Boss And Leader Quotes

Being a leader is making the people you love hate you a little more each day.

Discipline isn't about showing a dog who's boss; it's about taking responsibility for a living creature you have brought into your world.

There is a difference between being a leader and being a boss. Both are based on authority. A boss demands blind obedience; a leader earns his authority through understanding and trust.

A sign of power in a man is not only when people follow what he suggests, but also when people make a conscious effort to do the exact opposite of what he suggests.

People ask the difference between a leader and a boss ... The leader works in the open, and the boss in covert. The leader leads, and the boss drives.

A boss says “go and make sure you do it”; a leader says “let’s go and make it happen”. Bosses control people; leaders involve them.

I'm not the boss of my house. I don't know how I lost it, I don't know when I lost it, I don't really think I ever had it. But I've seen the boss's job...and I don't want it!

Do not be obsessed with expensive things. Instead, be obsessed with excellence. Things don't make you excellent. However, excellence will make you expensive.

Ballot papers do not define leaders. Leadership is defined by conviction, vision, passion and inspiration.

Authority confined in you does not make you a leader. It is the authority created by you that makes you influence people with your purpose.

By all means be submissive in the bedroom (if you are that way inclined), but don't be submissive to life. Being life's bitch is no fun at all. Life may play up in many ways, but it's up to you to take control, take charge and show life who's really calling the shots.

A boss says "you do it", a leader says "Let's do it".

Listen, Challenge, Commit. A strong leader has the humility to listen, the confidence to challenge, and the wisdom to know when to quit arguing and to get on board.

But in the military you don't get trusted positions just because of your ability. You also have to attract the notice of superior officers. You have to be liked. You have to fit in with the system. You have to look like what the officers above you think that officers should look like. You have to think in ways that they are comfortable with. The result was that you ended up with a command structure that was top-heavy with guys who looked good in uniform and talked right and did well enough not to embarrass themselves, while the really good ones quietly did all the serious work and bailed out their superiors and got blamed for errors they had advised against until they eventually got out. That was the military.

The sign of a good leader is easy to recognize, though it is hardly ever seen. For the greatest leaders are those who share as equals in the trials and struggles, the demands and expectations, the hills and trenches, the laws and punishments placed upon the backs of those governed. A great leader is motivated not by power but by compassion. Therefore he can do nothing but make himself a servant to those whom he rules. Such a leader is unequivocally respected, and loved for loving.

Build your house on granite. By granite I mean your nature that you are torturing to death, the love in your child's body, your wife's dream of love, your own dream of life when you were sixteen. Exchange your illusions for a bit of truth. Throw out your politicians and diplomats! Take your destiny into your own hands and build your life on rock. Forget about your neighbor and look inside yourself! Your neighbor, too, will be grateful. Tell you're fellow workers all over the world that you're no longer willing to work for death but only for life. Instead of flocking to executions and shouting hurrah, hurrah, make a law for the protection of human life and its blessings. Such a law will be part of the granite foundation your house rests on. Protect your small children's love against the assaults of lascivious, frustrated men and women. Stop the mouth of the malignant old maid; expose her publicly or send her to a reform school instead of young people who are longing for love. Don;t try to outdo your exploiter in exploitation if you have a chance to become a boss. Throw away your swallowtails and top hat, and stop applying for a license to embrace your woman. Join forces with your kind in all countries; they are like you, for better or worse. Let your child grow up as nature (or 'God') intended. Don't try to improve on nature. Learn to understand it and protect it. Go to the library instead of the prize fight, go to foreign countries rather than to Coney Island. And first and foremost, think straight, trust the quiet inner voice inside you that tells you what to do. You hold your life in your hands, don't entrust it to anyone else, least of all to your chosen leaders. BE YOURSELF! Any number of great men have told you that.

Nothing will make a better impression on your leader than your ability to manage yourself. If your leader must continually expend energy managing you, then you will be perceived as someone who drains time and energy. If you manage yourself well, however, your boss will see you as someone who maximizes opportunities and leverages personal strengths. That will make you someone your leader turns to when the heat is on.

The hips were the leaders of this conspiracy. So I rang my boss and held the phone to my hips so he could hear them too.

If the only way for you to get people to do your bidding is through force or intimidation, you are neither a leader nor a boss: you are an a**hole.

The longer it takes for a boss to respond to their e-mails, the less satisfied people are with their leader.

Boss may be one, but leader can be anyone!

The dictator State has one great advantage over bourgeois reason: along with the individual it swallows up his religious forces. The State takes the place of God; that is why, seen from this angle, the socialist dictatorships are religions and State slavery is a form of worship. But the religious function cannot be dislocated and falsified in this way without giving rise to secret doubts, which are immediately repressed so as to avoid conflict with the prevail trend towards mass-mindedness. […] The policy of the State is exalted to a creed, the leader or party boss becomes a demigod beyond good and evil, and his votaries are honoured as heroes, martyrs, apostles, missionaries. There is only one truth and beside it no other. It is sacrosanct and above criticism. Anyone who thinks differently is a heretic, who, as we know from history, is threatened with all manner of unpleasant things. Only the party boss, who holds the political power in his hands, can interpret the State doctrine authentically, and he does so just as suits him.

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

A boss in essence is every woman willing to try, push, succeed, fail but ultimately do the work in her lifescape to make her mark on the world the way she wants to draw it.

A leader who allows their subordinates to suffer as proof of who is the boss likely quenches their thirst with salt water from a rusted canteen.

E-mail response time is the single best predictor of whether employees are satisfied with their boss, according to research by Duncan Watts, a Columbia University sociologist who is now a principal researcher for Microsoft Research. The longer it takes for a boss to respond to their e-mails, the less satisfied people are with their leader.1

Anyone who is in Christ is strategically positioned to win the most coveted award in this business called life. He doesn't want you playing itty-bitty roles. He wants bright lights in your dressing room, and the spotlight trained on you as you take the center stage.

you don’t have to be a boss to be a leader

There are two types of silly bosses: one is the too kind boss and another, the evil boss

Before we even discovered that we were so smart, our Manufacturer already had it all figured out.

Leadership is not a position. It is who you are.

Nothing you do as a manager will be more important than developing and pursuing a view of the future that you and your group want to create.

A clear sense of the future—where you, your group, and your organization are trying to go—is the framework for virtually all you do as a manager.

We have only minimal control over the rewards for our work and effort—other people’s validation, recognition, rewards. So what are we going to do? Not be kind, not work hard, not produce, because there is a chance it wouldn’t be reciprocated? C’mon. Think of all the activists who will find that they can only advance their cause so far. The leaders who are assassinated before their work is done. The inventors whose ideas languish “ahead of their time.” According to society’s main metrics, these people were not rewarded for their work. Should they have not done it? Yet in ego, every one of us has considered doing precisely that. If that is your attitude, how do you intend to endure tough times? What if you’re ahead of the times? What if the market favors some bogus trend? What if your boss or your clients don’t understand? It’s far better when doing good work is sufficient. In other words, the less attached we are to outcomes the better. When fulfilling our own standards is what fills us with pride and self-respect. When the effort—not the results, good or bad—is enough. With ego, this is not nearly sufficient. No, we need to be recognized. We need to be compensated. Especially problematic is the fact that, often, we get that. We are praised, we are paid, and we start to assume that the two things always go together. The “expectation hangover” inevitably ensues.

When language works to make you question your own perceptions, whether at work or at church, that’s a form of gaslighting. I first came across the term “gaslighting” in the context of abusive romantic partners, but it shows up in larger-scale relationships, too, like those between bosses and their employees, politicians and their supporters, spiritual leaders and their devotees. Across the board, gaslighting is a way of psychologically manipulating someone (or many people) such that they doubt their own reality, as a way to gain and maintain control.

Depressed, ruthless bosses create toxic organizations filled with negative underachievers. But if you’re an upbeat, inspirational leader, you cultivate positive employees who embrace and surmount even the toughest challenges.

Linear models tend to define relationships in terms of roles rather than people: the boss rather than the person actually exerting influence. The organic model tends to define relationships in terms of one unique person to another unique person.

What I hope is clear at this point is that you don't have to be the boss to be a leader. The leader's job is to create and nurture the culture we all need to do our best work. And so anytime you play a role in doing that, you are exercising leadership.

I told the others which trees to chop, where to get the mud, even though I was not the official leader. My father used to say, ‘Thing like a boss, not like a worker.’ He meant that it is better to use your brain and be active than to be sullen and passive, as most workers are. I worked harder than anyone in the crew because it kept my mind sharp and because it kept me from thinking about other things.

the entire rationale for fighting in Vietnam was rooted in faith. Faith that his elected leaders and military bosses knew what they were doing and that the calculation that had placed his life at such peril mattered, that it did more than just make sense but demanded his suffering and sacrifice.

I got hold of a copy of the video that showed how Saddam Hussein had actually confirmed himself in power. This snuff-movie opens with a plenary session of the Ba'ath Party central committee: perhaps a hundred men. Suddenly the doors are locked and Saddam, in the chair, announces a special session. Into the room is dragged an obviously broken man, who begins to emit a robotic confession of treason and subversion, that he sobs has been instigated by Syrian and other agents. As the (literally) extorted confession unfolds, names begin to be named. Once a fellow-conspirator is identified, guards come to his seat and haul him from the room. The reclining Saddam, meanwhile, lights a large cigar and contentedly scans his dossiers. The sickness of fear in the room is such that men begin to crack up and weep, rising to their feet to shout hysterical praise, even love, for the leader. Inexorably, though, the cull continues, and faces and bodies go slack as their owners are pinioned and led away. When it is over, about half the committee members are left, moaning with relief and heaving with ardent love for the boss. (In an accompanying sequel, which I have not seen, they were apparently required to go into the yard outside and shoot the other half, thus sealing the pact with Saddam. I am not sure that even Beria or Himmler would have had the nerve and ingenuity and cruelty to come up with that.)

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.

People respond well to managers who stop being bosses and start being leaders.

You can be appointed someone’s boss but not their leader. Your followers ultimately determine your leadership.

As Max DePree, former CEO of furniture maker Herman Miller, put it, “The first job of a leader is to define reality.

People respond well to managers who stop being bosses and start being leaders. They go the extra mile if they genuinely believe that your success is their success and vice versa.

She was not alone in her respect for him. Because he is more than a boss to people. He’s a religion for non-believers.

If you're a boss, and not a leader, your time is limited.

Defining the Future Fosters Commitment Within Your Team by Imbuing Its Work with Purpose

The ideal boss for a growing leader is probably a good boss with major flaws, so that one can learn all the complex lessons of what to do and what not to do simultaneously.

Management is responsibility for the performance of a group of people.

make a difference not only in what they do but in the thoughts and feelings that drive their actions.

Leadership is about using yourself as an instrument to get things done. It can be learned, but only if you are willing and able to engage in serious self-development.

There are few things worse in leadership than an overdog with no vision trying to lead underdogs with great vision.

PR is everything and everywhere. PR is the King and the Slave, the Game Changer and the Boss, the revolution! Indeed, the Global PR Revolution!

This identification puts an end to all creative under standing, and then one becomes a mere tool in the hands of the party boss, the priest or the favored leader.

The difference between a boss and a leader: a boss says, 'Go!' – a leader says, 'Let's go!

In the past a leader was a boss. Today’s leaders must be partners with their people.” —Ken Blanchard

A group of sheep led by a tiger can defeat a group of tigers led by a sheep.

A boss loves power; a leader loves people.

In business, scolding is not an insult, but a way of getting things done in an accurate and professional way.

world’s first labor story: Exodus. Pharaoh was the first bad boss, Moses was the first labor leader, and the Exodus was the first strike.

You better be passionate about what you pitch. Your passion is what will ignite flames for others to want to promote your project and spread the word for you.

Let your focus always be on the encouragement of innovation, experimentation, and creativity.    

I’ve seen too many leaders misunderstand leadership. They divide, instead of unite. They avoid their role in collective purpose.

The State has taken the place of God; that is why, seen from this angle, the socialist dictatorships are religions and State slavery is a form of worship. But the religious function cannot be dislocated and falsified in this way without giving rise to secret doubts, which are immediately repressed so as to avoid conflict with the prevailing trend towards mass-mindedness. The result, as always in such cases, is overcompensation in the form of fanaticism, which in its turn is used as a weapon for stamping out the least flicker of opposition. Free opinion is stifled and moral decision ruthlessly suppressed, on the plea that the end justifies the means, even the vilest. The policy of the State is exalted to a creed, the leader or party boss becomes a demigod beyond good and evil, and his votaries are honored as heroes, martyrs, apostles, missionaries. There is only one truth and beside it no other. It is sacrosanct and above criticism. Anyone who thinks differently is a heretic, who, as we know from history, is threatened with all manner of unpleasant things. Only the party boss, who holds the political power in his hands, can interpret the State doctrine authentically, and he does so just as suits him.

The leader of another crack gang once told Venkatesh that he could easily afford to pay his foot soldiers more, but it wouldn’t be prudent. “You got all these niggers below you who want your job, you dig?” he said. “So, you know, you try to take care of them, but you know, you also have to show them you the boss. You always have to get yours first, or else you really ain’t no leader. If you start taking losses, they see you as weak and shit.

A saint or monk can afford to be compassionate to all, but a leader or boss cannot always be kind. He may soon be without a job himself if he is unduly compassionate, and chances are, no one would show him any compassion then.

The drug dealer, the ducking and diving political leader, the wife beater, the chronically “crabby” boss, the “hot shot” junior executive, the unfaithful husband, the company “yes man,” the indifferent graduate school adviser, the “holier than thou” minister, the gang member, the father who can never find the time to attend his daughter’s school programs, the coach who ridicules his star athletes, the therapist who unconsciously attacks his clients’ “shining” and seeks a kind of gray normalcy for them, the yuppie—all these men have something in common. They are all boys pretending to be men. They got that way honestly, because nobody showed them what a mature man is like. Their kind of “manhood” is a pretense to manhood that goes largely undetected as such by most of us. We are continually mistaking this man’s controlling, threatening, and hostile behaviors for strength. In reality, he is showing an underlying extreme vulnerability and weakness, the vulnerability of the wounded boy.

Dex leaned in. “Um, I’m pretty sure it’s your call, since you’re the one in charge—unless you want us to choose for you. How about Lady Sophie the Reluctant?” “Very funny,” Sophie told him as Biana covered her mouth to muffle her giggle. “I kinda like Foster the Great,” Dex went on, oblivious to her annoyance—or perhaps because of it. “But I still feel like we could do better. Hmmm. Wait! I’ve got it!” He paused for a beat, dragging out the suspense before he leaned in and whispered, “The Fos-Boss.” “Ohhhhh, I like it!” Biana breathed. “I vote for that too,” Wylie added as he leaned in. “Then it’s settled,” Dex decided. “Unless you think Lady Fos-Boss is better.” “Yes!” Biana said, fighting to hold back another giggle. “That’s the winner.” Sophie gave them each her deadliest glare. “If you call me either of those things, I swear I’ll—” “And she thought she was going to have a hard time bossing us around,” Dex whispered to Biana and Wylie. “Looks like our fearless Lady Fos-Boss is a natural leader.” This time even Wylie had to muffle his laughter. “You guys are worse than Keefe,” Sophie grumbled, wondering if she could smother them with her frilly gown.

I recommend instead focusing first on something much more difficult: getting employees to give candid feedback to the boss. This can be accompanied by boss-to-employee feedback. But it’s when employees begin providing truthful feedback to their leaders that the big benefits of candor really take off.

Strive to do small things well. Be a doer and a self-starter—aggressiveness and initiative are two most admired qualities in a leader—but you must also put your feet up and think. Strive for self-improvement through constant self-evaluation. Never be satisfied. Ask of any project, How can it be done better? Don’t overinspect or oversupervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat. Keep the troops informed; telling them “what, how, and why” builds their confidence. The harder the training, the more troops will brag. Enthusiasm, fairness, and moral and physical courage—four of the most important aspects of leadership. Showmanship—a vital technique of leadership. The ability to speak and write well—two essential tools of leadership. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities. Have consideration for others. Yelling detracts from your dignity; take men aside to counsel them. Understand and use judgment; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly. Stay ahead of your boss.

Torvalds explained. “When people trust you, they take your advice.” He also realized that leaders in a voluntary collaborative have to encourage others to follow their passion, not boss them around. “The best and most effective way to lead is by letting people do things because they want to do them, not because you want them to.

Trust, honesty, and integrity are exceedingly important qualities because they so strongly affect followers. Most individuals need to trust others, especially their boss. Subordinates must perceive their leader as a consistently fair person if they’re to engage in the kind of innovative risk-taking that brings a company rewards.

Once I did find my voice, I saw that it was necessary to speak up in order to be as effective as possible in my role. Yet, many of the women around me still fell into the trap of being seen as ineffective or weak because they never took a vocal stand. No matter how brilliant and impressive these women may have been in one-on-one discussions, not speaking up in meetings hurt their chances of succeeding professionally. When women don't share their ideas with a large number of people, their contributions are easily over looked , and it's difficult for them to be seen as leaders. People naturally want to follow people who take a stand and voice their opinions with confidence.

You’re supposed to be the big boss.” Sam said nothing. The crowd hushed, ready to watch this one-on-one confrontation. “You’re the big boss of the freaks,” Zil yelled. “But you can’t do anything. You can shoot laser beams out of your hands, but you can’t get enough food, and you can’t keep the power on, and you won’t do anything about that murderer Hunter, who killed my best friend.” He paused to fill his lungs for a final, furious cry. “You shouldn’t be in charge.” “You want to be in charge, Zil? Last night you were running around trying to get a lynch mob together. And let’s not even pretend that wasn’t you responsible for graffiti I saw driving into town just now.” “So what?” Zil demanded. “So what? So I said what everyone who isn’t a freak is thinking.” He spit the word “freak,” making it an insult, making it an accusation. “You really think what we need right now is to divide up between freaks and normals?” Sam asked. “You figure that will get the lights turned back on? That will put food on people’s tables?

Some hold the position that education is serious, but games are not; therefore games have no place in education. But an examination of our educational system shows that it is a game! Students (players) are given a series of assignments (goals) that must be handed in (accomplished) by certain due dates (time limits). They receive grades (scores) as feedback repeatedly as assignments (challenges) get harder and harder, until the end of the course when they are faced with a final exam (boss monster), which they can only pass (defeat) if they have mastered all the skills in the course (game). Students (players) who perform particularly well are listed on the honor roll (leader board).

Delegating, thinking strategically, communicating—you may think this all sounds like Management 101. And you’re right. The most basic elements of management are often what trip up managers early in their careers. And because they are the basics, the bosses of rookie managers often take them for granted. They shouldn’t—an extraordinary number of people fail to develop these skills. I’ve maintained an illusion throughout this article—that only rookie managers suffer because they haven’t mastered these core skills. But the truth is, managers at all levels make these mistakes. An organization that supports its new managers by helping them to develop these skills will have surprising advantages over the competition.

This is old politicians," says Joel Swerdlow, the twenty-six-year-old who ran McGovern's operation in the North half of Milwaukee. "We have precinct captains, ward leaders, car captains, the whole bit. That's the only way you win. But instead of patronage bosses and sewer commissioners, we've got young people who work because they're interested in the issues.

Don’t run down your checklist. There is a tendency, even for senior leaders, to use meetings with a boss as an opportunity to run through your checklist of what you’ve been doing. Sometimes this is appropriate, but it is rarely what your boss needs or wants to hear. You should assume she wants to focus on the most important things you’re trying to do and how she can help.

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some “bosses” say that their employees either have leadership skills or they don’t, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become “distinct” leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders.

If you have ever worked in an office, then you have probably experienced a particular form of bad management displayed by bosses who seem unaware of their limitations and are clearly and unjustifiably pleased with themselves. They are overconfident, abrasive, and very much in awe of themselves, particularly in light of their actual talents. They are their own biggest fans by some distance.

Ethical leaders never ask for loyalty. Those leading through fear—like a Cosa Nostra boss—require personal loyalty. Ethical leaders care deeply about those they lead, and offer them honesty and decency, commitment and their own sacrifice. They have a confidence that breeds humility. Ethical leaders know their own talent but fear their own limitations—to understand and reason, to see the world as it is and not as they wish it to be. They speak the truth and know that making wise decisions requires people to tell them the truth. And to get that truth, they create an environment of high standards and deep consideration—“love” is not too strong a word—that builds lasting bonds and makes extraordinary achievement possible. It would never occur to an ethical leader to ask for loyalty.

Louder than words Why do we play with fire? Why do we run our finger through the flame? Why do we leave our hand on the stove Although we know we're in for some pain? Oh, why do we refuse to hang a light When the streets are dangerous? Why does it take an accident Before the truth gets through to us? Cages or wings Which do you prefer? Ask the birds Fear or love, baby? Don't say the answer Actions speak louder than words Why should we try to be our best When we can just get by and still gain? Why do we nod our heads Although we know The boss is wrong as rain? Why should we blaze a trail When the well worn path Seems safe and so inviting? How as we travel, can we See the dismay And keep from fighting? Cages or wings? Which do you prefer? Ask the birds Fear or love, baby? Don't say the answer Actions speak louder than words What does it take To wake up a generation? How can you make someone Take off and fly? If we don't wake up And shake up the nation We'll eat the dust of the world Wondering why, why Why do we stay with lovers Who we know, down deep Just aren't right? Why would we rather Put ourselves through Hell Than sleep alone at night? Why do we follow leaders who never lead? Why does it take catastrophe to start a revolution? If we're so free, tell me why? Someone tell me why So many people bleed? Cages or wings? Which do you prefer? Ask the birds Fear or love, baby? Don't say the answer Actions speak louder than Louder than, louder than Louder than, louder than Cages or wings? Which do you prefer? Ask the birds Fear or love baby? Don't say the answer Actions speak louder Louder than, louder than, ooh They speak louder Louder than, louder than, ooh Actions speak louder than

I’ve been asked a lot over the years about the best way to nurture ambition—both one’s own and that of the people you manage. As a leader, you should want those around you to be eager to rise up and take on more responsibility, as long as dreaming about the job they want doesn’t distract them from the job they have. You can’t let ambition get too far ahead of opportunity. I’ve seen a lot of people who had their sights set on a particular job or project, but the opportunity to actually get that thing was so slim. Their focus on the small thing in the distance became a problem. They grew impatient with where they were. They didn’t tend enough to the responsibilities they did have, because they were longing so much for something else, and so their ambition became counterproductive. It’s important to know how to find the balance—do the job you have well; be patient; look for opportunities to pitch in and expand and grow; and make yourself one of the people, through attitude and energy and focus, that your bosses feel they have to turn to when an opportunity arises. Conversely, if you’re a boss, these are the people to nurture—not the ones who are clamoring for promotions and complaining about not being utilized enough but the ones who are proving themselves to be indispensable day in and day out.

In that moment, something else occurred to me: The “leader of the free world,” the self-described great business tycoon, didn’t understand leadership. Ethical leaders never ask for loyalty. Those leading through fear – like a Cosa Nostra boss- require personal loyalty. Ethical leaders care deeply about those they lead, and offer them honesty and decency, commitment and their own sacrifice. They have a confidence that breeds humility. Ethical leaders know their own talent but fear their own limitations-to understand and reason, to see the world as it is and not as they wish it to be. They speak the truth and know that making wise decisions requires people to tell them the truth. And to get that truth, they create an environment of high standards and deep consideration – “love” is not too strong a word – that builds lasting bonds and makes extraordinary achievement possible. It would never occur to an ethical leader to ask for loyalty.

dedication is not necessarily demonstrated by an excessive number of hours worked, or by the amount of blood, sweat, and tears poured into the development of an idea or a product. Employees are, first and foremost, people. They have individual personalities and interests, as well as widely variable styles of work and time management. Most importantly, they have lives outside the office, and that personal life is just as important to their success as their working conditions.

When you are a mother and a homemaker, you are your own boss. The days are what you make of them. The tasks that need to get done are put on a list at your discretion. This means that you must be leadership material. At the same time, what you get done is up to you, too. You also have to be a hardworking employee. The part of you that decides where to go must work with the part of you that needs to go there. Making a list that you cannot accomplish does not make you a better housewife, it makes you a bad leader.

The first rule for such a situation is to make decisions like an engineer, based on technical merit rather than personal considerations. “It was a way of getting people to trust me,” Torvalds explained. “When people trust you, they take your advice.” He also realized that leaders in a voluntary collaborative have to encourage others to follow their passion, not boss them around. “The best and most effective way to lead is by letting people do things because they want to do them, not because you want them to.” Such a leader knows how to empower groups to self-organize.

Years ago, I used to tell new leaders I hired that every person in our organization walked around with two buckets. One bucket contained water, and the other gasoline. As leaders, they would continually come across small fires, and they could pour water or gasoline on a fire. It was their choice. When you choose the water bucket and represent your boss positively, he will appreciate it. That will be especially true when the “fire” you encounter is about your boss. Anytime people work for someone who can’t or won’t lead, there is grumbling. Don’t pour gas on it. Pour water.

According to a Gallup poll conducted in 2013 called “State of the American Workplace,” when our bosses completely ignore us, 40 percent of us actively disengage from our work. If our bosses criticize us on a regular basis, 22 percent of us actively disengage. Meaning, even if we’re getting criticized, we are actually more engaged simply because we feel that at least someone is acknowledging that we exist! And if our bosses recognize just one of our strengths and reward us for doing what we’re good at, only 1 percent of us actively disengage from the work we’re expected to do.

...in certain regions the party is organized like a gang whose toughest member takes over the leadership. The leader’s ancestry and powers are readily mentioned, and in a knowing and slightly admiring tone it is quickly pointed out that he inspires awe in his close collaborators. In order to avoid these many pitfalls a persistent battle has to be waged to prevent the party from becoming a compliant instrument in the hands of a leader. Leader comes from the English verb “to lead,” meaning “to drive” in French.15 The driver of people no longer exists today. People are no longer a herd and do not need to be driven. If the leader drives me I want him to know that at the same time I am driving him. The nation should not be an affair run by a big boss. Hence the panic that grips government circles every time one of their leaders falls ill, because they are obsessed with the question of succession: What will happen to the country if the leader dies? The influential circles, who in their blind irresponsibility are more concerned with safeguarding their lifestyle, their cocktail parties, their paid travel and their profitable racketeering, have abdicated in favor of a leader and occasionally discover the spiritual void at the heart of the nation.

What I hadn’t realized was that, above all else, Favs was a prodigy. Speechwriters, even great ones, tend to lead either from the head or heart. I was a head-first writer, connecting logical dots and only later adding emotions. Heart-first people went the other way around. Favs was the only true switch-hitter I ever met. His writing was both lyrical and well organized, arcing between timeless values and everyday concerns with astounding ease and grace. Perhaps because he possessed innate talent, Favs tended to separate people into two categories: those who had it and those who did not. I was lucky enough to be lumped into the haves. From the day I arrived he acted as if, all evidence to the contrary, his team benefited from having me around. “So, is it amazing?” friends would ask. Of course it was amazing. Sometimes Kathy, Valerie’s assistant, would explain that we needed to reschedule a meeting because Valerie had been called into the Oval. She said this casually, as though her boss had been put on hold with the cable company and not summoned by the leader of the free world. Other times I would watch Favs and the POTUS speechwriters spitball lines for a set of remarks. A few days later, I would see those exact same lines on the front page of the New York Times. It was unbelievable. I felt like Cinderella at the ball.

During my college years I knew a man who, before professing faith in Christ, was a notorious womanizer. James’s pattern was to seduce a woman and, once he had sex with her, lose interest and move on. When he embraced Christianity he quickly renounced his sexual escapades. He became active in Christian ministry. However, his deep idol did not change. In every class or study, James was argumentative and dominating. In every meeting he had to be the leader, even if he was not designated to be so. He was abrasive and harsh with skeptics when talking to them about his new-found faith. Eventually it became clear that his meaning and value had not shifted to Christ, but was still based in having power over others. That is what made him feel alive. The reason James wanted to have sex with those women was not because he was attracted to them, but because he was seeking the power of knowing he could sleep with them if he wanted to. Once he achieved that power, he lost interest in them. The reason he wanted to be in Christian ministry was not because he was attracted to serving God and others, but to the power of knowing he was right, that he had the truth. His power idol took a sexual form, and then a religious one. It hid itself well. Idols of power, then, are not only for the powerful. You can pursue power in small, petty ways, by becoming a local neighborhood bully or a low-level bureaucrat who bosses around the few people in his field of authority. Power idolatry is all around us.

In heist movies, there's always a montage of scenes where the caper crew rehearses for the big day. The greaser person practices maneuvering through a mock laser beam field made up of string. The driver races through obstacle courses, back alleys, and dark city streets. The hacker pounds on her keyboard, staring at screens full of code. The gadget person demonstrates all their clever toys. The key master practices opening a safe. The muscle finds a few security guards to knock unconscious and wrestles guard dogs to the ground. The inside person seduces or befriends the target and gets them to spill their secrets. And the leader organizes it all with the help of her second-in-command. At least, that's the way it works in the movies. In real life, with a bunch of newbs who are scraping by with low-paying jobs, inflexible hours, difficult bosses, and a bunch of side gigs to make ends meet, just organizing a rehearsal heist was one hell of a task.

... she just had time to reflect that of all the many ways in which she had anticipated her final moments, crashing airborne into a pack of flying wolves seemed least likely... Meanwhile the pack of flying wolves had noticed something unusual. 'What's that boss?' Said one of them, who was near the front. But their leader, Skoll, was too intent on opening his jaws wide enough to swallow the sun to hear. 'Looks like a flying pink poodle,' the wolf went on, and this time Skoll did hear. 'A flying pink poodle?' He said, with vast contempt. 'Give me a break Garm." 'No boss, look,' Garm protested. 'It is a flying pink poodle...' 'I told you what would happen if you didn't take your altitude tablets.' But by now the other wolves were joining in... Skoll heaved a sigh of absolute exasperation. 'First of all,' he said, 'poodles can't fly. And they ain't pink. I-oh.' For now that he had turned he could see Flo, careening erratically towards them upside down with her eyes firmly shut... He had become, over the millennia, almost jaded to novelty. But now he was genuinely astonished. 'Wow," he said.

What are you doing here?” He wasn’t annoyed, exactly. He just seemed to find my presence unexpected, the way you might be surprised to discover your dog in the living room instead of in its crate. A different young staffer would have handled the situation gracefully. Perhaps they might have tried a high-minded approach: “I’m here to serve my country.” Or they might have kept things simple: “I’m hoping to catch typos.” Here is what I did instead. First, in a misguided effort to appear casual, I gave the leader of the free world a smile reminiscent of a serial killer who knows the jig is up. Then I said the following: “Oh, I’m just watching.” POTUS took a shallow breath through his nose. He raised his eyebrows, looked at our cameraman, and sighed. “It always makes me nervous when Litt’s around.” I’m 90 percent sure President Obama was half joking. Still, two months later, on my final POTUS trip, my stomach full of arugula and Brie, I was careful to avoid his eyes. Backstage in Detroit, POTUS went through his usual prespeech routine, shaking hands with the prompter operators and joking with personal aides. Then he stepped onstage to remind a roomful of autoworkers about the time he saved their industry seven years before. I had written plenty of auto speeches for President Obama. There was nothing especially new in this one. But as POTUS reached his closing paragraph, my eyes filled with tears. I had tried to prepare myself for each milestone: my last set of remarks for the president, my last ride in the motorcade, my last flight on Air Force One. Still, the nostalgia left me reeling. I fled the staff viewing area and found a men’s room. With my left hand, I steadied myself against the sink. With my right, I held all but the first page of my speech. You’re supposed to be an adult, I reminded myself. And adults don’t cry in front of their boss’s boss.

Power is seeping away from autocrats and single-party systems whether they embrace reform or not. It is spreading from large and long-established political parties to small ones with narrow agendas or niche constituencies. Even within parties, party bosses who make decisions, pick candidates, and hammer out platforms behind closed doors are giving way to insurgents and outsiders—to new politicians who haven’t risen up in the party machine, who never bothered to kiss the ring. People entirely outside the party structure—charismatic individuals, some with wealthy backers from outside the political class, others simply catching a wave of support thanks to new messaging and mobilization tools that don’t require parties—are blazing a new path to political power. Whatever path they followed to get there, politicians in government are finding that their tenure is getting shorter and their power to shape policy is decaying. Politics was always the art of the compromise, but now politics is downright frustrating—sometimes it feels like the art of nothing at all. Gridlock is more common at every level of decision-making in the political system, in all areas of government, and in most countries. Coalitions collapse, elections take place more often, and “mandates” prove ever more elusive. Decentralization and devolution are creating new legislative and executive bodies. In turn, more politicians and elected or appointed officials are emerging from these stronger municipalities and regional assemblies, eating into the power of top politicians in national capitals. Even the judicial branch is contributing: judges are getting friskier and more likely to investigate political leaders, block or reverse their actions, or drag them into corruption inquiries that divert them from passing laws and making policy. Winning an election may still be one of life’s great thrills, but the afterglow is diminishing. Even being at the top of an authoritarian government is no longer as safe and powerful a perch as it once was. As Professor Minxin Pei, one of the world’s most respected experts on China, told me: “The members of the politburo now openly talk about the old good times when their predecessors at the top of the Chinese Communist Party did not have to worry about bloggers, hackers, transnational criminals, rogue provincial leaders or activists that stage 180,000 public protests each year. When challengers appeared, the old leaders had more power to deal with them. Today’s leaders are still very powerful but not as much as those of a few decades back and their powers are constantly declining.”3

Damn It Feels Good To Be A Gangsta Verse 1 Damn it feels good to be a gangsta A real gangsta-ass nigga plays his cards right A real gangsta-ass nigga never runs his f**kin mouth Cuz real gangsta-ass niggas don't start fights And niggas always gotta high cap Showin' all his boys how he shot em But real gangsta-ass niggas don't flex nuts Cuz real gangsta-ass niggas know they got em And everythings cool in the mind of a gangsta Cuz gangsta-ass niggas think deep Up three-sixty-five a year 24/7 Cuz real gangsta ass niggas don't sleep And all I gotta say to you Wannabe, gonnabe, cocksuckin', pussy-eatin' prankstas 'Cause when the fire dies down what the f**k you gonna do Damn it feels good to be a gangsta Verse 2 Damn it feels good to be a gangsta Feedin' the poor and helpin out with their bills Although I was born in Jamaica Now I'm in the US makin' deals Damn it feels good to be a gangsta I mean one that you don't really know Ridin' around town in a drop-top Benz Hittin' switches in my black six-fo' Now gangsta-ass niggas come in all shapes and colors Some got killed in the past But this gangtsa here is a smart one Started living for the lord and I last Now all I gotta say to you Wannabe, gonnabe, pussy-eatin' cocksuckin' prankstas When the sh*t jumps off what the f**k you gonna do Damn it feels good to be a gangsta Verse 3 Damn it feels good to be a gangsta A real gangta-ass nigga knows the play Real gangsta-ass niggas get the flyest of the b**ches Ask that gangsta-ass nigga Little Jake Now b**ches look at gangsta-ass niggas like a stop sign And play the role of Little Miss Sweet But catch the b**ch all alone get the digit take her out and then dump-hittin' the ass with the meat Cuz gangsta-ass niggas be the gang playas And everythings quiet in the clique A gangsta-ass nigga pulls the trigger And his partners in the posse ain't tellin' off sh*t Real gangsta-ass niggas don't talk much All ya hear is the black from the gun blast And real gangsta-ass niggas don't run for sh*t Cuz real gangsta-ass niggas can't run fast Now when you in the free world talkin' sh*t do the sh*t Hit the pen and let the mothaf**kas shank ya But niggas like myself kick back and peep game Cuz damn it feels good to be a gangsta Verse 4 And now, a word from the President! Damn it feels good to be a gangsta Gettin voted into the White House Everything lookin good to the people of the world But the Mafia family is my boss So every now and then I owe a favor gettin' down like lettin' a big drug shipment through And send 'em to the poor community So we can bust you know who So voters of the world keep supportin' me And I promise to take you very far Other leaders better not upset me Or I'll send a million troops to die at war To all you Republicans, that helped me win I sincerely like to thank you Cuz now I got the world swingin' from my nuts And damn it feels good to be a gangsta

We need to be humble enough to recognize that unforeseen things can and do happen that are nobody’s fault. A good example of this occurred during the making of Toy Story 2. Earlier, when I described the evolution of that movie, I explained that our decision to overhaul the film so late in the game led to a meltdown of our workforce. This meltdown was the big unexpected event, and our response to it became part of our mythology. But about ten months before the reboot was ordered, in the winter of 1998, we’d been hit with a series of three smaller, random events—the first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren Jacobs, one of the lead technical directors on the movie, remembers watching this occur in real time. At first, he couldn’t believe what he was seeing. Then, he was frantically dialing the phone to reach systems. “Pull out the plug on the Toy Story 2 master machine!” he screamed. When the guy on the other end asked, sensibly, why, Oren screamed louder: “Please, God, just pull it out as fast as you can!” The systems guy moved quickly, but still, two years of work—90 percent of the film—had been erased in a matter of seconds. An hour later, Oren and his boss, Galyn Susman, were in my office, trying to figure out what we would do next. “Don’t worry,” we all reassured each other. “We’ll restore the data from the backup system tonight. We’ll only lose half a day of work.” But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real. To reassemble the film would have taken thirty people a solid year. I remember the meeting when, as this devastating reality began to sink in, the company’s leaders gathered in a conference room to discuss our options—of which there seemed to be none. Then, about an hour into our discussion, Galyn Susman, the movie’s supervising technical director, remembered something: “Wait,” she said. “I might have a backup on my home computer.” About six months before, Galyn had had her second baby, which required that she spend more of her time working from home. To make that process more convenient, she’d set up a system that copied the entire film database to her home computer, automatically, once a week. This—our third random event—would be our salvation. Within a minute of her epiphany, Galyn and Oren were in her Volvo, speeding to her home in San Anselmo. They got her computer, wrapped it in blankets, and placed it carefully in the backseat. Then they drove in the slow lane all the way back to the office, where the machine was, as Oren describes it, “carried into Pixar like an Egyptian pharaoh.” Thanks to Galyn’s files, Woody was back—along with the rest of the movie.