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.

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.

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.

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.

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.

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

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.

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.

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

Definite purpose, absolute commitment.

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

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

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

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.

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.

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.

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.

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.

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.

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.

The second step is to figure out whether the country has a political leader capable of rallying the popular will behind reform.

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

As a leader, you should not be trying to carry everything yourself. To be successful, you must share the load. But you must have highly capable people to hand things off to.

One of the greatest secrets of great leaders; 'they are not controlled by what they cannot do'. They directed by what they can.

All the progress in science can’t be used to build a smell receptor as capable as the one that a true leader possesses—to smell trouble or just something fishy.

When the leader passes over all alike, not making a distinction, then the endeavors of those who are capable of exertion are entirely lost.

Rapid expansion coupled with social stability is proof of Umar's incredible capabilities as a leader

A real leader doesn’t choose to lead only the deserving. He will, instead, inspire his people into becoming the best that they are capable of.

You are destiny to be; Rebuilder of great home. Restorer of mighty nation.

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.

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.

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.

Human systems are oddly capable of selecting or tolerating immoral and incompetent leaders because they provide a different kind of meaning elsewhere, such as social identity or ideological affiliation.

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.

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.

...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.

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.

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.

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.

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.

Yes, certain leaders amplify intelligence. These leaders, whom we have come to call Multipliers, create collective, viral intelligence in organizations. Other leaders act as Diminishers and deplete the organization of crucial intelligence and capability. But what is it that these Multipliers do? What is it that Multipliers do differently than Diminishers?

Keeping the locus of responsibility in the one who owns the problem is important because: First, 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.

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. *

In 1991, China’s leaders secretly used a Warring States proverb, tao guang, yang hui. When the document containing this phrase leaked, Beijing translated it as the cryptic and generic “bide your time, build your capabilities.”4 But in its proper context, the proverb actually alludes to overturning the old hegemon and exacting revenge, but only once the rising power has developed the ability to do 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.

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.

realized again that what I didn’t know was much greater than what I did, in this case not knowing how to transition out of the founder-leader role. So I reached out to some of the greatest experts I could speak with for advice. Perhaps the best advice we received came from management expert Jim Collins, who told us that “to transition well, there are only two things that you need to do: Put capable CEOs in place and have a capable governance system to replace the CEOs if they’re not capable.” That was what I had failed to do and what

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.

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

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.

Although I raised money for a Black Panther school and attempted to help the Panthers develop a learning center, I never joined their organization or advocated that others should. The money I raised was to purchase and build a school. I became involved with the Panthers only after their leader, Huey Newton, had publicly proclaimed that it was “time to put away the gun.” In those days The New York Times was comparing Newton to Mahatma Gandhi and Martin Luther—literally. When I recommended Betty van Patter to the Panthers as a bookkeeper, I accepted the left’s view of the Panthers as victims of white racism and a noble force in the struggle for racial justice. I had no idea they were capable of cold-blooded murder.

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?

The major problem - one of the major problems, for there are several - on of the many major problems with governing people is that of whom you get to do it; or rather of who manages to get people to let them do it to them. To summarize: it is a well-known fact that those people who must want to rule people are, ipso facto, those least suited to do it. To summarize the summary; anyone who is capable of getting themselves made President should on no account be allowed to do the job. To summarize the summary of the summary: people are a problem. And so this is the situation we find: a succession of Galactic Presidents who so much enjoy the fun and palaver of being in power that they very rarely notice that they're not. And somewhere in the shadows behind them - who? Who can possibly rule if no one who wants to do it can be allowed to?

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

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.

SUPERSIZE IT—Try sizing someone’s job the way you shop for shoes for a young child. How does the wise parent decide what size to buy? They start by measuring the child’s foot, and then they buy a pair that’s a size too big. And how does the parent respond when their child tries on those shoes, awkwardly parading down the store aisle, complaining that the shoes feel weird and too big and that their feet are flopping around in them? The parent reassures them, “Don’t worry, you’ll grow into them.” Try supersizing someone’s job. Assess their current capabilities and then give them a challenge that is a size too big. Give an individual contributor a leadership role; give a first-line manager more decision-making power. If they seem startled, acknowledge that the role or responsibility might feel awkward at first. Then step back and watch them grow into it.

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.

Leadership is about having clear & grand vision, taking initiatives, possessing courage to question the status quo, ability to set large goals, consistently inspire self & others towards those goals, being self motivated and capability to motivate others, being spirited & strong to surmount any obstacle on the path, humility & openness to listen and learn from others, strength to stand for what he believes is right, while being flexible enough to revisit & review his beliefs, ability to organize & shift paradigms of his own & others, ability to attract, retain, develop & work with bigger leaders than himself, ability to trust others & being trust worthy , to think big & not petty, being above self, kind & giving, ability to sacrifice for others and to be bereft of insecurities & suspicion, ability to take risks, learn from both success & failure, being able to forget & forgive mistakes and mishaps of others, being focused, patient & persistent, to possess an amazing ability to be simple & easy to understand, to communicate & express with clarity and above all, being human.

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?

LEADING LESSONS It’s the failures that make us winners. When you win a competition, you celebrate. You are on cloud nine. But when you lose, you learn. In my case, losing Blackpool that first time was the best thing that ever happened to me. I dug deep down and asked myself what it was that was holding me back from achieving what I knew I was capable of. Failure shows you what’s possible. It makes your desire burn hotter. It builds courage, and in the end, it makes the win that much sweeter. I would rather fail at something than regret never trying. Leaders think of failures as experiments, showing them what works and what doesn’t and how to fix things. We live in a world where failure is thought of as something negative: no one likes the idea of screwing up. But what if you could change that? What if you could see failure as a positive? What if you could embrace failure as part of the process necessary to get what you want? Suddenly, the fear of it disappears. I never went into any competition wanting to fail (just the opposite), but after racking up my share of disappointments, I learned that I could deal with it. It hurt and pissed me off at the time, but now I see the value in it. I wouldn’t be where I am today without those failures notched on my belt.

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.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

In actual fact our Russian experience—when I use the word "Russian" I always differentiate it from the word "Soviet"—I have in mind even pre-Soviet, pre-revolutinoary experience—in actual fact it is vitally important for the West, because by some chance of history we have trodden the same path seventy or eighty years before the West. And now it is with a strange sensation that we look at what is happening to you; many social phenomena that happened in Russia before its collapse are being repeated. Our experience of life is of vital importance to the West, but I am not convinced that you are capable of assimilating it without having gone through it to the end yourselves. You know, one could quote here many examples: for one, a certain retreat by the older generation, yielding their intellectual leadership to the younger generation. It is against the natural order of things for those who are youngest, with the least experience of life, to have the greatest influence in directing the life of society. One can say then that this is what forms the spirit of the age, the current of public opinion, when people in authority, well known professors and scientists, are reluctant to enter into an argument even when they hold a different opinion. It is considered embarrassing to put forward one's counterarguments, lest one become involved. And so there is a certain abdication of responsibility, which is typical here where there is complete freedom....There is now a universal adulation of revolutionaries, the more so the more extreme they are! Similarly, before the revolution, we had in Russia, if not a cult of terror, then a fierce defense of terrorists. People in good positions—intellectuals, professors, liberals—spent a great deal of effort, anger, and indignation in defending terrorists.

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.

Lila who has connected, is connecting, our personal knowledge of poverty and abuse to the armed struggle against the fascists, against the owners, against capital. I admit it here, openly, for the first time: in those September days I suspected that not only Pasquale—Pasquale driven by his history toward the necessity of taking up arms—not only Nadia, but Lila herself had spilled that blood. For a long time, while I cooked, while I took care of my daughters, I saw her, with the other two, shoot Gino, shoot Filippo, shoot Bruno Soccavo. And if I had trouble imagining Pasquale and Nadia in every detail—I considered him a good boy, something of a braggart, capable of fierce fighting but of murder no; she seemed to me a respectable girl who could wound at most with verbal treachery—about Lila I had never had doubts: she would know how to devise the most effective plan, she would reduce the risks to a minimum, she would keep fear under control, she would be able to give murderous intentions an abstract purity, she knew how to remove human substance from bodies and blood, she would have no scruples and no remorse, she would kill and feel that she was in the right. So there she was, clear and bright, along with the shadow of Pasquale, of Nadia, of who knows what others. They drove through the piazza in a car and, slowing down in front of the pharmacy, fired at Gino, at his thug’s body in the white smock. Or they drove along the dusty road to the Soccavo factory, garbage of every type piled up on either side. Pasquale went through the gate, shot Filippo’s legs, the blood spread through the guard booth, screams, terrified eyes. Lila, who knew the way well, crossed the courtyard, entered the factory, climbed the stairs, burst into Bruno’s office, and, just as he said cheerfully: Hi, what in the world are you doing around here, fired three shots at his chest and one at his face. Ah yes, militant anti-fascism, new resistance, proletarian justice, and other formulas to which she, who instinctively knew how to avoid rehashing clichés, was surely able to give depth. I imagined that those actions were necessary in order to join, I don’t know, the Red Brigades, Prima Linea, Nuclei Armati Proletari. Lila would disappear from the neighborhood as Pasquale had. Maybe that’s why she had tried to leave Gennaro with me, apparently for a month, in reality intending to give him to me forever. We would never see each other again. Or she would be arrested, like the leaders