Capable Leadership Quotes

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

Ego can’t sleep. It micro-manages. It disempowers. It reduces our capability. It excels in control.

Fundamental to helping your employees grow is having the belief that people are smart, capable, and insightful.

Purpose drives the process by which we become what we are capable of being.

If you treat people to a vision of themselves, if you apparently overrate them, you make them become what they are capable of becoming.

Innovation is a learned organizational capability. You must train people how to innovate and navigate organizational barriers that kill off good ideas before they can be tested.

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

Saying no is its own leadership capability. It is not just a peripheral skill. As

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

The few individuals who are capable of spontaneous and joyous effort stand out. These are the select men, the nobles, the only ones who are active and not merely reactive, for whom life is a perpetual striving, an incessant course of training.

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

For me, business is a story about people—what they are capable of when supported and challenged; what they can envision and create—which is why I like the business world.

Definite purpose, absolute commitment.

Your success is limited by your personal development- what you think you’re capable of, what you think you deserve, and the mindsets that hold you back.

The beginning of a nations self defeat is when it denigrates the powerful capabilities of its own people.

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

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 you want to bring change, then you must not believe, rather you must perceive - perceive what others can't - imagine what others aren't capable of - and act in a way others wouldn't dare to.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

How could the pearls of grace and wisdom he [Mike Pence] had brought to the table retain any value when they were constantly being sloshed with more and more foul-smelling slime? If anyone deserved better––aside from the American people themselves and women as a whole––it seemed to me that it might have been this man who had proven to be such a capable champion and ally.

We seek to uncover behind the events changes in the collective consciousness. We reject wholesale references to the “spontaneity” of the movement, references which in most cases explain nothing and teach nobody. Revolutions take place according to certain laws. This does not mean that the masses in action are aware of the laws of revolution, but it does mean that the changes in mass consciousness are not accidental, but are subject to an objective necessity which is capable of theoretic explanation, and thus makes both prophecy and leadership possible.

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.

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

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

Success is peace of mind which is a direct result of self-satisfaction in knowing you made the effort to become the best of which you are capable.

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

An accountable waitress is more capable of running a nation than a bigoted scholar.

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

Innovation shouldn’t be serendipity. It is a management process and the differentiated business capability.

Leadership is the capability to influence others through inspiration motivated by passion, generate by vision, produced by a conviction, ignited by a purpose.

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.

Why, at any rate, should he think me capable of great conquests, given my limited experience in the field? Early on, you can expect no one to believe in your destiny as much as yourself.

By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.

the marketplace is capable only of calculating exclusive costs; that is; excluding all possible costs that interfere with profit. Leadership of society requires the calculation of inclusive costs. To invoke the marketplace, as if calling upon the Holy Spirit, is to limit ourselves to the narrow and short-term interests of exclusion. (IV - From Managers and Speculators to Growth)

Signs of communist domination of the andartes were not difficult to find, but at the same time there was no indication that the KKE desired to seize power by force. On the contrary, what evidence there is suggests that the KKE - in so far as its divided leadership was capable of any decisions at all in the absence of a clear lead from Moscow - had decided not to seize power at a time when it could easily have done so.

Unless the manager or coach believes that people possess more capability than they are currently expressing, he will not be able to help them express it. He must think of his people in terms of their potential, not their performance. The majority of appraisal systems are seriously flawed for this reason. People are put in performance boxes from which it is hard for them to escape, either in their own eyes or their manager’s.

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.

It’s not a lack of confidence in oneself preventing people from going after jobs where they don’t meet all of the qualifications, but a lack of confidence in other people’s abilities to view them as capable of doing the job, and therefore hiring them,” said the leadership expert, who had surveyed one thousand people to come to this conclusion. “The main barrier is not a mistaken perception about themselves, but a mistaken perception of what is a real requirement or rule, of how processes like these truly work, and this is especially a problem for women.

There are times when we RISE up to situations and recognise our INNER POWER,STRENTHS and CAPABILITY by the way we handled a siutation ! How about recognising ourselves,our POWER. our TALENT, our CAPABILITIES and then handle each situation from our BEST levels. The RESULTS are bound to be UP'd!

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.

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.

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.

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.

But the crux of the matter was not the comic inappropriateness of Rumbold’s advice to the Turks. It was, as he observed on another occasion, that ‘the Kemalist Turk … thinks that he can run his country himself without any foreign intervention.’ The Allies could not believe that Orientals were capable of providing civilized government. Mustafa Kemal was determined to prove them wrong.

Our leaders are cruel because only those willing to be inordinately cruel and remorseless can hold positions of leadership in the foreign policy establishment. People capable of expressing a full human measure of compassion and empathy toward faraway powerless strangers do not become president of the United States, or vice president, or secretary of state, or national security adviser or secretary of the treasury. Nor do they want to.

People are the foundation of any company’s success. The primary job of each manager is to help people be more effective in their job and to grow and develop. We have great people who want to do well, are capable of doing great things, and come to work fired up to do them. Great people flourish in an environment that liberates and amplifies that energy. Managers create this environment through support, respect, and trust. Support means giving people the tools, information, training, and coaching they need to succeed. It means continuous effort to develop people’s skills. Great managers help people excel and grow. Respect means understanding people’s unique career goals and being sensitive to their life choices. It means helping people achieve these career goals in a way that’s consistent with the needs of the company. Trust means freeing people to do their jobs and to make decisions. It means knowing people want to do well and believing that they will.

And I was also proud of living up to NASA’s belief that I was capable of commanding the world’s spaceship. On my first day at JSC, I hadn’t been an obvious candidate. I was a pilot. I didn’t have much leadership experience to speak of at all. Worse: I was a Canadian pilot without much leadership experience. Square astronaut, round hole. But somehow, I’d managed to push myself through it, and here was the truly amazing part: along the way, I’d become a good fit. It had only taken 21 years.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

I find it difficult to say whether the leadership's 'second echelon' could have preserved the German Democratic Republic. Helmut Kohl later told me he had never believed that Egon Krenz was capable of getting the situation under control. I do not know — we are all wiser after the event, as the saying goes. For my part, I must admit I briefly had a faint hope that the new leaders would be able to change the course of events by establishing a new type of relations between the two German states — based on radical domestic reforms in East Germany.

The Saudis considered the petroleum under their soil a gift from God, but accessing its value laid within man’s capacity. Until the Saudis developed the capabilities themselves, they would simply import the human capital they needed to make that petroleum valuable. This meant importing Aramco to run the oil industry, IBI and, later, other companies to build modern cities and transportation, and even American financial advisors to create a modern banking system. The trick was to buy what they did not have from the outside, and then to make it their own.

COACHING TIP: How can triads solve your problems? The central theme of this book is that you are only as smart and capable as your tribe, and that by upgrading your tribe, you multiply the results of your efforts. We have yet to see problems that couldn’t be fixed by a few good triads, such as the fact we couldn’t get an interview with Hoffman. A great question for coaches to ask is this: “What triads, if built, will fix this problem?” The “black belt” version of the question (most useful in stable Stage Four cultures) is “What triads will help us spot and fix problems so big we can’t even think of them?

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.

When Dr Sarabhai gave shape to a vision to develop rockets in India, he was questioned, along with the political leadership, on the relevance of such a programme when a vast majority in the country was battling the demons of hunger and poverty. Yet, he was in agreement with Jawaharlal Nehru that India could only play a meaningful role in the affairs of the world if the country was self-reliant in every manner, and should be able to apply advanced technologies to alleviate real-life problems. Thus our space programme was never simply a desire to be one among an elite group of nations, neither was it a matter of playing catch-up with other countries. Rather, it was an expression of the need for developing indigenous capabilities in telecommunications, meteorology and education.

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

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.

The real things of life were getting a grip on him more and more,” Jacob Riis observed. In an essay on “fellow-feeling,” written a decade and a half later, Roosevelt maintained that empathy, like courage, could be acquired over time. “A man who conscientiously endeavors to throw in his lot with those about him, to make his interest theirs, to put himself in a position where he and they have a common object, will at first feel a little self-conscious, will realize too plainly his aims. But with exercise this will pass off. He will speedily find that the fellow-feeling which at first he had to stimulate was really existent, though latent, and is capable of a very healthy growth.” Indeed, he argued that a “very large part of the rancor of political and social strife” springs from the fact that different classes or sections “are so cut off from each other that neither appreciates the other’s passions, prejudices, and, indeed, point of view.

You needn't instruct me to think about my children's welfare," Phoebe said quietly. "I've always put them first, and always will. As for me being a child... I'm afraid I'm not nearly enough like one." A faint smile touched her lips. "Children are optimistic. They have a natural sense of adventure. To them, the world has no limitations, only possibilities. Henry was always a bit childlike in that way- he never became disenchanted with life. That was what I loved most about him." "If you loved Henry, you will honor his wishes. He wanted Edward to have charge of his family and estate." "Henry wanted to make sure our future would be in capable hands. But it already is." "Yes. Edward's." "No, mine. I'll learn everything I need to know about managing this estate. I'll hire people to help me if necessary. I'll have this place thriving. I don't need a husband to do it for me. If I marry again, it will be to a man of my choosing, in my own time. I can't promise it will be Edward. I've changed during the past two years, but so far, he doesn't see me for who I am, only who I was. For that matter, he doesn't see how the world has changed- he ignores the realities he doesn't like. How can I trust him with our future?" Georgiana regarded her bitterly. "Edward is not the one who is ignoring reality. How can you imagine yourself capable of running this estate?" "Why wouldn't I be?" "Women aren't capable of leadership. Our intelligence is no less than men's, but it is shaped for the purpose of motherhood. We're clever enough to operate the sewing machine, but not to have invented it. If you asked the opinions of a thousand people whether they would trust you or Edward to make decisions for the estate, whom do you think they would choose?" "I'm not going to ask a thousand people for their opinions," Phoebe said evenly. "Only one opinion is required, and it happens to be mine." She went to the doorway and paused, unable to resist adding, "That's leadership." And she left the dowager fuming in silence.

In Spain an exceptionally favourable situation, more favourable than in Russia before the October 1917 revolution, there was no party or leadership capable of making a correct estimate of the situation, drawing the necessary conclusions, and the workers firmly to take power. All that was necessary in the situation was to explain to the workers the real relationship of forces, the necessary and vital steps and to show them how their leaders and organisations stood in the way. Power was in the hands of the workers, but it was not centralised or organised. Committees, Juntas or Soviets, the name does not matter, should have been organised in every factory and district, elected by the workers, housewives and all sections of the working population, including the peasants and of course the workers’ militias. These in turn should have been linked by delegates to form area, regional and an all national committee. This could have formed the framework of a new regime pushing aside the contemptible and powerless government and establishing the dictatorship of the proletariat.

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.

In any case, we should expect that in due time we will be moved into our eternal destiny of creative activity with Jesus and his friends and associates in the “many mansions” of “his Father’s house.” Thus, we should not think of ourselves as destined to be celestial bureaucrats, involved eternally in celestial “administrivia.” That would be only slightly better than being caught in an everlasting church service. No, we should think of our destiny as being absorbed in a tremendously creative team effort, with unimaginably splendid leadership, on an inconceivably vast plane of activity, with ever more comprehensive cycles of productivity and enjoyment. This is the “eye hath not seen, neither ear heard” that lies before us in the prophetic vision (Isa. 64:4). This Is Shalom When Saint Augustine comes to the very end of his book The City of God, he attempts to address the question of “how the saints shall be employed when they are clothed in immortal and spiritual bodies.”15 At first he confesses that he is “at a loss to understand the nature of that employment.” But then he settles upon the word peace to describe it, and develops the idea of peace by reference to the vision of God—utilizing, as we too have done, the rich passage from 1 Corinthians 13. Thus he speaks of our “employment” then as being “the beatific vision.” The eternal blessedness of the city of God is presented as a “perpetual Sabbath.” In words so beautiful that everyone should know them by heart, he says, “There we shall rest and see, see and love, love and praise. This is what shall be in the end without end. For what other end do we propose to ourselves than to attain to the kingdom of which there is no end?” And yet, for all their beauty and goodness, these words do not seem to me to capture the blessed condition of the restoration of all things—of the kingdom come in its utter fullness. Repose, yes. But not as quiescence, passivity, eternal fixity. It is, instead, peace as wholeness, as fullness of function, as the restful but unending creativity involved in a cosmoswide, cooperative pursuit of a created order that continuously approaches but never reaches the limitless goodness and greatness of the triune personality of God, its source. This, surely, is the word of Jesus when he says, “Those who overcome will be welcomed to sit with me on my throne, as I too overcame and sat down with my Father on his throne. Those capable of hearing should listen to what the Spirit is saying to my people” (Rev. 3:21

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.

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.

One section of the socialists, the Mensheviks, deduced that the leadership in the coming revolution should belong to the liberal bourgeoisie. Lenin and his followers realized that the liberal bourgeoisie was unable and unwilling to cope with such a task, and that Russia's young working class, supported by a rebellious peasantry, was the only force capable of waging the revolutionary struggle to a conclusion. But Lenin remained convinced, and emphatically asserted, that Russia, acting alone, could not go beyond a bourgeois revolution; and that only after capitalism had been overthrown in Western Europe would she too be able to embark on socialist revolution. For a decade and a half, from 1903 till 1917, Lenin wrestled with this problem: how could a revolution led, against bourgeois opposition, by a socialist working class result in the establishment of a capitalist order? Trotsky cut through this dogmatic tangle with the conclusion that the dynamic of the revolution could not be contained within any particular stage, and that once released it would overflow all barriers and sweep away not only tsardom but also Russia's weak capitalism, so that what had begun as a bourgeois revolution would end as a socialist one. Here a fateful question posed itself. Socialism, as understood by Marxists, presupposed a highly developed modern economy and civilization, an abundance of material and cultural wealth, that alone could enable society to satisfy the needs of all its members and abolish class divisions. This was obviously beyond the reach of an underdeveloped and backward Russia. Trotsky, therefore argued that Russia could only begin the socialist revolution, but would find it extremely difficult to continue it, and impossible to complete it. The revolution would run into a dead end, unless it burst Russia's national boundaries and brought into motion the forces of revolution in the West. Trotsky assumed that just as the Russian Revolution could not be contained within the bourgeois stage, so it would not be brought to rest within its national boundaries: it would be the prelude, or the first act, of a global upheaval. Internationally as well as nationally, this would be permanent revolution.

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.

MT: Mimetic desire can only produce evil? RG: No, it can become bad if it stirs up rivalries but it isn't bad in itself, in fact it's very good, and, fortunately, people can no more give it up than they can give up food or sleep. It is to imitation that we owe not only our traditions, without which we would be helpless, but also, paradoxically, all the innovations about which so much is made today. Modern technology and science show this admirably. Study the history of the world economy and you'll see that since the nineteenth century all the countries that, at a given moment, seemed destined never to play anything but a subordinate role, for lack of “creativity,” because of their imitative or, as Montaigne would have said, their “apish” nature, always turned out later on to be more creative than their models. It began with Germany, which, in the nineteenth century, was thought to be at most capable of imitating the English, and this at the precise moment it surpassed them. It continued with the Americans in whom, for a long time, the Europeans saw mediocre gadget-makers who weren't theoretical or cerebral enough to take on a world leadership role. And it happened once more with the Japanese who, after World War II, were still seen as pathetic imitators of Western superiority. It's starting up again, it seems, with Korea, and soon, perhaps, it'll be the Chinese. All of these consecutive mistakes about the creative potential of imitation cannot be due to chance. To make an effective imitator, you have to openly admire the model you're imitating, you have to acknowledge your imitation. You have to explicitly recognize the superiority of those who succeed better than you and set about learning from them. If a businessman sees his competitor making money while he's losing money, he doesn't have time to reinvent his whole production process. He imitates his more fortunate rivals. In business, imitation remains possible today because mimetic vanity is less involved than in the arts, in literature, and in philosophy. In the most spiritual domains, the modern world rejects imitation in favor of originality at all costs. You should never say what others are saying, never paint what others are painting, never think what others are thinking, and so on. Since this is absolutely impossible, there soon emerges a negative imitation that sterilizes everything. Mimetic rivalry cannot flare up without becoming destructive in a great many ways. We can see it today in the so-called soft sciences (which fully deserve the name). More and more often they're obliged to turn their coats inside out and, with great fanfare, announce some new “epistemological rupture” that is supposed to revolutionize the field from top to bottom. This rage for originality has produced a few rare masterpieces and quite a few rather bizarre things in the style of Jacques Lacan's Écrits. Just a few years ago the mimetic escalation had become so insane that it drove everyone to make himself more incomprehensible than his peers. In American universities the imitation of those models has since produced some pretty comical results. But today that lemon has been squeezed completely dry. The principle of originality at all costs leads to paralysis. The more we celebrate “creative and enriching” innovations, the fewer of them there are. So-called postmodernism is even more sterile than modernism, and, as its name suggests, also totally dependent on it. For two thousand years the arts have been imitative, and it's only in the nineteenth and twentieth centuries that people started refusing to be mimetic. Why? Because we're more mimetic than ever. Rivalry plays a role such that we strive vainly to exorcise imitation. MT

The year 1944 was the year of the greatest burdens in this mighty struggle. It was a year that again proved conclusively that the bourgeois social order is no longer capable of braving the storms of the present or of the coming age. State after state that does not find its way to a truly social reorganization will go down the path to chaos. The liberal age is a thing of the past. The belief that you can counter this invasion of the people by parliamentary-democratic half-measures is childish and just as naive as Metternich’s methods when the national drives for unification were making their way through the nineteenth century. The lack of a truly social, new form of life results in the lack of the mental will to resist not only in the nations but also in the lack of the moral power of resistance of their leaders. In all countries we see that the attempted renaissance of a democracy has proved fruitless. The confused tangle of political dilettantes and military politicians of a bygone bourgeois world who order each other around is, with deadly certainty, preparing for a plunge into chaos and, insofar as Europe is concerned, into an economic and ethnic catastrophe. And, after all, one thing has already been proved: this most densely populated continent in the world will either have to live with an order that gives the greatest consideration to individual abilities, guarantees the greatest accomplishments, and, by taming all egotistical drives, prevents their excesses, or states such as we have in central and western Europe will prove unfit for life, which means that their nations are thereby doomed to perish! In this manner-following the example of royal Italy-Finland, Romania, Bulgaria, and Hungary collapsed during this year. This collapse is primarily the result of the cowardice and lack of resolve of their leaders. They and their actions can be understood only in light of the corrupt and socially amoral atmosphere of the bourgeois world. The hatred which many statesmen, especially in these countries, express for the present German Reich is nothing other than the voice of a guilty conscience, an expression of an inferiority complex in view of our organization of a human community that is suspicious to them because we successfully pursue goals that again do not correspond to their own narrow economic egotism and their resulting political shortsightedness. For us, my German Volksgenossen, this, however, represents a new obligation to recognize ever more clearly that the existence or nonexistence of a German future depends on the uncompromising organization of our Volksstaat, that all the sacrifices which our Volk must make are conceivable only under the condition of a social order which clears away all privileges and thereby makes the entire Volk not only bear the same duties but also possess the same vital rights. Above all, it must mercilessly destroy the social phantoms of a bygone era. In their stead, it must place the most valuable reality there is, namely the Volk, the masses which, tied together by the same blood, essence, and experiences of a long history, owe their origin as an individual existence not to an earthly arbitrariness but to the inscrutable will of the Almighty. The insight into the moral value of our conviction and the resulting objectives of our struggle for life give us and, above all, give me the strength to continue to wage this fight in the most difficult hours with the strongest faith and with an unshakable confidence. In such hours, this conviction also ties the Volk to its leadership. It assured the unanimous approval of the appeal that I was forced to direct to the German Volk in a particularly urgent way this year. New Year’s Proclamation to the National Socialists and Party Comrades Fuhrer Headquarters, January 1, 1945

In all these battles the Labour right has enormous reserves of political power. The Parliamentary Labour Party is overwhelmingly hostile to Jeremy Corbyn. Of the 232 Labour MPs no more than 20 can be relied on to back him. Back bench revolts, leaks, and public attacks by MPs opposed to the leadership are likely to be frequent. Some Labour left wingers hope that the patronage that comes with the leader’s position will appeal to the careerism of the right and centre MPs to provide Jeremy with the support he lacks. No doubt this will have some effect, but it will be limited. For a start it’s a mistake to think that all right wingers are venal. Some are. But some believe in their ideas as sincerely as left wingers believe in theirs. More importantly, the leading figures of the Labour right should not be seen as simply part of the Labour movement. They are also, and this is where their loyalty lies, embedded in the British political establishment. Commentators often talk as if the sociological dividing line in British politics lies between the establishment (the heads of corporations, military, police, civil service, the media, Tory and Liberal parties, etc, etc) on the one hand, and the Labour Party as a whole, the unions and the left on the other. But this is not the case. The dividing line actually runs through the middle of the Labour Party, between its right wing leaders and the left and the bulk of the working class members. From Ramsey MacDonald (who started on the left of the party) splitting Labour and joining the Tory government in 1931, to the Labour ‘Gang of Four’ splitting the party to form the SDP in 1981, to Neil Kinnock’s refusal to support the 1984-85 Miners Strike, to Blair and Mandelson’s neo-conservative foreign policy and neoliberal economic policy, the main figures of the Labour right have always put their establishment loyalties first and their Labour Party membership second. They do not need Jeremy Corbyn to prefer Cabinet places on them because they will be rewarded with company directorships and places in the Lords by the establishment. Corbyn is seen as a threat to the establishment and the Labour right will react, as they have always done, to eliminate this threat. And because the Labour right are part of the establishment they will not be acting alone. Even if they were a minority in the PLP, as the SDP founders were, their power would be enormously amplified by the rest of the establishment. In fact the Labour right today is much more powerful than the SDP, and so the amplified dissonance from the right will be even greater. This is why the argument that a Corbyn leadership must compromise with the right in the name of unity is so mistaken. The Labour right are only interested in unity on their terms. If they can’t get it they will fight until they win. If they can’t win they would rather split the party than unite with the left on the left’s terms. When Leon Trotsky analysed the defeat of the 1926 General Strike it was the operation of this kind of ‘unity’ which he saw as critical in giving the right the ability to disorganise the left. The collapse of the strike came, argued Trotsky, when the government put pressure on the right wing of the Labour movement, who put pressure on the left wing of the movement, who put pressure on the Minority Movement (an alliance of the Labour left and the Communist Party). And the Minority Movement put pressure on the CP…and thus the whole movement collapsed. To this day this is the way in which the establishment transmits pressure through the labour movement. The only effective antidote is political and organisational independence on the far left so that it is capable of mobilising beyond the ranks of the Labour Party and trade union bureaucracy. This then provides a counter-power pushing in the opposite direction that can be more powerful than the pressure from the right.

Speech to the German Folk January 30, 1944 Without January 30, 1933, and without the National Socialist revolution, without the tremendous domestic cleansing and construction efforts, there would be no factor today that could oppose the Bolshevik colossus. After all, Germany was itself so ill at the time, so weakened by the spreading Jewish infection, that it could hardly think of overcoming the Bolshevik danger at home, not to mention abroad. The economic ruin brought about by the Jews as in other countries, the unemployment of millions of Germans, the destruction of peasantry, trade, and industry only prepared the way for the planned internal collapse. This was furthered by support for the continued existence of a senseless state of classes, which could only serve to transform the reason of the masses into hatred in order to make them the willing instrument of the Bolshevik revolution. By mobilizing the proletarian slaves, the Jews hoped that, following the destruction of the national intelligentsia, they could all the more reduce them for good to coolies. But even if this process of the Bolshevik revolt in the interior of Germany had not led to complete success, the state with its democratic Weimar constitution would have been reduced to something ridiculously helpless in view of the great tasks of current world politics. In order to be armed for this confrontation, not only the problems of political power but also the social and economic problems had to be resolved. When National Socialism undertook the realization of its program eleven years ago, it managed just in time to build up a state that did not only have the strength at home but also the power abroad to fulfill the same European mission which first Greece fulfilled in antiquity by opposing the Persians, then Rome [by opposing] the Carthaginians, and the Occident in later centuries by opposing the invasions from the east. Therefore, in the year 1933, we set ourselves four great tasks among many others. On their resolution depended not only the future of the Reich but also the rescue of Europe, perhaps even of the entire human civilization: 1. The Reich had to regain the internal social peace that it had lost by resolving the social questions. That meant that the elements of a division into classes bourgeoisie and proletariat-had to be eliminated in their various manifestations and be replaced by a Volksgemeinschaft. The appeal to reason had to be supplemented by the merciless eradication of the base elements of resistance in all camps. 2. The social and political unification of the nation had to be supplemented by a national, political one. This meant that the body of the Reich, which was not only politically, but also governmentally divided, had to be replaced by a unified National Socialist state, the construction and leadership of which were suited to oppose and withstand even the heaviest attacks and severest tests of the future. 3. The nationally and politically coherent centralized state had the mission of immediately creating a Wehrmacht, whose ideology, moral attitude, numerical strength, and material equipment could serve as an instrument of self-assertion. After the outside world had rejected all German offers for a limitation of armament, the Reich had to fashion its own armament accordingly. 4. In order to secure its continued existence in Europe with the prospect of actual success, it was necessary to integrate all those countries which were inhabited by Germans, or were areas which had belonged to the German Reich for over a thousand years and which, in terms of their national substance and economy, were indispensable to the preservation of the Reich, that is, for its political and military defense. Only the resolution of all these tasks could result in the creation of that state which was capable, at home and abroad, of waging the fight for its defense and for the preservation of the European family of nations.

Led by the party’s founder, Anton Drexler, they drew up an indictment of the would-be dictator and circulated it as a pamphlet. It was the most drastic accusation Hitler was ever confronted with from the ranks of his own party—from those, that is, who had firsthand knowledge of his character and how he operated.   A lust for power and personal ambition have caused Herr Adolf Hitler to return to his post after his six weeks’ stay in Berlin, of which the purpose has not yet been disclosed. He regards the time as ripe for bringing disunion and schism into our ranks by means of shadowy people behind him, and thus to further the interests of the Jews and their friends. 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 weakened by a silly anti-Semitism (Hitler acting like a Jew!), the charges were substantially true, but publicizing them did not get the rebels as far as might be supposed. Hitler promptly brought a libel suit against the authors of the pamphlet, and Drexler himself, at a public meeting, was forced to repudiate it.

The three decades following the Second World War were prolific breeders of myth. The two great military victories on opposite sides of the globe, followed by unparalleled prosperity at home and world leadership abroad, bred a national euphoria, even hubris in some, capable of the boast that America could do anything: "The impossible takes a little longer.

When the 75 members of Stanford Graduate School of Business’s Advisory Council were asked to recommend the most important capability for leaders to develop, their answer was nearly unanimous: self-awareness.

It’s Time to Split HR 500 words HBR article by Ram Charan, July–August Many CEOs are disappointed with their HR departments. Charan proposes a radical solution: Eliminate the position of chief human resources officer and split HR into two functions: HR-A (administration), which would manage compensation and benefits and report to the CFO, and HR-LO (leadership and organization), which would focus on improving people capabilities and report to the CEO. Here’s what our readers had to say:

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.

If you wish to succeed as a leader, you should be capable of transforming the souls of people, which control their intellect, mind and body. A good leader transforms the souls of the people, which then become like his own soul... Once the nature of the followers is changed, they ‘willingly’ follow the path of their leader A leader transforms ordinary men into exceptionally powerful people just like a strong magnet transforms an ordinary piece of iron into a powerful magnet.

Who better to teach than the most capable among us? And I’m not just talking about seminars or formal settings. Our actions and behaviors, for better or worse, teach those who admire and look up to us how to govern their own lives. Are we thoughtful about how people learn and grow? As leaders, we should think of ourselves as teachers and try to create companies in which teaching is seen as a valued way to contribute to the success of the whole. Do we think of most activities as teaching opportunities and experiences as ways of learning? One of the most crucial responsibilities of leadership is creating a culture that rewards those who lift not just our stock prices but our aspirations as well.

In all of the elite companies studied, Level 5 Leaders were in charge when they made the leap from good to great. Level 5 Leadership refers to a type of leader who is not only a highly capable individual, team player, and manager, but also embodies two essential traits: personal humility and the will to do whatever it takes to get results. Level 5 Leaders are quiet, modest, self-effacing, even reserved. They lack over-sized egos or inflated sense of self-importance. Level 5 Leaders are driven to create great results. They are not afraid to make difficult or unpopular decisions if it will better their company. While Level 5 Leaders demonstrate tenacious ambition and will to succeed, they do not devote this energy for their own benefit but instead drive it towards the company’s success. In contrast, the outsized egos and self-serving nature of the “control set” executives contributed to the deaths of their own companies. When good results happen, Level 5 Leaders credit good luck. When results are disappointing, Level 5 Leaders blame only themselves and take responsibility. Other leaders credit themselves when good results come and blame luck or other people for failures. Level 5 Leaders make sure their companies maintain excellence by setting up competent successors who will push their companies to even greater heights. In contrast, other types of managers often leave gaping holes in leadership once they retire. An unexpected finding showed that a majority of the great CEOs were home-grown. In contrast, “celebrity” executives brought into a company have shown to cause more harm than good. It is incredibly detrimental for a company to elect an ego-driven and self-serving CEO instead of a Level 5 Leader. Potential Level 5 Leaders are all around us, and it is possible for one to become a Level 5 leader by embodying their basic traits.

Are you ready to be 'WHO YOU ARE'? Or have we allowed ourselves to 'BE' because of others? Have we given 'PERMISSION to people to 'CO-SIGN' on our lives??? REMEMBER..Most people will NEVER give you permission to do what they CAN'T DO or are CAPABLE OF ! Your LIFE should have YOUR signature, no one else's!

Practice using these two unique human capacities: first, see yourself going to the office this afternoon, or home tonight, and finding it in a terrible situation. The house is a total disaster. No one has done his or her job; all the commitments made have been unfulfilled. And you’re tired and beat up. Now, imagine yourself responding to that reality in a mature, wise, self-controlled manner. See the effect that has on someone else. You didn’t confess their sins. You started to pitch in. You were cheerful, helpful, pleasant. And your behavior will prick the conscience of others and allow the consequences agreed upon to happen. You just used two unique human capacities: imagination and conscience. You didn’t rely on memory; if you had relied on memory or history, you might have lost your cool, made judgments of other people, and exacerbated conditions. Memory is built into your past responses to the same or similar stimuli. Memory ties you to your past. Imagination points you to your future. Your potential is unlimited, but to potentiate is to actualize your capabilities no matter what the conditions. In the book Man’s Search for Meaning, Viktor Frankl, the Austrian psychiatrist imprisoned in the death camps of Nazi Germany in World War II, tells how he exercised the power to choose his response to his terrible conditions. One day he was subjected to experiments on his body. And he discovered, “I have the power to choose.” And he looked for meaning. He believed that if you have a meaning (purpose or cause), if you have a why, you can live with any what. The development of his professional life came out of that one insight. He was raised in the Freudian tradition of psychic determinism. He learned it was a lie. It wasn’t based on science. It came from the study of sick people—neurotics and psychotics—not from the study of healthy, creative, effective people. He didn’t go to his memory, he went to his imagination and conscience. You, too, can progress along the continuum from futility and old habits to faith, hope, and inner security through the exercise of conscience and imagination.

Associated with Habit 4: Think Win/Win is the endowment of an abundance mentality. Why? Because your security comes from principles. Everything is seen through principles. When your spouse makes a mistake, you’re not accusatory. Why? Your security does not come from your spouse’s living up to your expectations. If your son, your husband, your friend, or your boss makes a mistake, you don’t become accusatory, you look with compassion. Why? Your security does not come from them. It comes from within yourself. You’re principle-centered. As people become increasingly principle-centered, they love to share recognition and power. Why? It’s not a limited pie. It’s an ever-enlarging pie. The basic paradigm and assumption about limited resources is flawed. The great capabilities of people are hardly even tapped. The abundance mentality produces more profit, power, and recognition for everybody.

...the leader must 1) avoid getting swamped in detail; 2) not be petty; 3) not be pompous; 4) know how to select people to fit the task; 5) trust others to do a job without the leader's meddling; 6) be capable of clear decisions; 7) inspire confidence.

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.

If your feeding on the Word of God is only happening when the pastor preaches, then you will suffer from malnourishment. When people become so focused on teaching lessons rather than teaching students, churches can become places where lessons are delivered, but no real change comes about. When members are taught how to budget and manage their money wisely they are more capable of supporting the church’s ministries. When individuals take on leadership roles, they need to be accountable, not only to God, but also to others at the church. The success or failure of your ministry depends on this. So many people would have a better opinion of Christians if they felt that the believers did not have a “holier than thou” attitude. Attract unbelievers; be honest and open. If you have experienced tough problems, and you know that God made a way for you, don’t keep this good news to yourself. Share your testimony; it just might change someone’s life. People like to know that others care about them. You may never know how much a kind word, a discussion, a visit, a brief note, a birthday card or some much needed friendship can influence someone who is not used to thoughtful gestures. It is hard to motivate people to act if they do not see the person leading them setting the proper example. Whenever only one person is responsible for making all of the major decisions for an organization, problems can arise; this is true of churches as well.

Fundamentally leadership is about change and influencing people to change.

The two revolutions, therefore, taken together, must be understood as a centuries-long process of fundamental change in which the triumphant Western worldview of colonial days is replaced by a planetary understanding of the meaning of human existence that so transcends particular national differences as to enable the human species to create a planetary peace in the absence of an imperial power to enforce its particular institutions on anyone. In short, a coming to maturity of the human species. A transformation of this profound a depth must necessarily take form in the actions of the most capable nation on the planet, and Revel, after surveying the various claimants to leadership, decided that the United States fulfilled the basic requirements such a role entailed. He acclaimed the United States as the prototype nation in a process of world transformation. He cited many factors present in the United States but absent or improperly developed in other nations as justification for his choice. The United States had a continuing pattern of growth and economic prosperity unmatched by any other nation, a technological excellence unrivaled by anyone else, and a high level of basic research that would continue to provide increasingly sophisticated insights into the nature of basic scientific and social problems. Revel also felt that the United States was culturally oriented toward the future, whereas the European countries were directed toward the past, and the Communists were mired in theoretical and doctrinal considerations, rendering them incapable of confronting rapid and continued change. The

Do not hire those who are incapable. Do not fire those who are capable. A small, devoted army is greater than a large, indifferent one.

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

Set your standards high; namely, do the absolute best of which you are capable. Focus on running the race rather than winning it. Do those things necessary to bring forth your personal best and don’t lose sleep worrying about the competition. Let the competition lose sleep worrying about you. Teach your organization to do the same.

Don't be sad that one day or another you met someone who undermined your capabilities and sapped your energy, what that person did could be the strongest crucible that forged a great leader

Adaptive leadership is about developing capabilities that include both deep analysis and broad environmental scanning. It isn’t that reductive analysis has been fruitless - it has simply been a partial answer that has too often been treated as the final word. Demanding environments are proving the inadequacy of reductive thinking. We live and lead in settings that are deeply connected, highly populated and therefore complex. And in navigating this landscape, straight lines aren’t possible.

There is no single grid or map for us. We must find our way in part through experience-honed intuition and in part through intelligent collaboration. The art in Ingenuity Arts is not about developing a methodology or a technique or a program. It is instead a conscious commitment to develop an adaptive mind and thus, for leaders, an adaptive style of leadership that will enable us to more capably navigate changes that we can’t possibly see from our present vantage point but which will inevitably come.

Reality dictates that no matter how bright and capable a leader might be, the work of the organization must be accomplished by trusted colleagues. A leader’s inference that he or she is primarily responsible for the organization’s success demonstrates blatant hubris.

One of the functions of leadership is to lead, and weak managers may simply check and check and check with others because they are not capable of leading when it is required of them to lead. Benedict says that in matters of importance the abbot or prioress is to ask everyone in the community, 'starting with the youngest,' and then the abbot or prioress is to 'do what seems best.

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.

To use coaching successfully we have to adopt a far more optimistic view than usual of the dormant capability of all people. Pretending we are optimistic is insufficient because our genuine beliefs are conveyed in many subtle ways of which we are not aware.

EXPERIMENT That our beliefs about the capability of others have a direct impact on their performance has been adequately demonstrated in a number of experiments from the field of education. In these tests teachers are told, wrongly, that a group of average pupils are either scholarship candidates or have learning difficulties. They teach a set curriculum to the group for a period of time. Subsequent academic tests show that the pupils’ results invariably reflect the false beliefs of their teachers about their ability. It is equally true that the performance of employees will reflect the beliefs of their managers. For example, Fred sees himself as having limited potential. He feels safe only when he operates well within his prescribed limit. This is like his shell. His manager will only trust him with tasks within that shell. The manager will give him task A, because he trusts Fred to do it and Fred is able to do it. The manager will not give him task B, because he sees this as beyond Fred’s capability. He sees only Fred’s performance, not his potential. If he gives the task to the more experienced Jane instead, which is expedient and understandable, the manager reinforces or validates Fred’s shell and increases its strength and thickness. He needs to do the opposite, to help Fred venture outside his shell, to support or coach him to success with task B. To use coaching successfully we have to adopt a far more optimistic view than usual of the dormant capability of all people. Pretending we are optimistic is insufficient because our genuine beliefs are conveyed in many subtle ways of which we are not aware.

This adaptive capacity is the crucial leadership element for a changing world (see fig. 7.1). While it is grounded on the professional credibility that comes from technical competence and the trust gained through relational congruence, adaptive capacity is also its own set of skills to be mastered. These skills include the capacity to calmly face the unknown to refuse quick fixes to engage others in the learning and transformation necessary to take on the challenge that is before them to seek new perspectives to ask questions that reveal competing values and gaps in values and actions to raise up the deeper issues at work in a community to explore and confront resistance and sabotage to learn and change without sacrificing personal or organizational fidelity to act politically and stay connected relationally to help the congregation make hard, often painful decisions to effectively fulfill their mission in a changing context This capacity building is more than just some techniques to master. It’s a set of deeply developed capabilities that are the result of ongoing transformation in the life of a leader.