Brilliant Leadership Quotes

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

Silence is for fools. Communication is for leaders. Justice is for those brave enough to not stand another moment dealing with people that feel the solution to any problem is through cold indifference because of their lack of courage and insecurities.

As I am an honest man, I thought you had received some bodily wound. There is more sense in that than in reputation. Reputation is an idle and most false imposition, oft got without merit and lost without deserving.

Perfectionism is a particularly evil lure for women, who, I believe, hold themselves to an even higher standard of performance than do men. There are many reasons why women’s voices and visions are not more widely represented today in creative fields. Some of that exclusion is due to regular old misogyny, but it’s also true that—all too often—women are the ones holding themselves back from participating in the first place. Holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still seem to believe that they are not allowed to put themselves forward at all, until both they and their work are perfect and beyond criticism. Meanwhile, putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation. Just sayin’. And I don’t say this as a criticism of men, by the way. I like that feature in men—their absurd overconfidence, the way they will casually decide, “Well, I’m 41 percent qualified for this task, so give me the job!” Yes, sometimes the results are ridiculous and disastrous, but sometimes, strangely enough, it works—a man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish more women would risk these same kinds of wild leaps. But I’ve watched too many women do the opposite. I’ve watched far too many brilliant and gifted female creators say, “I am 99.8 percent qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side.” Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. (Ha ha ha! Just kidding! I can totally imagine: We got it from every single message society has ever sent us! Thanks, all of human history!) But we women must break this habit in ourselves—and we are the only ones who can break it. We must understand that the drive for perfectionism is a corrosive waste of time, because nothing is ever beyond criticism. No matter how many hours you spend attempting to render something flawless, somebody will always be able to find fault with it. (There are people out there who still consider Beethoven’s symphonies a little bit too, you know, loud.) At some point, you really just have to finish your work and release it as is—if only so that you can go on to make other things with a glad and determined heart. Which is the entire point. Or should be.

Brilliant strategy is the best route to desirable ends with available means.

Leadership’s a lot more about how brilliantly you work and how masterfully you behave.

The world is changing. No matter what any of us is shopping for, we can find good products, good services, good solutions. We want to enjoy the experience of using those products, those services. This firm doesn't have a lock on brilliance. Your prospective clients can find that elsewhere. They want to enjoy the experience of implementing a brilliant solution in collegial and congenial partnership with teh people who brought it to them.

I have come to learn, that when people of money and power organize to set upon to break a person they seek to silence, and the person seems but a shadow of what they were, under the endless barrage, in the end when laid to rest, the dignity, compassion and presence of the person somehow endures, and their words awaken to speak clearer than before. As if torches ignite, when their flame is gone, and the light of their truth, Is brilliantly lit and once more born.

the reason we are so focused on time management as opposed to energy management is because it’s easier.

Any complex system that has a repeating signal, pattern, beat or rhythm will always synchronize to the strongest and most powerful ‘pendulum’ or beat.

True leadership inspires people with vision. Vision pulls people not only to take action but also to care about the outcome, to take personal ownership of it, and to bring their “A game” every day.

Trollbella said. “Welcome to tonight’s performance. As you probably know, I am Queen Trollbella of the Troblin Kingdom. If you don’t know, please ask the person beside you to slap you. I am known for many things in my kingdom: beauty, intelligence, charisma, elegance, passion – but I’m best known for bringing my nation together. Thanks to my brilliant leadership, what was once a territory of greedy trolls and obnoxious goblins is now a kingdom of respectable and sophisticated Troblins. Tonight you will see that transformation before your symmetrical human eyes in ‘The Life and Times of Queen Trollbella’!

What do I and a diamond have in common? We are tough, brilliant, and carbon based entities which evolved into something better under immense pressure, tribulation, and trials.

Peter Principle--a brilliant and talented man promoted just one notch over his head.

People don’t buy things because they think they want them; they buy them because they feel they need them!

The problem of course is that the link between IQ and performance is ‘distinctly underwhelming’ (Gladwell, 2010).

from an energy perspective we peak at 25 years old and, if left unchecked, our energy levels decline at roughly 3 per cent every year

I am telling you that order is absurd. You think there are no idiots in the intelligence business, that your superiors are all brilliant men who understand the game?” A furious hand waved in Major Allenton’s direction. “This business is rife with idiots. They play with lives and they play badly, and when people like you die as a result, they shrug and say, ‘Risks have to be taken in wartime.

Mismanaged emotion is the ‘superhighway’ to disease and distress. Your emotions not only determine whether you are likely to become ill and how happy you feel but also determine whether you will do a good job and get promoted.

The army leadership, taking these wishes of Hitler on board and also bearing in mind the outcome of the war games, had already adjusted its strategic thinking when, on 18 February, Hitler spoke of the favourable impression he had gained of Manstein’s plan the day before.42 The die was now cast. By chance, the basic thoughts of the amateur had coincided with the brilliantly unorthodox planning of the professional strategist. Further refined by the OKH, the Manstein plan gave Hitler what he wanted: a surprise assault in the most unexpected area which, though not without risk, had the boldness of genius. The

If you’re involved in building and managing a company, we’re asking you to think less in terms of being a brilliant product visionary or seeking the personality characteristics of charismatic leadership, and to think more in terms of being an organizational visionary and building the characteristics of a visionary company.

One may ask, how is the great King Jaron described by those who know him? The answer rarely includes the word “great,” unless the word to follow is “fool,” though I have also heard “disappointment,” “frustration,” and “chance that he’ll get us all killed.” There are other answers, of course. “He was born to cause trouble, as if nothing else could make him happy.” My nursemaid said that, before I was even four years of age. I still believe her early judgments of me were unfair. Other than occasionally climbing over the castle balconies, and a failed attempt at riding a goat, what could I have possibly done to make her say such a thing? My childhood tutor: “Jaron has a brilliant mind, if one can pin him down long enough to teach him anything he doesn’t think he already knows. Which one rarely can.” It wasn’t that I thought I already knew everything. It was that I had already learned everything I cared to know from him, and besides, I didn’t see the importance of studying in the same way as my elder brother, Darius. He would become king. I would take a position among his advisors or assume leadership within our armies. My parents had long abandoned the idea of me becoming a priest, at the tearful request of our own priest, who once announced over the pulpit that I “belonged to the devils more than the saints.” To be fair, I had just set fire to the pulpit when he said it. Mostly by accident.

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;

Take It Easy Trying too hard produces unexpected results: The flashy leader lacks stability. Trying to rush matters gets you nowhere. Trying to appear brilliant is not enlightened. Insecure leaders try to promote themselves. Impotent leaders capitalize on their position. It is not very holy to point out how holy you are. All these behaviors come from insecurity. They feed insecurity. None of them helps the work. None contributes to the leader’s health. The leader who knows how things happen does not do these things. Consider: When you think that you are so good, what are you comparing yourself with? God? Or your own insecurities? Do you want fame? Fame will complicate your life and compromise simplicity in your comings and goings. Is it money? The effort of trying to get rich will steal your time. Any form of egocentricity, of selfishness, obscures your deeper self and blinds you to how things happen.

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

Because when women understand chemistry, they begin to understand how things work.” Roth looked confused. “I’m referring to atoms and molecules, Roth,” she explained. “The real rules that govern the physical world. When women understand these basic concepts, they can begin to see the false limits that have been created for them.” “You mean by men.” “I mean by artificial cultural and religious policies that put men in the highly unnatural role of single-sex leadership. Even a basic understanding of chemistry reveals the danger of such a lopsided approach.” “Well,” he said, realizing he’d never seen it that way before, “I agree that society leaves much to be desired, but when it comes to religion, I tend to think it humbles us—teaches us our place in the world.” “Really?” she said, surprised. “I think it lets us off the hook. I think it teaches us that nothing is really our fault; that something or someone else is pulling the strings; that ultimately, we’re not to blame for the way things are; that to improve things, we should pray. But the truth is, we are very much responsible for the badness in the world. And we have the power to fix it.” “But surely you’re not suggesting that humans can fix the universe.” “I’m speaking of fixing us, Mr. Roth—our mistakes. Nature works on a higher intellectual plane. We can learn more, we can go further, but to accomplish this, we must throw open the doors. Too many brilliant minds are kept from scientific research thanks to ignorant biases like gender and race. It infuriates me and it should infuriate you. Science has big problems to solve: famine, disease, extinction. And those who purposefully close the door to others using self-serving, outdated cultural notions are not only dishonest, they’re knowingly lazy.

That’s why I wanted to use Supper at Six to teach chemistry. Because when women understand chemistry, they begin to understand how things work.” Roth looked confused. “I’m referring to atoms and molecules, Roth,” she explained. “The real rules that govern the physical world. When women understand these basic concepts, they can begin to see the false limits that have been created for them.” “You mean by men.” “I mean by artificial cultural and religious policies that put men in the highly unnatural role of single-sex leadership. Even a basic understanding of chemistry reveals the danger of such a lopsided approach.” “Well,” he said, realizing he’d never seen it that way before, “I agree that society leaves much to be desired, but when it comes to religion, I tend to think it humbles us—teaches us our place in the world.” “Really?” she said, surprised. “I think it lets us off the hook. I think it teaches us that nothing is really our fault; that something or someone else is pulling the strings; that ultimately, we’re not to blame for the way things are; that to improve things, we should pray. But the truth is, we are very much responsible for the badness in the world. And we have the power to fix it.” “But surely you’re not suggesting that humans can fix the universe.” “I’m speaking of fixing us, Mr. Roth—our mistakes. Nature works on a higher intellectual plane. We can learn more, we can go further, but to accomplish this, we must throw open the doors. Too many brilliant minds are kept from scientific research thanks to ignorant biases like gender and race. It infuriates me and it should infuriate you. Science has big problems to solve: famine, disease, extinction. And those who purposefully close the door to others using self-serving, outdated cultural notions are not only dishonest, they’re knowingly lazy. Hastings Research Institute is full of them.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

If you are a great warrior, you are supposed to be prepared to humble yourself before the lowest opponent. If you are a great general, you are supposed to be prepared to humble yourself before the lowest soldier. If you are a great politician, you are supposed to be prepared to humble yourself before for the lowest constituent. If you are a great governor, you are supposed to be prepared to humble yourself before for the lowest peasant. If you are a great president, you are supposed to be prepared to humble yourself before the lowest citizen. If you are a great leader, you are supposed to be prepared to humble yourself before for the lowest servant. If you are a great pastor, you are supposed to be prepared to humble yourself before the lowest parishioner. If you are a great prophet, you are supposed to be prepared to humble yourself before the lowest seer. If you are a great pope, you are supposed to be prepared to humble yourself before the lowest priest. If you are a great teacher, you are supposed to be prepared to humble yourself before for the lowest student. If you are a great guru, you are supposed to be prepared to humble yourself before for the lowest disciple. If you are a great architect, you are supposed to be prepared to humble yourself before the lowest mason. If you are a great engineer, you are supposed to be prepared to humble yourself before the lowest mechanic. If you are a great inventor, you are supposed to be prepared to humble yourself before for the lowest scientist. If you are a great doctor, you are supposed to be prepared to humble yourself before for the lowest nurse. If you are a great judge, you are supposed to be prepared to humble yourself before the lowest lawyer. If you are a great artist, you are supposed to be prepared to humble yourself before the lowest apprentice. If you are a great coach, you are supposed to be prepared to humble yourself before for the lowest athlete. If you are a great genius, you are supposed to be prepared to humble yourself before for the lowest talent. If you are a great philanthropist, you are supposed to be prepared to humble yourself before for the lowest beggar. In the school of patience, it is the long suffering who graduate. In the school of generosity, it is the kind who graduate. In the school of activism, it is the devoted who graduate. In the school of honor, it is the noble who graduate. In the school of wisdom, it is the prudent who graduate. In the school of knowledge, it is the curious who graduate. In the school of insight, it is the observant who graduate. In the school of understanding, it is the intelligent who graduate. In the school of success, it is the excellent who graduate. In the school of eminence, it is the influential who graduate. In the school of conquest, it is the fearless who graduate. In the school of enlightenment, it is the humble who graduate. In the school of courage, it is the hopeful who graduate. In the school of fortitude, it is the determined who graduate. In the school of leadership, it is servants who graduate. In the school of talent, it is the skilled who graduate. In the school of genius, it is the brilliant who graduate. In the school of greatness, it is the persevering who graduate. In the school of transcendence, it is the fearless who graduate. In the school of innovation, it is the creative who graduate.

If you can’t resist the urge to include your most brilliant ideas in the process, then you can include them in your prework. Write all of your best ideas in a giant document, delete it, and never mention any of them again. Now that those ideas are out of your head, your head is cleared for the work ahead.

This is a story of personal fascism as opposed to organized fascism. [It] indicates how it is possible for us to have a Gestapo, if the country should go fascist. A character like Monty would qualify brilliantly for the leadership of the Belsen concentration camp. Fascism hates weakness in people; minorities. Monty hates fairies, Negroes, Jews, and foreigners. In the book, Monty murders a fairy. He could have murdered a Negro, a foreigner, or a Jew.” Despite the message being thickly ladled at times, Crossfire’s story was deftly told. Robert Young’s earnest homilies about brotherhood don’t carry half the weight of Robert Mitchum explaining how ugly realities released by the war can’t be neatly tucked away. “The snakes are loose,” he says, like a man who knows how bad it’s going to get. Crossfire shocked everyone, including Schary and Scott, by being a box-office hit. Whether its success was due to a timely message or taut storytelling, no one was sure (although surveys prior to the film’s release suggested little public interest in ethnically themed stories). As the picture reaped humanitarian awards, anti-Communist crusaders moved in on Scott and Dmytryk. Both were branded Red and sent to jail, members of the infamous Hollywood Ten.

Leadership has nothing to do with what you get or where you sit. Leadership’s a lot more about how brilliantly you work and how masterfully you behave

The smart guess matters to leaders now more than ever precisely because they face such a deluge of data—often with no clear map of what it portends for the future. As Richard Fairbank, CEO at Capital One, put it, “Finding a visionary strategy you believe as a leader is a very intuitive thing. There are many things a leader can’t predict using data. How do you know what you will need to have in three years? Yet you’ve got to start development now or you won’t have it when you need it. Our company hires brilliant data analysts; we have one of the biggest Oracle databases in the world. But at the end of the day, I find that all the data does is push us out farther on the frontier where it’s uncertain all over again.

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

To begin to develop our systemic awareness we need to start distinguishing between what is natural and what is familiar. Oana Ta˘nase Systemic coaching and leadership begin with an awareness that organizations are unnatural living systems governed by the natural ordering forces that are attempting to create a coherent structure and order. Our brilliant rational minds and imagination fool themselves into thinking we can force through organizational

Gupta and Jobs were both brilliant men who accomplished extraordinary things. But each descended into a period of cluelessness, becoming so cocooned in his own world view that he couldn’t see other options. That’s what it means to be clueless. You don’t know what’s going on, but you think you do, and you don’t see better choices. So you do more of what you know, even though it’s not working. You hope in vain that if you just try harder, you’ll succeed.

in successful leadership, it isn’t just education and intellect that matter. It’s the power of will, focus, self-sacrifice, and dedication to a higher goal that can not only make scared teenagers perform brilliantly in combat but also drive often-confused corporate employees, frequently confronted with an overwhelming array of conflicting objectives, toward success.

pilot announced the problem and added, “There are four of us but only three parachutes. It’s my plane, my parachutes—I have to take one of them.” The others agreed. He strapped the parachute on and jumped to safety. Left on the aircraft were a brilliant professor (a rocket scientist, no less), a minister of religion and a backpacker. The professor jumped to his feet insisting, “I am one of the greatest minds in the country. I must survive. I must take one of the remaining parachutes.” The others agreed. He prepared himself and launched out. The elderly clergyman started to explain to the young traveler, “I’ve lived a long life. I do not fear death. You take the last parachute.” She stopped him mid-sentence with, “No, it’s fine. That brilliant professor just jumped out with my backpack strapped on!

As we were arriving at this decision, one of the lawyers on the team asked a searing question. She was a brilliant and quiet person, whom I sometimes had to invite into the conversation. “Should you consider that what you are about to do may help elect Donald Trump president?” she asked. I paused for several seconds. It was of course the question that was on everyone’s mind, whether they expressed it out loud or not. I began my reply by thanking her for asking that question. “It is a great question,” I said, “but not for a moment can I consider it. Because down that path lies the death of the FBI as an independent force in American life. If we start making decisions based on whose political fortunes will be affected, we are lost.

In April 2012, The New York Times published a heart-wrenching essay by Claire Needell Hollander, a middle school English teacher in the New York City public schools. Under the headline “Teach the Books, Touch the Heart,” she began with an anecdote about teaching John Steinbeck’s Of Mice and Men. As her class read the end together out loud in class, her “toughest boy,” she wrote, “wept a little, and so did I.” A girl in the class edged out of her chair to get a closer look and asked Hollander if she was crying. “I am,” she said, “and the funny thing is I’ve read it many times.” Hollander, a reading enrichment teacher, shaped her lessons around robust literature—her classes met in small groups and talked informally about what they had read. Her students did not “read from the expected perspective,” as she described it. They concluded (not unreasonably) that Holden Caulfield “was a punk, unfairly dismissive of parents who had given him every advantage.” One student read Lady Macbeth’s soliloquies as raps. Another, having been inspired by Of Mice and Men, went on to read The Grapes of Wrath on his own and told Hollander how amazed he was that “all these people hate each other, and they’re all white.” She knew that these classes were enhancing her students’ reading levels, their understanding of the world, their souls. But she had to stop offering them to all but her highest-achieving eighth-graders. Everyone else had to take instruction specifically targeted to boost their standardized test scores. Hollander felt she had no choice. Reading scores on standardized tests in her school had gone up in the years she maintained her reading group, but not consistently enough. “Until recently, given the students’ enthusiasm for the reading groups, I was able to play down that data,” she wrote. “But last year, for the first time since I can remember, our test scores declined in relation to comparable schools in the city. Because I play a leadership role in the English department, I felt increased pressure to bring this year’s scores up. All the teachers are increasing their number of test-preparation sessions and practice tests, so I have done the same, cutting two of my three classic book groups and replacing them with a test preparation tutorial program.” Instead of Steinbeck and Shakespeare, her students read “watered-down news articles or biographies, bastardized novels, memos or brochures.” They studied vocabulary words, drilled on how to write sentences, and practiced taking multiple-choice tests. The overall impact of such instruction, Hollander said, is to “bleed our English classes dry.” So

However we assess the relief of the siege of Orleans and the subsequent successes in the Loire Valley, the military proficiency of the French shocked the English to the point that French victory now seemed almost inevitable. If the English had learned that the French had new materiel or a brilliant new commander, they might have been able to devise counter procedures. But they had underestimated everything, from the loyalty evoked by Joan's leadership at Orleans to the fresh resolve of the men who knew her. In a way she also stood for something like a principle of minimal violence, for although she was always exposed to injury and indeed sustained serious wounds, she never personally harmed an enemy solider. The events of the late spring and early summer of 1929 engendered a new collective spirit among the French.

Academically brilliant persons usually make excellent managers and bureaucrats as they can efficiently implement the vision of the government or world leaders by following the prescribed methods. However, they may prove to be poor leaders, for they may not have taken the pain to understand the world on their own, and hence, cannot contribute any new thought or line of action to tackle new problems.

What does it mean to be an 'open source' society? What does one mean when one says one has an 'open mind'? Open source means that its a society everybody can work on improving. It has a synergy that allows the best minds to float on top, since there is no entropical hierarchy of mediocrity - once everything stays fluid there is the odd chance for genius elements to actually lead. Such is the case now in Turkey. The protesters are a fluid synergy that have no entropical leadership, and thus the most brilliant PR moves are made by the resistance, who are opposed by the worst sort of mediocrity that is totally at odds with reality. An 'open mind' follows a similar process, but in this case the entropy hides in the hierarchy of ideas that is implanted in the brain: once a person follows mediocre ideas - such as the 'idea' that 'marriage is the meaning of life' or 'having a job is the purpose of existence' etc - then the phenomenon of the 'open mind' becomes already impossible, for there is an internal hierarchy of entropy present that will prevent any sort of original impulse to have the meaning it truly has. Hence, the only way to escape the mediocrity of ones own mind is to allow anything to build and revise it.

When someone makes you a priority it is Great! When you make yourself a priority it is Brilliant!~

A Warrior, a Healer, and Tao The leader can act as a warrior or as a healer. As a warrior, the leader acts with power and decision. That is the Yang or masculine aspect of leadership. Most of the time, however, the leader acts as a healer and is in an open, receptive, and nourishing state. That is the feminine or Yin aspect of leadership. This mixture of doing and being, of warrior and healer, is both productive and potent. There is a third aspect of leadership: Tao. Periodically, the leader withdraws from the group and returns to silence, returns to God. Being, doing, being… then, Tao. I withdraw in order to empty myself of what has happened, to replenish my spirit. A brilliant warrior does not make every possible brilliant intervention. A knowing healer takes time to nourish self as well as others. Such simplicity and economy is a valuable lesson. It deeply affects the group. The leader who knows when to listen, when to act, and when to withdraw can work effectively with nearly anyone, even with other professionals, group leaders, or therapists, perhaps the most difficult and sophisticated group members. Because the leader is clear, the work is delicate and does not violate anybody’s sensibilities.

Harsh Interventions There are times when it seems as if one must intervene powerfully, suddenly, and even harshly. The wise leader does this only when all else fails. As a rule, the leader feels more wholesome when the group process is flowing freely and unfolding naturally, when delicate facilitations far outnumber harsh interventions. Harsh interventions are a warning that the leader may be uncentered or have an emotional attachment to whatever is happening. A special awareness is called for. Even if harsh interventions succeed brilliantly, there is no cause for celebration. There has been injury. Someone’s process has been violated. Later on, the person whose process has been violated may well become less open and more defended. There will be a deeper resistance and possibly even resentment. Making people do what you think they ought to do does not lead toward clarity and consciousness. While they may do what you tell them to do at the time, they will cringe inwardly, grow confused, and plot revenge. That is why your victory is actually a failure.

Isaiah 55:6-13 God’s ways and thoughts are infinitely higher than those of the most brilliant human. Yet His words in Scripture communicate well enough to bring about supernatural change in those who hear its truth. The purpose of communication is not to speak, but to be heard and understood.

and natural, no orator, no leader of men; nothing of the masterfulness that characterized such men as Wesley, and Whitefield, and Moody; no leader of men. One of the most brilliant writers in one of our morning papers said of Evan Roberts, in a tone of sorrow, that he lacked the qualities of leadership, and the writer said if but some prophet did now arise he could sweep everything before him. God has not chosen that a prophet shall arise. It is quite true. Evan Roberts is no orator, no leader. What is he? I mean now with regard to this great movement. He is the mouthpiece of the fact that there is no human guidance as to man or organization.

Through this book we will introduce you to the works of COL John Boyd, USAF, whose brilliant work forms the basis of what we do.  Col. Boyd passed on in 1997, but his legacy continues to grow, particularly on how to develop leaders of character to out-perform their opponents. Fred and I have spent a good part of the last decade developing ways to teach people how to practice Boyd’s OODA loop (more on this in the book).

Along the way after introductions to putting Boyd’s, Sun Tzu and Clausewitz (two other brilliant military (human conflict) thinkers) as well as other’s thoughts to practice, we begin introductions to actually implementing these ideas in the classroom along with examples of how they translated to the street. Over the course of the book, these real-world examples compile to actually form a real world Program of Instruction (POI) for a course that was implemented successful in a large police force just a couple of years ago.

I explained a leadership philosophy to her that had been drilled into me for years; and that I firmly believed in.   “Julie, my military training has included the study of leadership. I don’t claim to be an expert on the subject but I have tried to learn from some very smart people. For example, let me ask you this: What would you say the definition of ‘leadership’ is?”   One of the things I liked about Julie is that she was always up for an intellectual challenge. After thinking for a moment she responded, “Being in a position where other people have to do what you tell them.”   “Ok,” I replied. “That’s one type of leadership; it’s called Authoritarian or Rank-Based Leadership and the military and Corporate America are definitely based on it but there’s another type that’s more powerful...   “It’s called Influential Leadership.”   “This type of leadership is used by those that build churches or lead volunteer organizations or lead movements. There is no boss with rank or authority; people follow because they choose to. The definition of leadership that I believe in most is simply the word ‘influence’ – and if you accept that then I have another question for you…”   She nodded for me to continue.   “I first heard a brilliant man named John Maxwell ask this question; What is the difference between leadership and manipulation?”   Julie started to respond but then paused in thought. I thought it was a great question and I remember the impact it had held on me the first time I’d heard it.   She finally answered, “One is good and one is bad.”   “Agreed,” I said. “Here is how I would say it though… There is no physical difference in leadership and manipulation – they are both exercising influence. The only difference is intent.   “For example; if I’m trying to influence someone to do something that benefits both of us and maybe others we call it leadership. If I’m trying to influence someone to do something that benefits only myself we call it manipulation.

...it was not Laetral who saved us today! It was he who inspired us to fight I grant you, yes. But, only because Princess Zephany allowed him to! She was the first into battle, and the last to return if I am not mistaken? It was she who returned to the fight when she did not have to, to rescue our soldiers and lead our archers so brilliantly. And it is thanks to the Princess’ leadership that we stand before you now, for we all would surely have fallen without her actions. We who stand in this square are already dead. We breathe now only because we were saved. We should have died out there on those fields today and we know it. Our lives belong to the one who saved us!’ Caro turned to Zephany and took out his sword. He fell down on bended knee and held it out in front of him. ‘Princess... I, Caro, son of Truith of the house of Sirrannus, Champion of Perosya, do hereby pledge to you my sword and allegiance. I am yours, and I hereby swear to serve you faithfully, unto death… Lead us in this fight? Command us, and it shall be done without question. From this day forward, I proclaim you to be the chosen leader of our army. The knights of the Estian Alliance are yours!

His [brother in law Jim Hampson] appointment to the Episcopal parish in Wenham, near Gordon College brought them in close touch with leading evangelical faculty members in their pews and church leadership, including Elizabeth Elliot and Addison Leitch. They were instrumental in drawing Jim and and Sarah into the cutting edge of evangelical intellectual leadership, with friendships with Tom Howard and J.I. Packer. My ongoing relationship with Jim Packer, FitzSimons Allison and many other brilliant Anglican evangelicals would not have happened without Jim Hampson. His early influence on me in my transition from modern to classic Christian teaching was immense. While I was trying to demythologize Scripture, he was taking its plain meaning seriously. His strong preaching led him to become one of the founding sponsors and supporters of Trinity School of Ministry in Abridge, Pennsylvania...

Women are the one's holding themselves back from participating in the first place - holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still believe that they're not allowed to put themselves forward at all until both they are their work are perfect and beyond criticism. Meanwhile putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation... I like that feature in men - their absurd over-confidence, the way that they will casually decide "well I'm 41% qualified for this task, so give *me* the job..." sometimes, strangely enough, it works. A man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish women would also risk these same kinds of wild leaps, but I've watched too many women do the opposite. I've watched far too many brilliant and gifted female creators say "I am 99.8% qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side. Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. Hahaha! Just kidding! I can totally imagine. We've got it from every single message society has ever sent us. Thanks, all of human history!

Women are the one's holding themselves back from participating in the first place - holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still believe that they're not allowed to put themselves forward at all until both they and their work are perfect and beyond criticism. Meanwhile putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation... I like that feature in men - their absurd over-confidence, the way that they will casually decide "well I'm 41% qualified for this task, so give *me* the job..." sometimes, strangely enough, it works. A man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish women would also risk these same kinds of wild leaps, but I've watched too many women do the opposite. I've watched far too many brilliant and gifted female creators say "I am 99.8% qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side. Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. Hahaha! Just kidding! I can totally imagine. We've got it from every single message society has ever sent us! Thanks, all of human history!

Only time and pressure decide if a stone evolves itself to become a brilliant gem or brittle down to soil

The leading authorities on the subject of revolutionary upheavals recognize three essentials for a revolution — using the word in its historical sense and not in its popular sense of “a Red plot”: a revolutionary situation, a revolutionary leadership, and a revolutionary act, a triple necessity admirably illustrated by the Leninist revolution in Russia in 1917, so admirably indeed that to the very great detriment of the revolutionary cause the brilliant opportunism which took full advantage of special, circumstances has been stereotyped into a formula which is at once a recipe for and a test of revolution.

Key Apache Warriors Cochise—one of the great Chiricahua (Chokonen) chiefs. Born c. 1805. No known pictures exist but he was said to be very tall and imposing, over six feet and very muscular. Son-in-law to Mangas Coloradas. Died in 1874, probably from stomach cancer. Chihuahua—chief of the Warm Springs band (Red Paint people) of the Chiricahua. Fought alongside Geronimo in the resistance. Died in 1901. Fun—probably a cousin to Geronimo and among his best, most trusted warriors. Fun committed suicide in captivity in 1892, after becoming jealous over his young wife, whom he also shot. Only slightly wounded, she recovered. Juh—pronounced “Whoa,” “Ho,” or sometimes “Who.” Chief of the Nedhni band of the Apache, he married Ishton, Geronimo’s “favorite” sister. Juh and Geronimo were lifelong friends and battle brothers. Juh died in 1883. Loco—chief of the Warm Springs band. Born in 1823, the same year as Geronimo. Once was mauled by a bear and killed it single-handedly with a knife, but his face was clawed and his left eye was blinded and disfigured. Known as the “Apache Peacemaker,” he preferred peace to war and tried to live under reservation rules. Died as a prisoner of war from “causes unknown” in 1905, at age eighty-two. Lozen—warrior woman and Chief Victorio’s sister. She was a medicine woman and frequent messenger for Geronimo. She fought alongside Geronimo in his long resistance. Mangas Coloradas—Born in 1790, he was the most noted chief of the Bedonkohe Apache. A massive man for his era, at 6'6” and 250 pounds, he was Geronimo’s central mentor and influence. He was betrayed and murdered by the U.S. military in 1863. Geronimo called his murder “the greatest wrong ever done to the Indians.” Mangas—son of the great chief Mangas Coloradas, but did not succeed his father as chief because of his youth and lack of leadership. Died as a prisoner of war in 1901. Naiche—Cochise’s youngest son. Succeeded older brother Taza after he died, becoming the last chief of the free Chiricahua Apache. Nana—brother-in-law to Geronimo and chief of the Warm Springs band. Sometimes referred to as “Old Nana.” Died as a prisoner of war in 1896. Victorio—chief of the Warm Springs band. Noted and courageous leader and a brilliant military strategist. Brother and mentor to warrior woman Lozen. Slain by Mexicans in the massacre of Tres Castillos in 1880.

Our faces portray the emotions our colleagues and bosses expect. We gladly show those that earn points and brilliantly hide those that do not. Nothing is real about it; it's business and we're supposed to feel okay about it for at least 60 hours per week. If you're lucky, you get used to it. You become highly-skilled at it until you're an invincible corporate giant -- king of a mountain that means very little in the end.

Great leaders make people buy into the vision and are not burdened by it. To have a brilliant vision is one thing but to execute it is completely another thing.

Many people spend their life stuck in this ‘meaningless’ swamp of early transpersonal awareness without realizing that it’s just a developmental stage. Instead of moving on to higher levels of consciousness, they wrongly believe it’s something they have to live with and set out on a quest to dull the pain. The two most popular strategies to dull the pain are: anaesthetic; distraction.

Both men rubbed their chests and winced, the areas around the impacts were brilliant red and swollen. “That hurt like hell!” This was from Jacobson. “You’re lucky the Lieutenant was just firing paintballs, Private.” Jack was sure Jacobson was understating his case. The Rossman Model MP5 was accurate to over one hundred feet, with a muzzle velocity more than two times that of the recreational Co2 guns available to the general public. They certainly packed a hell of a wallop. The critiquing of the exercise continued for the rest of the day. Many important lessons had been painfully learned or relearned. Measures could now be taken to address the last of the shortcomings of base security, lessons which could and would most certainly be passed on to other base commanders. After all was said and done the exercise was deemed a success. Lieutenant General Roy and Colonel Hart sat back during most of the meeting. The general was again very impressed with Jack and Donny as they critiqued the exercise. The operation had, unfortunately, gone exactly as Jack had presented it to the two of them just two days before. But what impressed Lieutenant General Roy the most was the ease of leadership of both men.

Centuries after Joseph, another came who was rejected by his own (John 1:11) and was sold for silver coins (Matt 26:14–16). He was denied and betrayed by his brethren, and was unjustly put into chains and sentenced to death. He too prayed fervently, asking the Father if the cup of suffering and death he was about to experience could pass from him. But when we look at Jesus’ prayer, we see that he, like Joseph, says that this is “the Father’s cup” (John 18:11). The suffering is part of God’s good plan. As he says to Pilate, “You would have no power over me if it were not given to you from above” (John 19:11). Jesus finally says to the Father, “Thy will be done” (Matt 27:42). He dies for his enemies, forgiving them as he does, because he knows that the Father’s redemptive loving purposes are behind it all. His enemies meant it for evil, but God overruled it and used it for the saving of many lives. Now raised to the right hand of God, he rules history for our sake, watching over us and protecting us. Imagine you have been an avid follower of Jesus. You’ve seen his power to heal and do miracles. You’ve heard the unsurpassed wisdom of his speech and the quality of his character. You are thrilled by the prospect of his leadership. More and more people are flocking to hear him. There’s no one like him. You imagine that he will bring about a golden age for Israel if everyone listens to him and follows his lead. But then, there you are at the cross with the few of his disciples who have the stomach to watch. And you hear people say, “I’ve had it with this God. How could he abandon the best man we have ever seen? I don’t see how God could bring any good out of this.” What would you say? You would likely agree. And yet you are standing there looking at the greatest, most brilliant thing God could ever do for the human race. On the cross, both justice and love are being satisfied—evil, sin, and death are being defeated. You are looking at an absolute beauty, but because you cannot fit it into your own limited understanding, you are in danger of walking away from God. Don’t do it. Do what Jesus did—trust God. Do what Joseph did—trust God even in the dungeon. It takes the entire Bible to help us understand all the reasons that Jesus’ death on the cross was not just a failure and a tragedy but was consummate wisdom. It takes a major part of Genesis to help us understand God’s purposes in Joseph’s tribulations. Sometimes we may wish that God would send us our book—a full explanation! But even though we cannot know all the particular reasons for our crosses, we can look at the cross and know God is working things out.

Sharing has helped me to heal, to soothe the painful memories lodged inside my body. Writing has been the most brilliant psychotherapy, acting out the silent rage that I was forced to hide. It has enabled me to describe my distress and discharge an uninhibited scream. It gives me permission to be wildly free

One of the biggest reasons many leaders fail is their unwillingness to accept their limitations. Ego gets in the way. They feel they’re smart enough to do it all and mistakenly feel that what they don’t know can be learned on the fly. So many times it’s a recipe for disaster, especially for entrepreneurs. Walt Disney failed many times early in his career. He had brilliant ideas, but his ability to execute them was painfully lacking. He also, believe it or not, was a lousy artist. After the third failure, Disney was finally convinced that, to succeed, he must surround himself with great artists who could bring his animation ideas to life. He also needed his brother, Roy, to handle the financial side of the business. These two moves made all the difference and freed Walt up to do what he did best—using his imagination to plan their future.

Howard knew that a strong enemy makes an opposing commander look good, and a great opposing general makes the victorious general look even better. Every time he had been called into the Plateau country, it had somehow involved an issue with Joseph. He had heard the man’s eloquence and seen the way that the other nontreaty chiefs had deferred to him on matters concerning the Wallowa. So he erroneously assumed that this imposing, charismatic, formidable chief was also the energetic, charismatic, formidable military leader of all the nontreaty bands. As a result, in his reports and in the dispatches from his friend, Sutherland, his military campaign was depicted as a struggle with the masterful war chief, Joseph, whose brilliant leadership and field strategies and tactics only served to make Howard’s victory seem even greater. Taking Howard’s lead, Sutherland referred to the Nez Perce as “Joseph’s people” and soon adopted the military shorthand of making observations such as “Joseph is in full retreat.” In the public’s mind, the Nez Perce were rapidly becoming “Joseph’s people,” and every military action was becoming an engagement between the Civil War general, Howard, and Joseph, the Nez Perce general and leader of the Nez Perce people. Meanwhile, the Nez Perce were anything but Joseph’s people. They were not even united among themselves. It had been all the chiefs could do to get everyone moving in a single direction. Even questions of allegiance still had not been sorted out. Many families included members who lived among the treaty factions as well as among the nontreaty bands. This had never presented a problem because all knew that a person or family could cross back and forth between sides if they decided that the Christian way or the traditional way was better. But now, with bullets flying, lines were hardening. In fact, in the Clearwater skirmish, one of the treaty Nez Perce fighting for the soldiers and even wearing a blue soldier’s jacket learned that his father had been killed while fighting on the nontreaty side, so he raced across the ground between the two factions, enduring fire from both camps, threw off his coat, and led a charge of the nontreaties against the soldiers he had just abandoned.

Here the question must be asked: What kind of brilliant scheme could entail the industrialization of China, and the arming of an implacable enemy? Setting aside Sutton’s misinterpretations of the data (where he completely fails to grasp the psychological realities of the capitalist milieu), the entire situation may be clarified by reference to a single fact: namely, the suicidal trajectory of the Western financial elite over the past half-century. As James Burnham indicated long ago, liberalism is a philosophy leading to Western suicide. By industrializing and arming China, by rebuilding Russia’s position, by opening Europe to Islamic immigration, by adopting social policies which have collapsed Europe’s birth rate, we see the rush to suicide. What geniuses indeed! What leadership! Through intellectual superficiality, political shallowness, and arrogance, they cannot possibly hope to survive their own policies. If there is a plot to establish a universal socialist dictatorship the only people who stand a chance of establishing it are in Moscow and Beijing. I fail to see how Washington and London remain standing, let alone influential.

When strategy is adjusted, leadership teams must scrutinize the work of the organization and discern what new or existing activities and touch points will actually deliver differentiation in the marketplace. Not what activities are familiar old friends that have previously contributed to success. Not what activities are headed by the most charismatic or brilliant people in your company. Not what activities are considered "best in class.” Not what activities are prescribed by the myriad of institutions that inform the education and professional certification of technical experts you have hired. Not what activities are legislated. Just those activities that will help you win because they set you apart from everyone else.

I acknowledge that an executive can rise quickly to the top by brilliant gamesmanship but at some point you have to do the job. And you just might have to do the job when business turns bad and there’s a terrible crisis and your people are looking to you for leadership like baby birds in a nest awaiting their mother’s return with food. What help is Machiavelli then? When there’s no one left to knife, and there’s nothing you stand for, won’t the knives be pointed at you?

When a government really means to do something, it must resort to democracy. For democracy is a much more brilliant idea than it seems.

Democracy is a much more brilliant idea than it seems.

The brilliant mind is a better leader than a person who looks brilliant.

During this psychological transformation, the ordinary anchors of everyday life fell away for many working Americans. Family, community, tradition, and certainty were shaken apart by the economic force of the new—urban, postindustrial, and corporate—brand of capitalism. The sense of a person's self, which had previously been socially defined, moved into the interior of each individual's life and mind. Gradually, another concept of the self emerged as capitalism moved into this new stage, and sales or leisured consumption replaced the older emphasis on production and honest, hard work. This transition marked a shift toward a new type of person, one “predicated on the effectiveness of sales technique or the attractiveness of the individual salesperson. Personal magnetism replaced craftsmanship; technique replaced moral integrity.”85 The pervasive anxiety of this era led Americans to look for leadership anywhere they could find it. Three new areas promised relief. First, a new, popular psychology of personality offered to teach Americans how to transform themselves into people with “an intensely private sense of well being.” Self-pleasure and self-satisfaction now became the purpose of individual existence rather than a by-product of a well-lived life, and this ideology conveniently dovetailed with the new consumerism.86 Not surprisingly, then, a second transformative force emerged as the emerging field of advertising co-opted psychology and drafted psychologists like John B. Watson, A. A. Brill, and Sigmund Freud's brilliant nephew Edward Bernays into its well-paying service. On the advice and example of these men, copywriters began to suggest to consumers that they could transform their position in the social and business hierarchy by buying and displaying the correct products and behaviors. The new generation of ads was highly motivational.

Real people are over there," he said, pointing to the museum. "And they're messy, imperfect, odd, sometimes infuriating, and at other times completely brilliant. But you'll never find real people in that nice, tidy concept you've built for yourself in your mind. You have to get out and join them.

Solutions that work are more valuable than brilliant theories.

A broken process will beat a brilliant person every time.

Washington had also asked that the Bible on which he would swear his oath come from the nearby St. John’s Masonic Lodge. The choice carried a more private symbolism, for Washington, like many of the Revolutionary leadership, had long been a member of the secret society know as the Freemasons. With little or no attachment to any church, Washington had two intense organizational commitments: Freemasonry and the Society of the Cincinnati.

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Runway is the time you have left before your startup starves to death. It’s the number of months, weeks, or days your company can survive on the cash you have before you run out and everyone realizes your “brilliant idea” wasn’t so brilliant after all.

Customer Acquisition Cost (CAC) is how much you spend to convince someone to buy your product once. This is where the fantasy of “viral growth” meets reality. You might have a brilliant product, but if you’re spending $500 to get someone to pay $50, congratulations: you’re running a charity, not a business.

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