Advanced Leadership Quotes

The job facing production managers focuses on how to help their team maintain hope while also addressing the sometimes brutal or dismal facts of their situation. If the truth of their position remains unseen, they will never grow the skills necessary to resolve it.

When you give an assignment, don’t take it back!

If climate drives business results, what drives climate? 50-70% of how employees perceive their organization’s climate corresponds to the actions of one person: their manager.

Managing activities, not results, requires a comprehensive application of the skills inherent in gained ownership. It is the true test of your management abilities and will cause you the greatest amount of personal growth and satisfaction.

The bottom line in leadership isn't how far we advance ourselves but how far we advance others.

Working harder to achieve results usually results in frustration and failure. The focus of work is the activities that generate results, not the results themselves.

Many people view leadership the same way they view success, hoping to go as far as they can, to climb the ladder, to achieve the highest position possible for their talent. But contrary to conventional thinking, I believe the bottom line in leadership isn't how far we advance ourselves but how far we advance others. That is achieved by serving others and adding value to their lives.

Some of the greatest advances happen when people are bold enough to speak their truth and listen to others speak theirs.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

All the managers I interviewed had the same sense of identity and self-assurance. None of them were arrogant. Instead, they were clear about who they were and what needed accomplishing. They used that sense of self to engage their team and learn each team member’s strengths and contributions. Their courage and confidence were infectious to their team and to anyone who crossed their paths.

No state, no matter how advanced, is immune from flawed leadership, the erosion of political checks and balances, and the degradation of its institutions.

It's good to include playful and imaginative activities in business management. Managers of every business should be actively utilizing their imagination and directing that toward the advancement of the business. And incorporating playful activities into managerial routines is a good way to do that.

Anyone who wishes to advance our species or an institution must possess those qualities which those who have little sense of self will perceive as narcissistic. All this besides the fact that “arrogant,” “headstrong,” “narcissistic,” and “cold” will be the terms used against any person who tries to be more himself or herself.

Gender equality is not a belief, it is not an idea - it is a key element of the society that will define whether we the humans shall march ahead towards glory and advancement, or sink into the abyss of an existential doom.

The real asset of any advanced nation is its people, especially the educated ones, and the prosperity and success of the people are measured by the standard of their education.

Anyaele Sam Chiyson Leadership Law of Development: Surpassing leaders progress advancely from a lower to a higher state of leadership through leading other leaders the right way.

Anyaele Sam Chiyson Leadership Law of Advancement: Notable leaders chart the course of action that causes other leaders to progress toward reaching a goal and raising the status of power.

Good leadership isn’t about advancing yourself. It’s about advancing your team. The

Leadership is about advancing the team, not about advancing one’s self.

Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power argues that if corporations have 'person hood' under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classical signs of sociopathy: they are inherently amoral, they elevate their own interests above all others', and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths.

We have made mistakes. We haven’t always used our power wisely. We have abused it sometimes and we’ve been arrogant. But, as often as not, we recognized those wrongs, debated them openly, and tried to do better. And the good we have done for humanity surpasses the damage caused by our errors. We have sought to make the world more stable and secure, not just our own society. We have advanced norms and rules of international relations that have benefited all. We have stood up to tyrants for mistreating their people even when they didn’t threaten us, not always, but often. We don’t steal other people’s wealth. We don’t take their land. We don’t build walls to freedom and opportunity. We tear them down. To fear the world we have organized and led for three-quarters of a century, to abandon the ideals we have advanced around the globe, to refuse the obligations of international leadership for the sake of some half-baked, spurious nationalism cooked up by people who would rather find scapegoats than solve problems is unpatriotic. American nationalism isn’t the same as in other countries. It isn’t nativist or imperial or xenophobic, or it shouldn’t be. Those attachments belong with other tired dogmas that Americans consigned to the ash heap of history. We live in a land made from ideals, not blood and soil. We are custodians of those ideals at home, and their champion abroad.

Even on social and cultural matters Muhammad liked to engage with people and hear views, routinely publicly praising the view of the person who initiated the discussion or whose opinion eventually prevailed, even if it had differed from his own. He delighted in good ideas, and made sure everyone knew who had advanced them, without claiming them as his own. He believed that credit should go to whom it was due.

In the end, it is up to us to instruct, inspire, and encourage one another by what we do and how we live. We must all, in this sense, be activists. If we want more connection, we must work harder to connect with others. If we want more unity, we must work to be uniters. If we want more leadership, then we must lead. The most profound changes in our country have come when individuals joined with other individuals in the stubborn belief that they could make change.

Considering the timespan of human evolution and the vast potential of humankind -- as evidenced by great genius and leadership, inventions and discoveries, works of art and literature -- it is lamentable that the economic and political systems of 'advanced' cultures are still based on the unenlightened rationales that 'more is better' and 'might makes right.' In the name of 'survival of the fittest' and ensuring 'vital interests,' our economic system creates an ever-widening gap between rich and poor as it dismantles the environment upon which we all depend. Even 'lower' animals generally do not foul their own nests.

Anyone starting out to research for a doctorate degree should remember that hours of self centered work has the ability to be the spark for others to progress. All research is potentially useful to open doors or show others that door does not lead anywhere useful. Advancements happen by building on others research.

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

Understanding who you are is critical for your career advancement. Self-awareness helps you get ahead.

The bottom line in leadership isn’t how far we advance ourselves but how far we advance others.

His was the strong soul, gentle, but tempered with fire, fervent, heroic and good, the helper and friend of mankind. It is such as he who make progress possible.

Good governance is the art of putting wise thought into prudent action in a way that advances the well-being of those governed.

Remember all missional advancement always engages missional resistance.

Envy is highly destructive. Envious people seek lose-lose agreements.

All that we humans have achieved until now be it our space outreach or the most advanced automation, it is due to the power of our minds.

And when we talk about race today, with all the pain packed into that conversation, the Holy Spirit remains in the room, This doesn't mean the conversations aren't painful, aren't personal, aren't charged with emotion. But it does mean we can survive. We can survive honest discussions about slavery, about convict leasing, about stolen land, deportation, discrimination, and exclusion. We can identify the harmful politics of gerrymandering, voter suppression, criminal justice laws, and policies that disproportionately affect people of color negatively. And we can expose the actions of white flight, the real impact of all-white leadership, the racial disparity in wages, and opportunities for advancement. We can lament and mourn. We can be livid and enraged. We can be honest. We can tell the truth. We can trust that the Holy Spirit is here. We must. For only by being truthful about how we got here can we begin to imagine another way.

Sometimes leadership is thrust on those who are not ready for it. Few choose the responsibility.” Carrac glanced at Udor. “Some steal it for no reason than to advance their own desires.” “I

I’ve seen too many leaders misunderstand leadership for legacy. Even the most experienced leaders will divide instead of delegate and incite instead of unite to advance hidden personal agendas.

It is your duty to advance the aims of the organization and also to help those who serve it. If you once forfeit the confidence of your fellow citizens you can never regain their respect and esteem

Our imagination tells us that being as connected as we are—the ease of travel, technological advances and pooled intelligence—should have produced better results for more people than we’re now seeing.

In advanced societies it is not the race politicians or the "rights" leaders who create the new ideas and the new images of life and man. That role belongs to the artists and intellectuals of each generation. Let the race politicians, if they will, create political, economic or organizational forms of leadership; but it is the artists and the creative minds who will, and must, furnish the all important content. And in this role, they must not be subordinated to the whims and desires of politicians, race leaders and civil rights entrepreneurs whether they come from the Left, Right, or Center, or whether they are peaceful, reform, violent, non-violent or laissez-faire. Which means to say, in advanced societies the cultural front is a special one that requires special techniques not perceived, understood, or appreciated by political philistines.

although unexamined experience provides no advancement. Thirty years of experience at something, if not properly comprehended and applied, could result in no more than the equivalent of one year’s experience repeated thirty times.

The most impressive thing about this improvement in performance was that it did not come from a major process change or an advance in technology. Instead, it came through a leadership principle that has been around for ages: Simple.

When your feet hit the floor each morning, do you make your enemy the devil, say, “Oh crap, he’s up”? When you step out your door each day, do heaven, earth, and hell take notice? When you protect the woman under your care, can she do little to resist you? Do your children look to you with confidence? Do other men look to you as someone to emulate? Does your church call on you for strength and leadership? Are you a preserver of culture and a champion of society, one who keeps out evil and ushers in good? Are you a man who is fulfilling your destiny and able to satisfy the woman in your life? More than all of that, though, when God searches for a man to advance His kingdom, does He call your name?

Men speak of God’s love for man… but if providence does not come in this hour, where is He then? My conclusion is simple. The Semitic texts from Bronze Age Palestine of which Christianity is comprised still fit uncomfortably well with contemporary life. The Old Testament depicts a God capricious and cruel; blood sacrifice, vengeance, genocide; death and destruction et al. Would He not approve of Herr Hitler and the brutal, tribalistic crusade against Hebrews and non-Christian ‘untermensch?’ One thing is inarguable. His church on Earth has produced some of the most vigorous and violent contribution to the European fascist cause. It is synergy. Man Created God, even if God Created Man; it all exists in the hubris and apotheosis of the narcissistic soul, and alas, all too many of the human herd are willing to follow the beastly trait of leadership. The idea of self-emancipation and advancement, with Europe under the jackboot of fascism, would be Quixotic to the point of mirthless lunacy.

At the time of the 1 996 terror bombing in Oklahoma City, I heard a radio commentator announce: "Lenin said that the purpose of terror is to terrorize." U.S. media commentators have repeatedly quoted Lenin in that misleading manner. In fact, his statement was disapproving of terrorism. He polemicized against isolated terrorist acts which do nothing but create terror among the populace, invite repression, and isolate the revolutionary movement from the masses. Far from being the totalitarian, tight-circled conspirator, Lenin urged the building of broad coalitions and mass organizations, encompassing people who were at different levels of political development. He advocated whatever diverse means were needed to advance the class struggle, including participation in parliamentary elections and existing trade unions. To be sure, the working class, like any mass group, needed organization and leadership to wage a successful revolutionary struggle, which was the role of a vanguard party, but that did not mean the proletarian revolution could be fought and won by putschists or terrorists.

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

Certainly, experience is a large ingredient, although unexamined experience provides no advancement. Thirty years of experience at something, if not properly comprehended and applied, could result in no more than the equivalent of one year’s experience repeated thirty times.

There are, essentially, two compelling reasons why I believe the reading public should care about Fred and his work: First, he recognized the critical importance of learning during the earliest years. No one better understood how essential it is for proper social, emotional, cognitive, and language development to take place in the first few years of life. And no one did more to convince a mass audience in America of the value of early education. Second, he provided, and continues to provide, exemplary moral leadership. Fred Rogers advanced humanistic values because of his belief in Christianity, but his spirituality was completely eclectic; he found merit in all faiths and philosophies. His signature value was human kindness; he lived it and he preached it, to children, to their parents, to their teachers, to all of us everywhere who could take the time to listen.

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.

For nearly two years, under Lyndon Johnson’s domestic leadership, Republicans and Democrats had toiled together to engineer the greatest advances in civil rights since the Civil War and to launch a comprehensive, progressive vision of American society that would leave a permanent imprint on the national landscape.

A leader should surround himself with persons who fit his requirements and standards—and then turn them loose to do their jobs. When you identify a toxic subordinate leader within your ranks, remove them. If you cannot remove them, reassign them to a role where their toxicity can be minimized. Their duty at their level was just as important as my duty at my level. Leaders lead from the front; managers lead from the rear. When the battle is over, there must be plans (made in advance) for follow-on actions. A leader must have clearly defined objectives. He must ensure these objectives are clearly understood by his subordinate leaders.

This is preeminently the time to speak the truth, the whole truth, frankly and boldly. Nor need we shrink from honestly facing conditions in our country today. This great Nation will endure as it has endured, will revive and will prosper. So, first of all, let me assert my firm belief that the only thing we have to fear is fear itself—nameless, unreasoning, unjustified terror which paralyzes needed efforts to convert retreat into advance. In every dark hour of our national life a leadership of frankness and vigor has met with that understanding and support of the people themselves which is essential to victory. I am convinced that you will again give that support to leadership in these critical days.

I read about a number of generals and colonels who are said to have wandered about exhorting the troops to advance. That must have been very inspirational! I suspect, however, that the men were more interested and more impressed by junior officers and NCOs who were willing to lead them rather than having some general pointing out the direction in which they should go.

I do have a bias for which I am unapologetic... for driving investment toward technological advancements... that help people create, connect, and become more productive rather than software that is simply entertaining—memes for conspicuous consumption. Spillover effects on the economy are pretty limited for technologies that don't foster a more equitable ratio of consumption to creation.

Brown believed that technological superiority was imperative to military dominance, and he also believed that advancing science was the key to economic prosperity. “Harold Brown turned technology leadership into a national strategy,” remarks DARPA historian Richard Van Atta. Despite rising inflation and unemployment, DARPA’s budget was doubled. Microprocessing technologies were making stunning advances. High-speed communication networks and Global Positioning System technologies were accelerating at whirlwind speeds. DARPA’s highly classified, high-risk, high-payoff programs, including stealth, advanced sensors, laser-guided munitions, and drones, were being pursued, in the black. Soon, Assault Breaker technology would be battle ready. From all of this work, entire new industries were forming.

My early years with my Marines taught me leadership fundamentals, summed up in the three Cs. The first is competence. Be brilliant in the basics. Don’t dabble in your job; you must master it. That applies at every level as you advance. Analyze yourself. Identify weaknesses and improve yourself. If you’re not running three miles in eighteen minutes, work out more; if you’re not a good listener, discipline yourself;

Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

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

Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power argues that if corporations have 'person hood' under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classical signs of sociopathy: they are inherently amoral, they elevate their own interests above all others', and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths.

When countries negotiate with one another, they typically operate as if they are opponents in a chess match or merchants in a bazaar in which maximizing one’s own benefit is the sole objective. Smart leaders know their own countries’ vulnerabilities, take advantage of others’ vulnerabilities, and expect the other countries’ leaders to do the same. Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

Obama occasionally pointed out that the post–Cold War moment was always going to be transitory. The rest of the world will accede to American leadership, but not dominance. I remember a snippet from a column around 9/11: America bestrides the world like a colossus. Did we? It was a story we told ourselves. Shock and awe. Regime change. Freedom on the march. A trillion dollars later, we couldn’t keep the electricity running in Baghdad. The Iraq War disturbed other countries—including U.S. allies—in its illogic and destruction, and accelerated a realignment of power and influence that was further advanced by the global financial crisis. By the time Obama took office, a global correction had already taken place. Russia was resisting American influence. China was throwing its weight around. Europeans were untangling a crisis in the Eurozone. Obama didn’t want to disengage from the world; he wanted to engage more. By limiting our military involvement in the Middle East, we’d be in a better position to husband our own resources and assert ourselves in more places, on more issues. To rebuild our economy at home. To help shape the future of the Asia Pacific and manage China’s rise. To open up places like Cuba and expand American influence in Africa and Latin America. To mobilize the world to deal with truly existential threats such as climate change, which is almost never discussed in debates about American national security.

When Dr Sarabhai gave shape to a vision to develop rockets in India, he was questioned, along with the political leadership, on the relevance of such a programme when a vast majority in the country was battling the demons of hunger and poverty. Yet, he was in agreement with Jawaharlal Nehru that India could only play a meaningful role in the affairs of the world if the country was self-reliant in every manner, and should be able to apply advanced technologies to alleviate real-life problems. Thus our space programme was never simply a desire to be one among an elite group of nations, neither was it a matter of playing catch-up with other countries. Rather, it was an expression of the need for developing indigenous capabilities in telecommunications, meteorology and education.

There are several explanations offered as to why women have lower aspirations than men, including that women feel there is a lack of fit between themselves (their personal characteristics) and senior leadership positions, which are often characterized in highly masculine terms; women feel there are too many obstacles to overcome; women do not want to prioritize career over family; women place less important than do men on job characteristics common to senior roles, such as high pay, power, and prestige; gender role socialization influences girls' and women's attitudes and choices about occupational achievement; and women are more often located in jobs that lack opportunities for advancement and they lower their aspirations in response to this disadvantageous structural position. (p.191)

I’ve written about the giving of trust as though it were a simple formula for building loyalty. But it isn’t simple at all. The talent that is an essential ingredient of leadership tells the leader whom to trust and how much to trust and when to trust. The rule is (as with children) that trust be given slightly in advance of demonstrated trustworthiness. But not too much in advance. You have to have an unerring sense of how much the person is ready for. Setting people up for failure doesn’t make them loyal to you; you have to set them up for success. Each time you give trust in advance of demonstrated performance, you flirt with danger. If you’re risk-averse, you won’t do it. And that’s a shame, because the most effective way to gain the trust and loyalty of those beneath you is to give the same in equal measure.

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.

The US administration constantly sought to advance its misplaced messianic quest for a magical peace via “courageous” acts on the part of Israel’s leaders, even if these acts meant political suicide. Would American presidents consider taking “courageous actions,” such as, to use a historical example, far-reaching concessions to the Soviet Union if Congress could remove them from office the next day? Of course not. Yet this didn’t prevent American presidents and their envoys from attempting to tutor Israeli prime ministers, especially me, about the need for “courage” and “leadership.” I was being lectured about courage from people who had neither risked their own lives in war nor their political lives. When such “leadership” wasn’t forthcoming from me, this was proof of a clear failure of character by a politician guided solely by cynical and personal interests. The conflict between national necessity and political survival is as old as democracy itself, but it didn’t apply here. What stood in the way of the concessions I was pressed to make was simply my belief that they would greatly endanger Israel. So why make them? This too has eluded many American pundits. They might have noted that when I did believe certain measures were vital for Israel’s future, I didn’t hesitate to take them.

I will begin by describing the nature of an emotional regression and showing how in any society, no matter how advanced its state of technology, chronic anxiety can induce an approach to life that is counter-evolutionary. One does not need dictators in order to create a totalitarian (that, is totalistic) society. Then, employing five characteristics of chronically anxious personal families, I will illustrate how those same characteristics are manifest throughout the greater American family today, demonstrating their regressive effects on the thinking and functioning, the formation and the expression, of leadership among parents and presidents. Those five characteristics are:    1. Reactivity: the vicious cycle of intense reactions of each member to events and to one another.    2. Herding: a process through which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members.    3. Blame displacement: an emotional state in which family members focus on forces that have victimized them rather than taking responsibility for their own being and destiny.    4. A quick-fix mentality: a low threshold for pain that constantly seeks symptom relief rather than fundamental change.    5. Lack of well-differentiated leadership: a failure of nerve that both stems from and contributes to the first four. To

The more the State of Israel relied on force to manage the occupation, the more compelled it was to deploy hasbara. And the more Western media consumers encountered hasbara, the more likely they became to measure Israel’s grandiose talking points against the routine and petty violence, shocking acts of humiliation, and repression that defined its relationship with the Palestinians. Under the leadership of Prime Minister Benjamin Netanyahu, a professional explainer who spent the early years of his political career as a frequent guest on prime time American news programs perfecting the slickness of the Beltway pundit class, the Israeli government invested unprecedented resources into hasbara. Once the sole responsibility of the Israeli foreign ministry, the task of disseminating hasbara fell to a special Ministry of Public Diplomacy led by Yuli Edelstein, a rightist settler and government minister who called Arabs a “despicable nation.” Edelstein’s ministry boasted an advanced “situation room,” a paid media team, and coordination of a volunteer force that claimed to include thousands of volunteer bloggers, tweeters, and Facebook commenters fed with talking points and who flood social media with hasbara in five languages. The exploits of the propaganda soldiers conscripted into Israel’s online army have helped give rise to the phenomenon of the “hasbara troll,” an often faceless, shrill and relentless nuisance deployed on Twitter and Facebook to harass public figures who expressed skepticism of official Israeli policy or sympathy for the Palestinians.

Letter to the tech giants: When fame and abundance kiss somebody’s feet before that person is wise enough, he or she is very likely to lose track of what’s necessity and what’s luxury. And modern society is filled with examples of such intelligent stupidity – stupidity that is carried out by apparently smart humans. Because being smart is not the same as being wise. The world has enough smartness, but not enough wisdom to bring that smartness into proper productive practice – and I mean productive practice not sophisticated practice – there is a difference. A person smart enough to visualize a Falcon rocket engine can easily pinpoint the locations of various organizations that spread terrorism, yet the person chooses to explore the space further instead of prioritizing the technological advantages to first fix real issues of the human society that inflict harm to the humans every walk of the way. The world is a miserable place not because we have lack of resources, but because those who have an abundance of resources do not have the slightest idea of true human need. The resources needed for colonizing Mars if put to proper practice can fix the world’s global warming issues – it can fix the world’s climate change issues – it can fix the world’s terrorism issues, yet people are more interested in the pompous idea of living in Mars for whatever reason, instead of paying attention to improving human condition on earth. I am not against technological advancement, for I am a scientist, but my soul aches when I see smart people are dumb enough to chase after illusory glory of doing something different and innovative instead of focusing the powers of their soul on cleaning up the misery business on earth. You can, yet you don’t. Why? Smartness without wisdom is stupidity. You are smart – yes indeed – but I am sorry – you are stupid at the same time. How can you dream of having a cheese burger on Mars when your own kind on Earth is suffering! How can you think of taking rich kids into the orbit just so they can admire the beauty of earth from the heavens, when that very earth is infested with the primordial evils of human character! Awaken the human within you my friend, and pay attention. Awaken the human within and let it consume all the miseries from the world that you live in. Say a member of your family falls ill, would you ignore his or her misery completely just because you want to make life more comfortable for others than it already is, or would you first try everything in your capacity in order to heal your loved one! Be wise my friend, for it is not enough to be smart. You are smart – there is no doubt about that – so utilize that smartness for humanity and heal your own kind. Heal your kind with your capacity my friend. It is wailing for healers – not some delusional faith healers, but real tangible healers. Would you not do anything! Would you not give your soul to fix the broken soul of this world! Arise my friend, Awake my friend and work for humanity, not to make it sophisticated, but to make it peaceful first. Remember, humanity first, then everything else. Peace first, sophistication later. Harmony first, luxury later.

Both we and the Drakon look alike externally and we both look like humans. The difference between the two of us is that we, as Nomorians, are a peaceful species who spent their time and energy on scientific advancements. Drakons, on the other hand, are mainly about military and weaponry and going into wars. They were not like this hundreds of years ago but some dramatic event changed all of their priorities and made them what they are now. That is a story that we can discuss later. “They went to wars under the leadership of Zondar. He was a fearless immortal who had been leading Drakons for hundreds of years. No one knew the truth about where he came from or how he became immortal but the Drakons feared and respected him very much. “Due to the fact that we are a peaceful species and our main focus was on the welfare of our kind, except for a small army that we had, we did not have enough firepower to win such a war. “If Gonar had not encouraged the twelve councilors of Nomory to listen to me and start building a weaponry science department, we would not have the chance to escape from our planet. We would have been killed immediately after the invasion. “During my last meeting with the councilors and because all the signs showed we were going to lose this war, I suggested to send one hundred of our best scientists covered by our small army to another planet which we called Bluwenda, the name we used for planet Earth. The idea was to send them to Earth, twenty years in the past to give them a chance to build a stronger army with more advanced weaponry in case we lost the war. So we would be ready to repel the attack and win

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

This is an essential lesson for anyone who yearns to lead. The temptation, especially in times of discouragement and failure, is to leap into the first opportunity that comes our way, to do something—anything—that may advance our mission. But this is not, as Douglass realized, right action for leaders. Right action requires taking a long pause and considering how one can do the most good. This always entails putting one’s gifts and experience to their best use.

Whatever their fears about the war’s resolution, most Japanese were inclined to see it as a war of liberation not only for Japan but for the whole of Asia. This was understandable, especially for soldiers. Who would not prefer to believe that one was dying for a meaningful cause, rather than a misguided one? Sure enough, the so-called Greater East Asia Coprosperity Sphere began with great fanfare as the Western colonial possessions fell one by one to Japanese military advances from late 1941 to early 1942. Almost all the nations in the sphere—including Burma (now Myanmar), British Malaya (Malaysia and Singapore), the Dutch East Indies (Indonesia), French Indochina (Vietnam, Cambodia, and Laos), and the Philippines—had been part of Western colonial empires (though the last was no longer a colony at the time of Japanese invasion). So the Japanese occupiers could conveniently claim that they were finally freeing their oppressed Asian brothers and sisters in order to help them reorganize their societies into a viable cultural, economic, and political bloc under Japan’s leadership. Though cloaked by a veneer of a civilizing mission, however, the sphere was first and foremost about Japanese economic imperialism, meant to strengthen its hold over much of the Southesast and East Asian resources needed for Japan to continue fighting. That need would grow all the more pressing with time. The

The first was the significance of assessing one’s work in terms of its tangible consequences. He’d arrived in the United States an accomplished intellectual; he returned home concerned with what his theology and faith meant in the real world. As Germany’s situation grew darker in the mid-1930s, this interest deepened. Bonhoeffer came to see his work—as minister, activist, and eventually political resister—in relation to its tangible impact. What lessons did Christianity offer to a nation controlled by the Third Reich? How was a follower of Christ to advance righteousness in the face of Nazi atrocities? The genesis of these questions dated directly to his year in New York.

The Democratic Party leadership has gone out of its way to develop programs (sanctuary cities. DACA, and the like) to attract Latino votes, literally at the expense of opportunities for African Americans.

Leadership Wisdom refers to authenticity, compassion, insight, discernment, selflessness, purpose-driven behavior, and making decisions for the greater good over the advancement of the self. We can only develop wisdom as we learn to let go of our defenses and act out of choice rather than defensiveness. Robertson, Susan . Real Leadership: Waken To Wisdom . The Books Factory. Kindle Edition.

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.

Here are the ominous parallels. Our universities are strongholds of German philosophy disseminating every key idea of the post-Kantian axis, down by now to old-world racism and romanticist technology-hatred. Our culture is modernism worn-out but recycled, with heavy infusions of such Weimarian blends as astrology and Marx, or Freud and Dada, or “humanitarianism” and horror-worship, along with five decades of corruption built on this kind of base. Our youth activists, those reared on the latest viewpoints at the best universities, are the pre-Hitler youth movement resurrected (this time mostly on the political left and addicted to drugs). Our political parties are the Weimar coalition over again, offering the same pressure-group pragmatism, and the same kind of contradiction between their Enlightenment antecedents and their statist commitments. The liberals, more anti-ideological than the moderate German left, have given up even talking about long-range plans and demand more controls as a matter of routine, on a purely ad hoc basis. The conservatives, much less confident than the nationalist German right, are conniving at this routine and apologizing for the remnants of their own tradition, capitalism (because of its clash with the altruist ethics)—while demanding government intervention in or control over the realms of morality, religion, sex, literature, education, science. Each of these groups, observing the authoritarian element in the other, accuses it of Fascist tendencies; the charge is true on both sides. Each group, like its Weimar counterpart, is contributing to the same result: the atmosphere of chronic crisis, and the kinds of controls, inherent in an advanced mixed economy. The result of this result, as in Germany, is the growth of national bewilderment or despair, and of the governmental apparatus necessary for dictatorship. In America, the idea of public ownership of the means of production is a dead issue. Our intellectual and political leaders are content to retain the forms of private property, with public control over its use and disposal. This means: in regard to economic issues, the country’s leadership is working to achieve not the communist version of dictatorship, but the Nazi version. Throughout its history, in every important cultural and political area, the United States, thanks to its distinctive base, always lagged behind the destructive trends of Germany and of the rest of the modern world. We are catching up now. We are still the freest country on earth. There is no totalitarian (or even openly socialist) party of any size here, no avowed candidate for the office of Führer, no economic or political catastrophe sufficient to make such a party or man possible—so far—and few zealots of collectivism left to urge an ever faster pursuit of national suicide. We are drifting to the future, not moving purposefully. But we are drifting as Germany moved, in the same direction, for the same kind of reason.

In addition to a successful 35-year career in the pharmaceutical industry, Carolyn Smith-Barrett is passionate about giving back as a mentor and coach. She enjoys mentoring other professionals who are seeking to develop leadership skills and advance their careers and has also mentored veterans looking to transition into civilian life.

Setting an example through action rather than words will always be the most potent form of leadership, and it's available to all of us. You don't have to be a great public speaker or have an advanced degree. Those things are fine and have their place, but the best way to lead a group is to simply live the example and show your team or classmates, through dedication, effort, performance, and results, what is truly possible. p241

The key to market leadership is consistent high performance over the long haul. The Boeing Company survived as an industry leader for over a century in the exact same manner--by designing and building the finest and most-advanced aerospace products known to mankind.

To invent you have to experiment, and if you know in advance that it’s going to work, it’s not an experiment.

During the modern period and particularly in the last two centuries in most Western countries there has developed a broad consensus in favor of the political philosophy known as “liberalism.” The main tenets of liberalism are political democracy, limitations on the powers of government, the development of universal human rights, legal equality for all adult citizens, freedom of expression, respect for the value of viewpoint diversity and honest debate, respect for evidence and reason, the separation of church and state, and freedom of religion. These liberal values developed as ideals and it has taken centuries of struggle against theocracy, slavery, patriarchy, colonialism, fascism, and many other forms of discrimination to honor them as much as we do, still imperfectly, today. . . . However, we have reached a point in history where the liberalism and modernity at the heart of Western civilization are at great risk on the level of the ideas that sustain them. The precise nature of this threat is complicated, as it arises from at least two overwhelming pressures, one revolutionary and the other reactionary, that are waging war with each other over which illiberal direction our societies should be dragged. Far-right populist movements claiming to be making a last desperate stand for liberalism and democracy against a rising tide of progressivism and globalism are on the rise around the world. They are increasingly turning toward leadership in dictators and strongmen who can maintain and preserve “Western” sovereignty and values. Meanwhile, far-left progressive social crusaders portray themselves as the sole and righteous champions of social and moral progress without which democracy is meaningless and hollow. These, on our furthest left, not only advance their cause through revolutionary aims that openly reject liberalism as a form of oppression, but they also do so with increasingly authoritarian means seeking to establish a thoroughly dogmatic fundamentalist ideology regarding how society ought to be ordered.

Life is like a boardgame. Advancing forward is the key.

Study the lives of the greatest men and women of the past by consuming their autobiographies during the ‘Grow’ pocket. Learn about the latest advancements in psychology. Devour works on innovation and communication, productivity and leadership, prosperity and history. And watch documentaries on how the best do what they do—and grew into who they are. Listen to audiobooks on personal mastery, creativity and business-building.

The crude ideas advanced by many of the successful mass movement leaders of our time incline one to assume that a certain coarseness and immaturity of mind is an asset to leadership. However, it was not the intellectual crudity of an Aimee McPherson or a Hitler which won and held their following but the boundless self-confidence which prompted these leaders to give full rein to their preposterous ideas. A genuinely wise leader who dared to follow out the course of his wisdom would have an equal chance of success. The quality of ideas seems to play a minor role in mass movement leadership. What counts is the arrogant gesture, the complete disregard of the opinion of others, the singlehanded defiance of the world.

When a society (or any institution) is in a state of emotional regression, it will put its technological advances to the service of its regression, so that the more it advances on one level the more it regresses on another.

Our only chance at dismantling racial injustice is being more curious about its origins than we are worried about our comfort. It’s not a comfortable conversation for any of us. It is risky and messy. It is haunting work to recall the sins of our past. But is this not the work we have been called to anyway? Is this not the work of the Holy Spirit to illuminate truth and inspire transformation? It’s haunting. But it’s also holy. And when we talk about race today, with all the pain packed into that conversation, the Holy Spirit remains in the room. This doesn’t mean the conversations aren’t painful, aren’t personal, aren’t charged with emotion. But it does mean we can survive. We can survive honest discussions about slavery, about convict leasing, about stolen land, deportation, discrimination, and exclusion. We can identify the harmful politics of gerrymandering, voter suppression, criminal justice laws, and policies that disproportionately affect people of color negatively. And we can expose the actions of white institutions—the history of segregation and white flight, the real impact of all-white leadership, the racial disparity in wages, and opportunities for advancement. We can lament and mourn. We can be livid and enraged. We can be honest. We can tell the truth. We can trust that the Holy Spirit is here. We must. For only by being truthful about how we got here can we begin to imagine another way.

Shortly before his death, Genghis Khan requested that his third son, Ogadai, be named to succeed him. It was a wise choice, for Ogadai became a brilliant general in his own right. Under his leadership, the Mongol armies continued to advance in China, completely overran Russia, and advanced into Europe

Kennon Smith in their delineating of critical issues in education through the studio. Central to their investigation is a connection with other fields of design and bringing common essential characteristics to the field of instructional design. Design and narrative meet in two chapters. In the first, Katherine Cennamo relates her experiences in pairing two design forms in a multidisciplinary design studio. Not all design work is alike and different cultures exist in different disciplines. At the same time, there are lessons to be learned through this innovative studio environment. Subsequently, Wayne Nelson and David Palumbo present the crossover of an interactive design firm to engagement with instructional design. Blending processes and ideas from product design and user-experience design informs their work, beginning from their entertainment-oriented experience and moving toward an educational product. How people design—whether they are instructional designers, architects, or end users—is a valuable base for practice and education. Chapters by Lisa Yamagata-Lynch and Craig Howard examine the design process using different methods of inquiry, but both help us in our quest for understanding. While Yamagata-Lynch uses Cultural Historical Activity Theory to examine design from an end-user point of view, Howard builds on an extensive use of the case study method to examine our own practices of instructional design. As we have seen in these chapters, instructional design is a diverse field and, while the specific subject matter is important, it is but one component of education. Wayne Nelson outlines the possible scope of research and practice and finds ways to integrate the field beyond traditional educational research. The qualitative and subjective aspects of instructional design must also be addressed. The specific elements of message design, judgment, and ethics are presented in chapters by M.J. Bishop, Nilufer Korkmaz and Elizabeth Boling, and Stephanie Moore. Each is critical in a holistic understanding of the field of instructional design, touching on such questions as how we convey meaning and information, our judgment of quality in our work, and our responsibilities as designers. We began the symposium with the idea of the value of design thinking, and Gordon Rowland, in his chapter, presents a method for improving the use of design in learning and thinking. Design is “a unique and essential form of inquiry,” and Rowland’s method can advance the use of design as a full-fledged educational component. Examining design and education encourages us to address larger, more systemic issues. Marcia Ashbaugh and Anthony Piña examine leadership thinking and how it could infuse and direct instructional design. How to improve the practice of design inquiry extends to the full field of education and to leadership in higher education. Paul Zenke’s chapter examines the role of university leadership as designers. Challenges abound in the modern age for higher education, and the application of design thinking and transformation is sorely needed. Our story, the chapters of this book, began with detailed views of the work of instructional design

The Project for the New American Century praised a 1992 strategic white paper that Wolfowitz had written for Cheney, back when Cheney had been Defense Secretary during the first Iraq war, stating, ‘The Defense Policy Guidance drafted in the early months of 1992 provided a blueprint for maintaining U.S. pre-eminence, precluding the rise of a great power rival and shaping the international security order in line with American principles and interests.’ That 1992 policy paper was ordered buried by Bush. It became far too hot, after a copy was leaked to the New York Times in early 1992. It had called for precisely the form of preemptive wars, to ‘preclude’ a great power rival, that George W. Bush made official as U.S. National Security Strategy, the Bush Doctrine, in September 2002. Cheney and company now restated that 1992 imperial agenda for America in the post-Cold War era. They declared that the U.S. ‘must discourage advanced industrial nations from challenging our leadership, or even aspiring to a larger regional or global role.’ The PNAC group were not content only to dominate the earth, where they proposed Washington create a ‘worldwide command and control system.’ They also called for creation of ‘U.S. space forces’ to dominate space, and effect total control of cyberspace, as well as to develop biological weapons, ‘that can target specific genotypes and may transform biological warfare from the realm of terror to a politically useful tool.’ Biological warfare as a politically useful tool? Even George Orwell would have been shocked.

As a leader you must always be looking forward for the sake of your team. When you face a problem and don’t know what steps need to be taken to advance the team, ask the following questions: • Why do we have this problem? • How do we solve this problem? •   What specific steps must we take to solve this problem?

With 30+ years in education, Dr. Jane Larson has served as an instructor, administrator, and consultant across PreK-12 and higher education. Starting as a high school teacher in 1992, she advanced to roles such as Assistant Principal and Elementary Principal. With a Doctorate in Educational Leadership, she secured funding for staff development and, as Chief Academic Officer and Assistant Superintendent, led school improvement efforts focused on academic excellence and career readiness.

Long periods of inaction for regrouping are justified only by sheer necessity. Veteran troops realize that by continuing the advance and attack against a shaken enemy the greatest possible gains are made at minimum cost. Speed requires training, fitness, confidence, morale, suitable transport, and skillful leadership. Patton employed these tactics relentlessly, and thus not only minimized casualties but shook the whole Italian Government so forcibly that Mussolini toppled from his position of power in late July.[6

Christ also warned, “He that is not with me is against me; and he that gathereth not with me scattereth abroad” (Matt. 12:30). There is no middle ground. You are either of God or of the devil, a servant of righteousness or a servant of sin, a saint or a sinner, walking in the light or walking in darkness, reconciled or at enmity, repentant or carnally minded. Those who do not take orders from God must be on the side of the devil. Failure to submit to the leadership of God is the very act of treason. The more we disobey God the more we help advance the territory of the enemy. Submission to God is of the utmost importance because the battle itself is over that - submission to God.

It is always changing and accepting this will help us to adapt better. In the future, our technology will help us to communicate even better than we do now, travel faster and advance us in ways that we never knew could exist. If we anticipate this now, we can hit the ground running when this takes place and have an action plan ready to go.

This book is a portrait of hours in which the politics of fear were prevalent—a reminder that periods of public dispiritedness are not new and a reassurance that they are survivable. In the best of moments, witness, protest, and resistance can intersect with the leadership of an American president to lift us to higher ground. In darker times, if a particular president fails to advance the national story—or, worse, moves us backward—then those who witness, protest, and resist must stand fast, in hope, working toward a better day.

On the other hand, Russia’s natural resources are enormous. No other country can boast of so large a variety of minerals, and only the United States is richer in resources. The empire had about twenty percent of the world’s coal supplies, located primarily in the Donets (Ukraine) and Kuznets (in mid Siberia) basins. Its huge oil and gas reserves may have exceeded half the world’s total supply. And there were vast supplies of iron, manganese, copper (of relatively low quality), lead, zinc, aluminum, nickel, gold, platinum, asbestos, and potash. Well endowed by nature, Russia seemed destined for a long period of leadership on the world scene. But because it failed to discard its archaic social and political system, Russia could not take advantage of the advances

Where cross-cultural engagement is concerned, token adjustments are no longer an option. To advance a credible message of God’s love for all people in an increasingly diverse society, we must move ourselves entirely as well as the churches we lead. We must adjust to a new reality.

Education means nourishing the mind and make it develop in order to see beyond the limitations of current social perception - it means breaking the barriers of the rugged sociological system that impede in the progress of human civilization - it means trying out new things for the first time in human history and succeeding in a few while failing in some. And that is how a species grows to become more advanced.

She notes how advances in brain imaging technology prove that people's brains are wired to overestimate risk, exaggerate its consequences, and underestimate their ability to handle it. Accordingly, fear about what people don't want to happen drives their choices more often than a commitment to what they wish to see.