Capable Leader Quotes

I do not want to be the leader. I refuse to be the leader. I want to live darkly and richly in my femaleness. I want a man lying over me, always over me. His will, his pleasure, his desire, his life, his work, his sexuality the touchstone, the command, my pivot. I don’t mind working, holding my ground intellectually, artistically; but as a woman, oh, God, as a woman I want to be dominated. I don’t mind being told to stand on my own feet, not to cling, be all that I am capable of doing, but I am going to be pursued, fucked, possessed by the will of a male at his time, his bidding.

I see the people that do the real work, and what in a way is really sad is that the people that are often the most giving, hardworking, and capable of making this world better don't really have the ambition and ego to be a leader—they don't see any interest in the rewards, they don't care if their names ever appear in the press, they actually enjoy the process of helping others, they are truly in the moment.

Business leaders make one of two mistakes: overestimating or underestimating their capabilities.

Nagumo was suddenly on his own. At this crucial time, the cost of his failure to learn the complicated factors that played into carrier operations suddenly exploded. Now, when every minute counted, it was too late to learn the complexities involved in loading different munitions on different types of planes on the hangar deck, too late to learn how the planes were organized and spotted on the flight decks, too late to learn the flight capabilities of his different types of planes, and far too late to know how to integrate all those factors into a fast-moving and efficient operation with the planes and ordnance available at that moment. Commander Genda, his brilliant operations officer, couldn’t make the decisions for him now. It was all up to Nagumo. At 0730 on June 4, 1942, years of shipbuilding, training, and strategic planning had all come to this moment. Teams of highly trained pilots, flight deck personnel, mechanics, and hundreds of other sailors were ready and awaiting his command. The entire course of the battle, of the Combined Fleet, and even perhaps of Japan were going to bear the results of his decisions, then and there.

Yamamoto was considered, both in Japan and the United States, as intelligent, capable, aggressive, and dangerous. Motivated by his skill as a poker player and casino gambler, he was continually calculating odds on an endless variety of options. He played bridge and chess better than most good players. Like most powerful leaders he was articulate and persuasive, and once in a position of power he pushed his agenda relentlessly. Whether he would push his odds successfully in the Pacific remained to be seen.

Dear Max - You looked so beautiful today. I'm going to remember what you looked like forever. ... And I hope you remember me the same way - clean, ha-ha. I'm glad our last time together was happy. But I'm leaving tonight, leaving the flock, and this time it's for good. I don't know if I'll ever see any of you again. The thing is, Max, that everyone is a little bit right. Added up all together, it makes this one big right. Dylan's a little bit right about how my being here might be putting the rest of you in danger. The threat might have been just about Dr. Hans, but we don't know that for sure. Angel is a little bit right about how splitting up the flock will help all of us survive. And the rest of the flock is a little bit right about how when you and I are together, we're focused on each other - we can't help it. The thing is, Maximum, I love you. I can't help but be focused on you when we're together. If you're in the room, I want to be next to you. If you're gone, I think about you. You're the one who I want to talk to. In a fight, I want you at my back. When we're together, the sun is shining. When we're apart, everything is in shades of gray. I hope you'll forgive me someday for turning our worlds into shades of gray - at least for a while. ... You're not at your best when you're focused on me. I mean, you're at your best Maxness, but not your best leaderness. I mostly need Maxness. The flock mostly needs leaderness. And Angel, if you're listening to this, it ain't you, sweetie. Not yet. ... At least for a couple more years, the flock needs a leader to survive, no matter how capable everyone thinks he or she is. The truth is that they do need a leader, and the truth is that you are the best leader. It's one of the things I love about you. But the more I thought about it, the more sure I got that this is the right thing to do. Maybe not for you, or for me, but for all of us together, our flock. Please don't try to find me. This is the hardest thing I've ever done in my life, besides wearing that suit today, and seeing you again will only make it harder. You'd ask me to come back, and I would, because I can't say no to you. But all the same problems would still be there, and I'd end up leaving again, and then we'd have to go through this all over again. Please make us only go through this once. ... I love you. I love your smile, your snarl, your grin, your face when you're sleeping. I love your hair streaming out behind you as we fly, with the sunlight making it shine, if it doesn't have too much mud or blood in it. I love seeing your wings spreading out, white and brown and tan and speckled, and the tiny, downy feathers right at the top of your shoulders. I love your eyes, whether they're cold or calculating or suspicious or laughing or warm, like when you look at me. ... You're the best warrior I know, the best leader. You're the most comforting mom we've ever had. You're the biggest goofball, the worst driver, and a truly lousy cook. You've kept us safe and provided for us, in good times and bad. You're my best friend, my first and only love, and the most beautiful girl I've ever seen, with wings or without. ... Tell you what, sweetie: If in twenty years we haven't expired yet, and the world is still more or less in one piece, I'll meet you at the top of that cliff where we first met the hawks and learned to fly with them. You know the one. Twenty years from today, if I'm alive, I'll be there, waiting for you. You can bet on it. Good-bye, my love. Fang P.S. Tell everyone I sure will miss them

Former corporal Hitler, decorated for his service on the front lines of the Great War, may have believed he knew more about waging war than the Prussian generals. His successes as an infantryman, terrorist, diplomatic bully, and military victor in early 1940 had made him supremely confident. But, in reality, he was out of his depth. He already had failed to easily capture the British Expeditionary Force at Dunkirk in May, 1940 and failed again a few months later in the Battle of Britain despite superior air power. Understanding the enormous potential of a comprehensive geopolitical strategy, such as the Quadripartite Entente, was beyond his capabilities and destroyed by his hatreds. While Germany was still powerful, the misjudgments in 1940 and the failure to conquer Russia in 1941 were taking a toll. Largely unrecognized at the time, the odds were beginning to shift away from Hitler. 

There's no reason why a society consisting of rational beings capable of empathizing with each other, complete and having no natural reason to compete, should have a government, laws, or leaders.

It's called male bonding. You'll never get it. I believe women are as capable as men, deserve equal pay—and that one day, should be sooner than later, in my opinion, the right woman can and should be leader of the free world. But you can't understand the male bonding rituals any more than men can understand why the vast majority of women are obsessed with shoes and other footwear.

anyone can steer the ship, but it takes a leader to chart the course. Leaders who are good navigators are capable of taking their people just about anywhere.

I close my eyes, back straight, face impassive. When I look, I will see someone capable and composed, a warrior and a leader all in one.

A strong and capable leader can stand on their own two feet. A wimpy puppet of a leader needs to have their father, their father-in-law, mother, mother-in-law, sister, nursemaid, paid 'yes' people, etc. prop him up. That's fine if he is a baby, but not fine when he is a grown man. If he is capable of leading a company without the help of nepotism, then his workers will respect him and naturally get motivated to support him as a leader. - Strong by Kailin Gow

Leaders are those individuals who live by empowering beliefs and teach others to tap their full capabilities by shifting the beliefs that have been limiting them.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

I see it in the people that do the real work, and what's sad in a way is that the people that are the most giving, hardworking, and capable of making this world better, usually don't have the ego and ambition to be a leader.

With a decision and a defined purpose, you can begin work.

For businesses, it is vital to embed ethical checkpoints in workflows, allowing models to be stopped if unacceptable risks emerge. The apparent ease of building capable LLMs with existing foundations can mask serious robustness gaps. However unrealistic the scenario may seem under pressure, responsible LLM work requires pragmatic commitments to stop if red lines are crossed during risk assessment.

The best leaders want to leverage all the capabilities of the people in their organization.

Those leaders who fail, lack the capability to resonate their idea & thoughts

Multipliers aren’t “feel-good” managers. They look into people and find capability, and they want to access all of it. They utilize people to their fullest. They see a lot, so they expect a lot.

I did learn fairly early that 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. The best leaders also know when they are wrong, and are capable of pulling themselves out. And the best leaders enable others to make decisions for them. Let me rephrase that. Much ofLinux's success can be attrib­uted to my own personality flaws: 1) I'm lazy; and 2) I like to get credit for the work of others.

In a simpler world, perhaps unilateral power held by a single, smart, capable leader could rule the day. In a complex world, as we’ll explore together, it takes a collective sharing of power, creativity, and perspectives to become agile and nuanced enough to lead into the uncertain future.

It is critical to recognize the limitations of LLMs from a consumer perspective. LLMs only possess statistical knowledge about word patterns, not true comprehension of ideas, facts, or emotions. Their fluency can create an illusion of human-like understanding, but rigorous testing reveals brittleness. Just because a LLM can generate coherent text about medicine or law doesn’t mean it grasps those professional domains. It does not. Responsible evaluation is essential to avoid overestimating capabilities.

Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

If we did all the things we were capable of doing,” he once said, “we would literally astound ourselves.

Definite purpose, absolute commitment.

And we, as human beings, are capable of creating positive changes in our lives through intent.”14

Finally, an orator must have a keen mind capable of remembering a vast array of relevant precedents and examples from history, along with a thorough knowledge of the law and civil statutes.

Because when a teacher appreciates you, you think "I am something!" In a society where people believe girls are weak, and not capable of anything except cooking and cleaning, you think "I have a talent." When a teacher tells you that all great leaders and scientists were once children, too, you think, "Maybe we can be the great ones tomorrow." In a country where so many people consider it a waste to send girls to school, it is a teacher who helps you believe in your dreams.

Under a bad leadership Serbs are capable of committing the most terrible atrocities; under good leaders we can do great deeds. It's like a field - if it's not cared for, the weeds will take over. But if you tend it, water and feed the seeds, you will read a bountiful harvest. Serbs are lazy, we lack discipline and have no capacity for self-criticism." With Their Backs to the World

1. Earth, birthplace of the human race, a species much like our own, capable of great compation, and great violence. For in our quest to protect the humans, a deeper revelation dawns, our worlds have met before. 2. Freedom is the right of all sentient beings. 3. I am Optimus Prime, leader of the autobots. 4. We hunt for what remains our decepticon foes hiding in different countries around the globe.

Wouldn't we all do better not trying to understand, accepting the fact that no human being will ever understand another, not a wife a husband, a lover a mistress, nor a parent a child? Perhaps that's why men have invented God -- a being capable of understanding. Perhaps if I wanted to be understood or to understand I would bam-boozle myself into belief, but I am a reporter; God exists only for leader-writers.

Many years later, my friend Cecilie Surasky, then one of the leaders of Jewish Voice for Peace, observed of these kinds of educational methods: “It’s re-traumatization, not remembering. There is a difference.” When she said it, I knew it was true. Remembering puts the shattered pieces of our selves back together again (re-member-ing); it is a quest for wholeness. At its best, it allows us to be changed and transmuted by grief and loss. But re-traumatization is about freezing us in a shattered state; it’s a regime of ritualistic reenactments designed to keep the losses as fresh and painful as possible. Our education did not ask us to probe the parts of ourselves that might be capable of inflicting great harm on others, and to figure out how to resist them. It asked us to be as outraged and indignant at what happened to our ancestors as if it had happened to us—and to stay in that state.

As a member of the avant-garde who is capable of perceiving the conspiracy before it is fully obvious to an as yet unaroused public, the paranoid is a militant leader. He does not see social conflict as something to be mediated and compromised, in the manner of the working politician. Since what is at stake is always a conflict between absolute good and absolute evil, what is necessary is not compromise but the will to fight things out to a finish. Since the enemy is thought of as being totally evil and totally unappeasable, he must be totally eliminated–if not from the world, at least from the theatre of operations to which the paranoid directs his attention. This demand for total triumph leads to the formulation of hopelessly unrealistic goals, and since these goals are not even remotely attainable, failure constantly heightens the paranoid’s sense of frustration. Even partial success leaves him with the same feeling of powerlessness with which he began, and this in turn only strengthens his awareness of the vast and terrifying quality of the enemy he opposes.

Leadership is a highly personal, individual matter. Each leader must establish his own approach based on an internal compass using a method geared to his personality, his capabilities but always oriented towards accomplishing the mission while knowing and taking care of his men.

It is no longer just engineers who dominate our technology leadership, because it is no longer the case that computers are so mysterious that only engineers can understand what they are capable of. There is an industry-wide shift toward more "product thinking" in leadership--leaders who understand the social and cultural contexts in which our technologies are deployed. Products must appeal to human beings, and a rigorously cultivated humanistic sensibility is a valued asset for this challenge. That is perhaps why a technology leader of the highest status--Steve Jobs--recently credited an appreciation for the liberal arts as key to his company's tremendous success with their various i-gadgets.

Words are powerful. They set expectations and limits and send messages to our brains and even our bodies about how much we are capable of. Language is a part of your mental software. Use it consciously and with precision, and you will achieve things you probably never thought you could.

I would agree that encyclopedia’s could teach me facts, but only a great story could transport me into the mind of another person. These stories taught me about empathy, about good and evil, about love and sorrow. My tastes covered many different genres, but the books I loved most proposed the idea that ordinary people (not to mention hobbits) are born with the capability to do extraordinary, even heroic things. The realization came as a sort of code to all the lessons my parents had taught me about looking beyond wealth and appearances, and appreciating the worth of everyone I met. It’s a lesson that sticks with me to this day. No real leader can see the people around them as static creatures. If you cannot see the potential I the people around you, it’s impossible to rouse them to great things. That may be one of the reasons why, even now, I always make time for a novel or two every month, amongst the mountains of serious works and briefing notes. Facts may fuel a leader’s intellect. But literature fuels the soul.

Generally, a mood will run its course in an inteligent man; if a woman doesn't puncture it prematurely, the man will puncture it himself. He will regain his senses somewhere along the way; he will say, "Now wait, we had better think about this." That is, if his wife hasn't said five minutes before, "Now, dear, don't you think we had better think about this?" Because then he won't, of course. If a woman is needling, it is doubly hard for a man to come out of a mood. That intensifies it. A man is really in a kind of travail when he is in a mood. He needs help, not needling, but feminine help. He probably won't thank you for it, but inside he will be awfully grateful. When a woman has to deal with a man in a mood, she generally does the wrong thing. She generally gets her animus out, that nasty thing, and says, "Now, look, this is utter nonsense, stop it. We don't need any more fishline leader." That is just throwing gasoline on the fire. There will be an anima-animus exchange, and all will be lost. The two are in the right hand and in the left hand of the goddess Maya, and you might as well give up for the afternoon. There is, however, a point of genius that a woman can bring forth if she is capable of it and willing to do it. If she will become more feminine than the mood attacking the man , she can dispel it for him. But this is a very, very difficult thing for a woman to do. Her automatic response is to let out the sword of the animus and start hacking away. But if a woman can be patient with a man and not critical, but represent for him a true feminine quality, then, as soon as his sanity is sufficiently back for him to comprehend such subtleties, he will likely come out of his mood. A wife can help a great deal if she will function from her feminine side in this way. She has to have a mature feminity to do this, a femininity that is strong enough to stand in the face of this spurious femininity the man is producing.

Self-esteem is made up primarily of two things: feeling lovable and feeling capable.

Calamities reveal your capabilities. Take note of this and when times get odd, prepare and shine.

Diminishers underutilize people and leave capability on the table.

Multipliers increase intelligence in people and in organizations. People actually get smarter and more capable around them.

A man of vision cannot question his potentials. He does not doubt his capabilities. He keeps going because he had seen himself gone already in his visions.

Whatever the future of technology may hold, the greatest leaders will be those most capable of tuning in to themselves and harnessing the full power of their own minds.

leaders who do undertake a voyage of personal understanding and development can transform not only their own capabilities but also those of their companies.

In short, Saddam told the truth about his WMD capabilities before the 2003 Iraq war, while senior figures in the Bush administration lied about what they knew regarding those weapons.

Both the Glory and the destroyer We are Proud to Honor Clan Sub-Leader Rash-au-Tal Vergent who Inspires us Every Day had gathered vital intelligence about Ruhar defense tactics and capabilities.

...fascism is more plausibly linked to a set of "mobilizing passions" that shape fascist action than to a consistent and fully articulated philosophy. At the bottom is a passionate nationalism. Allied to it is a conspiratorial and Manichean view of history as a battle between the good and evil camps, between the pure and the corrupt, in which one's own community or nation has been the victim. In this Darwinian narrative, the chosen people have been weakened by political parties, social classes, unassimilable minorities, spoiled rentiers, and rationalist thinkers who lack the necessary sense of community. These "mobilizing passions," mostly taken for granted and not always overtly argued as intellectual propositions, form the emotional lava that set fascism's foundations: -a sense of overwhelming crisis beyond the reach of any traditional solutions; -the primacy of the group, toward which one has duties superior to every right, whether individual or universal, and the subordination of the individual to it; -the belief that one's group is a victim, a sentiment that justifies any action, without legal or moral limits, against its enemies, both internal and external; -dread of the group's decline under the corrosive effects of individualistic liberalism, class conflict, and alien influences; -the need for closer integration of a purer community, by consent if possible, or by exclusionary violence if necessary; -the need for authority by natural leaders (always male), culminating in a national chief who alone is capable of incarnating the groups' destiny; -the superiority of the leader's instincts over abstract and universal reason; -the beauty of violence and the efficacy of will, when they are devoted to the group's success; -the right of the chosen people to dominate others without restraint from any kind of human or divine law, right being decided by the sole criterion of the group's prowess within a Darwinian struggle. ...Fascism was an affair of the gut more than the brain, and a study of the roots of fascism that treats only the thinkers and the writers misses the most powerful impulses of all.

In the old days prime ministers were not chosen by the vote of the people, because how can you choose by the vote of the people? How can people choose their leaders? They would like to, but they are not capable. Democracy is just a dream, it has not happened anywhere – it cannot happen. And wherever it happens it creates trouble; the medicine proves more dangerous than the disease itself.

To be a proud and militant black after the sixties, you screamed black power in order to induce the application of white power. And you lived by an ethic that still sees full responsibility as oppression, if not racism, when applied to blacks. Still today, the best way to make a black leader mad is to say to him that black Americans are capable of being fully responsible for their own advancement.

A leader must see the external opportunities and the internal capability and culture—and all of the connections among them—and respond to them before they become obvious parts of the conventional wisdom.

My impression of you," Professor Ni told Raj gently, "is that I can give you a lot of work to do, but I don't have to pay much attention to you. Remember, in Silicon Valley, you can be the smartest, most capable person, but if you can't express yourself aside from showing your work, you'll be underappreciated. Many foreign-born professionals experience this; you're a glorified laborer instead of a leader.

In the 1740s the Iroquois wearied of dealing with several often bickering English colonies and suggested that the colonies form a union similar to the league. In 1754 Benjamin Franklin, who had spent much time among the Iroquois observing their deliberations, pleaded with colonial leaders to consider his Albany Plan of Union: “It would be a strange thing if six nations of ignorant savages should be capable of forming a scheme for such a union and be able to execute it in such a manner as that it has subsisted ages and appears insoluble; and yet that a like union should be impracticable for ten or a dozen English colonies.”53

That day I learnt two lessons: a teacher who has his or her student's progress in mind is the best possible friend, because the teacher knows how to make sure that you excel. And second, there is no such thing as an impossible deadline. I have worked on many tough assignments, some of which had the country's top leaders watching over my work, but the assurance I gained in my capabilities at MIT thanks to Professor Srinivasan, helped me later in life too.

Most people are operating at a fraction of what they are really capable of. As the leader you will need to find the unique seeds of greatness buried in each member of your team. You need to remove the weeds (fears, inhibitions, uncertainties), water and fertilize (invest in their personal growth), and provide the sunshine (your positive attitude, belief in them, and example) to transform that miraculous seed inside them into a bountiful harvest of results and productivity.

Today I am bothered by the story of King Canute. (...) The story is, of course, that he was so arrogant and despotic a leader that he believed he could control everything - even the tide. We see him on the beach, surrounded by subjects, sceptre in hand, ordering back the heedless waves; a laughing stock, in short. But what if we've got it all wrong? What if, in fact, he was so good and great a king that his people began to elevate him to the status of a god, and began to believe that he was capable of anything? In order to prove to them that he was a mere mortal, he took them down to the beach and ordered back the waves, which of course kept on rolling up the beach. How awful it would be if we had got it so wrong, if we had misunderstood his actions for so long.

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

Leaders rooted in the logic of multiplication believe: 1. Most people in organizations are underutilized. 2. All capability can be leveraged with the right kind of leadership. 3. Therefore, intelligence and capability can be multiplied without requiring a bigger investment.

Leaders who get team members to solve their own problems are making a sound investment that will pay off with many benefits: their team members will become less dependent on them, more -self-¬directing, more ¬self-¬sufficient, and more capable of solving problems on their own.

I’m sick at heart. (וְלִבִּ֥י דַוָּֽי) literally; “and-my-heart faints.” . . . she says, back-of-hand-glued-to-forehead pose, cutting her eyes toward Jehovah, to see if He will buy into her manipulative drama. Again, it takes the gall of a narcissist to destroy a family and then pretend the real victim is their, poor sick heart. Even at a distance, it must have been a terrible thing for angels to watch—powerless to comfort the Father they loved and admired. But, no angel was capable of feeling God’s depth of anguish. And how well they knew Jehovah’s anguish.

I do know a little about war and peace. War is a bowl cut, Mr Park, it couldn’t be any simpler. But peace, peace is a dreadlock,’ Mr Lee said as he pretended to make an imaginary one. ‘It takes time, effort and patience. Our world needs leaders who are capable of making dreadlocks rather than shaping bowl cuts.

Soon you shall be landing In the battleground, ensure you have the right weapons to fight the enemy; ensure you know your enemy and what he is capable of; take them unprepared to gain the victory and stand with your head held high; show it to the world the cause you have been fighting for, deception is the key, challenge your enemy when it is least expected; break them mentally before breaking them physically. You are a soldier; your enemy is a soldier and you are facing the best, both sides have a lot of similarities only variation lies in the cause. Cause is driver for the battle; cause is binding comrades together and even if the victory is gained the cause stays undefeated. You stand defeated for your strategy, tactics and leaders but never for the cause, it’s still alive, it shall always be alive with the men who have sacrificed their lives, with the men who are still alive. They stand defeated with the physical strength but not for the cause they have believed in and you can never take it away from them. Fight for a cause and you shall stay invincible. A war story is always biased towards one side and it’s hard to narrate a true war story. We choose and make our heroes from what we have read, heard and believed in. If we know the cause both sides are standing for, it will become difficult to take sides. Always respect your enemy, respect for the fact they are standing neck to neck with you, respect them for the courage they have shown to defend the other side, their land, respect them for whatever you have earned the respect for from your men, from your country and from your people. Powerful strategies, tactics, weapons, leaders are allies to the war, they support but never claims victory all my themselves Greatest wars won always had the greater cause. Rebel without a cause is never a rebel just an aimless person whose fate lies in the defeat.

My co-founder, Ali Schultz, taught me the wisdom of horses. Horses, with their supernatural ability to use their limbic nervous systems to discern truth and congruency, do not base their choice of the leader of their herd on strength or intellectual wisdom. Nor is their choice based on which member might keep the herd safe from a predator wolf. They choose the one who feels the group best and who cares the most. They choose the horse—usually a mare—who is most capable of holding that care in a way that calms the whole group. They’re marked by the attunement to the inner and outer needs of those they have the honor to serve and lead.

Our teams were crafted to be chess pieces with well-honed, predictable capabilities. Our leaders, including me, had been trained as chess masters, and we hoped to display the talent and skill of masters. We felt responsible, and harbored a corresponding need to be in control, but as we were learning, we actually needed to let go.

In the future, we should anticipate seeing more hybrid wars where conventional warfare, irregular warfare, asymmetric warfare, and information warfare all blend together, creating a very complex and challenging situation to the combatants; therefore it will require military forces to posses hybrid capabilities, which might help deal with hybrid threats.

Experts say that the nervous system needs to be reprogrammed to allow for greater happiness, fulfillment, and relational connectedness. The good news is that the nervous system is highly receptive to new programming. In fact, it is somewhat capable of reprogramming itself if we provide support. To create the space and allow the nervous system to develop this new capacity, we encourage leaders to integrate just after they experience a new high. For example, you close the deal you never thought you’d be able to close; you get the promotion you’ve always wanted; you have a great weekend away with your partner and experience a new level of closeness. At these moments, we suggest leaders integrate by doing things that are grounding, ordinary, mindless, soothing, mundane, and/or repetitive. This could be going for a walk, mowing the lawn, sweeping the floor, washing the car, making a meal, flipping through a favorite hobby magazine, or taking a little longer shower. This allows for the gentle raising of old Upper Limits (the reprogramming of the nervous system), without forcefully blowing past them in a way that actually causes a big crash.

Later bad things will be said about Stalin; he’ll be called a tyrant and his reign of terror will be denounced. But for the people of Eduard’s generation he will remain the supreme leader of the people of the Union at the most tragic moment in their history; the man who defeated the Nazis and proved himself capable of a sacrifice worthy of the ancient Romans: the Germans had captured his son, Lieutenant Yakov Dzhugashvili, while the Russians had captured Field Marshal Paulus, one of the top military leaders of the Reich, at Stalingrad. When the German High Command proposed an exchange, Stalin responded with disdain that he didn’t exchange field marshals for simple lieutenants. Yakov committed suicide by throwing himself on the electrified barbed wire fence of his prison camp. *

Most Americans are unaware that Iran’s military has such robust computer-hacking capabilities, but Mobasheri had been one of the leaders of this all-but-unheralded success of the Islamic Republic. He and his team of hackers had broken into American defense networks, and had placed infiltration-agent programs into U.S. wireless companies that had taken years and tens of millions of dollars to clean out.

The Lord Almighty leads this Church, and he will never suffer you to be led astray if you are found doing your duty. You may go home and sleep as sweetly as a babe in its mother's arms, as to any danger of your leaders leading you astray, for if they should try to do so the Lord would quickly sweep them from the earth. Your leaders are trying to live their religion as far as they are capable of doing so

The capability of self-organizing teams lies in collaboration. When two engineers scratch out a design on a whiteboard, they are collaborating. When team members meet to brainstorm a design, they are collaborating. When team leaders meet to decide whether a product is ready to ship, they are collaborating. The result of any collaboration can be categorized as a tangible deliverable, a decision, or shared knowledge.

It grows more and more clear that his purpose is simply to use the National Socialist party as a springboard for his own immoral purposes, and to seize the leadership in order to force the Party onto a different track at the psychological moment. This is most clearly shown by an ultimatum which he sent to the Party leaders a few days ago, in which he demands, among other things, that he shall have a sole and absolute dictatorship of the Party, and that the Committee, including the locksmith Anton Drexler, the founder and leader of the Party, should retire…. And how does he carry on his campaign? Like a Jew. He twists every fact… National Socialists! Make up your minds about such characters! Make no mistake. Hitler is a demagogue… He believes himself capable… of filling you up with all kinds of tales that are anything but the truth.21 Although

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

If that’s the case, though, why did the Union, under Lincoln, so catastrophically fail? The easy answer might be that no strategy anticipates all contingencies, that every solution creates new problems, and that these can, at times, overwhelm. The harsher one—although I think the more accurate one—lies in the possibility that the Founders left the Union to test itself: knowing the need to proportion aspirations to capabilities, recognizing the incompatibilities in good things, they chose to save their new state, and leave to their descendants the saving of its soul. Augustine and Machiavelli had both seen in proportionality a way to balance the respective claims of souls and states: their differences lay in whether equilibria reached required accountability to God. Augustine said yes and labored mightily to provide it. Machiavelli’s God left statecraft to man. Americans, in varieties almost as infinite as those of Elizabeth I, straddled this divide: they could be, like their early leaders, coolly pragmatic, like their revivalists fiercely religious, and like their entrepreneurs anywhere in between. What’s clear, though, is that few in the young republic questioned—at least not openly—what so many in the mature republic would give their lives to change: the anomaly that a Constitution promising a “more perfect Union” assumed slavery’s legality. 69

India is a land where contradictions will continue to abound, because there are many Indias that are being transformed, with different levels of intensity, by different forces of globalization. Each of these Indias is responding to them in different ways. Consider these coexisting examples of progress and status quo: India is a nuclear-capable state that still cannot build roads that will survive their first monsoon. It has eradicated smallpox through the length and breadth of the country, but cannot stop female foeticide and infanticide. It is a country that managed to bring about what it called the ‘green revolution’, which heralded food grain self-sufficiency for a nation that relied on external food aid and yet, it easily has the most archaic land and agricultural laws in the world, with no sign of anyone wanting to reform them any time soon. It has hundreds of millions of people who subsist on less that a dollar a day, but who vote astutely and punish political parties ruthlessly. It has an independent judiciary that once set aside even Indira Gandhi’s election to parliament and yet, many members of parliament have criminal records and still contest and win elections from prison. India is a significant exporter of intellectual capital to the rest of the world—that capital being spawned in a handful of world class institutions of engineering, science and management. Yet it is a country with primary schools of pathetic quality and where retaining children in school is a challenge. India truly is an equal opportunity employer of women leaders in politics, but it took over fifty years to recognize that domestic violence is a crime and almost as long to get tough with bride burning. It is the IT powerhouse of the world, the harbinger of the offshore services revolution that is changing the business paradigms of the developed world. But regrettably, it is also the place where there is a yawning digital divide.

One of the most important purposes of government should be to prevent issues from becoming so acute as to lead to civil war; and from this point of view democracy, where it is habitual, is probably preferable to any other known form of government. The difficulty of democracy, as a form of government, is that it demands a readiness for compromise. The beaten party must not consider that a principle is involved of such importance as to make it pusillanimous to yield; on the other hand, the majority must not press the advantage to the point at which it provokes a revolt. This requires practice, respect for the law, and the habit of believing that opinions other than one's own may not be a proof of wickedness. What is even more necessary, there must not be a state of acute fear, for, when there is such a state, men look for a leader and submit to him when found, with the result that he probably becomes a dictator. Given these conditions, democracy is capable of being the most stable form of government hitherto devised.

The reasoning employed by those who want governmental regulation contains a self-contradiction. On the one hand they assert that the American people are unalterably gullible. They must be protected because, left to their own devices, they become victims. They can be made to think, for example, that if they use a certain brand of aftershave lotion, they will end up with the girl in the ad. On the other hand, the argument assumes that the boobs are smart enough to pick political leaders capable of regulating these sirens. This is impossible.

In a totalitarian state, which is a mirror of his upbringing, this citizen can also carry out any form of torture or persecution without having a guilty conscience. His “will” is completely identical with that of the government. Both Hitler and Stalin had a surprisingly large number of enthusiastic followers among intellectuals. Our capacity to resist has nothing to do with our intelligence but with the degree of access to our true self. Indeed, intelligence is capable of innumerable rationalizations when it comes to the matter of adaptation. Educators have always known this and have exploited it for their own purposes. Grünewald writes that he has never yet found willfulness in an intellectually advanced or exceptionally gifted child. Such a child can, in later life, exhibit extraordinary acuity in criticizing the ideologies of his opponents—and in puberty even the views by his own parents—because in these cases his intellectual powers can function without impairment. Furthermore, the teacher finds the soil already prepared for obedience, and the political leader has only to harvest what has been sown.

Rare are the leaders of organizations who will tell you that their people don’t matter. However, there is a big difference between understanding the value of the people inside an organization and actually making decisions that consider their needs. It’s like saying, “my kids are my priority,” but always putting work first. What kind of family dynamic or relationship with our kids do we think results? The same is true in business. When we say our people matter but we don’t actually care for them, it can shatter trust and create a culture of paranoia, cynicism, and self-interest. This is not some highfalutin management theory—it’s biology. We are social animals and we respond to the environments we’re in. Good people put in a bad environment are capable of doing bad things. People who may have done bad things, put in a good environment, are capable of becoming remarkable, trustworthy, and valuable members of an organization. This is why leadership matters. Leaders set the culture. Leaders are responsible for overseeing the environment in which people are asked to work . . . and the people will act in accordance with that culture.

If you’re going to make an error in life, err on the side of overestimating your capabilities (obviously, as long as it doesn’t jeopardize your life). By the way, this is something that’s hard to do, since the human capacity is so much greater than most of us would ever dream. In fact, many studies have focused on the differences between people who are depressed and people who are extremely optimistic. After attempting to learn a new skill, the pessimists are always more accurate about how they did, while the optimists see their behavior as being more effective than it actually was. Yet this unrealistic evaluation of their own performance is the secret of their future success. Invariably the optimists eventually end up mastering the skill while the pessimists fail. Why? Optimists are those who, despite having no references for success, or even references of failure, manage to ignore those references, leaving unassembled such cognitive tabletops as “I failed” or “I can’t succeed.” Instead, optimists produce faith references, summoning forth their imagination to picture themselves doing something different next time and succeeding. It is this special ability, this unique focus, which allows them to persist until eventually they gain the distinctions that put them over the top. The reason success eludes most people is that they have insufficient references of succeeding in the past. But an optimist operates with beliefs such as, “The past doesn’t equal the future.” All great leaders, all people who have achieved success in any area of life, know the power of continuously pursuing their vision, even if all the details of how to achieve it aren’t yet available. If you develop the absolute sense of certainty that powerful beliefs provide, then you can get yourself to accomplish virtually anything, including those things that other people are certain are impossible.

The fascist dictator declares that the masses of people are biologically inferior and crave authority, that basically, they are slaves by nature. Hence, a totalitarian authoritarian regime is the only possible form of government for such people. It is significant that all dictators who today plunge the world into misery stem from the suppressed masses of people. They are intimately familiar with this sickness on the part of masses of people. What they lack is an insight into natural processes and development, the will to truth and research, so that they are never moved by a desire to want to change these facts. On the other hand, the formal democratic leaders made the mistake of assuming that the masses of people were automatically capable of freedom and thereby precluded every possibility of establishing freedom and self-responsibility in masses of people as long as they were in power. They were engulfed in the catastrophe and will never reappear. Our answer is scientific and rational. It is based on the fact that masses of people are indeed incapable of freedom, but it does not—as racial mysticism does—look upon this incapacity as absolute, innate, and eternal. It regards this incapacity as the result of former social conditions of life and, therefore, as changeable.

Afterward, I pretended to be patient as Akos taught me how to predict how strong a poison would be without tasting it. I tried to seal every moment in my memory. I needed to know how to brew these concoctions on my own, because soon he would be gone. If the renegades and I were caught in our attempt tonight, I would probably lose my life. If we succeeded, Akos would be home, and Shotet would be in chaos, without its leader. Either way, it was unlikely that I would see him again. “No, no,” Akos said. “Don’t hack at it--slice. Slice!” “I am slicing,” I said. “Maybe if your knives weren’t so dull--” “Dull? I could cut your fingertip off with this knife!” I spun the knife in my hand and caught it by the handle. “Oh? Could you?” He laughed, and put his arm across my shoulders. I felt my heartbeat in my throat. “Don’t pretend you’re not capable of delicacy; I’ve seen it myself.” I scowled, and tried to focus on “slicing.” My hands were trembling a little. “See me dancing in the training room and you think you know everything about me.” “I know enough. Look, slices! Told you so.” He lifted his arm, but kept his hand against my back, right under my shoulder blade. I carried the feeling with me for the rest of the night, as we finished the elixir and got ready for bed and he shut the door between us.

The habit of thinking about progress as "development" has meant that many aspects of the environment were simply neglected. With the stereotype of "progress" before their eyes, Americans have in the mass seen little that did not accord with that progress. They saw the expansion of cities, but not the accretion of slums; they cheered the census statistics, but refused to consider overcrowding; they pointed with pride to their growth, bu would not see the drift from the land, or the unassimilated immigration. They expanded industry furiously at reckless cost to their natural resources; they built up gigantic corporations without arranging for industrial relations. They grew to be one of the most powerful nations on earth without preparing their institutions or their minds for the ending of their isolation... There comes a time, therefore, when the blind spots come from the edge of vision into the center. Then unless there are critics who have the courage to sound an alarm, and leaders capable of understanding the change, and a people tolerant by habit, the stereotype, instead of economizing effort, and focussing energy as it did in 1917 and 1918, may frustrate effort and waste men's energy by blinding them, as it did for those people who cried for a Carthaginian peace in 1919 and deplored the Treaty of Versailles in 1921.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

Why would god allow the Holocaust to happen? If god made everything, why did he invent sin to trick us and then hold our sins against us? Why are there so many religions in the world if god created the world and wants us to be Christian? Why does god allow people to fight wars over him? What if you were born in a different culture and never even heard of Jesus Christ—would god send you to hell for not being Christian? And if so, do you believe that's fair? Why are men always the leaders in your church? Aren't women capable of leading too? Isn't such a patriarchal system sexist in this day and age? Why do so many babies die? Why are there so many poor people in the world? Did Jesus visit any other planets in distant unknown universes?

But despite the Secret Service–like behavior, and the regal nomenclature, there’s nothing hierarchical about the way an ant colony does its thinking. “Although queen is a term that reminds us of human political systems,” Gordon explains, “the queen is not an authority figure. She lays eggs and is fed and cared for by the workers. She does not decide which worker does what. In a harvester ant colony, many feet of intricate tunnels and chambers and thousands of ants separate the queen, surrounded by interior workers, from the ants working outside the nest and using only the chambers near the surface. It would be physically impossible for the queen to direct every worker’s decision about which task to perform and when.” The harvester ants that carry the queen off to her escape hatch do so not because they’ve been ordered to by their leader; they do it because the queen ant is responsible for giving birth to all the members of the colony, and so it’s in the colony’s best interest—and the colony’s gene pool—to keep the queen safe. Their genes instruct them to protect their mother, the same way their genes instruct them to forage for food. In other words, the matriarch doesn’t train her servants to protect her, evolution does. Popular culture trades in Stalinist ant stereotypes—witness the authoritarian colony regime in the animated film Antz—but in fact, colonies are the exact opposite of command economies. While they are capable of remarkably coordinated feats of task allocation, there are no Five-Year Plans in the ant kingdom. The colonies that Gordon studies display some of nature’s most mesmerizing decentralized behavior: intelligence and personality and learning that emerges from the bottom up.

In spite of this firestorm, and even with Israel’s extensive aerial surveillance capabilities and its many hundreds of agents and spies planted in Lebanon16 (the war took place before the age of the reconnaissance drone), not one of the PLO’s several functioning underground command and control posts or its multiple communications centers, was ever hit. Nor was a single PLO leader killed in the attacks, although many civilians died when the Israeli air force missed its targets. This is surprising, given just how extensive were Israel’s efforts to liquidate them.17 Israel’s leaders were clearly unconcerned about killing civilians trying to do so: after an air attack in July 1981 destroyed a building in Beirut with heavy civilian casualties, Begin’s office had stated that “Israel was no longer refraining from attacking guerrilla targets in civilian areas.”18

Social groups are also a big part of Danish life. Called foreningsliv (or “association life”), these groups are based on a shared hobby or interest. The objective can be economic, political, academic, or cultural. Their function can be to change something in society, such as in a political association, or to express themselves in a way that meets the members’ social needs, such as in a choral society or a bridge club. Statistics show that 79 percent of Denmark’s business leaders have been active in associations before the age of thirty. Respectively, 94 percent, 92 percent, and 88 percent of managers with experience in associations believe that these years of involvement benefited their social skills and interpersonal skills and gave them a strong network. Ninety-nine percent of Denmark’s governors believe that participation in these voluntary associations promotes young people’s professional skills.

The fact is that society produces very many persons fit for “the cause”, but we are unable to make use of them all. The critical, transitional state of our movement in this respect may be formulated as follows: There are no people — yet there is a mass of people. There is a mass of people, because the working class and increasingly varied social strata, year after year, produce from their ranks an increasing number of discontented people who desire to protest, who are ready to render all the assistance they can in the struggle against absolutism, the intolerableness of which, though not yet recognised by all, is more and more acutely sensed by increasing masses of the people. At the same time, we have no people, because we have no leaders, no political leaders, no talented organisers capable of arranging. extensive and at the same time uniform and harmonious work that would employ all forces, even the most inconsiderable.

Fawn Brodie observed that Westerners traditionally “demanded personality rather than diplomas from the men who called them to God.” Metaphysical teachers journeying from the east in the twentieth century found that they faced little scrutiny concerning educational credentials. Science of Mind’s Ernest Holmes was a playground instructor and purchasing agent for Venice, California. The scribe of the Masters of the Far East, Baird T. Spalding, was a gold prospector. William Dudley Pelley, who spent “seven minutes in eternity,” was a screenwriter. Psychiana’s Frank B. Robinson was a druggist. Levi Dowling, author of The Aquarian Gospel of Jesus the Christ, was a homeopathic healer. Spencer Lewis, founder of the Ancient and Mystical Order Rosae Crucis (AMORC), was a commercial illustrator. These were entirely self-made religious leaders. But this is not to say that they were less than able. The occult denizens of the twentieth century, particularly those who found audiences on the West Coast, were extremely capable and often displayed an admirable fluidity to shatter the bonds of social position that might have held back earlier generations. Occultists

RESILIENCE QUESTIONNAIRE Please circle the most accurate answer under each statement: 1. I believe that my mother loved me when I was little. Definitely true Probably true Not sure Probably not true Definitely not true 2. I believe that my father loved me when I was little. Definitely true Probably true Not sure Probably not true Definitely not true 3. When I was little, other people helped my mother and father take care of me and they seemed to love me. Definitely true Probably true Not sure Probably not true Definitely not true 4. I’ve heard that when I was an infant someone in my family enjoyed playing with me, and I enjoyed it, too. Definitely true Probably true Not sure Probably not true Definitely not true 5. When I was a child, there were relatives in my family who made me feel better if I was sad or worried. Definitely true Probably true Not sure Probably not true Definitely not true 6. When I was a child, neighbors or my friends’ parents seemed to like me. Definitely true Probably true Not sure Probably not true Definitely not true 7. When I was a child, teachers, coaches, youth leaders, or ministers were there to help me. Definitely true Probably true Not sure Probably not true Definitely not true 8. Someone in my family cared about how I was doing in school. Definitely true Probably true Not sure Probably not true Definitely not true 9. My family, neighbors, and friends talked often about making our lives better. Definitely true Probably true Not sure Probably not true Definitely not true 10. We had rules in our house and were expected to keep them. Definitely true Probably true Not sure Probably not true Definitely not true 11. When I felt really bad, I could almost always find someone I trusted to talk to. Definitely true Probably true Not sure Probably not true Definitely not true 12. When I was a youth, people noticed that I was capable and could get things done. Definitely true Probably true Not sure Probably not true Definitely not true 13. I was independent and a go-getter. Definitely true Probably true Not sure Probably not true Definitely not true 14. I believed that life is what you make it. Definitely true Probably true Not sure Probably not true Definitely not true How many of these fourteen protective factors did I have as a child and youth? (How many of the fourteen were circled “Definitely True” or “Probably True”?) _______ Of these circled, how many are still true for me?

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

Bannon thrived on the chaos he created and did everything he could to make it spread. When he finally made his way through the crowd to the back of the town house, he put on a headset to join the broadcast of the Breitbart radio show already in progress. It was his way of bringing tens of thousands of listeners into the inner sanctum of the “Breitbart Embassy,” as the town house was ironically known, and thereby conscripting them into a larger project. Bannon was inordinately proud of the movement he saw growing around him, boasting constantly of its egalitarian nature. What to an outsider could look like a cast of extras from the Island of Misfit Toys was, in Bannon’s eyes, a proudly populist and “unclubbable” plebiscite rising up in defiant protest against the “globalists” and “gatekeepers” who had taken control of both parties. Just how Phil Robertson of Duck Dynasty figured into a plan to overthrow the global power structure wasn’t clear, even to many of Bannon’s friends. But, then, Bannon derived a visceral thrill anytime he could deliver a fuck-you to the establishment. The thousands of frustrated listeners calling in to his radio show, and the millions more who flocked to Breitbart News, had left him no doubt that an army of the angry and dispossessed was eager to join him in lobbing a bomb at the country’s leaders. As guests left the party, a doorman handed out a gift that Bannon had chosen for the occasion: a silver hip flask with “Breitbart” imprinted above an image of a honey badger, the Breitbart mascot. — Bannon’s cult-leader magnetism was a powerful draw for oddballs and freaks, and the attraction ran both ways. As he moved further from the cosmopolitan orbits of Goldman Sachs and Hollywood, there was no longer any need for him to suppress his right-wing impulses. Giving full vent to his views on subjects like immigration and Islam isolated him among a radical fringe that most of political Washington regarded as teeming with racist conspiracy theorists. But far from being bothered, Bannon welcomed their disdain, taking it as proof of his authentic conviction. It fed his grandiose sense of purpose to imagine that he was amassing an army of ragged, pitchfork-wielding outsiders to storm the barricades and, in Andrew Breitbart’s favorite formulation, “take back the country.” If Bannon was bothered by the incendiary views held by some of those lining up with him, he didn’t show it. His habit always was to welcome all comers. To all outward appearances, Bannon, wild-eyed and scruffy, a Falstaff in flip-flops, was someone whom the political world could safely ignore. But his appearance, and the company he kept, masked an analytic capability that was undiminished and as applicable to politics as it had been to the finances of corrupt Hollywood movie studios. Somehow, Bannon, who would happily fall into league with the most agitated conservative zealot, was able to see clearly that conservatives had failed to stop Bill Clinton in the 1990s because they had indulged this very zealotry to a point where their credibility with the media and mainstream voters was shot. Trapped in their own bubble, speaking only to one another, they had believed that they were winning, when in reality they had already lost.

Patton had been a reflective man, an extraordinarily well-read student of wars and military leaders, ancient and modern, with a curiosity about his war to match his energy. No detail had been too minor or too dull for him, nor any task too humble. Everything from infantry squad tactics to tank armor plate and chassis and engines had interested him. To keep his mind occupied while he was driving through a countryside, he would study the terrain and imagine how he might attack this hill or defend that ridge. He would stop at an infantry position and look down the barrel of a machine gun to see whether the weapon was properly sited to kill counterattacking Germans. If it was not, he would give the officers and men a lesson in how to emplace the gun. He had been a military tailor’s delight of creased cloth and shined leather, and he had worn an ivory-handled pistol too because he thought he was a cavalier who needed these trappings for panache. But if he came upon a truck stuck in the mud with soldiers shirking in the back, he would jump from his jeep, berate the men for their laziness, and then help them push their truck free and move them forward again to battle. By dint of such lesson and example, Patton had formed his Third Army into his ideal of a fighting force. In the process he had come to understand the capabilities of his troops and he had become more knowledgeable about the German enemy than any other Allied general on the Western Front. Patton had been able to command with certainty, overcoming the mistakes that are inevitable in the practice of the deadly art as well as personal eccentricities and public gaffes that would have ruined a lesser general, because he had always stayed in touch with the realities of his war.

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

PRIORITIZE BEING PRESENT Today’s challenge is to keep your focus and preserve the sanctity of mind required to create, and to ultimately make an impact in what matters most to you. This can only happen when you capitalize on the here and now. To do this, alternate periods of connectedness with periods of truly being present: Be aware of the cost of constant connection. If your focus is always on others—and quenching your appetite for information and external validation—you will miss out on the opportunity to mine the potential of your own mind. Recognize when you’re tuning in to the stream for the wrong reasons. We often look to our devices for a sense of reassurance. Become more aware of the insecurity that pulls you away from the present. You cannot imagine what will be if you are constantly concerned with what already is. Create windows of non-stimulation in your day. Make this time sacred and use it to focus on a separate list of two or three things that are important to you over the long term. Use this time to think, to digest what you’ve learned, and to plan. Listen to your gut as much as you listen to others. With all the new sources of communication and amplification, don’t let yourself be persuaded by the volume of the masses. Nothing should resonate more loudly than your own intuition. Stay open to the possibilities of serendipity. The most important connections—whether with people, ideas, or mistakes that lead to key realizations—often spring from unexpected circumstances. By being fully present where you are, you let chance (and the curious universe we live in) work its magic. You are the steward of your own potential. The resources within you—and around you—are only tapped when you recognize their value and develop ways to use them. Whatever the future of technology may hold, the greatest leaders will be those most capable of tuning in to themselves and harnessing the full power of their own minds.

Earth (481-640) People with this personality type are likely to become successful leaders. You tend to be more disciplined and careful at planning tasks. Loyalty and trust are important equations in your relationships hence they prove to be your strength in hard times. You respect others and keep people united which makes people flourish under your leadership. Earth signs are efficient decision makers hence always remain firm on the step they took. Fire: (400-300) Fire people are smart enthusiastic and energetic to be around. You are very competitive and curious, and more often very passionate about your goals and desires. Trusting people with a job or any important personal task is hard hence making emotional connections are difficult for you. making friends or getting a lover, your life is full of drama and there’s always a lot happening around you. You are intelligent and always find new ways to do things Water (160-320) Water people are kind and empathetic but sensitive. And you sometimes tend to become people pleasers. being quite impulsive and always in a hurry, you make decisions haphazardly. Water people are shy and introverted while partying around with friends on a weekend would be the last thing you want to do. You dread small talk and expressing yourself to a group of people is quite a demanding job. People feel relaxed in your presence you bring out the best in them. Decision-making can be demanding and you are sometimes regretful of overthinking and hence not capable of finding a firm decision. Air: (0-160) You have quite an entrancing personality. People are naturally drawn towards you and find your company comforting and friendly. Air signs are naturally smart and quite efficient in their workplace. While using your challenges and opportunities wisely you are likely to have great careers. you are good at advising your colleagues. But being bound in a relationship sometimes doesn’t seem to help you, rather you respect open free yet intimate emotional connections. Air people who are artistic and creative always look at things from a unique lens. So now you know your element.

Oh," I answered vaguely, "there are still reformers of all sorts in the world." "Reformers!" he cried, his face lighting up with a new interest. "Ah! you mean those profound thinkers who seek to cure every disease of the social body by means of legislation. Yes, yes! tell me about them! Society still believes in them?" "Believes in them!" I cried indignantly. "Surely it does. Why, the great political parties are responding to the cry of the downtrodden masses, and—" "Oh," he said dreamily, "they are still responding?" "What do you mean by still responding?" I demanded curtly. "Why, I remember that in my time, too, the people always responded. The party leaders would say to them that they were in a bad way and needed help. The people would cry out in joy to think their leaders had discovered this. Then the leaders would wink at each other and jump upon the platforms and explain to the people that what was needed was a new law of some sort. The people would weep for happiness at such wisdom and would beg their leaders to get together and make the law. And the law that the leaders would make when they got together was one that would put the people still more in their power. So that is still going on?" I recognized that he was ironical, but I answered with a sneer: "The people get what they deserve, and what they wish. They have only to demand through the ballot box, you know." "Ah, yes," he murmured with a grin, "I had forgotten the ballot box. Dear me! how could I have forgotten the ballot box?" Providentially the keeper came to notify me that my time was up, and I turned away. "One thing more," cried the prisoner; "is it still the case that the American people enjoy their freedom best when they are enslaved in some way?" "You are outrageous," I exclaimed; "the American people are not enslaved in any way. It is true they are restricted for their own good by those more capable of judging than they. That must always be the case." "I don't know about must," he sighed, "but I am sure it will always be the case as long as a man's idea of freedom is his ability to impose some slavish notion on his brother.

One government policy that libertarians accept is provisions of national defense, since no private solution is likely to prove satisfactory. A private group that attempted to field an army and defend the country would find it difficult to exclude any individual person from the benefits of its protection, since any activities that deterred potential attacks or warded off actual attacks would defend everyone within the country. Thus, most people would not voluntarily pay for national defense provided by a private group, so it is hard for such an activity to be profitable enough to induce adequate private provision. That is, national defenses is what economists refer to as public good. The conclusion that government should provide some national defense applies to narrow self-defense activities, such as fielding an army that deters enemy attacks and responds to attacks that do occur. In practice, however, nations perform many inappropriate actions under the mantle self-defense, most of them harmful. On action that goes beyond strict self-defense is preemptive attacks on other countries, as in the invasion of Iraq. In rare instances preemptive strikes might be legitimate self-defense, and by moving first and preventing extended conflict, a government might save lives and property both at home and in the threatening country...In most instances of preemptive attack, however, the threat is not obvious, undeniable, or imminent. The justification for military action is therefor readily misused whenever leaders have other agendas but wish to hide behind the guise of self defense. Thus, preemptive national defense deserves extreme suspicion, and most such actions are not wise uses of government resources. Another problematic use of a country's self defense capabilities is humanitarian or national-building efforts that purport to help other countries. One objection to such actions might be that the helping country pays the costs while foreigners receive the benefits, but this is not the right criticism. The compassion argument for redistributing income holds that government should be willing to impose costs on society generally to raise the welfare of the least fortunate members. It is hard to see how logic would apply only to people who already residents of a given country.

You are claiming that the Soviet authorities began and influenced the existence of the Democratic Party [in Iran]. That is the basis of all your statements. The simplest way to discredit your absurd claim si to tell you about Iran, of which you are apparently ignorant. The people of Iran are oppressed, poverty-stricken, and miserable with hunger and disease. Their death rate is among the highest in the world, and their infant mortality rate threatens Iran with complete extinction. They are ruled without choice by feudalistic landowners, ruthless Khans, and venal industrialists. The peasants are slaves and the workers are paid a few pennies for a twelve hour day--not enough to keep their families in food. I can quote you all the figures you like to support these statements, quote them if necessary from British sources. I can also quote you the figures of wealth which is taken out of Iran yearly by the Anglo-Iranian Oil Company, of which the British Governemtn is the largest shareholder. 200 million pounds sterling have been taken out of Iran by your Oil company: a hundred times the total amount of Iran's national income and ten thousand times the total national income of the working people of Iran. By such natural resources as oil, Iran is by nature one of the wealthiest countries on earth. That wealth goes to Britain, while Iran remains poverty-ridden and without economic stability at all. It has no wage policies, no real trade unions, few hospitals, no sanitation and drainage, no irrigation, no proper housing, and no adequate road system. Its people have no rights before the law; their franchise in non-existent, and their parliamentary rights are destroyed by the corrupt method of election and political choice. The Iranian people suffer the terrors of a police regime, and they are prey to the manipulations of the grain speculators and the money operators. The racial minorities suffer discrimination and intolerance, and religious minorities are persecuted for political ends. Banditry threatens the mountain districts, and British arms have been used to support one tribe against another. I could go on indefinitely, painting you a picture of misery and starvation and imprisonment and subjection which must shame any human being capable of hearing it. Yet you say that the existence of a Democratic Party in Iran has been created by the Soviet authorities. You underestimate the Iranian people, Lord Essex! The Democratic Party has arisen out of all this misery and subjection as a force against corruption and oppression. Until now the Iranian people have been unable to create a political party because the police system prevented by terror and assassination. Any attempt to organize the workers and peasants was quickly halted by the execution of party leaders and the vast imprisonment of its followers. The Iranian people, however, have a long record of struggle and persistence, and they do not have to be told by the Soviet Union where their interests lie. They are not stupid and they are not utterly destroyed. They still posses the will to organize a democratic body and follow it into paths of Government. The Soviet Union has simply made sure that the police assassins did not interfere.... To talk of our part in 'creating' the democratic movement is an insult to the people and a sign of ignorance. We do not underestimate the Iranian people, and as far as we are concerned the Democratic Party...belongs to the people. It is their creation and their right, and it cannot be broken by wild charges which accuse the Soviet Union of its birth. We did not create it, and we have not interfered in the affairs of Iran. On the contrary, it is the British Government which has interfered continuously and viciously in Iran's affairs.