authenticity. That is what the world needs now. We don’t need more plastic, Photoshopped perfection. I don’t want people to look at me and wish they could be me. I want people to be more accepting of their own failures, imperfections, and struggles because they are inspired by how I accept my own.

Hitler’s style of leadership functioned precisely because of the readiness of all his subordinates to accept his unique standing in the party, and their belief that such eccentricities of behaviour had simply to be taken on board in someone they saw as a political genius. ‘He always needs people who can translate his ideologies into reality so that they can be implemented,’ Pfeffer is reported as stating. Hitler’s way was, in fact, not to hand out streams of orders to shape important political decisions. Where possible, he avoided decisions. Rather, he laid out – often in his diffuse and opinionated fashion – his ideas at length and repeatedly. These provided the general guidelines and direction for policy-making. Others had to interpret from his comments how they thought he wanted them to act and ‘work towards’ his distant objectives. ‘If they could all work in this way,’ Hitler was reported as stating from time to time, ‘if they could all strive with firm, conscious tenacity towards a common, distant goal, then the ultimate goal must one day be achieved. That mistakes will be made is human. It is a pity. But that will be overcome if a common goal is constantly adopted as a guideline.’ This instinctive way of operating, embedded in Hitler’s social-Darwinist approach, not only unleashed ferocious competition among those in the party – later in the state – trying to reach the ‘correct’ interpretation of Hitler’s intentions. It also meant that Hitler, the unchallenged fount of ideological orthodoxy by this time, could always side with those who had come out on top in the relentless struggle going on below him, with those who had best proven that they were following the ‘right guidelines’. And since only Hitler could determine this, his power position was massively enhanced.

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I’ve said this earlier but it’s worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, “I hope you will let it go,” about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to almost be darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

It’s Simple: Foster a culture of action, allowing the rank and file to take the initiative and fix problems that need addressing. Accept the fact that this will lead to zealousness and the occasional screwup. This overenthusiasm is better than a culture of inaction. Praise those who attempt to solve problems on their own, even if the results are not as expected.

the search for human freedom—freedom being the choice to be a creator of our own experience and accept the unbearable responsibility that goes with that. Out of this insight grows the idea that perhaps the real task of leadership is to confront people with their freedom. This may be the ultimate act of love that is called for from those who hold power over others.

She’s such a bitch,” Tina says, which I find a little contradictory, but overall quite true. “She’s got to be in charge of everything.” I sit next to her. “Well, I guess. But in business, that’s leadership.” Tina stares at me for a second. “I can’t believe you consider that a positive trait. How about her inability to accept other points of view? Is it good leadership to be narrow, too?” “Focus,” I say. “They call that focus.” Tina stares at me. “Her paranoia?” “Business savvy.” “Compulsive need to have everything just how she wants it?” “Organizational skills.” “Aggressiveness?” “Aggressiveness,” I say, “is already a good thing.” “Jesus Christ,” Tina says, her eyebrow ring glinting in the morning sun. “Sometimes I worry about this country.

If you find yourself in a leadership position in a Catholic organization on campus, you’ll need to accept that there are other ways of looking at the Faith apart from your own. If you try to force your views on everyone else, you will waste time and damage the community. Instead, try to appreciate the incredible diversity that comes from being part of the universal Church.

I believe that the best leadership is loud authenticity. That is what the world needs now. We don’t need more plastic, Photoshooped perfection. I don’t want people to look at me and wish they could be me. I want people to look at me and see their own potential. I want people to be more accepting of their own failures, imperfections, and struggles because they watch me accept of my own.

Integrity: The leader’s life and words match. Justice: The leader rejects dishonest gain. Convictions: The leader’s values won’t allow him or her to accept bribes. Positive focus: The leader refuses to dwell on destructive issues. Pure: The leader disciplines his or her mind to remain clean and pure. Secure: The leader is firm, stable in his identity and source of strength. The Maxwell Leadership Bible

Racist stereotypes are used by politicians, policy makers, and the media to justify why certain groups of people should be treated the way that they are. It is easy to blame those in positions of leadership who drive racist stereotype narratives. But what about the narratives you are holding that continue to make it acceptable to allow people from other races to be talked about and treated the way they are?

The Chinese look at society very differently from the West. Western thought is infused with the rights of the individual; Chinese thought prizes the collective above the individual. What the West thinks of as the rights of man, the Chinese leadership thinks of as dangerous theories endangering the majority, and much of the population accepts that, at the least, the extended family comes before the individual

The Chinese look at society very differently from the West. Western thought is infused with the rights of the individual; Chinese thought prizes the collective above the individual. What the West thinks of as the rights of man, the Chinese leadership thinks of as dangerous theories endangering the majority, and much of the population accepts that, at the least, the extended family comes before the individual.

The absence of the father creates a hole in the center of their being, particularly for boys. Their lives become a routine of "looking for love in all the wrong places," as the song says. When a young black male cannot find love at home, he hits the streets and seeks acceptance from other young men. These boys crave the respect and acceptance they get (or perceive they get) from their peers when they sell drugs.

One fateful day, expecting high praise from my advisor for some work I felt great about, I instead heard from him: “Marilee, this is just not acceptable.” At that moment something new happened. Instead of tearfully wondering what was wrong with me, I took a deep breath, and becoming calm and curious, simply asked him “OK, how do I fix it?” That simple shift took me from feeling powerless to being confident enough to take constructive action.

Under the leadership of Henry Kissinger, first as Richard Nixon’s national security adviser and later as secretary of state, the United States sent an unequivocal signal to the most extreme rightist forces that democracy could be sacrificed in the cause of ideological warfare. Criminal operational tactics, including assassination, were not only acceptable but supported with weapons and money. A CIA internal memo laid it out in unsparing terms:        On September 16, 1970 [CIA] Director [Richard] Helms informed a group of senior agency officers that on September 15, President Nixon had decided that an Allende regime was not acceptable to the United States. The President asked the Agency to prevent Allende from coming to power or to unseat him and authorized up to $10 million for this purpose. . . . A special task force was established to carry out this mandate, and preliminary plans were discussed with Dr. Kissinger on 18 September 1970.

As we leave our youth, there’s a pull toward complacency. We can start to coast, settle for what’s familiar and lose the juicy desire to expand our frontiers. We adopt the paradigm of a victim. We make excuses and then recite them so many times we train our subconscious mind to think they are true. We blame other people and outer conditions for our struggles, and we condemn past events for our private wars. We grow cynical and lose the curiosity, wonder, compassion and innocence we knew as kids. We become apathetic. Critical. Hardened. Within this personal ecosystem the majority of us create for ourselves, mediocrity then becomes acceptable. And because this mindset is running within us each day, the viewpoint seems so very real to us. We truly believe that the story we are running reveals the truth—because we’re so close to it. So, rather than showing leadership in our fields, owning our crafts by producing dazzling work and handcrafting delicious lives, we resign ourselves to average.

None of them was impressed with Gravel, who at present was their commander. He had, in their eyes, failed them. He had sent Meadows and Downs out on missions that were foredoomed. It wasn’t all his fault, because he was getting pushed around from above, and he had complained about it bitterly and consistently. But part of being a leader was being able to push up as well as down. You didn’t ask men to risk everything on a mission that you did not believe in yourself. Gravel had been doing this now for several days. The men knew when they were being misused. This was the real deal, not some classroom exercise. These were blood decisions. They were the most important ones a military commander is asked to make. If you knew more because of where you were and what you saw, then you stood your ground. You didn’t just protest; if need be, you refused. You put your judgment on the line. This might destroy your career—hell, it would certainly destroy your career—but you accepted that, because whatever happened to you, your career, your reputation, these were minor things by comparison. Lives were at stake. A real leader knew his responsibility was not first and foremost to himself; it was to his men, and the mission. What mattered in combat, what really mattered, was not only understanding why you asked men to risk their lives, but making them understand. Men would willingly risk their lives, but they needed to know that it counted. And they needed to know they had a chance. If the commander believed those things himself, he could convince his men. The problem here was that neither the young company commanders nor Gravel held that belief.

As you become successful in your own field, your responsibilities may begin to change. Days become less and less about doing and more and more about making decisions. Such is the nature of leadership. This transition requires reevaluating and updating your identity. It requires a certain humility to put aside some of the more enjoyable or satisfying parts of your previous job. It means accepting that others might be more qualified or specialized in areas in which you considered yourself competent—or at least their time is better spent on them than yours.

Or, as the united Buddhist leadership phrased it at the time: In order to establish eternal peace in East Asia, arousing the great benevolence and compassion of Buddhism, we are sometimes accepting and sometimes forceful. We now have no choice but to exercise the benevolent forcefulness of “killing one in order that many may live” (issatsu tasho). This is something which Mahayana Buddhism approves of only with the greatest of seriousness. No “holy war” or “Crusade” advocate could have put it better. The “eternal peace” bit is particularly excellent. By the end of the dreadful conflict that Japan had started, it was Buddhist and Shinto priests who were recruiting and training the suicide bombers, or Kamikaze (“Divine Wind”), fanatics, assuring them that the emperor was a “Golden Wheel-Turning Sacred King,” one indeed of the four manifestations of the ideal Buddhist monarch and a Tathagata, or “fully enlightened being,” of the material world. And since “Zen treats life and death indifferently,” why not abandon the cares of this world and adopt a policy of prostration at the feet of a homicidal dictator? This

Surely, there was never a fairer test of national quality than this. In the light of these circumstances, the thoughtful observer of Russian-American relations will find no cause for complaint in the Kremlin's challenge to American society. He will rather experience a certain gratitude to a Providence which, by providing the American people with this implacable challenge, has made their entire security as a nation dependent on their pulling themselves together and accepting the responsibilities of moral and political leadership that history plainly intended them to bear.

There are strong people and there are people who claim to be strong. Strong people can conquer and survive anything , but people who claim to be strong lose and suffer in everything they do. The reason is people who claim to be strong don’t know that being strong it doesn’t mean you should not accept help or ask for help when needed. For them being strong Is faking doing well, holding pain and not crying and doing everything on their own. You are only strong when you admit your situation and on what’s really happening and find ways to deal with it. Sometimes might mean asking for help.

What had become of the singular ascending ambition that had driven young Roosevelt from his earliest days? What explains his willingness, against the counsel of his most trusted friends, to accept seemingly low-level jobs that traced neither a clear-cut nor a reliably ascending career path? The answer lies in probing what Roosevelt gleaned from his crucible experience. His expectation of and belief in a smooth, upward trajectory, either in life or in politics, was gone forever. He questioned if leadership success could be obtained by attaching oneself to a series of titled positions. If a person focused too much on a future that could not be controlled, he would become, Roosevelt acknowledged, too “careful, calculating, cautious in word and act.” Thereafter, he would jettison long-term career calculations and focus simply on whatever job opportunity came his way, assuming it might be his last. “Do what you can, with what you have, where you are,” he liked to say. In a very real way, Roosevelt had come to see political life as a succession of crucibles—good or bad—able to crush or elevate. He would view each position as a test of character, effort, endurance, and will. He would keep nothing in reserve for some will-o-the-wisp future. Rather, he would regard each job as a pivotal test, a manifestation of his leadership skills.

Claims that Jesus was not married first began in the second century. They arose as Christianity absorbed ideas of asceticism and Greek dualism, which devalued the body and the physicality of the world in favor of the spirit. Closely identified with the body, women were also devalued, silenced, and marginalized, losing roles of leadership they’d possessed within first-century Christianity. Celibacy became a path to holiness. Virginity became one of Christianity’s higher virtues. Certain that the end-time would come soon, believers in the second century hotly debated if Christians should marry. Considering the accretion of such views into the religion, it struck me as not particularly acceptable for Jesus to have been married.

When Libya fought against the Italian occupation, all the Arabs supported the Libyan mujahideen. We Arabs never occupied any country. Well, we occupied Andalusia unjustly, and they drove us out, but since then, we Arabs have not occupied any country. It is our countries that are occupied. Palestine is occupied, Iraq is occupied, and as for the UAE islands... It is not in the best interest of the Arabs for hostility to develop between them and Iran, Turkey, or any of these nations. By no means is it in our interest to turn Iran against us. If there really is a problem, we should decide here to refer this issue to the international court of Justice. This is the proper venue for the resolution of such problems. We should decide to refer the issue of the disputed UAE islands to the International Court of Justice, and we should accept whatever it rules. One time you say this is occupied Arab land, and then you say... This is not clear, and it causes confusion. 80% of the people of the Gulf are Iranians. The ruling families are Arab, but the rest are Iranian. The entire people is Iranian. This is a mess. Iran cannot be avoided. Iran is a Muslim neighbour, and it is not in our interes to become enemies. What is the reason for the invasion and destruction of Iraq, and for killing of one million Iraqis? Let our American friends answer this question: Why Iraq? What is the reason? Is Bin Laden an Iraqi? No he is not. Were those who attacked New York Iraqis? No, they were not. were those who attacked the Pentagon Iraqis? No, they were not. Were there WMDs in Iraq? No, there were not. Even if iraq did have WMDs - Pakistan and India have nuclear bombs, and so do China, Russia, Britain, France and America. Should all these countries be destroyed? Fine, let's destroy all the countries that have WMDs. Along comes a foreign power, occupies an Arab country, and hangs its president, and we all sit on the sidelines, laughing. Why didn't they investigate the hanging of Saddam Hussein? How can a POW be hanged - a president of an Arab country and a member of the Arab League no less! I'm not talking about the policies of Saddam Hussein, or the disagreements we had with him. We all had poitlical disagreements with him and we have such disagreements among ourselves here. We share nothing, beyond this hall. Why won't there be an investigation into the killing of Saddam Hussein? An entire Arab leadership was executed by hanging, yet we sit on the sidelines. Why? Any one of you might be next. Yes. America fought alongside Saddam Hussein against Khomeini. He was their friend. Cheney was a friend of Saddam Hussein. Rumsfeld, the US Defense Secretary at the time Iraq was destroyed, was a close friend of Saddam Hussein. Ultimately, they sold him out and hanged him. You are friends of America - let's say that ''we'' are, not ''you'' - but one of these days, America may hang us. Brother 'Amr Musa has an idea which he is enthusiastic. He mentioned it in his report. He says that the Arabs have the right to use nuclear power for peaceful purposes, and that there should be an Arab nuclear program. The Arabs have this right. They even have the right to have the right to have a nuclear program for other... But Allah prevails... But who are those Arabs whom you say should have united nuclear program? We are the enemies of one another, I'm sad to say. We all hate one another, we deceive one another, we gloat at the misfortune of one another, and we conspire against one another. Our intelligence agencies conspire against one another, instead of defending us against the enemy. We are the enemies of one another, and an Arab's enemy is another Arab's friend.

At such times, it is particularly important to return to fundamentals. Many assumptions about leadership in the political realm are superficial and unsubstantiated ; there is no need to guide one’s policies by the results of the latest poll or to force every complex idea into a sound bite. Here one can take inspiration from those individuals who have not accepted the conventional wisdom, who have risked defeat, rejection, obscurity, even their lives, in order to pursue ideas in which they (and perhaps a few followers) believe. To put it simply: Leaders can actually lead. One of the important roles that elders can provide in a society is to call attention to those figures from whom one may learn, and by whose lives one may be guided.

As an audience it seems we’re as good as saying, “I’ll pay attention to your idea if you… * are already being taken seriously in some way * have found your place (professionally or personally) * believe strongly in something relevant to your idea * are connecting (with ideas, with people) in meaningful ways * are finding ways to be useful in the world * are finding ways to achieve more of what you value * have developed mastery and control * are participating in interesting things * and are radiating love and acceptance for self and others.” Your chosen audience will have three or four things on that list they value most in their own lives. And because they do value those things so highly, they’ll be looking for those signals from you.

There was nothing wrong with the conclusion . . . that Germany and continental Europe west of Russia would only be able to hold their own . . . if Europe pulled together. And a united Europe would fall almost automatically under the leadership of the strongest power – Germany . . . [But] German leadership over a united Europe in order to brave the coming giant economic and political power blocs would have to overcome the imagined reluctance [sic] of Europeans to domination by any one of their peers. Germany would have to persuade Europe to accept German leadership . . . to make crystal clear that the overall interest of Europe would coincide with the enlightened self-interest of Germany . . . in order to achieve in the years after 1900 something like the position of the Federal Republic today.91

Source credibility is one contributing factor that seems to influence change. People have a tendency to look up to authority figures for knowledge and direction. Expert opinion is effective in establishing the legitimacy of change and is tied to information control. Once a source is accepted on one issue, another issue may be established as well on the basis of prior acceptance of the source. The analyst looks for an audience's perceived image of the source. How does the audience regard the source? Are the people deferential, and do they accept the message on the basis of leadership alone? Is the propaganda agent a hero? Does the audience model its behavior after the propagandist's? How does the propagandist establish identification with the audience? Does she or he establish familiarity with the audience's locality, use local incidents, and share interests, hopes, hatreds, and so on?

While abortion is commonly understood as the issue that began to unite evangelicals in the 1970s, I give that dubious honor to the issue of race. Race hatred played the fundamental role in, first, pushing evangelicals towards a "color-blind gospel," which would provide cover for their racially motivated organizing against the federal government, and, second, their push to block implementation of the hard-won gains of the civil rights movement. This color-blind gospel is how evangelicals used biblical scripture to affirm that everyone, no matter what race, is equal and that race does not matter. The reality of the term ‘color-blind,’ however, was more about making Black and other ethnic evangelicals conform to whiteness and accept white leadership as the norm both religiously and socially. It is the equivalent of today's oft-quoted phrase "I don't see color." Saying that means white is the default color.

There are ideologies of control lying behind the insistence on the need for instrumentally rational tools and techniques. In reflecting these ideologies, some believe that without the tools and techniques organizations would not be able to produce success; indeed, they would be ungovernable. Others believe that without the tools and techniques it would be impossible to improve the human condition or take action to sustain the planet. There is a very powerful belief that ‘we’ must be able to improve whole organizations intentionally. For some, these beliefs are impervious to reason, perhaps because it is too disappointing to accept the humbler realization that success and failure, sustainability and destruction, all emerge across populations through myriad local interactions and all anyone can do is participate as meaningfully and as influentially as possible, acting on practical judgment, in these local interactions.

Anyone who’s ever been in a leadership role quickly learns that you’re squeezed between others’ lofty expectations and your own personal limitations. You realize that while others want you to be of impeccable character, you’re not always without fault. You learn that you can’t see around every corner, and even if you know your way forward everyone may not end up at the same destination, let alone be on time. You discover that despite your best efforts to introduce brilliant innovations, most of them don’t succeed. You find that you sometimes get angry and short, and that you don’t always listen carefully to what others have to say. You’re reminded that you don’t always treat everyone with dignity and respect. You recognize that others deserve more credit than they get, and that you’ve failed to say thank you. You know that sometimes you get, and accept, more credit than you deserve. In other words, you realize that you’re human.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

presidency weaker and Congress and the courts stronger, just as the forest fire of Watergate did. There is a lot of good in that. Thoughtful people are staring at the vicious partisanship that has grown all around us. Far from creating a new norm where lying is widely accepted, the Trump presidency has ignited a focus on truth and ethics. Parents are talking to their children about truth-telling, about respect for all people, about rejecting prejudice and hate. Schools and religious institutions are talking about values-driven leadership. The next president, no matter the party, will surely emphasize values—truth, integrity, respect, and tolerance—in ways an American leader hasn’t needed to for more than forty years. The fire will make something good grow. I wrote this book because I hope it will be useful to people living among the flames who are thinking about what comes next. I also hope it will be useful to readers long after the flames are doused, by inspiring them to choose a higher loyalty, to find truth among lies, and to pursue ethical leadership.

This point is underlined in the well-known parable which Jotham told the men of Shechem: ‘Once upon a time the trees went out to anoint a king over them; and they said … to the vine, “Come and reign over us.” And the vine said to them: “Should I leave my wine, which cheers God and man, and go to be promoted over the trees?”’ Similarly, the fig-tree declined because of its sweetness, and the olive because of its own good qualitites. Then a bramble, a barren plant full of thorns, accepted the sovereignty which they offered, though it possessed neither a special good quality of its own, nor those of the trees that were to be subject to it (cf. Judg. 9 : 7–15). Now in this parable the trees which sought a ruler were not cultivated but wild. The vine, the fig-tree and the olive refused to rule over the wild trees, preferring to bear their own fruits rather than to occupy a position of authority. Likewise, those who perceive in themselves some fruit of virtue and feel its benefit, refuse to assume leadership even when pressed by others, because they prefer this benefit to receiving honour from men.

Christopher Lasch explains the process by which the therapeutic segment of the managerial elite win moral acceptance. Despite the fact that its claims to be providing “mental health” where always self-serving and highly subjective, the theapeutic class offered ethical leadership in the absence of shared principles. By defining emotional well-being as both a social good and the overcoming of what is individually and collectively dangerous, the behavioral scientists have been able to impose their absolutes upon the culturally fluid society. In “The True and Only Heaven” Lasch explores the implications for postwar politics of the “Authoritarian Personality.” A chief contributor to this anthology, Theodro Adorno, abandoned his earlier work as a cultural critic to become a proponent of governmentally imposed social therapy. According to Lasch, Adorno condemns undesirable political attitudes as “prejudice” and “by defining prejudice as a ‘social disease’ substituted a medical for a political idiom. In the end, Adorno and his colleagues “relegated a broad range of controversial issues to the clinic – to scientific study as opposed to philosophical and political debate.

In the present situation of the overt Russian Orthodox Church in the U.S.S.R., which has the bishops and patriarchs and metropolitans, the leadership has to make concessions to the Soviet government. On the other hand, through making those concessions, certain churches in Moscow and Leningrad and Kiev remain open. Beautiful services are made available, the very beautiful words of the Gospels are read aloud. In these matters you have to weigh the relative advantages and disadvantages. You can't take a definitive position about it. The solace of those services is so great, the importance of those words being kept alive and in circulation is so important, that the sacrifices, the compromises that are made must be accepted. But it's a very difficult equation to work out. It's the equation with which our Lord himself left us, that we must render unto God the things that are God's and unto Caesar the things that are Caesar's. He neglected to tell us what proportion we owed, so that of course people like myself can hope to get by with offering Caesar very little. [...] The cleverness of that reply was of course that it didn't specify exactly how much was due to Caesar and how much to God. He left us to work out.

we have much to learn from the struggles in Alabama and Mississippi in the early 1960s. In the spring of 1963 the Southern Christian Leadership Conference led by Dr. King launched a “fill the jails” campaign to desegregate downtown department stores and schools in Birmingham. But few local blacks were coming forward. Black adults were afraid of losing their jobs, local black preachers were reluctant to accept the leadership of an “Outsider,” and city police commissioner Bull Connor had everyone intimidated. Facing a major defeat, King was persuaded by his aide, James Bevel, to allow any child old enough to belong to a church to march. So on D-day, May 2, before the eyes of the whole nation, thousands of schoolchildren, many of them first graders, joined the movement and were beaten, fire-hosed, attacked by police dogs, and herded off to jail in paddy wagons and school buses. The result was what has been called the “Children’s Miracle.” Inspired and shamed into action, thousands of adults rushed to join the movement. All over the country rallies were called to express outrage against Bull Connor’s brutality. Locally, the power structure was forced to desegregate lunch counters and dressing rooms in downtown stores, hire blacks to work downtown, and begin desegregating the schools. Nationally, the Kennedy administration, which had been trying not to alienate white Dixiecrat voters, was forced to begin drafting civil rights legislation as the only way to forestall more Birminghams. The next year as part of Mississippi Freedom Summer, activists created Freedom Schools because the existing school system (like ours today) had been organized to produce subjects, not citizens. People in the community, both children and adults, needed to be empowered to exercise their civil and voting rights. A mental revolution was needed. To bring it about, reading, writing, and speaking skills were taught through discussions of black history, the power structure, and building a movement. Everyone took this revolutionary civics course, then chose from more academic subjects such as algebra and chemistry. All over Mississippi, in church basements and parish halls, on shady lawns and in abandoned buildings, volunteer teachers empowered thousands of children and adults through this community curriculum. The Freedom Schools of 1964 demonstrated that when Education involves young people in making community changes that matter to them, when it gives meaning to their lives in the present instead of preparing them only to make a living in the future, young people begin to believe in themselves and to dream of the future.

Hoover was deeply respected by both parties. In 1928, the Republicans nominated him for president. In his acceptance speech, delivered at the height of prosperity, Hoover proclaimed that Americans were “nearer to the final triumph over poverty than ever before in the history of any land.” His profound belief in individualism, voluntarism, and the fundamental strength of the American economy blinded him from realizing, until too late, that government had to exert a primary role in helping people through what was fast becoming the worst Depression the country had ever known. At the slightest uptick in the stock market, Hoover believed and summarily proclaimed that the worst was over. When the economy continued to flounder, he came under blistering assault. Still, he would not admit that voluntary activities had failed. He adopted a bunker mentality, refusing to countenance the worsening situation. By contrast, Roosevelt had adapted all his life to changing circumstances. The routine of his placid childhood had been disrupted forever by his father’s heart attack and eventual death. Told he would never walk again, he had experimented with one method after another to improve his mobility. So now, as Roosevelt campaigned for the presidency, he built on his own long encounter with adversity: “The country needs and, unless I mistake its temper, the country demands bold, persistent experimentation. It is common sense to take a method and try it: If it fails, admit it frankly and try another. But above all, try something.

But as people become anxious to be accepted by the group, their personal values and behaviors are exchanged for more negative ones. We can too easily become more intense, abusive, fundamentalist, fanatical—behaviors strange to our former selves, born out of our intense need to belong. This may be one explanation for why the Internet, which gave us the possibility of self-organizing, is devolving into a medium of hate and persecution, where trolls6 claiming a certain identity go to great efforts to harass, threaten, and destroy those different from themselves. The Internet, as a fundamental means for self-organizing, can’t help but breed this type of negative, separatist behavior. Tweets and texts spawn instant reactions; back and forth exchanges of only a few words quickly degenerate into comments that push us apart. Listening, reflecting, exchanging ideas with respect—gone. But this is far less problematic than the way the Internet has intensified the language of threat and hate. People no longer hide behind anonymity as they spew hatred, abominations, and lurid death threats at people they don’t even know and those that they do. Trolls, who use social media to issue obscene threats and also organize others to deluge a person with hateful tweets and emails, are so great a problem for people who come into public view that some go off Twitter, change their physical appearance, or move in order to protect their children.7 Reporters admit that they refuse to publish about certain issues because they fear the blowback from trolls.

Over the years, as it became my responsibility to evaluate and hire new people for my unit, I developed a profile of what I wanted in a profiler. At first, I went for strong academic credentials, figuring an understanding of psychology and organized criminology was most important. But I came to realize degrees and academic knowledge weren’t nearly as important as experience and certain subjective qualities. We have the facilities to fill in any educational gaps through fine programs at the University of Virginia and the Armed Forces Institute of Pathology. What I started looking for was “right-brained,” creative-type thinkers. There are many positions within the FBI and law enforcement in general where engineering or accounting types do the best, but in profiling and investigative analysis, that kind of thinker would probably have some difficulty. Contrary to the impression given in such stories as The Silence of the Lambs, we don’t pluck candidates for the Investigative Support Unit right out of the Academy. Since our first book, Mindhunter was published, I’ve had many letters from young men and women who say they want to go into behavioral science in the FBI and join the profiling team at Quantico. It doesn’t work quite that way. First you get accepted by the Bureau, then you prove yourself in the field as a first-rate, creative investigator, then we recruit you for Quantico. And then you’re ready for two years of intensive, specialized training before you become a full-fledged member of the unit. A good profiler must first and foremost show imagination and creativity in investigation. He or she must be willing to take risks while still maintaining the respect and confidence of fellow agents and law enforcement officers. Our preferred candidates will show leadership, won’t wait for a consensus before offering an opinion, will be persuasive in a group setting but tactful in helping to put a flawed investigation back on track. For these reasons, they must be able to work both alone and in groups.

I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while de-emphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I've said this earlier but it's worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, 'I hope you will let it go,' about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to be almost darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay. Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president so brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check...without these checks on our leaders, without those institutions vigorously standing against abuses of power, our country cannot sustain itself as a functioning democracy. I know there are men and women of good conscience in the United States Congress on both sides of the aisle who understand this. But not enough of them are speaking out. They must ask themselves to what, or to whom, they hold a higher loyalty: to partisan interests or to the pillars of democracy? Their silence is complicity - it is a choice - and somewhere deep down they must know that. Policies come and go. Supreme Court justices come and go. But the core of our nation is our commitment to a set of shared values that began with George Washington - to restraint and integrity and balance and transparency and truth. If that slides away from us, only a fool would be consoled by a tax cut or different immigration policy.

Mandal vs Mandir The V.P. Singh government was the biggest casualty of this confrontation. Within the BJP and its mentor, the RSS, the debate on whether or not to oppose V.P. Singh and OBC reservations reached a high pitch. Inder Malhotra | 981 words It was a blunder on V.P. Singh’s part to announce his acceptance of the Mandal Commission’s report recommending 27 per cent reservations in government jobs for what are called Other Backward Classes but are, in fact, specified castes — economically well-off, politically powerful but socially and educationally backward — in such hot haste. He knew that the issue was highly controversial, deeply emotive and potentially explosive, which it proved to be instantly. But his top priority was to outsmart his former deputy and present adversary, Devi Lal. He even annoyed those whose support “from outside” was sustaining him in power. BJP leaders were peeved that they were informed of what was afoot practically at the last minute in a terse telephone call. What annoyed them even more was that the prime minister’s decision would divide Hindu society. The BJP’s ranks demanded that the plug be pulled on V.P. Singh but the top leadership advised restraint, because it was also important to keep the Congress out of power. The party leadership was aware of the electoral clout of the OBCs, who added up to 52 per cent of the population. As for Rajiv Gandhi, he was totally and vehemently opposed to the Mandal Commission and its report. He eloquently condemned V.P. Singh’s decision when it was eventually discussed in Parliament. This can be better understood in the perspective of the Mandal Commission’s history. Having acquired wealth during the Green Revolution and political power through elections, the OBCs realised that they had little share in the country’s administrative apparatus, especially in the higher rungs of the bureaucracy. So they started clamouring for reservations in government jobs. Throughout the Congress rule until 1977, this demand fell on deaf ears. It was the Janata government, headed by Morarji Desai, that appointed the Mandal Commission in 1978. Ironically, by the time the commission submitted its report, the Janata was history and Indira Gandhi was back in power. She quietly consigned the document to the deep freeze. In Rajiv’s time, one of his cabinet ministers, Shiv Shanker, once asked about the Mandal report.

The difference between a dictator and a true leader, is in intention. Given enough resources anybody can manipulate the minds of the masses and become their chosen authority, for the masses rarely look past the veil of the candidate's charm. And this is more evident today than ever, as a psychologically unfit misogynistic bully has swayed his way into the oval office with nothing but charm and charisma. So, basically we live in a society where a bully can become the authority of a great nation, the history of which is filled with true leaders who were the forerunners of humanitarian glory and real progress - these leaders were not simply the leaders of a country, or a party, but they were and still remain in the heart of the civilized humans as the leaders of humanity. They were the torch-bearers of egalitarianism and their light spread across the globe and touched countless lives with the warmth of humaneness. They lived among the masses but they didn't let the prejudices of the masses become their own, let alone infect the masses with more prejudices, unlike today's so-called leadership in America. They made America truly a great nation, by turning it into a symbol of liberty and acceptance, and today that very greatness is at stake, as the primitive evils of prejudices and discriminations have once again begun to creep into its backbone, through the words and actions of its very so-called leader. This is not a threat to democracy, for democracy itself at our current evolutionary stage, is a threat to our progress, rather it is a threat to the heritage of every single act of kindness, reasoning and acceptance ever committed in the history of humanity. The masses are existentially allowed to talk nonsense and advocate prejudices, but when an authority of the masses begins to talk nonsense and advocate prejudice and bigotry, it is an existential crisis for not just those masses but all humans around the world, with implications of catastrophic proportions. A leader is to take away prejudices from the psychological edifice of a country - a leader is to uplift a country, that is, a people, while warming their minds with the gentle flames of love, acceptance and reasoning. In fact, that's the only kind of true leadership there is, rest are just uncivilized tribalism that brings along more and more conflicts in the heart of the people within a country as well as outside of it.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

If there was any politician in America who reflected the Cold War and what it did to the country, it was Richard Nixon—the man and the era were made for each other. The anger and resentment that were a critical part of his temperament were not unlike the tensions running through the nation as its new anxieties grew. He himself seized on the anti-Communist issue earlier and more tenaciously than any other centrist politician in the country. In fact that was why he had been put on the ticket in the first place. His first congressional race in 1946, against a pleasant liberal incumbent named Jerry Voorhis, was marked by red-baiting so savage that it took Voorhis completely by surprise. Upon getting elected, Nixon wasted no time in asking for membership in the House Un-American Activities Committee. He was the committee member who first spotted the contradictions in Hiss’s seemingly impeccable case; in later years he was inclined to think of the case as one of his greatest victories, in which he had challenged and defeated a man who was not what he seemed, and represented the hated Eastern establishment. His career, though, was riddled with contradictions. Like many of his conservative colleagues, he had few reservations about implying that some fellow Americans, including perhaps the highest officials in the opposition party, were loyal to a hostile foreign power and willing to betray their fellow citizens. Yet by the end of his career, he became the man who opened the door to normalized relations with China (perhaps, thought some critics, he was the only politician in America who could do that without being attacked by Richard Nixon), and he was a pal of both the Soviet and Chinese Communist leadership. If he later surprised many long-standing critics with his trips to Moscow and Peking, he had shown his genuine diplomatic skills much earlier in the way he balanced the demands of the warring factions within his own party. He never asked to be well liked or popular; he asked only to be accepted. There were many Republicans who hated him, particularly in California. Earl Warren feuded with him for years. Even Bill Knowland, the state’s senior senator and an old-fashioned reactionary, despised him. At the 1952 convention, Knowland had remained loyal to Warren despite Nixon’s attempts to help Eisenhower in the California delegation. When Knowland was asked to give a nominating speech for Nixon, he was not pleased: “I have to nominate the dirty son of a bitch,” he told friends. Nixon bridged the gap because his politics were never about ideology: They were the politics of self. Never popular with either wing, he managed to negotiate a delicate position acceptable to both. He did not bring warmth or friendship to the task; when he made attempts at these, he was, more often than not, stilted and artificial. Instead, he offered a stark choice: If you don’t like me, find someone who is closer to your position and who is also likely to win. If he tilted to either side, it was because that side seemed a little stronger at the moment or seemed to present a more formidable candidate with whom he had to deal. A classic example of this came early in 1960, when he told Barry Goldwater, the conservative Republican leader, that he would advocate a right-to-work plank at the convention; a few weeks later in a secret meeting with Nelson Rockefeller, the liberal Republican leader—then a more formidable national figure than Goldwater—Nixon not only reversed himself but agreed to call for its repeal under the Taft-Hartley act. “The man,” Goldwater noted of Nixon in his personal journal at the time, “is a two-fisted four-square liar.

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

Notice that Jesus knows exactly who he is asking to lead his community: a sinner. As all Christian leaders have been, are, and will be, Peter is imperfect. And as all good Christian leaders are, Peter is well aware of his imperfections. The disciples too know who they are getting as their leader. They will not need—or be tempted—to elevate Peter into some semi-divine figure; they have seen him at his worst. Jesus forgives Peter because he loves him, because he knows that his friend needs forgiveness to be free, and because he knows that the leader of his church will need to forgive others many times. And Jesus forgives totally, going beyond what would be expected—going so far as to establish Peter as head of the church.11 It would have made more earthly sense for Jesus to appoint another, non-betraying apostle to head his church. Why give the one who denied him this important leadership role? Why elevate the manifestly sinful one over the rest? One reason may be to show the others what forgiveness is. In this way Jesus embodies the Father in the Parable of the Prodigal Son, who not only forgives the son, but also, to use a fishing metaphor, goes overboard. Jesus goes beyond forgiving and setting things right. A contemporary equivalent would be a tenured professor stealing money from a university, apologizing, being forgiven by the board of trustees, and then being hired as the school’s president. People would find this extraordinary—and it is. In response, Peter will ultimately offer his willingness to lay down his life for Christ. But on the shore of the Sea of Galilee, he can’t know the future. He can’t understand fully what he is agreeing to. Feed your sheep? Which sheep? The Twelve? The disciples? The whole world? This is often the case for us too. Even if we accept the call we can be confused about where God is leading us. When reporters used to ask the former Jesuit superior general Pedro Arrupe where the Jesuit Order was going, he would say, “I don’t know!” Father Arrupe was willing to follow, even if he didn’t know precisely what God had in mind. Peter says yes to the unknowable, because the question comes from Jesus. Both Christ’s forgiveness and Peter’s response show us love. God’s love is limitless, unconditional, radical. And when we have experienced that love, we can share it. The ability to forgive and to accept forgiveness is an absolute requirement of the Christian life. Conversely, the refusal to forgive leads ineluctably to spiritual death. You may know families in which vindictiveness acts like a cancer, slowly eating away at love. You may know people whose marriages have been destroyed by a refusal to forgive. One of my friends described a couple he knew as “two scorpions in a jar,” both eagerly waiting to sting the other with barbs and hateful comments. We see the communal version of this in countries torn by sectarian violence, where a climate of mutual recrimination and mistrust leads only to increasing levels of pain. The Breakfast by the Sea shows that Jesus lived the forgiveness he preached. Jesus knew that forgiveness is a life-giving force that reconciles, unites, and empowers. The Gospel by the Sea is a gospel of forgiveness, one of the central Christian virtues. It is the radical stance of Jesus, who, when faced with the one who denied him, forgave him and appointed him head of the church, and the man who, in agony on the Cross, forgave his executioners. Forgiveness is a gift to the one who forgives, because it frees from resentment; and to the one who needs forgiveness, because it frees from guilt. Forgiveness is the liberating force that allowed Peter to cast himself into the water at the sound of Jesus’s voice, and it is the energy that gave him a voice with which to testify to his belief in Christ.

when you're managing change, you have to accept the quieter spells and acknowledge that transformations take longer than a year.

And often we find that some of those who had accepted our leadership get tired of the struggle forward and succumb to the temptations of those who promise benefits for not struggling - or short cuts such as religious fundamentalism, nationalism or fascism

Leadership is the ability to enroll other people in your agenda. Meaningful acts of leadership usually cause people to accept some short-term pain (extra cost or effort, delayed gratification) in order to increase the long-term benefit. We need leadership for this, because we all tend to be short-term thinkers.

America, the richest nation in the world, indeed the richest in all history—its 125 million people possessed more real wealth and real income, per person and in total, than the people of any other country—was now paying the price for accepting too many get-rich-quick schemes, the damaging duels fought between bulls and bears, pool operations and manipulations, buying on overly slim margins securities of low and even fraudulent quality. The indecisive and sometimes misleading leadership from the business and political world had contributed to the nationwide stampede to unload.

Do what the society tells you and they would accept you as a member of society, but do what your mission tells you and they would place you on a pedestal as a torchbearer of society.

2. “Creating #Change in Leadership is not merely about the brilliance or fineness of intellectual propositions, but rather about; The #Sincerity of the leader and his #Intrinsic resolve to lend himself #wholly to the course in spite of the natural lure for ease and pleasure; It is about preserving the #Fervor and #Spirit of the collectively shared #Vision through accepting #Obligations that may sometimes disrupt personal liberty and comfort; It is about speaking through sweat drenched #Commitment and accomplishments rather than rationalizing indolence; It is about a religious devotion to the greater #Us, as against the “I”, “Me” or “Myself”... You may walk like #Cambridge, look like #Harvard and speak like the #Whitehouse, if you don’t have these fine character traits, you won't be able to chase a fly out of a toilet; for suits don't change anything, but people with a #Heart do

In the eyes of contemporary observers, such as Thucydides, as well as later historians, the advancement of Athenian hegemony depended upon a public-spirited, able elite at the helm and a demos willing to accept leadership. Conversely, the downfall of Athens was attributed to the wiles and vainglory of leaders who managed to whip up popular support for ill-conceived adventures.

The Marxist Mapam leader Simha Flapan,7 not an academic scholar, was the first historian to challenge the myths surrounding the 1948 war.8 Most of his theses were confirmed and elaborated upon by the other three historians. The New Historians disclosed how the Zionist leadership nominally accepted the UN Partition Plan but covertly agreed with King Abdullah to divide the area designed for a Palestinian state between Transjordan and Israel. Motivated to prevent the founding of a Palestinian state, Britain and the US supported the extension of the state of Israel into areas that were granted to the Palestinians; furthermore, they encouraged the rule of the Hashemites over the rest of the West Bank.

Legendary moments are granted to those who accept the moment and convert it into a story of courage.

Accept the blame and win the game We will find scores of opportunities to blame people and circumstances, but the one who wins is the one who accepts the blame and finds a solution to the problem. Most will either say the problem doesn't exist or blame others for it.

From these dimensions emerge the alternative identity and lifestyle or practices of these followers of Jesus: 1. Instead of looking to Abraham, Enoch, Moses, Baruch, Ezra, and Solomon, or to the synagogue's leadership, or to imperial ideology for revelations about acceptable teaching and praxis, this community looks to Jesus to manifest God's will. 2. Instead of commitment to the emperor as head of the empire, this community is to follow Jesus crucified by the empire (chs. 26-27). 3. Instead of embracing Pax Romana, this community encounters, proclaims and prays for God's empire (4:17; 6:10; 12:28; 24-25). 4. Instead of understanding the emperor as manifesting the will of the gods, this community finds God's saving presence and will manifested in Jesus, Emmanuel (1:23; passim; 18:20; 28:20). 5. Instead of gladly embracing imperial power, this community is to critique kingship and leadership (ch. 2; 14:1-12; 20:20-28; 27). 6. Instead of supporting imperial power as the sustainer of order, this community sides with the prophetic tradition (John the Baptist, ch. 3) in calling it to account.

Negativity can flow out of our spirits during these times of testing. The goal, however, is that in the midst of trials we open our spirits with affection, trusting His leadership without beginning to guard our hearts in fear of more hurt. When this happens, our woundedness affects our relationship with God, and our intimacy with Jesus can be hindered. Harboring offense in our hearts toward God wounds our love for Him, and the devil knows this very well.