Collaborative Leader Quotes

I heard this girl worked for Bishop,' said one of the guys, who had a tire iron resting on his shoulder. 'Carrying around his death warrants. Like one of those Nazi collaborators.' 'You heard wrong,' Shane said. 'She’s my girl. Now back off.' 'Let’s hear from her,' said the leader of the pack, and locked stares with Claire. 'So? You working for the vamps?' Shane sent her a quick, warning glance. Claire took in a deep breath and said, 'Absolutely.' 'Ah hell,' Shane breathed. 'Okay, then. Run.

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

There comes a time in your life when you can no longer put off choosing. You have to choose one path or the other. You can live safe and be protected by people just like you, or you can stand up and be a leader for what is right. Always, remember this: People never remember the crowd; they remember the one person that had the courage to say and do what no one would do.

The company owner doesn't need to win. The best idea does.

Leaders are people who believe so passionately that they can seduce other people into sharing their dream.

We have come to discover what we suspect is a new political mindset emerging among a younger generation of political leaders socialized on Internet communications. Their politics are less about right versus left and more about centralized and authoritarian versus distributed and collaborative.

You cannot easily fit women into a structure that is already coded as male; you have to change the structure. That means thinking about power differently. It means decoupling it from public prestige. It means thinking collaboratively, about the power of followers not just of leaders. It means, above all, thinking about power as an attribute or even a verb (‘to power’), not as a possession.

As a collaborative leader, you support people in their work—you remove roadblocks and help them win.

As a leader, it's your job to get everyone to share what they know.

Once leaders embrace the role of coach, they realize the weight of leadership is now balanced between themselves and their direct reports.

People need to feel safe to be who they are—to speak up when they have an idea, or to speak out when they feel something isn't right.

Leaders empower individuals by building trust and coaching competence in their job roles and networking skills.

You cannot easily fit women into a structure that is already coded as male; you have to change the structure. That means thinking about power differently. It means decoupling it from public prestige. It means thinking collaboratively, about the power of followers not just of leaders. It means, above all, thinking about power as an attribute or even a verb ('to power'), not as a possession.

When we look at the world through the lens of how, we see leaders shift, and others even transform, their habits of leadership from “command and control” to “connect and collaborate.” It’s a move from exerting power over people to generating waves through them.

Sometimes the best way to get other people to give up their egos is for you to give up yours first.

Candor, collaboration, and cooperation are almost impossible to establish in environments where turf wars and one-upsmanship exist.

It means thinking collaboratively, about the power of followers not just of leaders. It means,

You were born a giver, don't die a taker. You were born an earner, don't die a begger. You were born a sharer, don't die a hoader. You were born a lover, don't die a hater. You were born a builder, don't die a destroyer. You were born a creator, don't die an immitator. You were born a leader, don't die a follower. You were born a learner, don't die a teacher. You were born a doer, don't die a talker. You were born a dreamer, don't die a doubter. You were born a winner, don't die a loser. You were born an encourager, don't die a shamer. You were born a defender, don't die an aggressor. You were born a liberator, don't die an executioner. You were born a soldier, don't die a murderer. You were born an angel, don't die a monster. You were born a protecter, don't die an attacker. You were born an originator, don't die a repeater. You were born an achiever, don't die a quitter. You were born a victor, don't die a failure. You were born a conqueror, don't die a warrior. You were born a contender, don't die a joker. You were born a producer, don't die a user. You were born a motivator, don't die a discourager. You were born a master, don't die an amateur. You were born an intessessor, don't die an accusor. You were born an emancipator, don't die a backstabber. You were born a sympathizer, don't die a provoker. You were born a healer, don't die a killer. You were born a peacemaker, don't die an instigater. You were born a deliverer, don't die a collaborator. You were born a savior, don't die a plunderer. You were born a believer, don't die a sinner.

The most successful endeavors in the digital age were those run by leaders who fostered collaboration while also providing a clear vision. Too often these are seen as conflicting traits: a leader is either very inclusive or a passionate visionary. But the best leaders could be both. Robert

Having a brain does not make you a thinker. Having a student does not make you a teacher. Having a class does not make you a scholar. Having a degree does not make you a master. Having a sword does not make you a warrior. Having a following does not make you a leader. Having a position does not make you a ruler. Having an army does not make you a conqueror. Having a job does not mean you have a career. Having a servant does not mean you have a helper. Having a mom does not mean you have a nurturer. Having a girlfriend does not mean you have comforter. Having a coach does not mean you have a trainer. Having a class does not mean you have a teacher. Having a son does not mean you have a successor. Having a daughter does not mean you have an inheritor. Having a wife does not mean you have a lover. Having a spouse does not mean you have an admirer. Having a friend does not mean you have a partner. Having a dad does not mean you have a father. Having a professor does not mean you have a teacher. Having a teammate does not mean you have a collaborator. Having an ally does not mean you have a protector. Having a dependent does not mean you have a supporter.

Elites are the authoritarian’s most important promoters and collaborators. Afraid of losing their class, gender, or race privileges, influential individuals bring the insurgent into the political system, thinking that he can be controlled as he solves their problems (which often involves persecuting the left).30 Once the ruler is in power, elites strike an “authoritarian bargain” that promises them power and security in return for loyalty to the ruler and toleration of his suspension of rights. Some are true believers, and others fear the consequences of subtracting their support, but those who sign on tend to stick with the leader through gross mismanagement, impeachment, or international humiliation.

Each functional leader owns their piece of sub-strategies, but they have to work collaboratively to ensure the cohesive strategy management.

Train leaders in behaviors that promote trust and respect. Bust existing silos and focus on what’s best for the project.

One thing that distinguishes a boss from a leader is the ability to suspend belief and disbelief so that innovations and new processes will have a chance to emerge.

Don’t look for leadership just at the top of the tree. Listen to leadership wherever it is expressed.

Sowing seeds of trust with people creates the fields of collaboration necessary to get extraordinary things done in organizations.6

Agile recognizes that people are unique individuals instead of replaceable resources and that their highest value is not in their heads but in their interactions and collaboration. Agile

When a leader nurtures an environment of trust, respect, and honesty—business soars, creativity and problem-solving are inspired, and collaboration enables people get more done in less time.

in the scramble to survive, founders often hire to solve immediate needs and simultaneously create long-term problems. This mistake is common enough that Bob Sutton wrote a book, The No-Asshole Rule, to help executives recognize the damage these hires cause to culture.5 No matter how many golden lectures a leader gives imploring people to “Be collaborative” or “Work as a team,” if the people hired have destructive habits, the lecture will lose.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

Givers are worth more than takers. Earners are worth more than beggars. Sharers are worth more than hoarders. Lovers are worth more than haters. Builders are worth more than destroyers. Creators are worth more than imitators. Leaders are worth more than followers. Learners are worth more than teachers. Doers are worth more than talkers. Dreamers are worth more than doubters. Winners are worth more than losers. Encouragers are worth more than detractors. Defenders are worth more than aggressors. Liberators are worth more than jailers. Soldiers are worth more than murderers. Angels are worth more than monsters. Protectors are worth more than attackers. Originators are worth more than copiers. Achievers are worth more than quitters. Victors are worth more than failures. Conquerors are worth more than warriors. Contenders are worth more than spectators. Producers are worth more than users. Motivators are worth more than discouragers. Masters are worth more than amateurs. Intercessors are worth more than accusers. Emancipators are worth more than backstabbers. Sympathizers are worth more than provokers. Healers are worth more than killers. Peacemakers are worth more than instigators. Deliverers are worth more than collaborators. Saviors are worth more than invaders. Believers are worth more than sinners.

In a war as huge as this, there will be many, many, leaders, in every location and aspect of the war. This is not a war for followers. It is the responsibility of each person to become as educated, informed and healthy as possible if you are to make a contribution.

Achieving clarity can be uncomfortable. It can disrupt. People tend to want to avoid conflict, be collaborative, and basically accept all the ideas and all the wording. This tactic does not demand the best thinking and avoids the sensitive topics in the spirit of “getting along.

That means thinking about power differently. It means decoupling it from public prestige. It means thinking collaboratively, about the power of followers not just of leaders. It means, above all, thinking about power as an attribute or even a verb ('to power'), not as a possession.

Leaders with high emotional intelligence create a culture of trust, respect, and collaboration, where everyone feels valued and heard. They build teams that are not just efficient, but also empowered and fulfilled. Emotional intelligence is not just a nice-to-have for leaders, it's a must-have.

Torvalds explained. “When people trust you, they take your advice.” He also realized that leaders in a voluntary collaborative have to encourage others to follow their passion, not boss them around. “The best and most effective way to lead is by letting people do things because they want to do them, not because you want them to.

Only experience can refine a leader's art. High-uncertainty projects are full of anxiety, change, and ambiguity that the team must deal with. It takes a different style of project management, a different pattern of team operation, and a different type of project leader. I've labeled this type of management leadership-collaboration.

Amateurs try to manage a community, but great leaders create more leaders. Nearly every challenge of building a community can be met by asking yourself, “How do I achieve this by working with my people, not doing it for them?” In other words, approach community-building as progressive acts of collaboration—doing more with others every step of the way.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

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

Perhaps the best adjudication of the Mao years was provided by Chen Yun, his longtime collaborator: “Had Chairman Mao died in 1956, there would have been no doubt that he was a great leader in the proletarian revolutionary movement of the world. Had he died in 1966, his meritorious achievements would have been somewhat tarnished but still very good. Since he actually died in 1976, there is nothing we can do about it.”59

launch the team well, and only then to help members take the greatest possible advantage of their favorable performance circumstances. Indeed, my best estimate is that 60 percent of the variation in team effectiveness depends on the degree to which the six enabling conditions are in place, 30 percent on the quality of a team’s launch, and just 10 percent on the leader’s hands-on, real-time coaching (see the “60-30-10 rule” in Chapter 10).

Two all-important lessons of history stand clearly expressed in this our national Capitol. The first is that little of consequence is ever accomplished alone. High achievement is nearly always a joint effort, as has been shown again and again in these halls when the leaders of different parties, representatives from differing constituencies and differing points of view, have been able, for the good of the country, to put those differences aside and work together.

We need better cooperation between generations. A number of the old guard believe their relationships with those following in their footsteps is more collaborative than it actually is. Those next in line sometimes feel as if their elders are more interested in being paternal than being partners. Moving forward together will require leaders to subjugate their egos. They'll need to find at least one common interest that allows both generations to bring their strengths to the table.

The first rule for such a situation is to make decisions like an engineer, based on technical merit rather than personal considerations. “It was a way of getting people to trust me,” Torvalds explained. “When people trust you, they take your advice.” He also realized that leaders in a voluntary collaborative have to encourage others to follow their passion, not boss them around. “The best and most effective way to lead is by letting people do things because they want to do them, not because you want them to.” Such a leader knows how to empower groups to self-organize.

I’m a bottom-up manager who subscribes to the concept of “servant leadership,” as articulated by the late Robert Greenleaf. He believed that organizations are at their most effective when leaders encourage collaboration, trust, foresight, listening, and empowerment. In any hierarchy, it’s clear that the ultimate boss (in my case, me) holds the most power. But a wonderful thing happens when you flip the traditional organizational chart upside down so that it looks like a V with the boss on the bottom. My job is to serve and support the next layer “above” me so that the people on that layer can then serve and support the next layer “above” them, and so on.

Student-engaged assessment involves students in underst anding and in vesting in their own growth. It changes the primary role of assessment from evaluating and ranking students to motivating them to learn. It empowers students with the understanding of where they need to go as learners and how to get there. It builds the independence, critical thinking skills, perseverance, and self-reflective understanding students need for college and careers and that is required by the Common Core State Standards. And, because student-engaged assess ment practices demand reflection, collaboration, and responsibility, they shepherd students toward becoming positive citizens and human beings.

Catapulting change requires meticulous leadership that is mindful of all those elements that are seemingly trivial to most but produce positive outcomes that hit us as hard as tsunamis. It’s the sort of leadership that empowers and engages people to move deep with themselves, and yet it mobilizes them with others in a manner that is coordinated, collaborative, and cohesive. These are fostered because leaders have the innate ability to make you feel that you are working “with” them not “for” them in such a way that motivates you to spring off the mattress each morning to make meaningful contributions because you feel valued, respected, empowered, and connected to an overarching goal.

In its endeavour, science is communism. In science men have learned consciously to subordinate themselves to a common purpose without losing the individuality of their achievements. Each one knows that his work depends on that of his predecessors and colleagues and that it can only reach its fruition through the work of his successors. In science men collaborate not because they are forced to by superior authority or because they blindly follow some chosen leader, but because they realize that only in this willing collaboration can each man find his goal. Not orders, but advice, determine action. Each man knows that only by advice, honestly and disinterestedly given, can his work succeed, because such advice expresses as near as may be the inexorable logic of the material world, stubborn fact.

If we justify practically our claim that the establishment of a Jewish national home will bring benefit to its non-Jewish residents as well, we will find among most of the Muslim effendis, including most of their leaders, an element that will oppose the path of violence and hostility and will resign from the Muslim-Christian Associations. It will not be difficult to break the Muslim-Christian alliance, but it cannot be done by direct and open action in that direction. A frontal attack will only strengthen that unity. The only way is to win the hearts of the Muslim members one by one, by granting a part of the economic benefits they expect from the establishment of a Jewish national home. After purchasing the effendis, most of the population of Palestine, which will in the future as in the past continue to be led by this caste, will also come over to our side 4

...in certain regions the party is organized like a gang whose toughest member takes over the leadership. The leader’s ancestry and powers are readily mentioned, and in a knowing and slightly admiring tone it is quickly pointed out that he inspires awe in his close collaborators. In order to avoid these many pitfalls a persistent battle has to be waged to prevent the party from becoming a compliant instrument in the hands of a leader. Leader comes from the English verb “to lead,” meaning “to drive” in French.15 The driver of people no longer exists today. People are no longer a herd and do not need to be driven. If the leader drives me I want him to know that at the same time I am driving him. The nation should not be an affair run by a big boss. Hence the panic that grips government circles every time one of their leaders falls ill, because they are obsessed with the question of succession: What will happen to the country if the leader dies? The influential circles, who in their blind irresponsibility are more concerned with safeguarding their lifestyle, their cocktail parties, their paid travel and their profitable racketeering, have abdicated in favor of a leader and occasionally discover the spiritual void at the heart of the nation.

Dostum offered this exoneration as evidence of his loyalty to the Americans. But his conviction that the Americans were by his side during the incident raised another set of difficult questions about whether the Special Forces and CIA personnel witnessed any of the communications between Dostum and his commanders about the murders, and failed to either stop them, or report them after the fact. Nutsch told me he knew of no abuses. “My team has been investigated multiple times over this,” he said. “We did not witness, nor observe, anything.” Just as Dostum considered the American special forces blood brothers, the camaraderie was apparent on Nutsch’s side. “I saw him as a charismatic leader. Led from the front. Took care of his guys,” he added. In a celebratory Hollywood rendition of 595’s collaboration with Dostum called 12 Strong, Nutsch was portrayed, with exaggerated brawn and smolder, by Chris Hemsworth, the actor who played the superhero Thor. Nutsch grew testy when I asked a series of questions about the more complicated realities of the story. “Dostum’s enemies are the ones accusing him of these things,” he said. When I told him Dostum had admitted the killings may have occurred, and suggested two of his commanders may have been involved, Nutsch paused, then replied, “I don’t have a reaction to that.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

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

Unlike during the previous Gaza operation in 2012, the Iron Dome supply did not run out. After Operation Pillar of Defense I had instructed the army to accelerate production of Iron Dome projectiles and batteries. We accomplished this with our own funds and with generous American financial support. I now asked the Obama administration for an additional $225 million package to continue the production line after Protective Edge. He agreed, and with the help of Tony Blinken, the deputy national security advisor who later became Biden’s secretary of state, the funding provision sailed through both houses of Congress. I deeply appreciated this support and said so publicly. I was therefore very disappointed when the administration held back on the IDF’s request for additional Hellfire rockets for our attack helicopters. Without offensive weapons we could not bring the Gaza operation to a quick and decisive end. Furthermore, as the air war lingered, the administration issued increasingly critical statements against Israel, calling some of our actions “appalling”2 and thereby opening the moral floodgates against us. Hamas took note. As long as it believed that we couldn’t deliver more aggressive punches, and that international support was waning, it would continue to rocket our cities. Unfortunately, it was aided in this belief by an international tug-of-war. On one side: Israel and Egypt. On the other: Turkey and Qatar, which fully supported Hamas. I worked in close collaboration with Egypt’s new leader, el-Sisi, who had deposed the Islamist Morsi a few months earlier. Our common goal was to achieve an unconditional cease-fire. The last thing el-Sisi wanted was a Hamas success in Gaza that would embolden their Islamist allies in the Sinai and beyond. Hamas’s exiled leader, Khaled Mashal, who escaped the Mossad action in Jordan, was now in Qatar. Supported by his Qatari hosts and Erdogan and ensconced in his lavish villa in Doha, Mashal egged Hamas to keep on fighting. To my astonishment, Kerry urged me to accept Qatar and Turkey as mediators instead of the Egyptians, who were negotiating with Hamas representatives in Cairo for a possible cease-fire. Hamas drew much encouragement from this American position. El-Sisi and I agreed to keep the Americans out of the negotiating loop. In the meantime the IDF would have to further degrade Hamas’s fighting and crush their expectations of achieving anything in the cease-fire negotiations.

Over the past quarter century, the leaders of both the Democratic and the Republican political parties have perfected a remarkable system for remaining in power while serving the new economic oligarchy. Both parties take in huge amounts of money, in many forms — campaign contributions, lobbying, revolving-door hiring, favours, and special access of various kinds. Politicians in both parties enrich themselves and betray the interests of the nation, including most of the people who vote for them. Yet both parties are still able to mobilize support because they skilfully exploit America’s cultural polarization. Republicans warn social conservatives about the dangers of secularism, taxes, abortion, welfare, gay marriage, gun control, and liberals. Democrats warn social liberals about the dangers of guns, pollution, global warming, making abortion illegal, and conservatives. Both parties make a public show of how bitter their conflicts are, and how dangerous it would be for the other party to achieve power, while both prostitute themselves to the financial sector, powerful industries, and the wealthy. Thus, the very intensity of the two parties’ differences on “values” issues enables them to collaborate when it comes to money.

the elected leader of the nation should be a creative leader, who walks the path of pursuing developmental politics, adopting cooperation and collaboration as the key to operational procedure and using the core competence of all parties—irrespective of party affiliations—as well as other able and creative minds from any discipline to realize the vision of an economically developed nation.

means seeing how changes such as these fit into the big picture, too. Are all staff members and, indeed, students engaged in developing the vision and mission of the school? Do leaders constantly explain how specific changes or team tasks fit into this larger vision? Can teachers and students articulate that connection as well? When asked what kind of school they are involved with, will you get the same sort of answer from teachers, students, bus drivers, janitors, parents, and administrative assistants, as well as the principal?

It is known that people who let go of negativity, calm themselves, listen carefully, and pay attention to their emotional, physical and spiritual health are more likely to have flashes of inspiration.

If you want to guarantee that there will be no editing conflicts, the application must obtain a lock on the document before a user can edit it. If another user wants to edit the same document, they first have to wait until the first user has committed their changes and released the lock. This collaboration model is equivalent to single-leader replication with transactions on the leader.

People sit in a circle, with the intention of de-emphasizing hierarchies and instead encouraging what's called “a leader in every chair.”34 To create the mindfulness and focus conducive to an environment where everyone collaborates and contributes, meetings begin with a minute of silence.

The very strongest linkage develops when a leader with a collaborative mind-set spontaneously recognizes the connections between his or her group and the rest of the organization and acts to bring people together to tighten these bonds. In many ways the organization’s cultural values determine how much linking happens naturally and informally. An enterprise with a network of leaders who habitually reach out to each other to coordinate and collaborate may not need many formal linking mechanisms.

A key lesson here is that companies can’t expect to benefit from human-machine collaborations without first laying the proper groundwork. Again, those companies that are using machines merely to replace humans will eventually stall, whereas those that think of innovative ways for machines to augment humans will become the leaders of their industries.

In short, innovation leaders viewed structure in all its forms as a tool for facilitating the process of collaboration and discovery-driven learning. They used it sparingly. How much did they use? Just enough.

True collaboration is only possible in an atmosphere of trust. And that atmosphere is always set by a leader who has earned his team members’ trust and who trusts them in return.

Welcome" is a word to use often! Leaders who maintain an open-door policy inspire trust, teamwork, and healthier communication. They are more likely to earn respect, gain buy-in, and foster collaboration.

The key to organizational success is to integrate next generation of leaders, tap into their way of looking at the world, solve problems in a very collaborative working style.

A good leader gets his team to adopt the right attitude and collaborate with discipline

So many of us are hungry to restore a collective sense of pride in our nation. And we have what it takes to do so. Yet many people have become numb, even accepting, to the shockingly cruel rhetoric we sometimes hear from our neighbors and leaders. But we should remember there are more Americans who speak out against intolerance than those who spew it. Just because anger and fear are louder than kindness and optimism does not mean that anger and fear must prevail, or define a new American identity. The negativity that streams through our media and social feeds is a false—or at least incomplete—narrative. Every time harsh Tweets dominate news cycles, we can remind ourselves of Mary Poole’s empathy in Montana, or the compassion of Rebecca Crowder in West Virginia, or Bryan Stevenson’s adamant calls for justice in our courts. Countless acts of dignity are unfolding offline, away from earshot, and they matter. We already have what it takes to rise above divisiveness and the vitriol of a hurtful few and steer the country toward an even better “us.” Not so we can be great again, but so we can become an even stronger, safer, more fair, prosperous, and inclusive version of ourselves. Those who champion common-sense problem solving, and there are legions of us, are eager to keep fixing, reinventing, improving. In these pages, I tried to amplify our existing potential to eclipse dysfunction by recounting Mark Pinsky’s collaborative spirit, for example, and Michael Crow’s innovative bent, and Brandon Dennison’s entrepreneurial gumption, and Dakota Keyes’ steadfast belief in her young students, and in herself. They are reminders that the misplaced priorities of President Trump and his administration do not represent the priorities of the majority of Americans. And while there are heroes who hold office, members of both parties, Democrats and Republicans, have been complicit in the fracturing of trust that has plagued our political system for years now. In fact, I believe that the American people as a whole are better than our current political class.

In an Agile context, tools are meant to strengthen motivation, communication, and collaboration in a team.

My short time in Pretoria made me realize that it can best be described as that place where the brushstrokes of life blend the old with the new in a way that helps to create a story of a place that will forever be deeply tucked into the breathing spaces of my heart, as a place of fondness. A reminder that even when the lessons doesn’t go according to plan, there are always chances to be like the statue of President Nelson Mandela, open arms – embracing the future and using the past, especially the most difficult chapters, to help to infuse new life through the wisdom gained by being like the middle part of the Union Buildings, a space of collaboration. In the words of South African British poet William Polmer, “Creativity is the power to connect the seemingly unconnected.” And when the connection is made, that place is simply called Pretoria. And if one should look a little deeper at the connection, you’ll understand that Pretoria is simply a word with a Latin origin, Praetor, that means Leader, a perfect place to house the Union Buildings, the place where our difference becomes one, and that knowledge becomes the spectrum of where the old and the new intersect, and we call that… Pretoria…Leader within.

Identifying Cultural Norms The following domains are areas in which cultural norms may vary significantly from company to company. Transitioning leaders should use this checklist to help them figure out how things really work in the organizations they’re joining. Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

In a math department that thrived on its collective intelligence—where members of the staff were encouraged to work on papers together rather than alone—this set him apart. But in some respects his solitude was interesting, too, for it had become a matter of some consideration at the Labs whether the key to invention was a matter of individual genius or collaboration. To those trying to routinize the process of innovation—the lifelong goal of Mervin Kelly, the Labs’ leader—there was evidence both for and against the primacy of the group. So many of the wartime and postwar breakthroughs—the Manhattan Project, radar, the transistor—were clearly group efforts, a compilation of the ideas and inventions of individuals bound together with common purposes and complementary talents.

Many of the great collaborations in history were between people who fully understood and internalized what the other was saying. The fathers of flight, Orville and Wilbur Wright; WWII leaders Winston Churchill and Franklin Roosevelt; James Watson and Francis Crick, who codiscovered the structure of DNA; and John Lennon and Paul McCartney of the Beatles were all partners known for spending uninterrupted hours in conversation before they made their marks on history. Of course, they were all brilliant on their own, but it took a kind of mind meld to achieve what they did. This congruence happens to varying degrees between any two people who “click,” whether friends, lovers, business associates, or even between stand-up comedians and their audiences. When you listen and really “get” what another person is saying, your brain waves and those of the speaker are literally in sync.

Look, you should be brilliant at work. You really should. Focused, diligent, determined, collaborative, bold, visionary, purposeful, impactful. Your work must be the standard by which they judge others. But don’t get obsessed with it, even if you’re amazing. Have some humility. Be approachable. Laugh at yourself. Expect mistakes; don’t be too hard on yourself or others. Don’t be a self-righteous ass.

US public schools can do better. And it can and must work better for teachers and students. We need to modify the school day in use of time and provide more teacher teaming and time for collaboration to meet today's student learning needs. An individual teacher, a small group working collaboratively, an effective leader can save the day, as seen in true-story "Renegade Teacher.

May your humanity and curiosity be the foundation for collaboration, reciprocity, ans co-elevation!

Most slaves achieved status within the black community by winning the respect of their fellow slaves, not their owners. Indeed, slave leaders generally secured their high standing by virtue of opposing their owners, not collaborating with them. Many were connected with the new religiosity in the quarter, as preachers, shamen, and conjurers - men and women who could join the natural and unnatural worlds together, whether through African folk rituals or biblical injunctions. Others were healers and midwives, and still others earned the respect of their peers in the field or workshop. A few secured a bit of book learning and were able to read the Bible. All were enmeshed in the expanding web of kinship and spirituality - connections of blood, marriage, and belief - that bound slaves together. While they may have exhibited some personal quality, such as courage, intelligence, honesty, or piety, that their compatriots found attractive, it was kinship - a sense of belonging to a common family, on this earth or in heaven hereafter - that carried them to the top of black society and provided the basis for solidarity. Whether their social position rested on knowledge of the cosmos or the key to the corn crib, whether their authority derived from the Big House or the quarter, it was to these men and women - not their owners - that slaves turned first in moments of distress. And few crises shook slave society as deeply as the transfer from the seaboard to the interior. Annealed in the furnace of the Second Middle Passage and the cotton and sugar revolutions, a new generation of leaders struggled to express the collective aspirations of a people who were often divided by their multiple origins, diverse expectations, and increasingly differential wealth.

The other was Atul Gawande , a surgical resident who I had gotten to know during his year at the Harvard School of Public Health . Atul later developed the surgical checklist for WHO and created Ariadne Labs, an influential collaboration of innovators, implementers, and healthcare leaders focused on quality and safety.

In the time of layoffs my two cents of advice to the entrepreneurs and business leaders: we share a great camaraderie with some people. We get amazing positive energy and warm vibes from some people.They genuinely care for us and want us to be successful and happy. They trust us and collaborate with us to accomplice our creative goals. We must hold on to such people in our life and stay connected to them. That's the way to lead a happy and satisfied life.

In the time of layoffs my two cents of advice to the entrepreneurs and business leaders. We share a great camaraderie with some people. We get amazing positive energy and warm vibes from some people. They genuinely care for us and want us to be successful and happy. They trust us and collaborate with us to accomplice our creative goals. We must hold on to such people in our life and stay connected to them. That's the way to lead a happy and satisfied life.

We believed others would likely follow if they stepped up as leaders of a collaborative effort to save the stricken bank.

Leadership has an electrifying edge when it comes to shaping culture. Trailblazing leaders carve out the vision, values, and behaviors that guide a group. With unwavering integrity, they ignite trust and foster collaboration, forging a culture that pushes boundaries. These audacious leaders infuse purpose, propelling individuals and cultivating a culture of relentless innovation and unquenchable curiosity.

About the Bacharach Leadership Group: Training for Pragmatic Leadership™ “Vision without execution is hallucination.”—Thomas Edison The litmus test of pragmatic leadership is results. The Bacharach Leadership Group (BLG) focuses on the skills necessary to lead and move agendas. Whether in corporations, nonprofits, universities, or entrepreneurial start-ups, BLG instructors train leaders in the core competencies necessary to execute change and innovation. At all levels of the organization, leaders must master ideation skills for innovation, political skills for moving change, negotiation skills for building support, coaching skills for engagement, and team leadership skills for going the distance. The BLG approach: 1. ASSESSMENT BLG will assess your organizational challenges and leadership needs. 2. ALIGNMENT BLG will align its training solutions with your organization’s challenges and culture. 3. TRAINING BLG training includes options for mixed-modality delivery, interactive activities, and collaboration with an emphasis on application. 4. OWNERSHIP BLG provides continuous follow-up, access to the exclusive BLG mobile apps library, and coaching. Whether delivering a complete leadership academy or a specific program or workshop, BLG will partner with you to get the results you need. To keep up to date with the BLG perspective, visit blg-lead.com or contact us at info@blg-lead.com.

In all but the smallest endeavors, a leader’s primary contribution is not doing the work required to achieve the goal. Instead, they are responsible for everything required to enable that work to be done easily and well. This is achieved through the social circuitry by which people’s collaborative efforts are easily coordinated and integrated.

P4 - The good news is that there is at least one emerging technology out there that is looking mighty promising right now: it’s called helium persufflation, and I’m currently orchestrating the funding of the most critical research into making it work. Over the course of 2023 LEV Foundation has coordinated an effort, conceived by Martin O’Dea and Dr. Aubrey de Grey, to lay to rest the lamentable opinion that aging, along with the disease and death it brings, is inevitable - and by extension, that attempts to combat it are unworthy of serious recognition or support. We assert instead that an immediate expansion of work to extend healthy lifespans is not only credible, but indeed crucial to the quality of our collective future. In collaboration with primary author Professor Brian Kennedy, with input and enthusiastic endorsement from iconic researchers and leaders across the field of longevity medicine and allied fields, we are now able to publish the result of that effort - the Dublin Longevity Declaration: Consensus Recommendation to Immediately Expand Research on Extending Healthy Human Lifespans. Whatever your background, we encourage everyone who reads the Declaration and agrees with its message to add your signature, and encourage your friends and colleagues to consider doing the same: www. dublinlongevitydeclaration. org More on all of this here: www. quora. com/profile/Aubrey-de-Grey/answers

Pooled interdependence is least demanding. That’s when organizations combine, or “roll up,” the separate and independent efforts of people or parts. They have little need—or it is impossible—for them to communicate or collaborate. Think of the team gymnastics competition at the Olympics. Teammates give one another advice and support. But team performance is based solely on adding up individual scores on the floor exercise, parallel bars, and such.

The Cancer Center suffered from two hallmarks of organizations that are plagued with coordination snafus. First, powerful people ignore, dismiss, denigrate, and even undermine people and groups they need to mesh their work with. Oncologists saw themselves as being at the top of the pecking order at the center and the work of other specialists as secondary, trivial, or downright useless. They dismissed side effects, including fatigue, diarrhea, and cramps, caused by chemotherapy that they prescribed as “normal” and left it to patients to find specialists to treat such problems. Second, powerful people devote little attention to solutions for coordination problems. Executives, consultants, and physicians who launched the center gave lip service to collaboration across silos. Yet they focused on building strong teams and departments in areas such as brain tumors, breast cancer, and skin cancer—and ignored how to help the units work together.

This includes enormous sums of money funneled to bodies that appear to support conflict resolution and fundamental rights. The problem is that far too much of this money goes to bodies that fight for the opposite. Below are just a few prominent examples. The Dutch government funds Electronic Intifada.[813] Ali Abunimah is one of its heads. Abunimah considers Mahmoud Abbas to be a “collaborator” with Israelis (the Palestinian term for a traitor who deserves death).[814] Abunimah is also a virulent opponent to the peace process and an open supporter of the “one-state solution”[815] whose real meaning—in the eyes of Europe, as well as Israel—is an end to the Jewish state. Sweden, Belgium, Ireland, Norway, and Holland have supported the NGO al-Haq over the last decade.[816] A Palestinian organization based in Ramallah, al-Haq is supposedly a neutral human rights organization. The problem? It supports both BDS and the right of return.[817] Could someone explain how funding such an organization promotes genuine peace? The Development Center (NDC) transfers millions of dollars to Israeli and Palestinian organizations. The fund is supported by the World Bank, France, and other European countries.[818] Formally, the fund supports human rights as such, but a check of the organizations it funds shows that most of them either support the right of return or are involved in BDS. Among the dozens of organizations backed by the European Union is the Israeli Committee Against House Demolitions (ICAHD), headed by Jeff Halper. Halper has made a name for himself giving lecture tours attacking not just Israel but also global capitalism. He even views the Saudi Peace Plan as nothing more than a ploy “intended more to placate the Arab Street than as an actual political position.”[819] In his opinion, Western leaders are practically begging Israel to become a regional power so that the West can continue to oppress the Arab masses. ICAHD also publicly supports BDS and Return.[820] Despite all this, this openly radical organization was supported by the European Union to the tune of €169,661 between February 2010 and June 2012.[821] We could go on like this forever to cover the ever-growing list of organizations which are funded by the European Union, and European countries.[822] Organization after organization sells the West a bill of goods about supporting human rights—and then goes on to support the campaign against the very existence of Israel, for a right of return,

To get there, a RL must first go back to basics. ““Partnerships” is a revenue role, and your “partners” have to be in every deal, with every customer. Your organization mindset must be to consider any/all possible partners on every deal – that the core expectation must be to seek this out as optimal, not view it an as outlier. It must be prominently on the checklist as each lead presents itself. Baked into the attack plan. Period.

We can change skill levels through training. We can’t change attitudes.

The business or organization that takes itself too seriously and doesn’t know how to question its own beliefs is at a strong competitive disadvantage. Rather than pretend that problems and failures don’t exist, strong leaders and organizations acknowledge what’s not working. They encourage team members to demonstrate their respect for the organization by questioning the status quo, challenging assumptions and traditions that may not be working, and calling out the truth, even when the truth is hard to hear. By allowing team members to air grievances or highlight problems, managers are better able to learn and grow. Unlike organizations married to hierarchy and the status quo, they are also better able to protect themselves from competitors who have embraced irreverence and therefore increased their innovation.

From these excerpts we see that Christianity was not born in the east and was not based on the beliefs of bat-crazy desert wanderers. Of course we need to remember at all times that the characters Dunford and other researchers of his ilk speak of are Atonists one and all. We need to remember that these British nobles were in cahoots with the imperialistic Papal forces that official history books refer to as the conquerors of Britain. Like the elite Pharisees and Sadducees of Judea, the nobility of Britain conspired with their Roman collaborators. Each contingent involved realized the profits to be made by way of secret collusion. Personally, we have no problem understanding this collaboration. After all, our work seeks to expose the connections that existed between Egyptian Atonists and certain members of the nobility in Alexandria, Athens and Rome. In short, it was not as much a case of Romans conquering and controlling Britain, as it was of Atonists controlling the world by way of their Rome based empire. In any case, the new rulers of Britain were on excellent terms with the government and religious leaders of pre- and post-Christian Rome. The latter were in the employ of the former. This is the conclusion of our personal investigations into the occult roots of Christianity.

but I had to find out if the desire to be a leader was stronger than his habit of being a boss.

World Bank and the International Monetary Fund The World Bank has been in existence since the end of the Second World War. This bank initially operated under the name International Bank for Reconstruction and Development, and it collaborates closely with the equally famous International Monetary Fund (IMF). Because both institutions cannot move an inch without the Rothschilds and their monopoly over the world capital, they are completely dependent on this powerful financial dynasty. It is not surprising that the bankers holding top positions within these institutions are Illuminati. The International Monetary Fund (IMF) and the World Bank are two instruments used by the leaders of the New World Order to destroy countries and then govern these territories as colonies. These territories don’t have their own government, nor their own institutions, budgets and frontiers. These colonies only have their own government on paper, which is under the direct supervision of the IMF. According to the Canadian professor and economist Michel Chossudovsky “Wall Street” rules both the IMF and the World Bank:

Cisco figured out that mergers between similar-sized companies rarely work, as there are frequently struggles about which team will control the combined entity (think Daimler-Chrysler or Dean Witter–Morgan Stanley). Cisco’s leaders also determined that mergers work best when companies are geographically proximate, making integration and collaboration much easier (think Synoptics and Wellfleet Communication, which were not only about equal in size, but 2,500 miles apart), and they also uncovered the importance of organizational cultural

Innovation is the result of a corporate culture of collaboration and sharing. In

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.

France has surrendered, Isabelle. Certainly this fact has not escape you. Didn't you hear General de Gaulle? He said ... And who is this General de Gaulle? Why should we listen to him? Marechal Petain is a war hero and our leader. We have to trust our government. Are you joking, Vianne? The government in Vichy is collaborating with Hitler. How can you not understand this danger? Petain is wrong. Does one follow a leader blindly?

efficiency requires collaboration.