Carefully Leadership Quotes

I don't care if you're black, white, straight, bisexual, gay, lesbian, short, tall, fat, skinny, rich or poor. If you're nice to me, I'll be nice to you. Simple as that.

7 Effective Ways to Make Others Feel Important 1. Use their name. 2. Express sincere gratitude. 3. Do more listening than talking. 4. Talk more about them than about you. 5. Be authentically interested. 6. Be sincere in your praise. 7. Show you care.

Don’t waste your energy trying to educate or change opinions; go over, under, through, and opinions will change organically when you’re the boss. Or they won’t. Who cares? Do your thing, and don’t care if they like it.

Do you know that one of the great problems of our age is that we are governed by people who care more about feelings than they do about thoughts and ideas.

If you would convince a man that he does wrong, do right. But do not care to convince him. Men will believe what they see. Let them see.

It’s time to care; it’s time to take responsibility; it’s time to lead; it’s time for a change; it’s time to be true to our greatest self; it’s time to stop blaming others.

The adventure of life is to learn. The purpose of life is to grow. The nature of life is to change. The challenge of life is to overcome. The essence of life is to care. The opportunity of like is to serve. The secret of life is to dare. The spice of life is to befriend. The beauty of life is to give.

The day the soldiers stop bringing you their problems is the day you stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.

Leaders are not, as we are often led to think, people who go along with huge crowds following them. Leaders are people who go their own way without caring, or even looking to see, whether anyone is following them. "Leadership qualities" are not the qualities that enable people to attract followers, but those that enable them to do without them. They include, at the very least, courage, endurance, patience, humor, flexibility, resourcefulness, stubbornness, a keen sense of reality, and the ability to keep a cool and clear head, even when things are going badly. True leaders, in short, do not make people into followers, but into other leaders.

It is not until you change your identity to match your life blueprint that you will understand why everything in the past never worked.

The true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

When I was in high school I asked myself at one point: "Why do I care if my high school's team wins the football game? I don't know anybody on the team, they have nothing to do with me... why am I here and applaud? It does not make any sense." But the point is, it does make sense: It's a way of building up irrational attitudes of submission to authority and group cohesion behind leadership elements. In fact it's training in irrational jingoism. That's also a feature of competitive sports.

The Anatomy of Conflict: If there is no communication then there is no respect. If there is no respect then there is no caring. If there is no caring then there is no understanding. If there is no understanding then there is no compassion. If there is no compassion then there is no empathy. If there is no empathy then there is no forgiveness. If there is no forgiveness then there is no kindness. If there is no kindness then there is no honesty. If there is no honesty then there is no love. If there is no love then God doesn't reside there. If God doesn't reside there then there is no peace. If there is no peace then there is no happiness. If there is no happiness ----then there IS CONFLICT BECAUSE THERE IS NO COMMUNICATION!

Self-care is not selfish. You cannot serve from an empty vessel.

People dont care what you know until they know what you care

Presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.... Leaders should strive for authenticity over perfection.

Seeking out people with different views, different perspectives, different ideas is often challenging, because it requires us to set aside judgment and open our minds. But we have to remind ourselves that to get beyond where we are, where I believe most of us are, we would all be be well served to choose our music carefully, to stop talking and listen to one another.

The essence of community, its heart and soul, is the non-monetary exchange of value; things we do and share because we care for others, and for the good of the place.

What people see you do may not be remembered; what they hear you say may be forgotten; but how they feel your intervention in their times of need will forever be remembered.

The day you are not solving problems or are not up to your butt in problems is probably a day you are no longer leading. If your desk is clean and no one is bringing you problems, you should be very worried. It means that people don't think you can solve them or don't want to hear about them. Or, far worse, it means they don't think you care.

Seek a man that doesn't ask you to prove your love. Seek a man that will prove God's love.

Sometimes you just have to know when the battle you’re fighting is one best walked away from, than fought to the cold, bitter end.

Here are a few important principles to remember with regard to the giving and receiving between males and females. When a male demands, a female reacts; she doesn’t respond. When a male gives, a female responds. When a male commits, a female submits. Nothing is more precious to a female than a committed male. Nothing is no more depressing to a female than an uncommitted male. Here’s the secret, guys: If you want a submitted female, be a committed male. It’s that simple. When a male abuses, a female refuses. Whenever a man abuses a woman, she refuses to respond. When a male shares, a female cares. If you find a man who is willing to share with the woman in his life, you will find a woman who is willing to care for her man. When a male leads, a female follows. When a man carries out his God-given responsibility for leadership, a woman responds by following his lead. Leadership does not mean being bossy, always telling others what to do. No, leadership means going ahead, not putting others in the front. Good leaders lead by example, not by decree. Jesus led by example, and so did Moses, Peter, Paul, and all the other great leaders in the Bible. Leading by example means doing ourselves the things we wish others to do.

Leadership grows like tall trees. It needs both toughness and flexibility - toughness for accountability - flexibility to adapt changes with a compassionate & caring heart for self and others.

Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

Most people don't care who's in charge as long as someone is.

You’re so bossy.” “Why is a woman always described as bossy, when if a man did the same thing he’d be thought of as decisive, commanding and displaying qualities of leadership?

Leadership is all about caring, daring and sharing! Caring for people, Daring to Act fearlessly, & Sharing the success with all!

You might lose battles in your life time. However, every person that stands bravely on the side of justice, for people that have no voice, wins the true battle---Gods.

Whenever I speak to young people, I suggest they do something that might seem a little odd: Close your eyes, I say. Sit there, and imagine you are at the end of your life. From that vantage point, the smoke of striving for recognition and wealth is cleared. Houses, cars, awards on the wall? Who cares? You are about to die. Who do you want to have been? I tell them that I hope some of them decide to have been people who used their abilities to help those who needed it—the weak, the struggling, the frightened, the bullied. Standing for something. Making a difference. That is true wealth.

In Ojibwe and Cree culture, leadership didn't mean power; it meant caring.

Compassion makes you strong, caring and creative. It creates a different attitude, a level of maturity and understanding, where you do something which makes you stand out of crowd.

Let me take a minute to say that I love bossy women. Some people hate the word, and I understand how "bossy" can seem like a shitty way to describe a woman with a determined point of view, but for me, a bossy woman is someone to search out and celebrate. A bossy woman is someone who cares and commits and is a natural leader.

Like water, many decent individuals will seek lower ground if left to their own inclinations. In most cases you are the one who inspires and demands they go upward rather than settle for the comfort of doing what comes easily.

No one cared when you were doing nothing. If they now criticize, ridicule, & character assassinate you means you’re doing something great...

Introverts tend to assume leadership positions within groups when they really have something to contribute….they listen carefully to the ideas of the people they lead. All of this gives them a big advantage over leaders who rise to the top simply because they're comfortable talking a lot or being in control.

Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

Inclusion without power or leadership is tokenism.

Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership.

To be given loyalty is to be infused like a gemstone, to be granted the frightful license to destroy not only one's self, but all within one's care.

A good leader is always learning. The great leaders start learning young and continue until their last breath.

I don't want to be rich and famous but I want to die knowing I stood infront of a broken man and gave him one reason to smile again.

It’s time to care; it’s time to take responsibility; it’s time to lead; it’s time for a change; it’s time to be true to our greatest self; it’s time to stop blaming others

Show up early. Work hard. Stay late. Have a plan. Deliver on your promises. Share the hardships with the employees. Show that you care. Admit your mistakes. And—did I mention?—work hard.

You don’t really understand people until you hear their life story. If you know their stories, you grasp their history, their hurts, their hopes and aspirations. You put yourself in their shoes. And just by virtue of listening and remembering what’s important to them, you communicate that you care and desire to add value.

And even as you’re working to ensure the health of your army, you must remember to take care of your own.

Managers should truly care about the people they manage. When people feel cared for, they perform better.

Someone will declare, “I am the leader!” and expect everyone to get in line and follow him or her to the gates of heaven or hell. My experience is that it doesn’t happen that way. Unless you’re a guard on a chain gang, others follow you based on the quality of your actions rather than the magnitude of your declarations.

Okay, here’s a cheat I learned in a leadership seminar. It’s called active listening. Someone says something, a complaint, or a criticism, or they’re excited about something that happened to them. For a lot of us, our instinct is to offer a solution, or expand on an idea, to fix or offer something. The key is to think about how they’re feeling, be receptive to that, and parrot it back to them. They just got a new car, and they’re happy about it? A simple ‘that’s excellent’ or ‘you must be so proud’ works. It leaves room for them to keep talking, to know you’re listening. For your teammate who just lost someone she obviously cared about, just recognizing that she’s upset and she’s right to feel upset, that’s enough.

Leadership is taking care of yourself and empowering others to do the same. Leadership is not a position to earn, it’s an inherent power to claim. Leadership is the blood that runs through your veins—it’s born in you. It’s not the privilege of a few, it is the right and responsibility of all. Leader is not a title that the world gives to you—it’s an offering that you give to the world.

For me the starting point for everything - before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience - is work ethic.

The best leaders don’t care much about “benchmarking,” comparing their organization to others. They know theirs is not good enough, and constantly push to get better.

Be careful because God's gifts alone are not able to give you joy; God's gift can only bring you joy when they are joined with your gratitude.

The practice above all practices is to relinquish the immature desire to be taken care of in false belonging and to parent our own originality. Again and again, our dreams demand leadership from us, calling our life’s vision forward into the world, step by tenderbrave step.

Mearcstapa is not a comfortable role. Life on the borders of a group— and in the space between groups—is prone to dangers literal and figurative, with people both at “home” and among the “other” likely to misunderstand or mistrust the motivations, piety, and loyalty of the border-stalker. But mearcstapa can be a role of cultural leadership in a new mode, serving functions including empathy, memory, warning, guidance, mediation, and reconciliation. Those who journey to the borders of their group and beyond will encounter new vistas and knowledge that can enrich the group.

For myself the delay may be compared with a reprieve; for in confidence I assure you, with the world it would obtain little credit that my movements to the chair of Government will be accompanied by feelings not unlike those of a culprit who is going to the place of his execution: so unwilling am I, in the evening of a life nearly consumed in public cares, to quit a peaceful abode for an Ocean of difficulties, without that competency of political skill, abilities and inclination which is necessary to manage the helm.

Most of us care about one another. Human beings have considerably more in common with one another than they do differences. One’s religion, political persuasion, family, financial and social status, or vocation does not hamper the common thread of personal decency running through most of humankind.

When your team member makes a request, take it seriously. Those who make an effort of asking cares about your organisation, those who don't ask don't care.

There are people who are team players and really care about the company. When they speak up, it matters a lot to me because I know they are coming from the right place.

Leaders step up, even when they feel like hiding. And they do so because they care.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

Here’s a good question to write on a Post-it Note and put on your desk: “What assets do we have right now that we’re not taking advantage of?” Virgil

Work is easier when its just work; it’s much harder when you actually care.

You want to know the great thing about today, it doesn't care about what you did or didn't do yesterday or what you're going to do tomorrow, it only cares about what you do right now.

His leadership example of doing your job, treating others with respect, expecting people to do their jobs, and holding them accountable is a formula for success that will work in any good organization.

Our schools will not improve if we continue to focus only on reading and mathematics while ignoring the other studies that are essential elements of a good education. Schools that expect nothing more of their students than mastery of basic skills will not produce graduates who are ready for college or the modern workplace. *** Our schools will not improve if we value only what tests measure. The tests we have now provide useful information about students' progress in reading and mathematics, but they cannot measure what matters most in education....What is tested may ultimately be less important that what is untested... *** Our schools will not improve if we continue to close neighborhood schools in the name of reform. Neighborhood schools are often the anchors of their communities, a steady presence that helps to cement the bond of community among neighbors. *** Our schools cannot improve if charter schools siphon away the most motivated students and their families in the poorest communities from the regular public schools. *** Our schools will not improve if we continue to drive away experienced principals and replace them with neophytes who have taken a leadership training course but have little or no experience as teachers. *** Our schools cannot be improved if we ignore the disadvantages associated with poverty that affect children's ability to learn. Children who have grown up in poverty need extra resources, including preschool and medical care.

Research indicates that the highest performing managers and leaders are the most open and caring. The best leaders demonstrate more affection toward others and want others to be more open with them. They are more positive and passionate, more loving and compassionate, and more grateful and encouraging than their lower performing counterparts.

I know why you said you don't see a future for us.' My heart races like it's trying to take flight as I blurt out the words. 'Do you?' Of course he isn't going to make this easy. I'm not sure the man even knows what easy is. 'You want me,' I say, looking him in the eyes. 'And no, I'm not just talking about in bed. You. Want. Me, Xaden Riorson. You might not say it, but you do one better and show it. You show it every time you choose to trust me, every time your eyes linger on mine. You show it with every sparring lesson you don't have time for and every flight lesson that pulls you away from your own studies. You show it when you refuse to touch me because you're worried I don't really want you, then show it again when you take the time to hunt down violets before a leadership meeting so I don't wake up feeling alone. You show it in a million different ways. Please don't deny it.' His jaw flexes, but he doesn't deny it. 'You think we don't have a future because you're scared that I won't like who you really are behind all those walls you keep. And I@m scared, too. I can admit it. You're graduating. I'm not. You'll be gone in a matter of weeks, and we're probably setting ourselves up for heartbreak. But if we let fear kill whatever this is between us, then we don't deserve it.' I lift one hand to the back of his neck. 'I told you that I was the one who would decide when I'm ready to risk my heart, and I'm saying it.' The way he looks at me, with the same mix of hope and apprehension currently flooding my system, gives me absolute life. 'You don't mean that,' he says, shaking his head. And there he goes, sucking the life right out again. 'I mean it.

Leadership is volunteering at the local school, speaking encouraging words to a friend, and holding the hand of a dying parent. It’s tying dirty shoelaces and going to therapy and saying to our families and friends: No. We don’t do unkindness here. It’s signing up to run for the school board and it’s driving that single mom’s kid home from practice and it’s creating boundaries that prove to the world that you value yourself. Leadership is taking care of yourself and empowering others to do the same.

Help in the broadest sense is, in fact, one of the most important currencies that flow between members of society because help is one of the main ways of expressing love and other caring emotions that humans express.

We develop trust when we show that we are reliable, by doing what we say we are going to do to take care of that treasure, and then stepping it up by doing more, by anticipating problems and handling them before they even happen.

Listen with an open mind, gather all the incoming information, both verbal and non-verbal and be careful not to ignore things you don’t wish to hear. Don’t make assumptions or jump to conclusions. The punchline usually comes at the end!

MY FIVE DOS FOR GETTING BACK INTO THE GAME: 1. Do expect defeat. It’s a given when the stakes are high and the competition is working ferociously to beat you. If you’re surprised when it happens, you’re dreaming; dreamers don’t last long. 2. Do force yourself to stop looking backward and dwelling on the professional “train wreck” you have just been in. It’s mental quicksand. 3. Do allow yourself appropriate recovery—grieving—time. You’ve been knocked senseless; give yourself a little time to recuperate. A keyword here is “little.” Don’t let it drag on. 4. Do tell yourself, “I am going to stand and fight again,” with the knowledge that often when things are at their worst you’re closer than you can imagine to success. Our Super Bowl victory arrived less than sixteen months after my “train wreck” in Miami. 5. Do begin planning for your next serious encounter. The smallest steps—plans—move you forward on the road to recovery. Focus on the fix. MY FIVE DON’TS: 1. Don’t ask, “Why me?” 2. Don’t expect sympathy. 3. Don’t bellyache. 4. Don’t keep accepting condolences. 5. Don’t blame others.

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

After discussion and careful review of her answers, there was nothing in her comments that we could prove was a lie beyond a reasonable doubt. There was no moment when investigators caught her in a lie. She did not at any point confess wrongdoing or indicate that she knew what she had done with her emails was wrong. Whether we believed her or not, we had no significant proof otherwise.

... Whoever becomes master of a city accustomed to live in freedom and does no destroy it, may reckon on being destroyed by it. For if it should rebel, it can always screen itself under the name of liberty and its ancient laws, which no length of time, nor any benefit conferred will ever cause it to forget; and do what you will, and take what care you may, unless the inhabitants be scattered and dispersed, this name, and the old order of things, will never cease to be remembered...

Saying that strength, anger and leadership are men's inherent qualities and calmness, silence and caring are women's qualities is nothing else but saying that bravery, force, anger and leadership belong to the tiger and calmness, silence and caring belong to the goat. The women's right we demand is that men should accept that women also possess bravery, strength, anger and leadership quality like men. Further, in our opinion both the sexes should have all the qualities mentioned … only that would lead to the development of human society.

Give serious thought to why your company should care about your strategy. Specifically, find problems that the board wants to be solved. What are senior managers scared of? Part of becoming a credible strategic thinker is learning effective approaches to selling ideas for your situation. You’ll know that you’re getting better at selling (or pitching) strategy when managers start coming to you when there is strategic thinking to be done.

One of the outstanding ironies of history is the utter disregard of ranks and titles in the final judgments men pass on each other. The final estimate of men shows that history cares not an iota for the rank or title a man has borne, or the office he has held, but only the quality of his deeds and the character of his mind and heart.

You are allowed to respectfully question your leaders. Even God said, “Come now, let us reason together” (Isa. 1:18 ESV). Be careful of any authority who is not open to differences or discussions. If someone is completely closed off to input from others, then take it as a major sign that it may be time to get out from under that person’s leadership.

As a leader it is your job to protect the missional integrity of the Jesus gathering to which you have been called. It is your responsibility to see to it that the church under your care continues as a gathering of people in process; a place where the curious,the unconvinced, the sceptical, the used-to-believe and the broken, as well as the committed, informed and sold-out come together around Peter's declaration that Jesus is the Christ, the Son of the living God.

Many great leaders understand intuitively that they need to work hard to create a sense of safety in others. In this way, great leaders are often humble leaders, thereby reducing the status threat. Great leaders provide clear expectations and talk a lot about the future, helping to increase certainty. Great leaders let others take charge and make decisions, increasing autonomy. Great leaders often have a strong presence, which comes from working hard to be authentic and real with other people, to create a sense of relatedness. And great leaders keep their promises, taking care to be perceived as fair.

Imagine if all the car makers in the world were to sit down together to design one extremely simple, embellishment-free, functional car that was made from the most environmentally-sustainable materials, how cheap to buy and humanity-and-Earth-considerate that vehicle would be. And imagine all the money that would be saved by not having different car makers duplicating their efforts, competing and trying to out-sell each other, and overall how much time that would liberate for all those people involved in the car industry to help those less fortunate and suffering in the world. Likewise, imagine when each house is no longer designed to make an individualised, ego-reinforcing, status-symbol statement for its owners and all houses are constructed in a functionally satisfactory, simple way, how much energy, labour, time and expense will be freed up to care for the wellbeing of the less fortunate and the planet.

Military leadership is a journey, not a destination. It is continually challenged, and must continually prove it self anew against fresh obstacles. Sometimes those obstacles are external events. Other times they are the doubts of those being led. Still other times they are a result of the leaders's own failures and shortcomings. Political power and influence are different. Once certain levels have been reached, there is no need to prove leadership or competence. A person with such power is accustomed to having every word carefully considere, and every whim treated as an order. And all who recognize that power know to bow to it. A few have the courage or the foolishness to resist. Some succeed in standing firm against the storm. More often, they find their paths yet again turned form their hopes for goal.

I also came to see that I should not worry about tomorrow, next week, next year, or next century. The more willing I was to look honestly at what I was thinking and saying and doing now, the more easily I would come into touch with the movement of God's Spirit in me, leading me to the future. God is a God of the present and reveals to those who are willing to listen carefully to the moment in which they live the steps they are to take toward the future. "Do not worry about tomorrow," Jesus says, "tomorrow will take care of itself. Each day has enough trouble of its own" (Matthew 6:34).

There is a theory about human behavior called the 10-80-10 principle. I speak of it often when I talk to corporate groups or business leaders. It is the best strategy I know for getting the most out of your team. Think of your team or your organization as a big circle. At the very center of it, the nucleus, are the top 10 percenters, people who give all they've got all the time, who are the essence of self-discipline, self-respect, and the relentless persuit of improvement. They are the elite- the most powerful component of any organization. They are the people I love to coach. Outside the nucleus are the 80 percenters. They are the majority- people who go to work, do a good job, and are relatively reliable. The 80 percenters are for the most part trustworthy and dutiful, but they simply don't have the drive and the unbending will that the nucleus guys do. They just don't burn as hot. The final 10 percenters are uninterested or defiant. They are on the periphery, mostly just coasting through life, not caring about reaching their potential or honoring the gifts they've been given. They are coach killers. The leadership challenge is to move as many of the 80 percenters into the nucleus as you can.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

All of us in the West, our political leaders and our newspapers above all, had underestimated Adolf Hitler and his domination of this land and its people. His ideas might seem half-baked and often evil - to me they did. But the unpleasant fact was not only that he believed in them, fanatically, but that he was persuading the German people to believe in them. He might seem like a demagogue... but his oratory, his drive, his zeal, his iron will and the power of his personality were having an immense impact on the citizens of this country. He was convincing them that the new Germany...under his leadership, was great, was strong, and had a manifest destiny ... I heard no mention...of the loss of personal freedom and of other democratic rights. Apparently this was not much of a sacrifice. They couldn't have cared less. They had committed themselves to Adolf Hitler and his barbarian dictatorship.

When your feet hit the floor each morning, do you make your enemy the devil, say, “Oh crap, he’s up”? When you step out your door each day, do heaven, earth, and hell take notice? When you protect the woman under your care, can she do little to resist you? Do your children look to you with confidence? Do other men look to you as someone to emulate? Does your church call on you for strength and leadership? Are you a preserver of culture and a champion of society, one who keeps out evil and ushers in good? Are you a man who is fulfilling your destiny and able to satisfy the woman in your life? More than all of that, though, when God searches for a man to advance His kingdom, does He call your name?

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.

There are, essentially, two compelling reasons why I believe the reading public should care about Fred and his work: First, he recognized the critical importance of learning during the earliest years. No one better understood how essential it is for proper social, emotional, cognitive, and language development to take place in the first few years of life. And no one did more to convince a mass audience in America of the value of early education. Second, he provided, and continues to provide, exemplary moral leadership. Fred Rogers advanced humanistic values because of his belief in Christianity, but his spirituality was completely eclectic; he found merit in all faiths and philosophies. His signature value was human kindness; he lived it and he preached it, to children, to their parents, to their teachers, to all of us everywhere who could take the time to listen.

Can two walk together, unless they are agreed?’ Amos 3:3 ‘Does This Person Belong in your Life?’ A toxic relationship is like a limb with gangrene: unless you amputate it the infection can spread and kill you. Without the courage to cut off what refuses to heal, you’ll end up losing a lot more. Your personal growth - and in some cases your healing - will only be expedited by establishing relationships with the right people. Maybe you’ve heard the story about the scorpion who asked the frog to carry him across the river because he couldn’t swim. ‘I’m afraid you’ll sting me,’ replied the frog. The scorpion smiled reassuringly and said, ‘Of course I won’t. If I did that we’d both drown!’ So the frog agreed, and the scorpion hopped on his back. Wouldn’t you know it: halfway across the river the scorpion stung him! As they began to sink the frog lamented, ‘You promised you wouldn’t sting me. Why’d you do it?’ The scorpion replied, ‘I can’t help it. It’s my nature!’ Until God changes the other person’s nature, they have the power to affect and infect you. For example, when you feel passionately about something but others don’t, it’s like trying to dance a foxtrot with someone who only knows how to waltz. You picked the wrong dance partner! Don’t get tied up with someone who doesn’t share your values and God-given goals. Some issues can be corrected through counselling, prayer, teaching, and leadership. But you can’t teach someone to care; if they don’t care they’ll pollute your environment, kill your productivity, and break your rhythm with constant complaints. That’s why it’s important to pray and ask God, ‘Does this person belong in my life?

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

We had better want the consequences of what we believe or disbelieve, because the consequences will come! . . . But how can a society set priorities if there are no basic standards? Are we to make our calculations using only the arithmetic of appetite? . . . The basic strands which have bound us together socially have begun to fray, and some of them have snapped. Even more pressure is then placed upon the remaining strands. The fact that the giving way is gradual will not prevent it from becoming total. . . . Given the tremendous asset that the family is, we must do all we can within constitutional constraints to protect it from predatory things like homosexuality and pornography. . . . Our whole republic rests upon the notion of “obedience to the unenforceable,” upon a tremendous emphasis on inner controls through self-discipline. . . . Different beliefs do make for different behaviors; what we think does affect our actions; concepts do have consequences. . . . Once society loses its capacity to declare that some things are wrong per se, then it finds itself forever building temporary defenses, revising rationales, drawing new lines—but forever falling back and losing its nerve. A society which permits anything will eventually lose everything! Take away a consciousness of eternity and see how differently time is spent. Take away an acknowledgement of divine design in the structure of life and then watch the mindless scurrying to redesign human systems to make life pain-free and pleasure-filled. Take away regard for the divinity in one’s neighbor, and watch the drop in our regard for his property. Take away basic moral standards and observe how quickly tolerance changes into permissiveness. Take away the sacred sense of belonging to a family or community, and observe how quickly citizens cease to care for big cities. Those of us who are business-oriented are quick to look for the bottom line in our endeavors. In the case of a value-free society, the bottom line is clear—the costs are prohibitive! A value-free society eventually imprisons its inhabitants. It also ends up doing indirectly what most of its inhabitants would never have agreed to do directly—at least initially. Can we turn such trends around? There is still a wealth of wisdom in the people of this good land, even though such wisdom is often mute and in search of leadership. People can often feel in their bones the wrongness of things, long before pollsters pick up such attitudes or before such attitudes are expressed in the ballot box. But it will take leadership and articulate assertion of basic values in all places and in personal behavior to back up such assertions. Even then, time and the tides are against us, so that courage will be a key ingredient. It will take the same kind of spunk the Spartans displayed at Thermopylae when they tenaciously held a small mountain pass against overwhelming numbers of Persians. The Persians could not dislodge the Spartans and sent emissaries forward to threaten what would happen if the Spartans did not surrender. The Spartans were told that if they did not give up, the Persians had so many archers in their army that they would darken the skies with their arrows. The Spartans said simply: “So much the better, we will fight in the shade!

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.

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

You’ve probably also noted the impacts of virtual distraction on your own and others’ behaviors: memory loss, inability to concentrate, being asked to repeat what you just said, miscommunication the norm, getting lost online and wasting time you don’t have, withdrawing from the real world. The list of what’s being lost is a description of our best human capacities—memory, meaning, relating, thinking, learning, caring. There is no denying the damage that’s been done to humans as technology took over—our own Progress Trap. The impact on children’s behavior is of greatest concern for its present and future implications. Dr. Nicolas Kardaras, a highly skilled physician in rehabilitation, is author of Glow Kids: How Screen Addiction Is Hijacking Our Kids—and How to Break the Trance. He describes our children’s behavior in ways that I notice in my younger grandchildren: “We see the aggressive temper tantrums when the devices are taken away and the wandering attention spans when children are not perpetually stimulated by their hyper-arousing devices. Worse, we see children who become bored, apathetic, uninteresting and uninterested when not plugged in.”17 These very disturbing behaviors are not just emotional childish reactions. Our children are behaving as addicts deprived of their drug. Brain imaging studies show that technology stimulates brains just like cocaine does.

6. SELFISHNESS. The leader who claims all the honor for the work of his followers, is sure to be met by resentment. The really great leader CLAIMS NONE OF THE HONORS. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. 7. INTEMPERANCE. Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it. 8. DISLOYALTY. Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership. Disloyalty marks one as being less than the dust of the earth, and brings down on one's head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life. 9. EMPHASIS OF THE "AUTHORITY" OF LEADERSHIP. The efficient leader leads by encouraging, and not by trying to instill fear in the hearts of his followers. The leader who tries to impress his followers with his "authority" comes within the category of leadership through FORCE. If a leader is a REAL LEADER, he will have no need to advertise that fact except by his conduct-his sympathy, understanding, fairness, and a demonstration that he knows his job. 10. EMPHASIS OF TITLE. The competent leader requires no "title" to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation. These are among the more common of the causes of failure in leadership. Any one of these faults is sufficient to induce failure. Study the list carefully if you aspire to leadership, and make sure that you are free of these faults.