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.

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.

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

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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?

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.

One way is to leave the top floor and its grand accoutrements and get down into the bowels for real. Don’t tell anyone you are coming. Avoid advance notices that produce crash cleanups, frantic preparations, and PowerPoint presentations.

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.

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.

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.

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.

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.

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.

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.

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;

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.

Another challenge in making strategic meetings work is the failure to do research and preparation ahead of time. The quality of a strategic discussion, and the decision that results from it, are improved greatly by a little preliminary work. This eliminates the all-too-common reliance on anecdotal decision making. The key to ensuring that preparation occurs is to let team members know as far in advance as possible what issues will be discussed during the Monthly or Ad Hoc Strategic.

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)

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.

Organizations will also find themselves at a crossroads when their leaders start to believe their own myths—that the success the company enjoyed under their leadership was a result of their genius rather than the genius of their people, who were inspired by the Cause they were leading. These leaders too often fixate on advancing their own fame, fortunes, glory and legacies at the expense of the company and its Cause. Management becomes disconnected from the people and trust breaks down. And when performance necessarily starts to suffer as a result, these same leaders are quicker to blame others than to look at what set the company on the new path in the first place. In order to “fix” the problem, their faith in the people is replaced with faith in the process. The company becomes more rigid and decision-making powers are often taken away from the front lines. It can’t be a good thing when the captain of the ship, who is supposed to be on deck navigating toward the horizon, is now in the ship tinkering with the engine trying to make it go faster.

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.

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.

There are circumstances which can only be created and remedied in a crucible of fury, fire, and destruction like the serotinous cones of the Jack Pine and Lodgepole Pine trees. Only after exposed to extreme heat and enormous pressures will the cone open to begin anew and flourish amongst the cleansed but desolate landscape. Also, like the unpredictable restrained power of a dormant volcano storing it's potential energy over long periods of time gives way to this planets most enchanting display of scenic beauty to stark nightmarish backdrops. Egos are like wildfires to me because they start small but uncontrolled they will get out-of-hand and devour without prejudice. However, egotistical people are part of life and the best defense is a good offense with fire breaks dug in advance anticipation and left in place for when the right conditions present themselves where you must decide to fight that fire or be consumed by it.

Dominion is a leadership position; it’s over things, and not necessarily over people. An attempt to usurp dominion over another person will only lead to a tumultuous relationship of resentment.

Secondly, given Iraq’s position as the largest and most powerful Arab state in the Gulf, it was viewed by the revolutionary regime as the main obstacle to Iran’s quest for regional hegemony. In the words of the influential member of the Iranian leadership, Hujjat al-Islam Sadeq Khalkhali: ‘We have taken the path of true Islam and our aim in defeating Saddam Hussein lies in the fact that we consider him the main obstacle to the advance of Islam in the region.

Put another way, the love of God, when taken hold of, frees us from any need to be noticed, to make a name for ourselves, to find significance through achievement and advancement or from leading and influencing others.

public statements condemning segregation, sharply worded telegrams to Washington, and meetings with White House officials—were demonstrably ineffectual. New and more dramatic measures were in order. Mass action, Randolph reasoned, would be required, and he proposed a protest of 10,000 black people marching down Pennsylvania Avenue to demand an end to segregation in the armed forces and exclusion from jobs in the defense industry. Drawing on community organizing and protest networks developed during the 1920s and 1930s, this would be a broad, national mobilization of African Americans. The substance of their demand would be full and equal participation in the national defense effort, and the form of the demand would be a mass mobilization designed to compel the federal government to action. The MOWM, in effect, pioneered the type of protest politics that was used to considerable effect during the civil rights movement to push the federal government to enforce or enact African American citizenship rights. Randolph announced the March on Washington proposal in a January 1941 statement to the press. He declared that “power and pressure do not reside in the few, and intelligentsia, they lie in and flow from the masses.… Power is the active principle of only the organized masses, the masses united for a definitive purpose.” 19 Two months later Randolph issued the official call for the march, set for July 1, 1941. Drawing on his standing as a prominent black leader, and especially as the head of the Brotherhood of Sleeping Car Porters (BSCP), Randolph made his case that the time was right. “In this period of power politics, nothing counts but pressure, more pressure, and still more pressure,” he wrote in the call to march. “To this end we propose that 10,000 Negroes MARCH ON WASHINGTON FOR JOBS IN NATIONAL DEFENSE AND EQUAL INTEGRATION IN THE FIGHTING FORCES.” 20 To coordinate this massive effort, organizers established a March on Washington Committee, headed by Randolph, along with a sponsoring committee and regional committees in cities across the country. Galvanized by a rising desire for action within black communities, the idea found enthusiastic approval in the black press and eventually won the endorsement of the National Association for the Advancement of Colored People (NAACP), the National Urban League, and other elements of black leadership. 21 By the end of May, Randolph estimated that 100,000 black Americans would march. A national grassroots movement was afoot, and Randolph grew even more confident in his vision for the demonstration. “Let the Negro masses march!” he declared. “Let the Negro masses speak!” 22

Notice Paul’s advance in the grace of humility. Early in his ministry, he acknowledged: “I am the least of the apostles and do not even deserve to be called an apostle” (1 Corinthians 15:9). Later he volunteered: “I am less than the least of all God’s people” (Ephesians 3:8). Toward the end of his life, he spoke of the mercies of Christ and his own sense of place: “Christ Jesus came into the world to save sinners—of whom I am the worst” (1 Timothy

The new leaders will not be content to sit back and let the cruise control do the driving. They will be looking forward, scanning the landscape, watching the competition, spotting emerging trends and new opportunities, avoiding impending crises. They will be explorers, adventurers, trailblazers. Advanced technology will give them an interactive, real-time connection with the marketplace; and they will get feedback from sensors at the peripheries of the organization. But they will be led just as much by their own intuition. Sometimes they will decide to ignore the data and drive by the seat of their pants. Tomorrow’s successful leaders will be what Warren Bennis calls ‘leaders of leaders’. They will decentralize power and democratize strategy by involving a rich mixture of different people from inside and outside the organization in the process of inventing the future.

But that’s not the worst part of this corporate American tradition. The worst? That odious moment occurs when all of the supervisors and their assistants dress up in their Sunday best, and gather at the front entrance to the warehouse-sized building we call home. Think of it as a grand procession headed straight up corporate leadership’s pompous asses. I completely envied every one of my peers who, through the gift of prognostication or just plain old luck managed to request the day off, long in advance. On

This drama was based on the true story of Constance Jeanne Sammarco, who, in 2012, was a 62-year-old, senior Caucasian teacher who was employed at Fairmont Heights High School, a 99% African American public school. She was charged with teacher incompetence by her Principal, Nakia Nicholson, who was an African American, and took leadership of the school when she was 35- years- old. In 2014, the 99% African American School Board of Prince George’s County in Maryland, officially fired Constance Jeanne Sammarco, an advanced placement teacher, and declared her an incompetent teacher.

In the first year of its operations, HDFC Bank, which was actually a mere two and a half months old, recorded a deposit base of ₹642 crore, advances of ₹98 crore, investments of ₹221 crore and a profit of ₹80.20 lakh, after paying tax of ₹40.60 lakh. There was not much business to talk about and hence its first annual report spoke about the four core values the bank stood for—operational excellence, customer focus, product leadership and professional people. The report tried to tell shareholders and investors what the bank stood for rather than what it had done, as very little had been achieved so far.

Leaders think in advance.

Without the conscientious actions of you, o braveheart, the society ever lastingly will be stuck in a loop filled with misery, hopelessness and destructive external advancement.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power, argues that if corporations have “personhood” under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classic 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.

To be trusted in a position of leadership, it helps to advance other people's goals as well as one's own.

If you’re destined to lead, you’ll be thrust into a leadership position soon, so ask God in advance to prepare you and to position you how He sees fit. Consider what you want your leadership brand to look and feel like and ask God to turn you into the leader He destined you to become.

The church is where God's future enters human life in advance, like seed growing secretly in the soil long before the harvest is ever seen (Mk. 4:26-29).

Technology has also given us greater automation that allows us to take large tasks and turn them into more manageable tasks. The pressure then comes from executive management to be “fully informed and fully engaged” in every aspect of our operation, after all, it’s easier than ever to do so! This of course misses the point that those advancements free the leader from the “small” things and allows them to focus on things with bigger impact like, team member development, strategy and other proactive measures. We’re missing out on the big picture if we are constantly focused on the small things.

A team leader will have to deal with difficulties that he needs to know about in advance

In some republics churches were shuttered and disbanded; in others, the foreign leaders were expelled, leaving the communities to make their way under fledgling local leadership. However, rather than cause the communities to shrivel and die, the new crisis brought about changes in the way the gospel spread in Turkestan. Since it was no longer feasible to rely on Western leadership and institutions for the gospel’s advance, indigenous Turkic believers began to emerge from the crucible of persecution. These new leaders, though less formally trained than their Western predecessors, had the advantages of being native: their language was flawless, their residence irrevocable, their worldview identical, and their skills for living under persecution well honed.

Workings to your strength will not only get you noticed but will also create opportunities for growth and advancement.

The actors are organizations, not individuals. Individuals do the actual fighting, but they fight on behalf of a larger collective political unit, under the direction and coordination of political and/or military leaders, to advance the goals of the collectivity, or at least of its leadership. An individual who acts on his own to kill a border guard, or who crosses a border to kill citizens of another political system, is not engaging in war. But if that individual is part of a political system’s formal military organization, and that military organization engages in a sustained campaign of violence against the military organization of another state or another organized group, we would call it a war.

The firm’s employees play active roles alongside those of the client, but in a way designed to make the overall combination more effective. Typically, their employees provide either specialized capabilities too cost-prohibitive for the local force to develop on its own (such as flying advanced fighter jets or operating artillery control systems), or they may be distributed across the forces of the client, in order to provide general leadership and experience to a greater number of individual units.

Read The Charisma Factor - How to Develop Your Natural Leadership Ability by Robert J. Richardson and S. Katharine Thayer. It is a superb book for any aspiring leader, or a current one, who seeks to advance to the next level. 195.

2:1 This verse might seem at first glance to provide only incidental and minor information to the reader, but it does more. It demonstrates that Moses was a chosen child from the only proper tribe for his future calling, fully in compliance with the law that God had not yet revealed to Israel but would reveal within Moses' lifetime. In other words, the verse assures the reader that Moses was prequalified for the service God later gave him, even in advance of the revelation that would make that qualification necessary. The verse pointedly tells the reader that Moses was fully a Levite, that is, from Levite stock on both his father's and his mother's side. This means that he was unquestionably of the tribe that would soon be specially designated by God to provide the religious and spiritual leadership for the people of Israel (Exod 32:26–29; Num 3:12; 8:6–26; Deut 10:8–9)—the tribe that showed itself readily loyal to Yahweh (e.g., Exod 32:26), the tribe that would supply the priests to bridge the holiness gap between God and Israel (Exod 28–30) and the tribe selected to provide most of Israel's regular court judges (Deut 21:5).

Mastering speed is the essence of war. Take advantage of a large enemy’s inability to keep up. Use a philosophy of avoiding difficult situations. Attack the area where he doesn’t expect you.” ~Sun Tzu the Art of War1   In handling dynamic encounters, the phrase "time criticality" is often discussed. In this discussion there is often a miss-conception that to put time on your side, you must force the issue or, force the subject into action and always advance your position by moving forward. Speed is the essence of conflict, but speed does not always mean moving fast physically. It means preparing so you are in a position of advantage, which gives you time, hence speed.

I’ve been asked many times whether people can become Level 5, and if so, how? Yes, and the best spark to ignite such leadership in yourself is to wrestle with a hard, simple question: What cause do you serve? What cause are you willing to sacrifice and suffer for, when you must make decisions that cause pain for yourself and others to advance that cause? What cause will infuse your life with meaning? It might be a grand, highly visible cause or a more private, less-visible cause; what matters is that you lead in service to that cause, rather than in service to yourself.

The religious right and the alt-right are bonded together by shared grievances over a supposedly lost America in which Christians don’t have to bake cakes for gay couples and white people don’t have to bow to “multiculturalism” or “political correctness.” But this fused political bloc does not actually long for a mythical past of the formerly “great” America that Trump idealized for them. Instead, it envisions a future in which America, and the hard-won values it codified over the past seven decades—desegregation and church-state separation by the Supreme Court; laws passed by Congress to protect the rights of minorities such as the Civil Rights Act, the Voting Rights Act, and the 1965 Immigration Act; the advance of rights for women and LGBTQ people—loses its standing as a moral and political leader in the world and is transformed into a nativist power that accords different rights to different groups of people, based on race, religion, and ethnicity. For the ideologues of this bloc, America has so lost its bearings that they must look now to leadership outside of the United States to lead it out of an abyss. Their shared target: modern, pluralistic liberal democracy that is led by what they would disparage as “globalists” who are destroying “Western civilization.

Today the issues most vulnerable to becoming displacements are, first of all, anything related to safety: product safety, traffic safety, bicycle safety, motorboat safety, jet-ski safety, workplace safety, nutritional safety, nuclear power station safety, toxic waste safety, and so on and so on. This focus on safety has become so omnipresent in our chronically anxious civilization that there is real danger we will come to believe that safety is the most important value in life. It is certainly important as a modifier of other initiatives, but if a society is to evolve, or if leaders are to arise, then safety can never be allowed to become more important than adventure. We are on our way to becoming a nation of “skimmers,” living off the risks of previous generations and constantly taking from the top without adding significantly to its essence. Everything we enjoy as part of our advanced civilization, including the discovery, exploration, and development of our country, came about because previous generations made adventure more important than safety.

As a result, we now see a plethora of MBA-holders mushrooming in and infiltrating every sector, company and corporation, no matter how large or small. With rare exceptions, these MBA-holders hardly bring any creativity or depth to the table. For them, everything is about profits and building their own image and profile. They seldom care about the well-being and advancement of those who fall under the mercy of their business ideas. They are usually people who, like a herd of sheep, have been told that an MBA is the easiest and fastest route to prosperity and advancement, so they go to school, get that MBA, and from there wreak havoc in every place they set their foot on. With their mediocrity and strong desire to advance at any cost, their management styles often create a culture of fear and intimidation among employees. This culture is usually characterized by serious retaliation if anyone dares to open their mouth to challenge their authority or critique their ideas.

is necessary to remember that the issue of school segregation and the harm it inflicted on black children did not first come to the Court’s attention in the Brown litigation: blacks had been attacking the validity of these policies for 100 years. Yet, prior to Brown, black claims that segregated public schools were inferior had been met by orders requiring merely that facilities be made equal. What accounted, then, for the sudden shift in 1954 away from the separate but equal doctrine and towards a commitment to desegregation? The decision in Brown to break with the Court’s long-held position on these issues cannot be understood without some consideration of the decision’s value to whites, not simply those concerned about the immorality of racial inequality, but also those whites in policymaking positions able to see the economic and political advances at home and abroad that would follow abandonment of segregation. First, the decision helped to provide immediate credibility to America’s struggle with Communist countries to win the hearts and minds of emerging third world peoples. Advanced by lawyers for both the NAACP and the federal government, this point was not lost on the news media. Time magazine, for example, predicted that the international impact of Brown would prove scarcely less important than its effect on the education of black children: “In many countries, where U.S. prestige and leadership have been damaged by the fact of U.S. segregation, it will come as a timely reassertion of the basic American principle that ‘all men are created equal.’”5

Humility recedes as leadership advances.

5. “Everything about human development begins with a thought; also everything about human underdevelopment begins with a thought. The marker or determination of a people’s development is in their prevailing thought pattern; that is, #how they think, #what they think and #why they think the way they do? Nothing is new in the human community, the idea, notion or suggestion on any scientific or technological advancement, invention, creation has always been with us, the only thing that may appear new about these propositions or ideas is the degree of faith/ belief about their need, usefulness, urgency and the drive to materialize these thoughts as they have been mentally visualized

Self-awareness advances us towards other-awareness, which is the awareness of others who are within our sphere of life.

VPs of Administration and Finance represent the interests of that business vertical. They are also strongly partial to the systems used by that business vertical. For example, within a medical university, they cannot be expected to also represent marketing; advancement; communications; business development; client relations; disease control; provost; faculty; student life; or other departments. Think about your enterprise: How can the person overseeing finance be impartial or well-informed across all your departments? Under many organizations' reporting structures, the CIO is expected to develop relationships with these other business verticals, but since they report to the CFO they are excluded from the very cabinet meetings where leaders congregate. Even when CIOs are invited, they are not considered of equal rank -- because they are not. Everyone views the CFO as the final authority for IT decisions, leading to some serious problems. In these organizations, finance drives strategy instead of strategy driving finance. IT is seen as a cost center and there is a perennial pressure to cut costs and reduce expenditures -- often at the detriment of strategy. Cybersecurity may be non-existent in these organizations. Setting appropriate salaries for CIOs and people reporting to the CIOs becomes impossible.

If I were young again, I would again cast my lot with a large American business. I would do it because my country is a business-dominated society (not in a formal power sense but simply by the sheer mass of the business presence) and any social advance will move, in part, from forces generated inside business. From my own experience there is enough integrity in the typical business that I would be more useful and my personal growth would be better nourished by working inside rather than by trying to influence it from the outside. I would choose to join a large business firm because there would be more satisfaction in being where the action is (the action, not just the excitement)—at the point where some of the critical issues of society must be resolved if the work of the world is to be done. And I would do it because I believe that if I accept the challenge to cope with the inevitable manipulation within an institution that is responding sensibly and creatively to issues and situations that require new ethics, I will emerge at the end of my career with a better personal value system than I would have if I had chosen a work where I was more on my own and, therefore, freer from being manipulated.

The goal of digital leadership is not to get teams together and chase after the speed of technology advancement, the speed is supersonic and the advancement is exponential. The goal of digital leadership is to draw the roadmaps to the digital future, leveraging technology, leverage its speed in pursuit to transform and improve service delivery, operational efficiency, employee engagement, customer experience and engagement among others.

Social ecologist Gregory Bateson foresaw how the separating of mind from matter – spirit from nature – creates all sorts of problems. For Bateson, this separation is an error of the most fundamental degree. This error, Bateson saw woven into Western habits of thought at deep and partly unconscious levels, undermining our capacity to flourish sustainably on Earth. He felt that it is what pits humanity against nature and provides for our prevalent worldview of survival through competition, in what he viewed as “an ecology of bad ideas” breeding parasitic humans, purely self-centered and destructive of their host environment. He noted that if you, “see the world around you as mindless and therefore not entitled to moral or ethical consideration, the environment will be yours to exploit…If this is your estimate of your relation to nature and you have an advanced technology, your likelihood of survival will be that of a snowball in hell. You will die either of the toxic by-products of your own hate, or, simply, of over-population and over-grazing” (Bateson, 2000).

TSMC had only a single value proposition—effective manufacturing—its leadership focused relentlessly on fabricating ever-more-advanced semiconductors

Part of the ambiguity that students need to learn to deal with in the course of their preparation to serve and be served by the present society is that it is a high form of art to ask the right questions. But it is also unrealistic to expect that someone else has answers for them. I said at the outset that many of the questions students have asked me during these days I regard as unanswerable except as one ventures into some experience and learns to respond, in the situation, to the immediate problems one confronts. And to do this one must have learned how to open one’s awareness to receive insight, inspiration, in the moment of need. One must accept that only venturing into uncertainty with faith that if one is adequately prepared to deal with the ambiguity, in the situation, the answer to the questions will come. The certainty one needs to face the demanding situations of life does not lie in having answers neatly catalogued in advance of the experience. That, in fact, is a formula for failure—one is surprised, sometimes demoralized, by the unexpected. Dependable certainty (which we all need a lot of) lies in confidence that one’s preparation is adequate so that one may venture into the experience without pre-set answers but with assurance that creative insight will emerge in the situation when needed, and that it will be right for the situation because it is an answer generated in the situation. A liberal education provides the best context I know of for preparing inexperienced people to venture into the unknown, to face the inexactitude and the wildness, with assurance. But, having said that the conventional liberal arts curriculum is the best context for such preparation, I must also say that it usually does not contain the preparation—and it should.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

On Feb. 26, the IAF launched airstrikes against what it said were terrorist camps in Pakistan. Pakistan retaliated with fighter planes dropping their payloads in Kashmir and, in an ensuing air battle, shot down an Indian MiG-21 warplane and captured its pilot. India claims the MiG-21 pilot shot down a more advanced Pakistan F-16 fighter aircraft before his own aircraft was downed — but Pakistan’s civilian and military leadership vehemently denied this.

Elevate Your Lifestyle INSTANT ACTION STEP In your journal, list five things you will do immediately to refuel your inner leader and take your mind, body, emotions, and spirit to their next level of excellence. Then schedule time to execute these five goals flawlessly during the next seven days so you get the power of momentum working for you. LEADERSHIP QUOTE TO REMEMBER If one advances confidently in the direction of his dreams and endeavors to live the life which he has imagined, he will meet with a success unexpected in common hours.

Following the practice of the times, the grand princes and, later, the kings of Poland acquired the right of patronage; that is, they could appoint Orthodox bishops and even the metropolitan himself. Thus, the crucial issue of the leadership of the Orthodox faithful was left in the hands of secular rulers of another, increasingly antagonistic, church… The results were disastrous. With lay authorities capable of appointing bishops, the metropolitan's authority was undermined. And with every bishop acting as a law unto himself, the organizational discipline of the Orthodox church deteriorated rapidly. Even more deleterious was the corruption that lay patronage engendered… Under the circumstances, Orthodoxy's cultural contributions were limited. Schools, once one of the church's most attractive features, were neglected. Unqualified teachers barely succeeded in familiarizing their pupils with the rudiments of reading, writing, and Holy Scriptures. The curriculum of the schools had changed little since medieval times. The fall of Constantinople to the Ottomans in 1453 added to the intellectual and cultural stagnation by depriving the Orthodox of their most advanced and inspiring model. Lacking both external and internal stimuli, Orthodox culture slipped into ritualism, parochialism, and decay. The Poles, meanwhile, were enjoying a period of cultural growth and vitality. Benefiting from the West's prodigious outbursts of creative energy, they experienced the Renaissance with its stimulating reorientation of thought.

The goal of leadership is not to get teams together and chase after the speed of technology advancement, the speed is supersonic and the advancement is exponential. The goal of digital leadership is to draw the roadmaps to the digital future, leveraging technology, leverage its speed in pursuit to transform and improve service delivery, operational efficiency, employee engagement, customer experience and engagement among others.

The Church is uniquely set apart to develop and deploy leaders for the glory of God and the advancement of the gospel.

Rightful King (The Sonnet) The rightful king is one who dissolves the kingdom. The rightful politician is one who dissolves the party. The rightful ruler is one who wants only to serve. The rightful citizen is always steadfast in accountability. Long live the Queen and Heil Hitler are one and the same, For both are sign of absolute allegiance without question. Allegiance to king and country keeps a land uncivilized, Allegiance to ideology and tradition destroys all ascension. Let there be no king and queen, let there be no kingdom, Let there be no party and let there be no authoritarianism. The force that builds a world doesn't come from bloodline, For character is beyond the grasp of our puny sectarianism. In a civilized society we are all king, we are all policymaker. The world advances when we advance as its fervent keeper.

As early as November 1966, the Red Guard Corps of Beijing Normal University had set their sights on the Confucian ancestral home in Qufu County in Shandong Province. Invoking the language of the May Fourth movement, they proceeded to Qufu, where they established themselves as the Revolutionary Rebel Liaison State to Annihilate the Old Curiosity Shop of Confucius. Within the month they had totally destroyed the Temple of Confucius, the Kong Family Mansion, the Cemetery of Confucius (including the Master’s grave), and all the statues, steles, and relics in the area... In January 1967 another Red Guard unit editorialized in the People’s Daily: To struggle against Confucius, the feudal mummy, and thoroughly eradicate . . . reactionary Confucianism is one of our important tasks in the Great Cultural Revolution. And then, to make their point, they went on a nationwide rampage, destroying temples, statues, historical landmarks, texts, and anything at all to do with the ancient Sage... The Cultural Revolution came to an end with Mao’s death in 1976. In 1978 Deng Xiaoping (1904–97) became China’s paramount leader, setting China on a course of economic and political reform, and effectively bringing an end to the Maoist ideal of class conflict and perpetual revolution. Since 2000, the leadership in Beijing, eager to advance economic prosperity and promote social stability, has talked not of the need for class conflict but of the goal of achieving a “harmonious society,” citing approvingly the passage from the Analects, “harmony is something to be cherished” (1.12). The Confucius compound in Qufu has been renovated and is now the site of annual celebrations of Confucius’s birthday in late September. In recent years, colleges and universities throughout the country—Beijing University, Qufu Normal University, Renmin University, Shaanxi Normal University, and Shandong University, to name a few—have established Confucian study and research centers. And, in the opening ceremonies of the 2008 Olympics, the Beijing Olympic Committee welcomed guests from around the world to Beijing with salutations from the Analects, “Is it not a joy to have friends come from afar?” and “Within the fours seas all men are brothers,” not with sayings from Mao’s Little Red Book. Tellingly, when the Chinese government began funding centers to support the study of the Chinese language and culture in foreign schools and universities around the globe in 2004—a move interpreted as an ef f ort to expand China’s “soft power”—it chose to name these centers Confucius Institutes... The failure of Marxism-Leninism has created an ideological vacuum, prompting people to seek new ways of understanding society and new sources of spiritual inspiration. The endemic culture of greed and corruption—spawned by the economic reforms and the celebration of wealth accompanying them—has given rise to a search for a set of values that will address these social ills. And, crucially, rising nationalist sentiments have fueled a desire to fi nd meaning within the native tradition—and to of f set the malignant ef f ects of Western decadence and materialism. Confucius has thus played a variety of roles in China’s twentieth and twenty-first centuries. At times praised, at times vilified, he has been both good guy and bad guy. Yet whether good or bad, he has always been somewhere on the stage. These days Confucius appears to be gaining favor again, in official circles and among the people. But what the future holds for him and his teachings is difficult to predict. All we can say with any certainty is that Confucius will continue to matter.

The biggest funds should go to the most advanced projects that affect the most beneficiaries, with the biggest impact, and for the longest period of time affecting the bigger whole.

Chad Ayach brings broad expertise in aerospace engineering, with an emphasis on mechanical design and systems integration. His career highlights include leading engineering teams on projects that addressed complex challenges and advanced aerospace technologies. Chad’s leadership skills were established during his time as a college capstone leader and have been honed in technical roles throughout his career.

Advance Your Career with an Online DBA Program Why Choose an Online DBA Program? An Online DBA Program is the perfect choice for working professionals who want to elevate their leadership skills, gain advanced business knowledge, and open doors to high-level executive positions. With a flexible learning format, professionals can pursue their Doctor of Business Administration (DBA) without putting their careers on hold. Benefits of an Online DBA Program Choosing an Online DBA Program from a reputed institution like Western State University offers several benefits: Flexibility & Convenience – Study at your own pace while managing professional and personal responsibilities. Industry-Relevant Curriculum – Learn advanced business strategies applicable to real-world scenarios. Global Networking Opportunities – Connect with like-minded professionals and industry leaders. Career Advancement – Gain the credentials to qualify for top executive and consulting roles. Who Should Enroll in an Online DBA Program? An Online DBA Program is ideal for: Senior managers and executives looking to advance their careers. Entrepreneurs wanting to enhance their business expertise. Academicians and researchers interested in business innovation. Key Features of Western State University’s Online DBA Program At Western State University, the Online DBA Program is designed to provide cutting-edge business education with the following key features: Comprehensive Research-Based Curriculum focusing on leadership, strategy, and innovation. Flexible Learning Options including live online sessions and self-paced study materials. Expert Faculty with industry experience and academic excellence. Real-World Business Applications to solve complex business challenges. FAQs About Online DBA Programs 1. What is an Online DBA Program? An Online DBA Program is a Doctor of Business Administration degree designed for experienced professionals looking to expand their leadership and research skills without attending in-person classes. 2. How long does it take to complete an Online DBA Program? The duration varies but typically ranges from 3 to 5 years, depending on the university and program structure. 3. Is an Online DBA Program worth it? Yes! An Online DBA Program enhances your business expertise, opens doors to leadership roles, and provides valuable networking opportunities. 4. What are the admission requirements for an Online DBA Program? Admission requirements may vary but generally include: A Master’s degree in business or a related field. Several years of managerial or professional experience. A statement of purpose and recommendation letters. 5. Can I work while studying in an Online DBA Program? Absolutely! One of the biggest advantages of an Online DBA Program is its flexibility, allowing you to balance work and studies effectively. Enroll in Western State University’s Online DBA Program Today! If you're ready to take your career to the next level, consider enrolling in Western State University’s Online DBA Program. Gain cutting-edge business knowledge, network with industry leaders, and achieve your professional goals.

Not all reformers have encountered straightforward paths to success. In Tanzania, the late President John Magufuli left behind a legacy that earned both acclaim and criticism for his bold and often unconventional approach to governance. After assuming office in 2015, he spearheaded an ambitious anti-corruption campaign, dismissed underperforming civil servants, and curbed government waste by slashing unnecessary spending. His hands-on methods, which included unannounced visits to government offices and hospitals, resonated with the public but also stirred tension within the political establishment. While his policies advanced infrastructure development and enhanced efficiency in the public sector, restrictions on media and political freedoms sparked debate over the trade-offs inherent in governance. His leadership underscores the delicate balance reformers must maintain between driving effectiveness and safeguarding democratic principles.

By favoring loyalty over ability, the tradition of inherited leadership discourages merit-based advancements and limits opportunities for capable individuals who lack influential connections. This dynamic often shifts the focus of leaders toward safeguarding their positions rather than achieving meaningful outcomes. When leadership is treated as a privilege to be passed down rather than a responsibility to be earned, accountability to the community often takes a back seat. In such environments, maintaining existing power structures becomes the priority—frequently at the expense of progress, innovation, and long-term organizational growth.

You can predict with nearly 90 percent accuracy which projects will fail—months or years in advance. And now back to our premise. The predictor of success or failure was whether people could hold five specific crucial conversations. For example, could they speak up if they thought the scope and schedule were unrealistic? Or did they go silent when a cross-functional team member began sloughing off? Or even more tricky—what should they do when an executive failed to provide leadership for the effort?

73% of companies have decided that lying to their employees about their potential to advance is the right choice.

growing, like a storm on the horizon, gathering, the echo of thunder distant but present. For whatever reason, it doesn’t affect me. I am certain that there is something out there, waiting for us. We press on, into the darkness, barreling at maximum speed, the three nuclear warheads on our ship armed and ready. I feel like Ahab hunting the white whale. I am a man possessed. When I launched into space aboard the Pax, my life was empty. I didn’t know Emma. My brother was a stranger to me. I had no family, no friends. Only Oscar. Now I have something to lose. Something to live for. Something to fight for. My time in space has changed me. When I left Earth the first time, I was still the rebel scientist the world had cast out. I felt like an outsider, a renegade. Now I have become a leader. I’ve learned to read people, to try to understand them. That was my mistake before. I trudged ahead with my vision of the world, believing the world would follow me. But the truth is, true leadership requires understanding those you lead, making the best choices for them, and most of all, convincing them when they don’t realize what’s best for them. Leadership is about moments like this, when the people you’re charged with protecting have doubts, when the odds are against you. Every morning, the crew gathers on the bridge. Oscar and Emma strap in on each side of me and we sit around the table and everyone gives their departmental updates. The ship is operating at peak efficiency. So is the crew. Except for the elephant in the room. “As you know,” I begin, “we are still on course for Ceres. We have not ordered the other ships in the Spartan fleet to alter course. The fact that the survey drones have found nothing, changes nothing. Our enemy is advanced. Sufficiently advanced to alter our drones and hide itself. With that said, we should discuss the possibility that there is, in fact, nothing out there on Ceres. We need to prepare for that eventuality.” Heinrich surveys the rest of the crew before speaking. “It could be a trap.” He’s always to the point. I like that about him. “Yes,” I reply, “it could be. The entity, or harvester, or whatever is out there, could be manufacturing the solar cells elsewhere—deeper in the solar system, or from another asteroid in the belt. It could be sending the solar cells to Ceres and then toward the sun, making them look as though they were manufactured on Ceres. There could be a massive bomb or attack drones waiting for us at Ceres.” “We could split our fleet,

Leadership: the art of choosing the pieces and the board; on the other hand, leadership is moving forward when everyone recoils.

Nihilism, denying the significance of our actions, makes no sense. It is a self-fulfilling prophecy. If we believe that we are not going to make it, we will actually not do anything.

Power, actual, real power, well, is held by a tiny minority, but not exercising power does not mean that you cannot have authority, and there is always steerability. Influencing is achieved not by remaining silent, but by suggesting ideas and exposing inefficiencies.

True wellbeing is being satisfied with yourself, not having it all sorted.

We are not freer if we do not commit ourselves. We do not progress without committing ourselves.

True leaders fail fast and often in order to learn what's necessary to reach the next level of growth and advancement

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 of vigor has met with that understanding and support of the people themselves which is essential to victory. And I am convinced that you will again give that support to leadership in these critical days. from 1933 inaugural Address.

It sounds counterintuitive, but what got us promoted in the first place, and what made us indispensable to the organization, can get in the way of good leadership skills. Rewarding others rather than seeking to be rewarded is the only way to continue to grow within an organization, and to fully embody the mantle of daring leadership. In a daring leadership role, it’s time to lift up our teams and help them shine. This is one of the most difficult hurdles of advancement, particularly for those of us who are used to hustling, or don’t know exactly where we contribute value once the areas where we contributed value before are delegated to those coming up behind us.

Matthew is a smart, articulate leader. However, he often found himself frustrated and out ahead of his organization, struggling to bring a cross-functional team along with him and his ideas. He was also struggling to be heard. He had great ideas, but he was simply talking too much and taking up too much space in team meetings. I was working with him to prepare a critical leadership forum for his division. He was eagerly awaiting the opportunity to share his views about the strategy for advancing the business to the next level. Instead of encouraging him, I gave him a challenge. I gave him five poker chips, each worth a number of seconds of talk time. One was worth 120 seconds, the next three worth 90 seconds, and one was worth just 30. I suggested he limit his contribution in the meeting to five comments, represented by each of the chips. He could spend them whenever he wished, but he only had five. After the initial shock and bemusement (wondering how he could possibly convey all his ideas in five comments), he accepted the challenge. I watched as he carefully restrained himself, filtering his thoughts for only the most essential and looking for the right moment to insert his ideas. He played his poker chips deftly and achieved two important outcomes: 1) he created abundant space for others. Instead of it being Matthew’s strategy session, it became a forum for a diverse group to voice ideas and co-create the strategy, and 2) Matthew increased his own credibility and presence as a leader. By exercising some leadership restraint, everyone was heard more, including Matthew as the leader.

to be recognized or leave.” Here’s what I wish I could tell my younger, impatient self: Advancement and influence in any industry do not in general keep pace with an industry’s most famous outliers. At least in a meritocracy, such as JPL, if you do good work and really focus on mastery and excellence, good things happen, for the institution and for you. That is not to say that “the institution” is a benevolent, all-knowing, and all-rewarding entity, but any institution desperately needs good people. There is a vacuum at the top. Their desire for good people and talent is insatiable. If you do good work that is valuable to the institution, you will inevitably be vacuumed upward. What’s more, true authority comes not from a title or position but because your words are well thought out, or at least strive to be. Nothing puts more weight into your opinion than that it is well considered, well articulated, and coming from

In order to receive a miracle from God, you must first be in a position to need a miracle from God. Appreciate your adversities in advance.

The worst laziness is the mental one

A good leader gets his team to adopt the right attitude and collaborate with discipline

Some of us face the very real threat of losing our livelihoods if we try something new and lose the company some money. Politics also present a constant threat—the fear that others are trying to keep us down so that they may advance their own careers. Intimidation, humiliation, isolation, feeling dumb, feeling useless and rejection are all stresses we try to avoid inside the organization. But the danger inside is controllable and it should be the goal of leadership to set a culture free of danger from each other. And the way to do that is by giving people a sense of belonging. By offering them a strong culture based on a clear set of human values and beliefs. By giving them the power to make decisions. By offering trust and empathy. By creating a Circle of Safety.

In March 1748, different Sikh jathas or groups agreed to form a Dal Khalsa, an army of the Singhs, under the leadership of another Jassa Singh—Jassa Singh Ahluwalia81—who advanced the idea that the Khalsa should one day govern Punjab.

Struggle had been his birthright, adversity his expectation. When his youthful dream of becoming the DeWitt Clinton of Illinois had been dashed with the spectacular demise of his internal improvement projects, he had fallen into depression. A period of doubt and self-assessment had followed his disappointing congressional term. Yet, neither of his two Senate losses had triggered personal doubt or depression. On the contrary, he considered both defeats positive steps in the advancement of the antislavery movement. By then, he was “so thoroughly interwoven in the issues before the people,” his law partner William Herndon observed, that “he had become part of them.” The inner voice that anticipated defeat had been stilled by the strength of his belief in the antislavery cause. When the returns came in, a jubilant fifty-two-year-old Lincoln learned that he had won.

In those moments of defeat and acceptance, there would be a dawning, for me, of where we needed to go. My feeling was always: 'I don't like this, but we'll have to meet the challenge. We'll have to step up a mark.' It wouldn't have been me, or the club, to submit to apocalyptic thoughts about that being the end, the finish of all our work. We could never allow that. Every time those moments poked us in the eye, we accepted the invitation to regroup and advance again. Those were motivating passages. They forced me on. I'll go further: I can't be sure that without those provocations I would have Enjoy the job so much.

198 To exploit people in order to advance your own interests is unworthy of a leader. You will be a worthy leader if you do not distance yourself from people, but mingle with them and risk yourself for their sake.

When I won the League for the first time in 1993, I didn't want my team to slacken off. The thought appalled me. I was determined to keep advancing, to strengthen our hold on power. I told that 1993 side: 'Some people, when the have a holiday, just want to go to Saltcoats, twenty-five miles along the coast from Glasgow. Some people don't even want to do that. They're happy to stay at home or watch the birds and the ducks float by in the park. And some want to go to the moon.' 'It's about people's ambitions.

I have seen many women gain additional leadership skills by being part of a board of director. It is often a tremendous opportunity and experience while advancing their professional brand through these types of opportunities.

What convinces is conviction,” Johnson liked to say. “You simply have to believe in the argument you are advancing.” In this instance, Johnson spoke directly from the heart.

Unfortunately, the practice of leadership is so misunderstood. It has nothing to do with rank. It has nothing to do with authority. Those things may come with a leadership position—and they may help a leader operate with greater efficiency and at greater scale—but those things do not a leader make. Leadership is not about being in charge; it’s about taking care of those in our charge. It is a distinctly human endeavor. And part of what it takes to advance good leadership is to share the lessons, tools, and ideas that help each of us become the leaders we wish we had.

The advance of technology is based on making it fit in so that you don't really even notice it, so it's part of everyday life.

Thomas D. Mox developed his leadership skills at FedEx by managing complex logistics networks and ensuring faultless delivery solutions. His role at Asplundh Tree Company offered valuable insights into operational coordination and project management in a specialized industry. At Illuminate USA, Thomas D. Mox has further solidified his influence in the logistics and supply chain industry by using his decades of experience to advance strategic objectives, boost productivity, and foster innovation.

Being part of a local church implies a spiritual connection in common faith. The practice and demonstration of this faith is carried out, not in isolation but in caring relationships. These relationships are at the same time dependent and interdependent. That is, people in proper relationship to God and other exercise leadership while practicing mutual submission and accountability. They express love by using diverse gifts for the common good. The church is the community of mutually dependent believers organized for a common purpose. ~~ to advance the kingdom of God.

Organizations are set up by and large to support an ideal type of worker, what I call a prototype, to succeed. And research consistently has shown even across geographies, and across different cultures, that this is by and large a man. So, this tends to be somebody, you know, when we think of a manager, we think of somebody that’s male, but not only that, but they tend to have sort of masculine attributes. So, white, middle class, heterosexual, sort of able-bodied male. But importantly it’s also someone that’s willing to engage in sort of dominant, assertive, aggressive, competitive, exclusionary behaviors to get ahead. And they are willing also to make work the number one priority, so that means it’s also somebody that’s free from dependent care responsibilities. The problem with prototypes is people who tend to succeed in organizations are people who best fit the prototype. You fit in almost by default, you walk in, and it’s easier for you to access networks, it’s easier for you to be sponsored, it’s easier for people to see you as a leader just simply because you match in their mind what good looks like when it comes to leadership. But the reverse is also true. So, the more ways that you differ from this ideal standard, the more challenges you’re going to experience trying to advance at work. And this is true for both men and women, which is a really important point to make. The barriers are not just something that women experience, men also experience challenges to that. And so, what the system has got wrong is that since the beginning of time, since organizations have been around, they’ve pretty much been hardwired with this ideal standard in mind. In many ways, what we’re rarely getting right, or rarely trying to fix around the system, is how we value difference. So, can we create an environment where different types of individuals can succeed.

Tackling inequality is actually every leader's job, it is the definition of leadership. And it’s also the ultimate privilege. So, to be able to remove barriers that you yourself never have to experience is the ultimate form of privilege, and it’s actually a requirement of every leader. Because if you want to advance women in your workplace, you cannot do that without knowing what the barriers are, and taking steps to remove them. So, by and large leaders just simply haven’t been leading when it comes to equality in workplaces, so we need them to lead, it’s an imperative in terms of advancing women, and also advancing men and creating environments where men can show up differently.

read a book. 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,

The idea germinated when Amazon signed partnership agreements with Toys “R” Us and Target to run their e-commerce infrastructures. When both companies began storing their items in the Amazon fulfillment network, it became clear that our capabilities offered an opportunity to create increased economies of scale and utilization for Amazon. The concept was remarkably simple: “You sell it, we ship it.” With FBA, you store your products in Amazon’s fulfillment centers, and Amazon workers pick, pack, ship, and provide customer service for these products. Amazon had created one of the most advanced fulfillment networks in the world, and any business could now benefit from their expertise.

As AI advances, leadership transforms from a ‘soft’ skill to a game-changer—visionaries turn intelligence into impact.

The distinction between the two categories of intellectuals provides the framework for determining the "responsibility of intellectuals". The phrase is ambiguous. Does it refer to their moral responsibility as decent human beings? In a position to use their privilege and status to advance the causes of freedom, justice, mercy, peace and other such sentimental concerns? Or does it refer to the role they are expected to play as "technocratic and policy oriented intellectuals" not derogating but serving leadership and established institutions? Since power generally tends to prevail it is those in the latter category who are considered the "responsible intellectuals" while the former are dismissed or denigrated...at home that is. With regard to enemies, the distinction between the two categories of intellectuals is retained, but with values reversed. In the old Soviet Union the value oriented intellectuals were perceived by Americans as honored dissidents, while we had only contempt for the apparatchiks and commissars; the technocratic and policy oriented intellectuals. Similarly in Iran we honored the courageous dissidents and condemn those who defend the clerical establishment, and so on elsewhere generally. In this way the honorable term "dissident" is used selectively. It does not, of course apply, with its favorable connotations to value oriented intellectuals at home, or those who combat US supported tyranny abroad. Take the interesting case of Nelson Mandela, who was only removed from the official State Department terrorist list in 2008, allowing him to travel to the United States without special authorization. Twenty years earlier he was the criminal leader of one of the world's "more notorious terrorist groups", according to a Pentagon report.

The primary mission of the Academy was to strengthen the character of its officers. Without good character, my father believed, all the advanced instruction in the world wouldn't make an officer fit for service.