Accessible Leadership Quotes

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillsets to ensure that the objective is accomplished.

At its essence, good leadership isn’t about being indispensable; it’s about helping others be prepared to possibly step into your shoes—giving them access to your own decision making, identifying the skills they need to develop and helping them improve, and, as I’ve had to do, sometimes being honest with them about why they’re not ready for the next step up.

Time is an unrenewable resource. You can’t get it back. All these things we’ve done to exchange information, to access information at our fingertips, have actually taken away our time for restoring the soul. You’re giving away your soul’s ability to be moved. If we’d spend more time in solitude, we’d value ourselves more.

People work harder, longer, and more creatively if they are motivated by the intrinsic pleasure of their work. Managers must do everything they can to make the value of jobs obvious and the joy in them accessible.

With no other accessible islands to colonize, the Moriori had to remain in the Chathams, and to learn how to get along with each other. They did so by renouncing war, and they reduced potential conflicts from overpopulation by castrating some male infants. The result was a small, unwarlike population with simple technology and weapons, and without strong leadership or organization.

The reason some people do not become great is because the met great people but asked the wrong questions. The problem here is not the absence of access, it is bad sense.

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.

If negative emotions have gain access into your heart, it is because you have given it attention. If memories of pain and hurt dominates your heart, it is because you gave them attention. How can a memory hurt you when it has only happened? It can only hurt you when you give it attention.

You know you left a toxic person when you're smiling more, laughing louder, opportunities come flooding in, looking great, feeling great and everything is in perfect balance even on the not so perfect days... Because these are the very things a toxic person drains from you. Revoke their VIP access from your life.

When women can decide whether and when to have children; when women can decide whether and when and whom to marry; when women have access to healthcare, do only our fair share of unpaid labor, get the education we want, make the financial decisions we need, are treated with respect at work, enjoy the same rights as men, and rise up with the help of other women and men who train us in leadership and sponsor us for high positions—then women flourish … and our families and communities flourish with us.

Further, in the modern story, reality is that which is observable, measurable, and repeatable - the kinds of phenomena available, accessible, and verifiable to the five senses. Thus, reality comes to equal the scientific method. It should come as no surprise that in such a world the life of the spirit is ignored or marginalized (as well as a great many other nonmaterial things.) This view of life subsequently birthed in human beings a ravenous materialism as matters of the soul were ignored or reinterpreted within this tightly controlled version of reality. When the life of the spirit is ignored, people will seek to feed the hunger of a neglected soul with the only nourishment available: in our context, the consumptive acquisition of material goods.

The open door is never behind you; the open door is always before you. Quit looking at your past life and mistakes. Look unto Jesus who is the Author and Perfector of our faith. Your open door is not in the opportunity you missed ten years ago, it is not in some stuffs behind you that you can't get back. You can't gain your access by giving attention to your past life. Your past days are behind you and what God has for you is in front of you. Just pay attention.

If I were not African, I wonder whether it would be clear to me that Africa is a place where the people do not need limp gifts of fish but sturdy fishing rods and fair access to the pond. I wonder whether I would realize that while African nations have a failure of leadership, they also have dynamic people with agency and voices.

Today knowledge has power. It controls access to opportunity and advancement. Knowledge has to be improved, challenged, and increased constantly, or it vanishes.

If subordinates, or people in general, know that they genuinely have easy access to their leader, they’ll tend to view the leader in a more positive, trustworthy light.

I’ve seen many times over the years how liars get so good at lying, they lose the ability to distinguish between what’s true and what’s not. They surround themselves with other liars. The circle becomes closer and smaller, with those unwilling to surrender their moral compasses pushed out and those willing to tolerate deceit brought closer to the center of power. Perks and access are given to those willing to lie and tolerate lies. This creates a culture, which becomes an entire way of life. The easy, casual lies—those are a very dangerous thing. They open up the path to the bigger lies, in more important places, where the consequences aren’t so harmless.

I’ve learned a simple and obvious truth from my own education experience: We have to give every kid in America the access to public education that I received. We need to place public education at the top of our priorities and the center of our national

The Saudis considered the petroleum under their soil a gift from God, but accessing its value laid within man’s capacity. Until the Saudis developed the capabilities themselves, they would simply import the human capital they needed to make that petroleum valuable. This meant importing Aramco to run the oil industry, IBI and, later, other companies to build modern cities and transportation, and even American financial advisors to create a modern banking system. The trick was to buy what they did not have from the outside, and then to make it their own.

I guess what concerned me most about the small lie was the danger of it becoming a habit. I’ve seen many times over the years how liars get so good at lying, they lose the ability to distinguish between what’s true and what’s not. They surround themselves with other liars. The circle becomes closer and smaller, with those unwilling to surrender their moral compasses pushed out and those willing to tolerate deceit brought closer to the center of power. Perks and access are given to those willing to lie and tolerate lies. This creates a culture, which becomes an entire way of life.

Most churches do not grow beyond the spiritual health of their leadership. Many churches have a pastor who is trying to lead people to a Savior he has yet to personally encounter. If spiritual gifting is no proof of authentic faith, then certainly a job title isn't either. You must have a clear sense of calling before you enter ministry. Being a called man is a lonely job, and many times you feel like God has abandoned you in your ministry. Ministry is more than hard. Ministry is impossible. And unless we have a fire inside our bones compelling us, we simply will not survive. Pastoral ministry is a calling, not a career. It is not a job you pursue. If you don’t think demons are real, try planting a church! You won’t get very far in advancing God’s kingdom without feeling resistance from the enemy. If I fail to spend two hours in prayer each morning, the devil gets the victory through the day. Once a month I get away for the day, once a quarter I try to get out for two days, and once a year I try to get away for a week. The purpose of these times is rest, relaxation, and solitude with God. A pastor must always be fearless before his critics and fearful before his God. Let us tremble at the thought of neglecting the sheep. Remember that when Christ judges us, he will judge us with a special degree of strictness. The only way you will endure in ministry is if you determine to do so through the prevailing power of the Holy Spirit. The unsexy reality of the pastorate is that it involves hard work—the heavy-lifting, curse-ridden, unyielding employment of your whole person for the sake of the church. Pastoral ministry requires dogged, unyielding determination, and determination can only come from one source—God himself. Passive staff members must be motivated. Erring elders and deacons must be confronted. Divisive church members must be rebuked. Nobody enjoys doing such things (if you do, you should be not be a pastor!), but they are necessary in order to have a healthy church over the long haul. If you allow passivity, laziness, and sin to fester, you will soon despise the church you pastor. From the beginning of sacred Scripture (Gen. 2:17) to the end (Rev. 21:8), the penalty for sin is death. Therefore, if we sin, we should die. But it is Jesus, the sinless one, who dies in our place for our sins. The good news of the gospel is that Jesus died to take to himself the penalty of our sin. The Bible is not Christ-centered because it is generally about Jesus. It is Christ-centered because the Bible’s primary purpose, from beginning to end, is to point us toward the life, death, and resurrection of Jesus for the salvation and sanctification of sinners. Christ-centered preaching goes much further than merely providing suggestions for how to live; it points us to the very source of life and wisdom and explains how and why we have access to him. Felt needs are set into the context of the gospel, so that the Christian message is not reduced to making us feel better about ourselves. If you do not know how sinful you are, you feel no need of salvation. Sin-exposing preaching helps people come face-to-face with their sin and their great need for a Savior. We can worship in heaven, and we can talk to God in heaven, and we can read our Bibles in heaven, but we can’t share the gospel with our lost friends in heaven. “Would your city weep if your church did not exist?” It was crystal-clear for me. Somehow, through fear or insecurity, I had let my dreams for our church shrink. I had stopped thinking about the limitless things God could do and had been distracted by my own limitations. I prayed right there that God would forgive me of my small-mindedness. I asked God to forgive my lack of faith that God could use a man like me to bring the message of the gospel through our missionary church to our lost city. I begged God to renew my heart and mind with a vision for our city that was more like Christ's.

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 guess what concerned me most about the small lie was the danger of it becoming a habit. I’ve seen many times over the years how liars get so good at lying, they lose the ability to distinguish between what’s true and what’s not. They surround themselves with other liars. The circle becomes closer and smaller, with those unwilling to surrender their moral compasses pushed out and those willing to tolerate deceit brought closer to the center of power. Perks and access are given to those willing to lie and tolerate lies. This creates a culture, which becomes an entire way of life. The easy, casual lies—those are a very dangerous thing. They open up the path to the bigger lies, in more important places, where the consequences aren’t so harmless.

I made a lot of mistakes along the way and wish I had access to the information in this book back then. Common traps were stepped in—like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).

The US was in tumultuous political turmoil, yet a physical revolution wouldn’t guarantee a change of leadership. This wasn’t about finger pointing at certain corrupt individuals who took over our government; it was about us all. Spiritual evolution through truth’s wisdom was the only way to peace. Wisdom was the only way humankind would think to stop following leaders hell-bent on enslaving us. Attuned with telepathy Marta added, “Freedom is a condition of the soul, not politics.

One of the most effective ways to gain acceptance of a philosophy is to show it in your daily actions. In order to stage your leadership style, you must have an audience. By entering your subordinate’s environment – by establishing frequent human contact – you create a sense of commitment, collaboration, and community. You also gain access to vital information necessary to make effective decisions. Additionally, when personal contact is not possible, you can send surrogates to the field to obtain information.

Some people compared the Trumpian response to COVID-19 to the Soviet government’s response to the catastrophic accident at the Chernobyl power plant in 1986. For once, such a comparison was not far-fetched. The people most at risk were denied necessary, potentially lifesaving information, and this was the government’s failure; there was rumor and fear on the one hand and dangerous oblivion on the other. And, of course, there was unconscionable, preventable tragedy. To be sure, Americans in 2020 had vastly more access to information than did Soviet citizens in 1986. But the Trump administration shared two key features with the Soviet government: utter disregard for human life and a monomaniacal focus on pleasing the leader, to make him appear unerring and all-powerful. These are the features of autocratic leadership.

Under this scenario, in sum, we would collectively stumble our way toward a fragmented, parochial, Big Brotherish kind of information system “characterized by supervision, regulation, constraint, and control.” Moreover, given his view of the world in 1979, Lick had to rate this possibility as far more likely than his optimistic projection. An integrated, open, universally accessible Multinet wouldn’t just happen on its own, he pointed out. It would require cooperation and effort on a time scale of decades, “a long, hard process of deliberate study, experiment, analysis, and development.” That process, in turn, could be sustained only by the forging of a collective vision, some rough consensus on the part of thousands or maybe even millions of people that an open electronic commons was worth having. And that, wrote Lick, would require leadership.

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

Well before the end of the 20th century however print had lost its former dominance. This resulted in, among other things, a different kind of person getting elected as leader. One who can present himself and his programs in a polished way, as Lee Quan Yu you observed in 2000, adding, “Satellite television has allowed me to follow the American presidential campaign. I am amazed at the way media professionals can give a candidate a new image and transform him, at least superficially, into a different personality. Winning an election becomes, in large measure, a contest in packaging and advertising. Just as the benefits of the printed era were inextricable from its costs, so it is with the visual age. With screens in every home entertainment is omnipresent and boredom a rarity. More substantively, injustice visualized is more visceral than injustice described. Television played a crucial role in the American Civil rights movement, yet the costs of television are substantial, privileging emotional display over self-command, changing the kinds of people and arguments that are taken seriously in public life. The shift from print to visual culture continues with the contemporary entrenchment of the Internet and social media, which bring with them four biases that make it more difficult for leaders to develop their capabilities than in the age of print. These are immediacy, intensity, polarity, and conformity. Although the Internet makes news and data more immediately accessible than ever, this surfeit of information has hardly made us individually more knowledgeable, let alone wiser, as the cost of accessing information becomes negligible, as with the Internet, the incentives to remember it seem to weaken. While forgetting anyone fact may not matter, the systematic failure to internalize information brings about a change in perception, and a weakening of analytical ability. Facts are rarely self-explanatory; their significance and interpretation depend on context and relevance. For information to be transmuted into something approaching wisdom it must be placed within a broader context of history and experience. As a general rule, images speak at a more emotional register of intensity than do words. Television and social media rely on images that inflamed the passions, threatening to overwhelm leadership with the combination of personal and mass emotion. Social media, in particular, have encouraged users to become image conscious spin doctors. All this engenders a more populist politics that celebrates utterances perceived to be authentic over the polished sound bites of the television era, not to mention the more analytical output of print. The architects of the Internet thought of their invention as an ingenious means of connecting the world. In reality, it has also yielded a new way to divide humanity into warring tribes. Polarity and conformity rely upon, and reinforce, each other. One is shunted into a group, and then the group polices once thinking. Small wonder that on many contemporary social media platforms, users are divided into followers and influencers. There are no leaders. What are the consequences for leadership? In our present circumstances, Lee's gloomy assessment of visual media's effects is relevant. From such a process, I doubt if a Churchill or Roosevelt or a de Gaulle can emerge. It is not that changes in communications technology have made inspired leadership and deep thinking about world order impossible, but that in an age dominated by television and the Internet, thoughtful leaders must struggle against the tide.

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

In the world of mental health, the lowest-functioning clients and the highest-functioning clients receive the worst care. The lowest-functioning clients typically struggle with serious mental illnesses that are maintained more than cured. And, because of downward drift that draws a disproportionate number of such patients into the lower income brackets, these clients often do not have access to top-notch care. The highest-functioning clients, on the other hand, usually have a lot going for them, including family or schools that connect them with private therapists when needed. These high-functioning clients are what therapists call YAVIS—young, attractive, verbal, intelligent, and successful—and these qualities bestow all sorts of social and psychological advantages. Being young means, as a colleague once put it, “that you haven’t completely screwed up your life yet.” Being verbal allows you to easily exchange a common currency with friends and bosses as you parlay being talkative into social status. Intelligence aids achievement and problem-solving, and even leadership. Successful people are generally brimming with confidence. And, as Aristotle said, “beauty is a greater recommendation than any letter of introduction.” So, YAVIS clients are well received nearly everywhere they go, and many therapists light up when one comes walking in the door. Still, there are two paths to being smart and charming when you are young: Life has been good or life has been bad. When life has been good, maybe someone goes to see a therapist for a while because some isolated thing is not currently going well. Most likely, the difficulty will be resolved quickly and the client will be on his way. When life has been bad, someone goes to see a therapist because even though things look pretty on the outside the person feels horrible on the inside, and this is a discrepancy that even many therapists cannot hold. Sometimes it is just too jarring to imagine that someone who seems so perfect has lived a life that has been so imperfect. What results is a therapy where the client’s image gets in the way of the help that he or she needs. The client has come to focus on what has not gone well, but the therapist is blinded by what has. Too often, being successful when you are young is about survival. Some people are good at hiding their troubles. They are good at “falling up.

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 idea of charismatic leadership dates back to Max Weber (1864–1920), the father of sociology. Describing leaders, he found it necessary to distinguish between formal leaders and those who led by personal charisma. The latter, he wrote, seemed “endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities … not accessible to the ordinary person.”5

Even at Yad Vashem, the country’s official Holocaust archive, museum and memorial in Jerusalem, the Auschwitz Report was filed away without the names of its authors. When historians referred to the report, they tended to speak of ‘two young escapees’ or ‘two Slovak escapees’ as if the identities of the men who had performed this remarkable deed were incidental. What might explain this relative lack of recognition? It certainly did not help Wetzler that he was out of sight of western writers and historians and, therefore, mostly out of mind. As for Rudi, while he was accessible, and a model interviewee, he was not an easy sell in Israel or in the mainstream Jewish diaspora. Those audiences would have thrilled to hear the story of his escape and his mission to tell the world of Auschwitz, but he never left it at that. He would not serve up a morally comfortable narrative in which the only villains were the Nazis. Instead he always insisted on hitting out at Kasztner and the Hungarian Jewish leadership, as well as the Jewish council in Slovakia. He faulted them for failing to pass on his report and, in the Slovak case, for compiling the lists that had put him on a deportation train in the first place.

About the Bacharach Leadership Group: Training for Pragmatic Leadership™ “Vision without execution is hallucination.”—Thomas Edison The litmus test of pragmatic leadership is results. The Bacharach Leadership Group (BLG) focuses on the skills necessary to lead and move agendas. Whether in corporations, nonprofits, universities, or entrepreneurial start-ups, BLG instructors train leaders in the core competencies necessary to execute change and innovation. At all levels of the organization, leaders must master ideation skills for innovation, political skills for moving change, negotiation skills for building support, coaching skills for engagement, and team leadership skills for going the distance. The BLG approach: 1. ASSESSMENT BLG will assess your organizational challenges and leadership needs. 2. ALIGNMENT BLG will align its training solutions with your organization’s challenges and culture. 3. TRAINING BLG training includes options for mixed-modality delivery, interactive activities, and collaboration with an emphasis on application. 4. OWNERSHIP BLG provides continuous follow-up, access to the exclusive BLG mobile apps library, and coaching. Whether delivering a complete leadership academy or a specific program or workshop, BLG will partner with you to get the results you need. To keep up to date with the BLG perspective, visit blg-lead.com or contact us at info@blg-lead.com.

And since human system levels are interconnected, Self-leadership at any level helps to heal all levels. We believe that each client who unburdens helps reduce the burden load of the planet, allowing all of us to have a little more access to the Self.

The simple solution was for Manchin to concede. He could just give Sinema her win—and find another way to pay for the bill. But Manchin wasn’t in a yielding mood. “I’m not going to let her define this bill,” he told Steve Ricchetti. To dislodge the pair of obstinate senators, Schumer enlisted Mark Warner, one of their fellow centrists. Warner considered both of them friends and had a history of skillfully steering them in leadership’s favored direction. Warner’s first task was getting Manchin to relent, which meant a late-night visit to his houseboat. A summer storm soaked Warner’s suit, and he lounged around in a borrowed T-shirt and a pair of Manchin’s flip-flops. “Show generosity of spirit,” he urged. He had an ally in Manchin’s wife, Gayle, who had access to emotional weaponry that Warner didn’t. “You can’t be greedy on this,” she told her husband. Having worked through his anger, Manchin could see that he had little choice but to grant Sinema her win.

Heaven is Under the Feet of Governments" is a groundbreaking exploration of how integrating spiritual values with secular governance can transform societies. Through the innovative Maqasid model, this book offers a holistic approach that addresses both material needs and spiritual fulfillment. Authored by Abdellatif Raji, it combines clear, accessible language with real-world applications and case studies, making complex concepts understandable for all readers. In an era demanding ethical leadership and social justice, this book provides practical solutions to modern governance challenges, promoting equity, sustainability, and inclusivity. It's a must-read for anyone passionate about creating a just and compassionate world.

The success of any leadership is best judged by how they improve service provision and access to basic services.

We’re swimming in an ocean of information like none of our ancestors before us. And this access to abundant sources of data presents a mixed blessing. There is so much competing information, both trivial and significant.

Hunter-gatherers are generally spared opportunistic leadership because the gap between rich and poor is so narrow—not surprising in economies that don't use currency or stockpile food. As soon as food can be monopolized, though, hunter-gatherers become just as unfair and stratified as everyone else. Archaeological evidence from across the Pacific Northwest indicates that some Native communities figured out how to restrict access to riverine salmon fisheries and quickly institute a powerful elite that built large houses, kept slaves, and passed wealth from generation to generation. But most Native peoples lived off the land in a way that could not be monopolized. A survey of several hundred tribes native to North America found that nearly 90 percent of the ones with no large food surpluses also had no political inequality. Conversely, social stratification was found in almost 90 percent of tribes that did stockpile food or monopolize its production.

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.

In short, confident workers access greater capability, producing more competent results that meet expectations more often.

That’s why, when it comes to generating business ideas, customers come first. Before the product or service. Even before the idea. To build a business, you need someone to sell to. I can’t tell you how many times someone has emailed me saying, “What do you think of this business idea?” My auto-reply? “Have you asked what the customer thinks?” Steve Jobs said, “You have to start with the customer experience and work backwards.” Jeff Bezos, too, insists everyone at Amazon use a Customer First Approach to generate ideas and decide which to develop. The first of his sixteen Leadership Principles—Customer Obsession—starts by saying, “Leaders start with the customer and work backwards.” Working backwards prioritizes access to a group of customers (a group you probably belong to) and focuses on an aspect of a customer’s life that doesn’t work. If you do it this way, you’re assured of nailing the three Ws of business right from the start: Who you are selling to What problem you’re solving Where they are Your goals in this chapter are to use the Customer First Approach, to narrow in on three markets that you’ll target, to use your knowledge and experience of these markets to generate lots of ideas, and then to choose the three you think are the most likely to succeed. It’s the first step in the three-part Million Dollar Weekend process, in which you’ll learn to sell ideas to a small early adopter group before you’ve built the product (or spent a cent) in order to validate that there is a market that will pay. Repeat, fast and cheap, until it hits. Experiment, experiment, experiment—BOOM!

It is never an idea, technology, market forces, or access to capital that makes a company innovative. What differentiates an innovative company from an average company is the people working inside the company.

Your listening, not your speaking, is your most direct access to leadership effectiveness.

The authors are from Australia, and in the vast Outback region ranchers are unable to control their livestock using fences. It’s just too big to keep the fences intact. The alternative approach is to simply provide accessible wells where the animals learn to find relief for their thirst. The ranchers know that if the well is the only place of refreshment and survival, the animals will naturally stay close.1

In the book The Shaping of Things to Come, by Alan Hirsch and Michael Frost, the authors provide a metaphor of how the blessing of the gospel naturally attracts others. The authors are from Australia, and in the vast Outback region ranchers are unable to control their livestock using fences. It’s just too big to keep the fences intact. The alternative approach is to simply provide accessible wells where the animals learn to find relief for their thirst. The ranchers know that if the well is the only place of refreshment and survival, the animals will naturally stay close.1

Electronic communication has transmuted conversations into durable and accessible records. Revisionist history has gone the way of the phone booth.

Once a message has been sent electronically, the writer has ceded power not just to the recipient, but to whomever the recipient chooses to forward the information. To access electronic communication is to control it. The recipient, not the writer, has power over future dissemination of the writer’s words.

I was not born with a silver spoon in my mouth, nor did I have access to information like you do today via the internet. I had to learn everything the hard way. And I had to become a scientist the old-fashioned way, which is, not through academia, but through trial and error. And my hardship opened up unforeseen gateways of perception in my mind. And through these gateways, today the whole world is able to see its inner self.

Facts and intuition are false opposites. Leaders should listen to their intuition and instincts and allow others to do the same because they are sub-conscious, fast ways of processing, aggregating and then accessing evidence to reach a swift conclusion. Trust your gut.

making devices immune to judicial orders was an important social value. This drove me crazy. I just couldn’t understand how smart people could not see the social costs to stopping judges, in appropriate cases, from ordering access to electronic devices.

I guess what concerned me most about the small lie was the danger of it becoming a habit. I’ve seen many times over the years how liars get so good at lying, they lose the ability to distinguish between what’s true and what’s not. They surround themselves with other liars. The circle becomes closer and smaller, with those unwilling to surrender their moral compasses pushed out and those willing to tolerate deceit brought closer to the center of power. Perks and access are given to those willing to lie and tolerate lies. This creates a culture, which becomes an entire way of life. The easy, casual lies—those are a very dangerous thing. They open up the path to the bigger lies, in more important places, where the consequences aren’t so harmless. * * *

the biggest leadership challenge of our times is not insufficient resources per se, but rather our inability to access the most valuable resources at our disposal.

Perhaps more concerning, though, is the fact that inclusion of people of color in power structures, particularly at the top, can paralyze reform efforts. People of color are often reluctant to challenge institutions led by people who look like them, as they feel a personal stake in the individual’s success. After centuries of being denied access to leadership positions in key social institutions, people of color quite understandably are hesitant to create circumstances that could trigger the downfall of “one of their own.” An

From this expanded meta-view, they notice patterns and cycles that they could not see when they were in the thick of the situation. Their instinct and intuition kick in, and they often have flashes of insight that were not accessible when they were too close to the circumstances. The

It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager’s ability to lead.

People like Monica and the entire Clinton Machine should never have had access to classified national security–related intelligence or enjoyed leadership positions. Their irresponsibility had consequences. Good men died from it—both in Mogadishu and Benghazi. We had friends die from exhaustion or from falling asleep at the wheel while ensuring the Secret Service mission of protecting the president. To die for a man of character—I can live with that. Scott Giambattista got shot to protect the president. Everyone watched the Clinton scandal shit show play out in Congress, in the media, and in the Oval Office, and every night in America’s living rooms. All the Clintons’ successes can be credited to men and women of character like Leon Panetta, Nancy Hernreich, and Betty Currie. The Clintons’ failures all point to themselves.

People like Monica and the entire Clinton Machine should never have had access to classified national security–related intelligence or enjoyed leadership positions. Their irresponsibility had consequences.

Knowing that organisations are at the core of our society, it then becomes clear that humanity needs these organisations to prosper. There, the creation of a transparent, accessible, dynamic and meritocratic organisation model can generate sustainable organisations and as a result, a sustainable society

Have you positioned yourself to be reachable and accessible by those you seek to serve and make an impact on? Do they know where and how to find you, either physically or in the cyber realm? If they cannot reach you for whatever reason, then you have not done your homework, because you are supposed to have a strategy to reach them before they can even look for you! Otherwise someone else will meet them along the way as they look for you.

People who have access to and control over their money will always prevail during challenging economic times.

Due to climate change and growing world population, the demand for vital requirements for human survival will continue to rise. If the world is not producing as much food as demanded, the prices will continue to rise affecting the poor and lower classes more, in every society. It is sad, looking at the shocking statistics of people who die every day as well as the spread of preventable diseases in developing nations, just because people do not have access to clean drinking water. So are we proud of our leadership contribution? Are we doing enough to increase food production, harvest rain water and replenish underground water reserves?

The African Challenge - We must end conflict in Africa. We must lead to allow the Africans to enjoy the benefits from their natural resources. We must end poverty in Africa. Every African must be educated, have access to health care and a fair chance to fulfil their dream. Preventable sickness and disease must not reduce life expectancy or rob pregnant women of a chance to continue living. Africa must develop. Africa must not depend on foreign aid. Africa must be united and governed more effectively. Africa must customize her leadership culture and philosophy in a way that gives her global relevance and respect but still remain true and authentic to herself. Will you accept the challenge? Will you be that Africa?

The phenomenon I’m describing, rooted so firmly in that primal human drive for self-preservation, probably doesn’t sound surprising: We all know that people bring their best selves to interactions with their bosses and save their lesser moments for their peers, spouses, or therapists. And yet, so many managers aren’t aware of it when it’s happening (perhaps because they enjoy being deferred to). It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager’s ability to lead.

But until the twentieth century there were few references of any kind to bushido. Some doubted its very existence. Professor Hall Chamberlain, in an essay The Invention of a New Religion, published in 1912, wrote: ‘Bushido, as an institution or a code of rules, has never existed. The accounts given of it have been fabricated out of whole cloth, chiefly for foreign consumption… Bushido was unknown until a decade or so ago.’12 It may have been a series of religious exercises, accessible to very few. At all events in the 1920s it was popularized as a code of military honour, identified with extreme nationalism and militarism, and became the justification for the most grotesque practices, first the murder of individuals, later mass-cruelty and slaughter. The ‘knights of bushido’ were the militant leadership of totalitarian Shintoism, the equivalent, in this oriental setting, of the ‘vanguard élites’ of Lenin and Mussolini, the blackshirts and brownshirts and Chekists of Europe.

You have a standing invitation to experience God's presence but you have to pay attention because attention creates access.

Tripp manipulated Monica, but Monica herself had manipulated her way to the president as much as the president schemed to ensnare her. I’d seen it all—or at least enough. But Monica was a pretty, spoiled girl; the president wasn’t. He knew damn well what he was doing to her emotionally and physically and to her reputation. He couldn’t have cared less. People like Monica and the entire Clinton Machine should never have had access to classified national security–related intelligence or enjoyed leadership positions. Their irresponsibility had consequences. Good men died from it—both in Mogadishu and Benghazi. We had friends die from exhaustion or from falling asleep at the wheel while ensuring the Secret Service mission of protecting the president. To die for a man of character—I can live with that. Scott Giambattista got shot to protect the president. Everyone watched the Clinton scandal shit show play out in Congress, in the media, and in the Oval Office, and every night in America’s living rooms. All the Clintons’ successes can be credited to men and women of character like Leon Panetta, Nancy Hernreich, and Betty Currie. The Clintons’ failures all point to themselves. The president and Mrs. Clinton were purely business partners. I believe from their movements and interactions that Mrs. Clinton knew of the affairs. But I do believe she was surprised by her partner’s stooping to romancing someone the age of their daughter and was furious that he besmirched the brand. Politically it was unthinkable. How could anyone excuse his womanizing and workplace conduct?

But how do you come ‘offline’ when so much of our daily lives is moving ‘online’? Every month new sites and online services are launched. If you need to check anything – about a new school for your children, medical treatment, tourist destination or recipe – you go online. Bill Gates put it so well when he called the Internet the ‘town square for the global village of tomorrow’. Could you spend a week or even a day without reading your emails, using social media or going online? Someone recently joked with me that having Internet access is more important than having food or water.

This rich array of innovation capabilities has already begun to transform many everyday products and some industrial ones. The following examples are all available today: E-cigarette— heats liquid into a nicotine-laced vapor instead of burning tobacco Digital billboard— senses who is viewing and responds to that person Smart soccer ball— reports its speed, direction, and other data to a mobile device Augmented-reality ski goggles— show a radar-like display of skiers’ locations Car smartphone remote control— provides access to the air conditioning controls or fuel gauge Robot golf course lawnmower— repeats perfect pattern cutting of greens Crypto currencies— substitute for conventional government-issued money Smart-home lightbulbs— set precise color hue and brightness remotely

Our survey measure rated three behavioral attributes of leadership inclusiveness: one, leaders were approachable and accessible; two, leaders acknowledged their fallibility; and three, leaders proactively invited input from other staff, physicians, and nurses. The concept of leadership inclusiveness thus captures situational humility coupled with proactive inquiry (discussed in the next section).

For all Franklin Roosevelt’s inspired leadership, in his last enfeebled months he never quite grasped that his decisions about grand strategy made in 1944–1945 (drawing down US troops in China, not occupying Prague, not entering accessible German territory, inviting the Russians into the war against the Japanese, little worry about a future Russian presence in Korea) would soon have not only postwar implications but consequences that were antithetical to Roosevelt’s own often idealistic views of a postwar permanent peaceful order.

12. “Opportunity comes dressed as #Work I strongly doubt if "opportunity" ever comes with the sweet taste of milk. Each time we say things are difficult, we are simply affirming a fundamental Truth that the moments of our lives, our active engagement of time, space are all founded on the platform called; Opportunity! It is the way God designed it to be, so that no one will suffer any disadvantage, so that the least capable will still be able to live a significantly successful life; if they can see the #opportunity clothed in the jacket of #work... When #opportunity calls only those with the right capacity can exploit it. As a young person, if you desire public leadership, then take time to build these 5 areas; Intellectual Capacity Emotional Capacity Relational Capacity Legal Capacity Moral Capacity The fact that the door is open doesn't mean you can walk through it; you will need the right of access and the acquisition of these values will naturally give you access to public leadership opportunities here in Nigeria and elsewhere

Expressive association In the United States, expressive associations are groups that engage in activities protected by the First Amendment – speech, assembly, press, petitioning government for a redress of grievances, and the free exercise of religion. In Roberts v. United States Jaycees, the U.S. Supreme Court held that associations may not exclude people for reasons unrelated to the group's expression. However, in the subsequent decisions of Hurley v. Irish-American Gay, Lesbian, and Bisexual Group of Boston, the Court ruled that a group may exclude people from membership if their presence would affect the group's ability to advocate a particular point of view. The government cannot, through the use of anti-discrimination laws, force groups to include a message that they do not wish to convey. However, this concept does not now apply in the University setting due to the Supreme Court's ruling in Christian Legal Society v. Martinez (2010), which upheld Hastings College of Law policy that the school's conditions on recognizing student groups were viewpoint neutral and reasonable. The policy requires student organizations to allow "any student to participate, become a member, or seek leadership positions, regardless of their status or beliefs" and so, can be used to deny the group recognition as an official student organization because it had required its members to attest in writing that "I believe in: The Bible as the inspired word of God; The Deity of our Lord, Jesus Christ, God's son; The vicarious death of Jesus Christ for our sins; His bodily resurrection and His personal return; The presence and power of the Holy Spirit in the work of regeneration; [and] Jesus Christ, God's son, is Lord of my life." The Court reasoned that because this constitutional inquiry occurs in the education context the same considerations that have led the Court to apply a less restrictive level of scrutiny to speech in limited public forums applies. Thus, the college's all-comers policy is a reasonable, viewpoint-neutral condition on access to the student organization forum.

A nation can be born in a day. The day righteousness is granted access and corruption is banned.

The following ad is also a Director of IT position dressed up as a CIO.  The position reports to the CFO creating a natural conflict between the requirements of the role to be strategic but being overruled all the time by the tactical view of the CFO. The CIO salary will also be depressed due to the lower rank and the person will not have proper access to the Provost and other VP level people who will be the CIO’s primary clients. Chances are very high the focus will be on the network infrastructure and maintenance – note the highlighting of the wired and wireless networks.

The first step is to simply be aware that you are in a process. We cannot change what we are not aware of. The second step is to get clear on your vision for your life. You can’t hit a target you don’t have. The third step is to get clear on exactly why you want what you want. When the why is greater than the what, the how doesn’t matter. The fourth step is to completely give up any attempt to force the outcome. Trust that it is all working in your favor. A mind that knows the sun is always out even when it’s storming, will always be connected to the light. Remember to trust the process. Inside of trust lies your faith. Inside of faith lies access to co-creation, and when co-creation is present, the miraculous in life occurs. Like my mom always says, “Do your part and God will handle the rest.

The sanctions pressing on individuals for good performance are, first, their own pride and conscience framed within adequate information that guides them and tells them how they are doing; second, the social pressure of peers whose own performance is interlinked with theirs and who have access to the common pool of information so that they know how their colleagues are doing; and finally, the last-resort authority of the superior officer, which, in a good institution, is rarely used. The value of coercive power is inverse to its use.

We all want to believe we’re indispensable. You have to be self-aware enough that you don’t cling to the notion that you are the only person who can do this job. At its essence, good leadership isn’t about being indispensable; it’s about helping others be prepared to step into your shoes—giving them access to your own decision-making, identifying the skills they need to develop and helping them improve, and sometimes being honest with them about why they’re not ready for the next step up.

Brent Ward, previously Principal of Chickasaw City School System, has decades of leadership experience. Prior to becoming Principal, Brent Ward oversaw a student body of 1,100 while enhancing access to wireless technology on campus. Brent facilitated positive community interaction with the school via multiple media avenues.

ANGER: Anger tells a leader that something is not, or is no longer, of service. Or, that something is not aligned, and must be changed or destroyed so that something more beneficial can replace it. This emotion tells a leader that a boundary needs to be set or an existing one is being violated. Without access to anger, leaders are dangerous because they don’t have a clear “NO.” They don’t have a “sword” for cutting and destroying when both are called for.

But none of us are called to sacrifice others to safeguard ourselves, no matter how important we may seem. The proper position of leadership is in front, partaking in the dangers of the lowliest of soldiers. This is what Jesus did, and it is the height of foolishness. May we, in our weakness, be granted to access such heights.

In the globalized era, Hamel and Prahalad wrote, a company would do best by focusing on what they called “core competencies.” They defined these competencies in three ways. “First, a core competence provides potential access to a wide variety of markets. Competence in display systems, for example, enables a company to participate in such diverse businesses as calculators, miniature TV sets, monitors for laptop computers, and automotive dashboards.” Second, “a core competence should make a significant contribution to the perceived customer benefits of the end product.” And finally, “a core competence should be difficult for competitors to imitate. And it will be difficult if it is a complex harmonization of individual technologies and production skills.” Few companies, Hamel and Prahalad wrote, could achieve world leadership in more than five or six competencies.

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.

The problem is not isolated to Southern Baptist churches; it is rampant. Unbalanced power in the church—caused by strict gender roles and a dearth of women leaders—is widespread and firmly rooted in most evangelical churches. The unsettling irony of complementarians favoring a male-dominated structure for church and society is that Jesus worked against such a structure during his ministry. In the story of the woman who crashed the Pharisee’s dinner party to anoint Jesus, Luke highlights how Jesus reverses the positions of the powerful, religious man and the shamed, sinful woman. He lifts up the faith and worth of the woman and demotes the leader from his position of honor and power. This, of course, was not the only time Jesus set men and women on equal footing. When he delayed a healing request from Jairus to speak and restore dignity to the bleeding woman of faith (Mark 5, Matt 9, Luke 8), Jesus gave a religious, male leader and a poor, female outcast equal attention in the kingdom (and equal access to health care). When he commended Mary as a disciple/rabbi in training (Luke 10), Jesus opened religious education and leadership to women. When he revealed his messianic identity first to the Samaritan woman at the well (John 4, a story we will study later), Jesus confirmed that women have equal access to the truth. When he entrusted the message of the resurrection to Mary Magdalene (John 20), Jesus demonstrated that the gospel message of the kingdom should be preached by women and men. In these and many other teaching moments, Jesus dismantles the idea that men should have the sole claim to authority and leadership in society.

And yet, so many managers aren’t aware of it when it’s happening (perhaps because they enjoy being deferred to). It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager’s ability to lead.

Global food insecurity is a stark reminder that in a world of abundance, there is a fundamental need to ensure the access to food in every community.

We start community projects not necessarily to get fame and fortune but to try to save lives or fulfill a crucial need. Often, we make ourselves vulnerable as part of that work. We have been raised to stay humble and accessible, or value that as a principle of accountable community leadership. And when we do something, the assumption is often Who does ze think ze is?

Leading from the front is cliché. I lead from the back to push you forward or be there to catch you. I lead from the side because Im your ally and here to serve you. Leaders are accessible at all times.

Too often the idea of a mentor is a self-limiting device that has most of us hunting for someone we'll never find because of access or because our chosen guide already has a waiting list. ... By narrowing our sense of what a mentor can be, we ignore those who are all around, ready to help us hone our skills and build our leadership capacity.

It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged.

Wikipedia: Iron law of oligarchy According to [Robert] Michels, all organizations eventually come to be run by a "leadership class", who often function as paid administrators, executives, spokespersons or political strategists for the organization. Far from being "servants of the masses", Michels argues this "leadership class", rather than the organization's membership, will inevitably grow to dominate the organization's power structures. By controlling who has access to information, those in power can centralize their power successfully, often with little accountability, due to the apathy, indifference and non-participation most rank-and-file members have in relation to their organization's decision-making processes. Michels argues that democratic attempts to hold leadership positions accountable are prone to fail, since with power comes the ability to reward loyalty, the ability to control information about the organization, and the ability to control what procedures the organization follows when making decisions. All of these mechanisms can be used to strongly influence the outcome of any decisions made 'democratically' by members. Michels stated that the official goal of representative democracy of eliminating elite rule was impossible, that representative democracy is a façade legitimizing the rule of a particular elite, and that elite rule, which he refers to as oligarchy, is inevitable.

Great creative ideas and pioneering intentions come to humanity not because we merely want them, but because we need them. They come first to the people who can access them because of high aspirations to help serve humanity and add more meaning to the world.

Law of Political Value: Excessive availability diminishes a politician's influence. Constant accessibility breeds entitlement, eroding respect and appreciation. By assuming perpetual availability, constituents undervalue leadership, weakening the politician's authority and impact. Strategic restraint in engagement preserves gravitas and power.

If you ask me, women are incredible strategists and are totally underutilized in our society. We make jokes about how their brains are always on, thinking of a million things at once, then we limit their access to leadership roles. It’s the fucking dumbest thing in the world. Totally counterintuitive. Those active brains help them see five steps ahead.

JetBlue Airways New York Office +1-833-694-0311 JetBlue Airways is headquartered in the Brewster Building, located at 27-01 Queens Plaza North in Long Island City, Queens, New York City. This historic seven-story structure, originally constructed in 1911 as an automobile assembly plant, now serves as the airline's corporate center. JetBlue consolidated its operations from previous locations in Forest Hills and Kew Gardens into this space in 2010, bringing together approximately 1,000 employees. The building's strategic location offers easy access to major transportation routes and is situated just six miles from the airline's primary hub at John F. Kennedy International Airport (JFK). Notably, JetBlue is the only major airline headquartered in New York City, underscoring its commitment to the region. The Brewster Building's rich history and central position make it an ideal base for the airline's corporate functions, including executive leadership, marketing, finance, and operations. For visitors or those seeking to contact JetBlue's corporate offices, the Brewster Building remains a prominent landmark in Long Island City's skyline.

JetBlue Airways New York Office +1-833-694-0311 JetBlue Airways New York Office JetBlue Airways is headquartered in the Brewster Building, located at 27-01 Queens Plaza North in Long Island City, Queens, New York City. This historic seven-story structure, originally constructed in 1911 as an automobile assembly plant, now serves as the airline's corporate center. JetBlue consolidated its operations from previous locations in Forest Hills and Kew Gardens into this space in 2010, bringing together approximately 1,000 employees. The building's strategic location offers easy access to major transportation routes and is situated just six miles from the airline's primary hub at John F. Kennedy International Airport (JFK). Notably, JetBlue is the only major airline headquartered in New York City, underscoring its commitment to the region. The Brewster Building's rich history and central position make it an ideal base for the airline's corporate functions, including executive leadership, marketing, finance, and operations. For visitors or those seeking to contact JetBlue's corporate offices, the Brewster Building remains a prominent landmark in Long Island City's skyline.

The second the secret is out, there’s no reason to keep the marked ones under supervision of leadership, and we’ll lose access to Basgiath’s forge.

The early stages of a person’s life are critical in shaping their sense of self-worth and belief in their own abilities. Childhood experiences, parental guidance, education, and societal norms all play a major part in building self-confidence or, conversely, instilling feelings of powerlessness. For instance, a child raised in an environment that rewards effort, provides resilient role models, and fosters personal growth through supportive societal structures is more likely to develop a strong belief in their ability to influence their own circumstances. This is often referred to as having an internal locus of control—the understanding that one’s actions can significantly shape their future. On the other hand, a child growing up in an environment burdened by unstable government policies, economic hardships, or societal systems that limit access to opportunities might come to believe that success hinges solely on forces beyond their control.