Combined Leadership Quotes

Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.

The secret to strong leaders is that strong leaders are strong because they have been tempered by the negative. They have discovered the secret of combining the negative and the positive to PRODUCED their very own POWER plant!

Genius moves to creation, not to destruction. Only a very few have combined both.

When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance.

For me drive means a combination of a willingness to work hard, emotional fortitude, enormous powers of concentration and a refusal to admit defeat.

Using a combination of history, common sense, the Word of God and the Spirit of God, every leader can generally predict the way things will go.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

There are two powerful fuels, two forces; motivation and inspiration. To be motivated you need to know what your motives are. Over time - and to sustain you through it - your motivation must become an inner energy; a 'motor' driving you forward, passionately, purposefully, wisely and compassionately... come what may, every day. Inspiration is an outer - worldly - energy that you breathe and draw in. It may come from many places, faces, spaces and stages - right across the ages. It is where nature, spirit, science, mind and time meet, dance, play and speak. It keeps you outward facing and life embracing. But you must be open-minded and open-hearted to first let it in and then let it out again. Together - blended, combined and re-entwined - motivation and inspiration bring connectivity, productivity, creativity and boundless possibilities that is not just 'self' serving but enriching to all humanity and societies...just as it should be.

The power of fasting to rebalance a man is usually combined with prayer and was used by powerful men such as Aristotle, Socrates, Jesus, Mohammad, Ghandi, Moses, Marcus Aurelius, and many others. These men would fast for up to 40 days on just water, and this was a major source of their spiritual power, clarity, and reasoning.

Management is a methodical process; its purpose is to produce the desired results on time and on budget. It complements and supports but cannot do without leadership, in which character and vision combine to empower someone to venture into uncertainty.

Contemporaries of Alexander Hamilton noticed "his conspicuous sense of self-possession, his unique combination of serenity and energy.

The Africans and the underdeveloped peoples, contrary to what is commonly believed, are quick to build a social and political consciousness. The danger is that very often they reach the stage of social consciousness before reaching the national phase. In this case the underdeveloped countries’ violent calls for social justice are combined, paradoxically enough, with an often primitive tribalism. The underdeveloped peoples behave like a starving population—which means that the days of those who treat Africa as their playground are strictly numbered. In other words, their power cannot last forever. A bourgeoisie that has only nationalism to feed the people fails in its mission and inevitably gets tangled up in a series of trials and tribulations. If nationalism is not explained, enriched, and deepened, if it does not very quickly turn into a social and political consciousness, into humanism, then it leads to a dead end. A bourgeois leadership of the underdeveloped countries confines the national consciousness to a sterile formalism. Only the massive commitment by men and women to judicious and productive tasks gives form and substance to this consciousness.

If you want your ministry to have ‘it’, more important than anything else we’ve discussed, you must have ‘it’. When it has filtered through your heart - the rare combination of passion, integrity, focus, faith, expectation, drive, hunger, and God’s anointing - God tends to infuse your ministry with ‘it’. He blesses your work. People are changed. Leaders grow. Resources flow. The ministry seems to take on a life of its own.

It was the flexibility, the originality, and the independence of thought—combined, of course, with our vast resources—that made American business grow so rapidly. If the seeds of growth are made sterile, if men become passive followers instead of developing qualities of leadership—and courage—we may find someday that our way of life has been superseded.

Walt Disney has been described as an innovator, which means he took things that already existed and re-combined them to create something new.

drive means a combination of a willingness to work hard, emotional fortitude, enormous powers of concentration and a refusal to admit defeat.

As a leader, you are always going to get a combination of two things: What you create and what you allow.

A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined.

First let’s look at a model of Situational Leadership® II that shows a combination development level and leadership style.

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

Risk is managed not through cautious planning but through bold experiments combined with frequent inspection, feedback, and adaptation.

The world is in crisis. It needs people who have the skill to combine inner power with outer action. Inner power comes from self mastery, observing and controlling the ego, and deepening integrity through a regular practice of reflection or meditation.

in towns and villages throughout the Ukraine, several thousand Jews were being murdered by anti-Bolshevik Whites, whose historic anti-Semitism, combining with a new hatred of the noted Jewish presence among the Bolshevik leadership, renewed the violent pogroms of a decade and a half earlier.

The stereotype of the “meek” Asian American, combined with social pressure to stick to science and technology fields, has discouraged many Asian Americans from seeking political leadership and activism roles and prevents those who do seek those roles from being seen as “strong enough” leaders for the task.

India’s first prime minister, Jawaharlal Nehru, and many others in the post-independence leadership—though, emphatically, not all within this cohort—deeply believed that the combination of liberal democracy, civic nationalism, and socialist economics was essential to successfully building a modern Indian state.

Shouldn’t you go with someone who isn’t a walking interspeciesial disaster?” “Sophie is far from a disaster,” Grady argued, placing a reassuring hand on Sophie’s shoulder. “Yeah, the only disaster I see here is you,” Dex told Stina. “And let me guess. You think you’d be a better leader?” Stina laughed. “You think I want that kind of responsibility? Uh, yeah, hard pass. Wylie’s the obvious choice. He’s older, with more training and experience, and—” “Not necessarily,” Wylie interrupted. “Sophie may be younger, but she’s lived through more than all of us combined.” “Since when is ‘not dying’ a qualification for leadership?” Stina countered.

The majority of tragically fallen Christian leaders during the past ten to fifteen years have been baby boomers who felt driven to achieve and succeed in an increasingly competitive and demanding church environment. Most often their ambition has been a subtle and dangerous combination of their own dysfunctional personal needs and a certain measure of altruistic desire to expand the kingdom of God. However, because ambition is easily disguised in Christian circles and couched in spiritual language (the need to fulfill the Great Commission and expand the church), the dysfunctions that drive Christian leaders often go undetected and unchallenged until it is too late.

Look at the First Emperor of China’s successor…his son. Qin Shi Huang was a huge success because he had skills that he combined with hard work and ambition to unify all the separate kingdoms of China into one. However, sadly, his heir to the throne did not have the same drive and work ethic. Within a few years, Qin Shi Huang’s kingdom fell and was replaced by a new family.”- Amazon Lee Adventures by Kira G. and Kailin Gow

Chapter 4 Tyranny Is Tyranny Around 1776, certain important people in the English colonies made a discovery that would prove enormously useful for the next two hundred years. They found that by creating a nation, a symbol, a legal unity called the United States, they could take over land, profits, and political power from favorites of the British Empire. In the process, they could hold back a number of potential rebellions and create a consensus of popular support for the rule of a new, privileged leadership. When we look at the American Revolution this way, it was a work of genius, and the Founding Fathers deserve the awed tribute they have received over the centuries. They created the most effective system of national control devised in modern times, and showed future generations of leaders the advantages of combining paternalism with command.

Duckworth learned that the Whole Candidate Score—an agglomeration of standardized test scores, high school rank, physical fitness tests, and demonstrated leadership—is the single most important factor for admission, but that it is useless for predicting who will drop out before completing Beast. She had been talking to high performers across domains, and decided to study passion and perseverance, a combination she cleverly formulated as “grit.

{D]iversity, equity, and inclusion' represents a new mode of institutional governance. Diversity is the new system of racial standing, equity is the new method of power transfer, inclusion is the new method of enforcement. All of this could be presented to institutional leadership in a language that appears to be soft, benign, tolerant, and open-minded — something that, combined with the threat of accusation, elite administrators were culturally incapable of resisting.

Israeli intelligence, on the other hand, relied mostly on human resources—had countless spies in mosques, Islamic organizations, and leadership roles; and had no problem recruiting even the most dangerous terrorists. They knew they had to have eyes and ears on the inside, along with minds that understood motives and emotions and could connect the dots. America understood neither Islamic culture nor its ideology. That, combined with open borders and lax security made it a much softer target than Israel.

POLLARD had known better, but instead of pulling rank and insisting that his officers carry out his proposal to sail for the Society Islands, he embraced a more democratic style of command. Modern survival psychologists have determined that this “social”—as opposed to “authoritarian”—form of leadership is ill suited to the early stages of a disaster, when decisions must be made quickly and firmly. Only later, as the ordeal drags on and it is necessary to maintain morale, do social leadership skills become important. Whalemen in the nineteenth century had a clear understanding of these two approaches. The captain was expected to be the authoritarian, what Nantucketers called a fishy man. A fishy man loved to kill whales and lacked the tendency toward self-doubt and self-examination that could get in the way of making a quick decision. To be called “fishy to the backbone” was the ultimate compliment a Nantucketer could receive and meant that he was destined to become, if he wasn’t already, a captain. Mates, however, were expected to temper their fishiness with a more personal, even outgoing, approach. After breaking in the green hands at the onset of the voyage—when they gained their well-deserved reputations as “spit-fires”—mates worked to instill a sense of cooperation among the men. This required them to remain sensitive to the crew’s changeable moods and to keep the lines of communication open. Nantucketers recognized that the positions of captain and first mate required contrasting personalities. Not all mates had the necessary edge to become captains, and there were many future captains who did not have the patience to be successful mates. There was a saying on the island: “[I]t is a pity to spoil a good mate by making him a master.” Pollard’s behavior, after both the knockdown and the whale attack, indicates that he lacked the resolve to overrule his two younger and less experienced officers. In his deference to others, Pollard was conducting himself less like a captain and more like the veteran mate described by the Nantucketer William H. Macy: “[H]e had no lungs to blow his own trumpet, and sometimes distrusted his own powers, though generally found equal to any emergency after it arose. This want of confidence sometimes led him to hesitate, where a more impulsive or less thoughtful man would act at once. In the course of his career he had seen many ‘fishy’ young men lifted over his head.” Shipowners hoped to combine a fishy, hard-driving captain with an approachable and steady mate. But in the labor-starved frenzy of Nantucket in 1819, the Essex had ended up with a captain who had the instincts and soul of a mate, and a mate who had the ambition and fire of a captain. Instead of giving an order and sticking with it, Pollard indulged his matelike tendency to listen to others. This provided Chase—who had no qualms about speaking up—with the opportunity to impose his own will. For better or worse, the men of the Essex were sailing toward a destiny that would be determined, in large part, not by their unassertive captain but by their forceful and fishy mate.

Cultivate Level 5 Leadership Our research showed that having charismatic leadership doesn’t explain why some companies become great and others don’t. In fact, some of the most disastrous comparison cases had very strong, charismatic leadership in the very era that the companies fell or failed. Rather, our research found that the critical ingredient is Level 5 leadership. The essence of Level 5 leadership is a paradoxical combination of personal humility and indomitable will. The humility expressed at Level 5 isn’t a false humbleness; it’s a subjugation of personal ego in service to a cause beyond oneself. This humility is combined with the fierce resolve to do whatever it takes (no matter how difficult) to best serve that cause. Level 5 leaders are incredibly ambitious, but they channel their ambition into building a great team or organization and accomplishing a shared mission that’s ultimately not about them.

The enormous spotlight that focused on King, combined with the construction of Rosa Parks as a saintly symbol, hid the women's long struggle in the dimly lit background, obscuring the origins of the MIA and erasing women from the movement. For decades, the Montgomery bus boycott has been told as a story triggered by Rosa Park's spontaneous refusal to give up her seat followed by the triumphant leadership of men like Fred Gray, Martin Luther King, Jr., E. D. Nixon, and Ralph Abernathy. While these men had a major impact on the emerging protest movement, it was black women's decade-long struggle against mistreatment and abuse by white bus drivers and police officers that launched the boycott. Without an appreciation for the particular predicaments of black women in the Jim Crow South, it is nearly impossible to understand why thousands of working-class and hundreds of middle-class black women chose to walk rather than ride the bus for 381 days.

It was Hitler’s style, his oratorical talents and his remarkable ability to transmit emotions and feelings in his speeches, that took him to the leadership of the ragtag party of misfits and adventurers that he joined in Munich in 1919 and that called itself the German Workers’ Party. The ideas he and the party spouted were all tattered; they were nothing but jargon inherited from the paranoid Austro-German border politics of the pre-1914 era, which saw “Germanness” threatened with inundation by “subject nationalities.” Even the combination “national socialist,” which Hitler added to the party’s name when he became leader in 1920, was borrowed from the same era and same sources. It was not the substance—there was no substance to the frantic neurotic tirades—that allowed the party to survive and later to grow. It was the style and the mood. It was above all the theater, the vulgar “art,” the grand guignol productions of the beer halls and the street.

In time of war, under the banner of an enemy recognisable as such, a foreigner from a camp outside the lines, the imperial idea grew strong in confidence and temper. The British democracy rallied to the call of a strong leadership, and it was not just in rhetorical enthusiasm but with considerable personal satisfaction that Churchill hailed the year 1940-1 as the British people's 'finest hour'. He, with other imperialists, was delighted by the fact that, when it came to the sticking-place, it was the old-fashioned loyalty of the reactionary British Empire to all that was symbolised by allegiance to Crown and country that came forward to save European civilisation from utter overthrow by German tyranny...The days of showing the flag—even for only a momentary glimpse, such as wall that inhabitants of Greece and Crete and Dieppe had of it—had returned. The Empire was the Empire once more, and to 10, Downing Street returned that imperial control that two generations of Dominion opinion had combined to condemn as sinister.

The primatologist Thelma Rowell conducted a study of feral sheep that she specifically designed to challenge the prejudices and assumptions about intelligence and social complexity embodied by comparative psychology’s preference for studying animals most like ourselves: that is, other primates. Sheep were chosen as an alternative because they ‘are popularly taken as the very paradigm of both gregariousness and silliness’, and the study concluded that, at least when they are allowed to flock naturally, sheep display forms of emotional and social intelligence equal to or exceeding those of primates. These include ‘an elaborate communicative repertoire and an interactive set of rules for using it’; ‘long-term relationships which can carry over periods in which they are not evident’; and techniques for ‘assessing and attempting to modify interactions between other sheep’, including combinations of behaviours ‘akin to reconciliation’. Moreover, ‘their ability to lead and to respond to leadership exceeds anything that has been reported for a primate.

But his (Pericles’) successors were more on an equality with one another, and, each one struggling to be first himself, they were ready to sacrifice the whole conduct of affairs to the whims of the people. Such weakness in a great and imperial city led to many errors, of which the greatest was the Sicilian expedition; not that the Athenians miscalculated their enemy's power, but they themselves, instead of consulting for the interests of the expedition which they had sent out, were occupied in intriguing against one another for the leadership of the democracy, and not only hampered the operations of the army, but became embroiled, for the first time, at home. And yet after they had lost in the Sicilian expedition the greater part of their fleet and army, and were now distracted by revolution, still they held out three years not only against their former enemies, but against the Sicilians who had combined with them, and against most of their own allies who had risen in revolt. Even when Cyrus the son of the King joined in the war and supplied the Peloponnesian fleet with money, they continued to resist, and were at last overthrown, not by their enemies, but by themselves and their own internal dissensions. (Book 2 Chapter 65.10-12)

Having studied workplace leadership styles since the 1970s, Kets de Vries confirmed that language is a critical clue when determining if a company has become too cultish for comfort. Red flags should rise when there are too many pep talks, slogans, singsongs, code words, and too much meaningless corporate jargon, he said. Most of us have encountered some dialect of hollow workplace gibberish. Corporate BS generators are easy to find on the web (and fun to play with), churning out phrases like “rapidiously orchestrating market-driven deliverables” and “progressively cloudifying world-class human capital.” At my old fashion magazine job, employees were always throwing around woo-woo metaphors like “synergy” (the state of being on the same page), “move the needle” (make noticeable progress), and “mindshare” (something having to do with a brand’s popularity? I’m still not sure). My old boss especially loved when everyone needlessly transformed nouns into transitive verbs and vice versa—“whiteboard” to “whiteboarding,” “sunset” to “sunsetting,” the verb “ask” to the noun “ask.” People did it even when it was obvious they didn’t know quite what they were saying or why. Naturally, I was always creeped out by this conformism and enjoyed parodying it in my free time. In her memoir Uncanny Valley, tech reporter Anna Wiener christened all forms of corporate vernacular “garbage language.” Garbage language has been around since long before Silicon Valley, though its themes have changed with the times. In the 1980s, it reeked of the stock exchange: “buy-in,” “leverage,” “volatility.” The ’90s brought computer imagery: “bandwidth,” “ping me,” “let’s take this offline.” In the twenty-first century, with start-up culture and the dissolution of work-life separation (the Google ball pits and in-office massage therapists) in combination with movements toward “transparency” and “inclusion,” we got mystical, politically correct, self-empowerment language: “holistic,” “actualize,” “alignment.

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.

With the increasing recognition of Jews as the parasitic germs of these diseases, state after state was forced in the last years to take a position on this fateful question for nations. Imbued with the instinct of self-preservation, they had to take those measures which were suited to protect for good their own people against this international poison. Even if Bolshevik Russia is the concrete product of this Jewish infection, one should not forget that democratic capitalism creates the conditions for it. In this way, the Jews prepare what the same Jews execute in the second stage of this process. In the first stage, they deprive the majority of men of their rights and reduce them to helpless slaves. Or, as they themselves put it, they make them expropriated proletarians in order to spur them on, as a fanaticized mob, to destroy the foundations of their state. Later, this is followed by the extermination of their own national intelligentsia, and finally by the elimination of all cultural foundations that, as a thousand-year-old heritage, could provide these people with their inner worth or serve as a warning to the future. What remains after that is the beast in man and a Jewish class that, as parasites in leadership positions, will in the end destroy the fertile soil on which it thrives. On this process-which according to Mommsen results in the Jewish engineered decomposition of people and states-the young, awakening Europe has now declared war. Proud and honorable people in other parts of the world have allied themselves to it. They will be joined by hundreds of millions of oppressed men who, irrespective of how their present leaders may view this, will one day break their chains. The end of these liars will come, liars who claim to protect the world against a threatening domination but who actually only seek to save their own world-rule. We are now in the midst of this mighty, truly historic awakening of the people, partly as leading, acting, or performing men. On the one side stand the men of the democracies that form the heart of Jewish capitalism, with their whole dead weight of dusty theories of state, their parliamentary corruption, their outdated social order, their Jewish brain trusts, their Jewish newspapers, stock exchanges, and banks-a combination, a mix of political and economic racketeers of the worst sort; on their side, there is the Bolshevik state, that is, that number of brutish men over whom the Jew, as in the Soviet Union, wields his bloody whip. And on the other side stand those nations who fight for their freedom and independence, for the securing of their people’s daily bread. Adolf Hitler – speech to the Reichstag April 26, 1942

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

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

Entrepreneurship is the process of discovering new ways of combining resources to create change – in whatever area of life.

Like most young men in politics, I went through various oscillations of feeling before I “found myself.” [Roosevelt later wrote] At one period I became so impressed with the virtue of complete independence that I proceeded to act on each case purely as I personally viewed it, without paying any heed to the principles and prejudices of others. The result was that I speedily and deservedly lost all power of accomplishing anything at all; and I thereby learned the invaluable lesson that in the practical activities of life no man can render the highest service unless he can act in combination with his fellows, which means a certain amount of give-and-take between him and them.108

In any organization of which I have played a leadership role, our trump card has never been great numbers but the way we worked with neighborhood people in conjunction with professionals in suits and ties. I want the Obama generation to try to understand this concept, and use it as a real yardstick for their ability to make change. My life personifies the straddling of two cultures: the world of Amherst and Yale and the world of Newark, New Jersey. As you will see, it is the power of the streets combined with the power of the suites that is the most effective mix for making things happen. Anybody who comes to you and says “we want change,” without addressing the intersection of these two powerful forces in combination, is just whistling status quo.

Envy is not the ambition to possess as much as my neighbor possesses or to be as gifted as he is. Such an ambition can be a healthy thing and usually indicates an inclination to leadership. Envy is something else. It involves bitterness and resentment, possibly combined with a desire to bring down one’s neighbor. It can easily become a toxic brew engendering hatred. Often, it has its roots in an inferiority complex.

In the law enforcement and security professions most of the little training conducted surrounds physical skills training. Training focuses on firearm proficiency, how to swing and block with an impact weapon, use oleoresin capsicum (Pepper Spray), defensive tactics and handcuffing techniques. A small portion of time is spent talking about use of force decisions and filing appropriate reports as to the action taken by officers. Although there have been great strides in bringing new training techniques such as Redman suits, Sim-munitions and range 3000 simulators to combine the physical and mental realms of conflict. While this training is excellent, it is just a small part of the overall conditioning that must take place in the preparation of our profession.  This type of response training is called conditioned response.  It is a specific training for a specific reaction, and while it is important, does not fully prepare people for complex situations.

Character habits and beliefs. All of us are guided by our subconscious minds—perhaps more than we think. Character habits, acquired during our early years and modified throughout our lifetime, are a large part of our inner world, even though they operate mostly at a subconscious level. As we saw earlier, many moral actions that define and express our character are the result of automatic response patterns that bypass rational thought. These character habits often appear as our reflexive response to a given situation—the unfiltered expression of our beliefs. Character habits, in combination with a leader’s beliefs—especially his or her aspirational beliefs for the organization—directly influence the individual’s decision-making skills and other leadership activities. For that reason, a leader’s character habits and moral beliefs matter a lot when it comes to value creation and business results. (In chapter 3, “The Journey from Cradle to Corner Office,” we examine what the research has to tell us about how life experiences shape leadership character.)

The firm’s employees play active roles alongside those of the client, but in a way designed to make the overall combination more effective. Typically, their employees provide either specialized capabilities too cost-prohibitive for the local force to develop on its own (such as flying advanced fighter jets or operating artillery control systems), or they may be distributed across the forces of the client, in order to provide general leadership and experience to a greater number of individual units.

Physical products today can be significantly enhanced by adding combinations of the following digital elements: Sensors Displays and indicators Actuators and manipulators Microcontrollers Onboard analytics Memory Wireless-connected services Remote controls

The goal of our interview process is to predict how candidates will perform once they join the team. We achieve that goal by doing what the science says: combining behavioral and situational structured interviews with assessments of cognitive ability, conscientiousness, and leadership.xxvi

Leadership is the right combination of Integrity and Repect for others.The Success of anyone worth remembering is the TRUTH in their actions~bns

More generally, a data scientist is someone who knows how to extract meaning from and interpret data, which requires both tools and methods from statistics and machine learning, as well as being human. She spends a lot of time in the process of collecting, cleaning, and munging data, because data is never clean. This process requires persistence, statistics, and software engineering skills — skills that are also necessary for understanding biases in the data, and for debugging logging output from code. Once she gets the data into shape, a crucial part is exploratory data analysis, which combines visualization and data sense. She’ll find patterns, build models, and algorithms — some with the intention of understanding product usage and the overall health of the product, and others to serve as prototypes that ultimately get baked back into the product. She may design experiments, and she is a critical part of data-driven decision making. She’ll communicate with team members, engineers, and leadership in clear language and with data visualizations so that even if her colleagues are not immersed in the data themselves, they will understand the implications.

he exuded those two most important of leadership characteristics: passion and certainty. Too bad people readily accepted that combination as a valid replacement for competence. History is littered with the fallen empires of kings, dictators, and fools who were passionate, certain, and wrong.

Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy. -General H. Norman Schwarzkopf

Good and perfect are not the enemy. Perfect is formed by the combination of many good. 365 good days make 1 perfect year.

The immediate cause of the Civil War lay in the derangement of the nation’s two political systems—the constitutional system of the 1780s and the party system of the 1830s—and in their interaction with each other. Both these systems rested on an intricate set of balances: the constitutional, on a balance between federal and state power and among the three branches of the federal government; the party, on a competitive balance between party organizations at the national and state levels. The genius of this double system lay in its ability to morselize sectional and economic and other conflicts before they became flammable, and then through incremental adjustment and accommodations to keep the great mobiles of ideological, regional, and other political energies in balance until the next adjustment had to be made. This system worked well for decades, as the great compromises of 1820 and 1850 attested. The system was flexible too; when a measure of executive leadership was needed—to make great decisions about the West, as with Jefferson, or to adjust and overcome a tariff rebellion, as with Jackson—enough presidential authority could be exerted within the system to meet the need. But the essence of the system lay in balances, adjustment, compromise. Then, in the 1850s, this system crumbled. The centrifugal forces besetting it were so powerful that perhaps no polity could have overcome them; yet European and other political systems had encountered enormously divisive forces and survived. What happened in the United States was a fateful combination: a powerful ideology of states’ rights, defense of slavery, and “southern way of life” arose in the South, with South Carolina as the cutting edge; this was met by a counter-ideology in the urbanizing, industrializing, modernizing states, with Illinois as the cutting edge in the West.

You know what the world needs – the world needs thunder-nerves that strike at the sight of injustice and volcanic veins that erupt at the sight of discrimination.

As regards the subject class, we gets the following relations: 1. When the subject class contains a number of indviduals desposed to use force and with capable leaders to guide them, the governing class is, in many cases, overthrown and another takes its place. That is easily the ase where governing class are inspired by humanitarian sentiments primarily and very easily if they do not find ways to assimilate the exceptional individuals who come to the front in the subject classes. A humanitarian aristocracy that is closed of stiffly exclusive represents the maximum of insecurity. 2. It is far more difficult to overthrow a governing class that is adept in the shrewd use of chicanery, fraud, corruption; and in the highest degree difficult to overthrow such a class when it successfully assimilates most of the individuals in the subject class who show those same talents, are adept in those same arts, and might therefore become the leaders of such plebeians as are disposed to use violence. Thus left without leadership, without talent, disorganized, the subject class is almost always powerless to set up any lasting regime. 3. So the combination residues (Class I) become to some extent enfeebled in the subject class.

If the Germans did not have material superiority, what accounted for their easy victory? Quite simply, their decisive edge in doctrine, training, planning, coordination, and leadership. Thus the final victory was a tribute not to panzers alone but to the skillful employment of the combined-arms concept.

The Phlegmatic-Melancholic Person (PHLEG-MEL) The Phlegmatic-Melancholy persons are seen as extreme introverts. They are the quietest persons who rarely voice out their views. The phleg-mel types are the quietest persons among all the groups. Hardly will they offer threats to people or flatter them with words. Often, they are seen walking alone without friends. Strengths of the PHLEG-MEL person They are people who scarcely exchange words with others. They even live at peace with their enemies. Hardly will they be ruthlessly, even in situations that demand severe action, they are gentle. They may only flare up occasionally when they have been criticized and stirred up beyond their limits. At meetings where people argue and insult one another, they will act gently, as if they were not present. They have the natural ability of showing mercy and being helpful to others. They forgive freely and are not often offended by others. They do not verbalize their criticisms nor create hatred for themselves like the San-Mels. They do not criticize their superior officers in their absence to destroy unity, as do the Mel-Chol types. They do not spend precious time to socialize and also, they scarcely come out of themselves to do things. This behavior traits in them make them good in job fields or occupations that demand patience and detail, such as radio mechanics, computer engineering, watch repairing, taking of inventory and costing. When books are misplaced in a library, they are the persons to search for them; they have the patience for it. Weaknesses of the PHLEG-MEL person They are too shy and slothful. They allow the brightest opportunities in their lives to slip by. With the combination of the phlegmatic and the melancholic traits, both of whom refuse leadership, if they are not careful, they will miss all the golden opportunities in their lives

Reorganization: If a bureaucracy does not work, it is not the fault of its organization. It’s the fault of its leadership. I worked for state government for 19 years, and we had a reorganization every year. No kidding. Some were big. Some were small. None produced anything but a lot of paperwork and anxiety. I have come to believe that reorganizations are almost always a waste of time. They are used to give the appearance of action when leaders don’t know what else to do. Reorganizations take two years out of the life any organization while people try to figure out their new jobs and how they fit into the new arrangement. There is almost nothing that needs to be done, that can’t be done with the existing organization if there is the will to do it. There are many other ways to shake up an organization and improve performance. The best way is to set performance expectations, use measures and track performance, as recommended in this very book. There are two reorganization pendulums that swing back and forth and drive cycles of one reorganization after another. This is the closest that scientists have come to identifying a perpetual motion machine: The change between centralized and decentralized structures: Move all functions to the central office. Two years later decentralize all functions back to the regional offices. The change between combined organizations and separate organizations: Put all children and family services in one department. Two years later, put all services back in the departments from which they came.

Remember, attitude enables you to dream. That vision requires belief, and when combined, vision and belief generate the energy that willpower ignites.

The four common archetypes of Staff-plus roles I encountered are: The Tech Lead guides the approach and execution of a particular team. They partner closely with a single manager, but sometimes they partner with two or three managers within a focused area. Some companies also have a Tech Lead Manager role, which is similar to the Tech Lead archetype but exists on the engineering manager ladder and includes people management responsibilities. The Architect is responsible for the direction, quality, and approach within a critical area. They combine in-depth knowledge of technical constraints, user needs, and organization level leadership. The Solver digs deep into arbitrarily complex problems and finds an appropriate path forward. Some focus on a given area for long periods. Others bounce from hotspot to hotspot as guided by organizational leadership. The Right Hand extends an executive’s attention, borrowing their scope and authority to operate particularly complex organizations. They provide additional leadership bandwidth to leaders of large-scale organizations. This taxonomy is more focused on being useful than complete, but so far, I’ve been able to fit every Staff-plus engineer I’ve spoken to into one of these categories. Admittedly, some folks are easier to classify than others.

True leadership is a combination of service and servitude.

Hearing the voice of your beloved is worth more than the speeches of the king and queen combined together.

Feel is a combination of sensitivity, intuition, and empathy. It's one of the most important things to learn when working with horses or with people. (...) feel can't really be taught; it can only be learned. You have to develop it through tuning in, observing, paying attention, experimenting, listening, and trying to put yourself inside the experience of another.

Today we are privileged to have at our continual disposal not only the indwelling presence of the Holy Spirit, but also the Word of God — an invincible combination in the arsenal that the Bible calls “the weapons of our warfare” (see 2 Corinthians 10:4,5). Why, then, don’t we see the same level of God’s resurrection power and glory consistently manifested in our midst today that the Early Church experienced? Although there may be many answers to this question, one answer is certain: Far too many Christians today have come to lean on their own understanding and intellectual abilities at the expense of consulting the Holy Spirit for His guidance in their lives. They assume they already know what He wants them to do. And because they don’t depend on and yield to the leadership of the Holy Spirit the way the Early Church did, they miss opportunity after opportunity to see His power released in their lives.

Duckworth learned that the Whole Candidate Score—an agglomeration of standardized test scores, high school rank, physical fitness tests, and demonstrated leadership—is the single most important factor for admission, but that it is useless for predicting who will drop out before completing Beast. She had been talking to high performers across domains, and decided to study passion and perseverance, a combination she cleverly formulated as “grit.” She designed a self-assessment that captured the two components of grit. One is essentially work ethic and resilience, and the other is “consistency of interests”—direction, knowing exactly what one wants.

Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.

Find a business that’s starting a revolution. A company that’s likely to make a substantial change in the status quo has the following characteristics: It’s creating a product or service that’s wholly new or combines existing technology in a novel way that the competition can’t make or even understand. This product solves a problem—a real pain point—that a lot of customers experience daily. There should be an existing large market. The novel technology can deliver on the company vision—not just within the product but also the infrastructure, platforms, and systems that support it. Leadership is not dogmatic about what the solution looks like and is willing to adapt to their customers’ needs. It’s thinking about a problem or a customer need in a way you’ve never heard before, but which makes perfect sense once you hear it.

In 1909 Fritz Haber, a professor of chemistry at the University of Karlsruhe, succeeded in synthesizing ammonia from its elements (fig. 4.4). He did that by taking nitrogen from the air and hydrogen from reacting glowing coke with water vapor and combining the two elements under high pressure in the presence of a metal (iron) catalyst. His research was supported by BASF, at that time the world’s leader in the production of industrial chemicals, and it was under the leadership of Carl Bosch, one of BASF’s most capable engineers, that Haber’s bench-top demonstration was converted rapidly into a full-scale industrial synthesis (fig. 4.4).

Be obsessed about results. Combine passion, commitment and a hard work ethic with thinking fast, creating alternatives and marshaling resources to achieve results.

King Salman knew very well that his father had been in his mid-twenties when he captured Riyadh. Age and experience were not the qualities that had led to this success. What King Abdulaziz had, and what King Salman was looking for, was fire in the belly. Brought up in humiliating exile, King Abdulaziz had been fiercely determined to restore his family’s honor. He had combined exceptional ambition with a ruthless will to power. Such vigor and resolve would be needed again in order to manage a generational leadership transition and drive forward much needed, but contentious, economic and social reforms.

What appears to be happening is that organizations have decided to eliminate the Director of IT title and simply adopt the Chief Information Officer title so they can say they have one.  But they have not made all the required changes in authority or compensation or their recruiting methods to ensure that the person they hire is really qualified to serve in these strategic positions.  In many organizations, the Director of Networks or other similar level positions have been retitled as a Chief Information Security Officer. Some organizations have split up the roles of security and privacy and actually have a Chief Information Security Officer and a Chief Privacy Officer (CPO) creating serious confusion and conflict within the organization. They typically hire lawyers in the CPO positions and a technology person in the CISO positions. Instead of combining the salaries and hiring the right person, they have purposefully depressed the salaries of both positions and will have trouble recruiting for both positions.

Good teams require good leaders. Teamwork does not happen in the absence of leadership. We cannot combine a bunch of people and expect them to work together without a clear recognition of elected or appointed leadership. Multiple IT organizations cannot operate as a team unless they report to a single team leader.

Instead, she is a master of strategic oversight. She selects excellent people and delegates power and authority to them. This is not to say that she pays no attention to the business. She reviews summaries and results and expertly identifies what needs to be addressed before it becomes a problem. This combined with unannounced, detailed, and seemingly random spot checks ensures that the fortunes of Carrisford & Crewe are not harmed by incompetence or corruption. And there are a number of fortunes. Built on her father’s initial (fabulously lucrative) investment in diamond mines, the company has expanded under Mrs. Carmichael’s leadership to include a variety of interests around the globe, including real estate, shipping, and manufacturing. It is far more diverse than our own import/export business and, accordingly, even more complex.

The consistent refusal of the PNA-PLO leadership to accept Israel’s Jewishness points to a basic rejection of the two-state approach. Rather, it points to a desire to see the area of Israel eventually revert to an Arab majority presence and rule, whether through war and expulsion, through natural demographic increase among Israel’s Arab minority, through a mass refugee return, or a combination of the three.

The National Transportation Safety Board’s recent speed report suggests five approaches.15 First, they want to lower speed limits. Cool. Second, they want to use “data-driven approaches for speed enforcement” in combination with their third approach, automated enforcement. OK. Fourth on the list is what they call “intelligent speed adaptation.” This term refers to things like onboard warnings when the driver speeds, but also includes using technology to limit car speeds in particular locations and on specific streets. Sounding better. Last, they say we need to do better when it comes to exercising “national leadership,” which basically means we need more funding and more education. I

The combination of national sin and unconquered inhabitants results in dominance and oppression by various pagan peoples, just as God predicted. During this time the Israelites go through repeated cycles of sin and oppression, but, fortunately, of repentance as well. And for each time the people come to their senses God raises up a leader to deliver them. Each of these “judges” leads only a few tribes within the now-loose federation of Israel. Although the total time of their collective leadership amounts to some 450 years, the overlapping of their individual leadership probably puts the figure closer to 335 years.

Harmonic leadership is a resonant and integrative approach to leadership that combines inspirational vision, adaptability, and human-centric values to foster a collaborative, noncompetitive environment.

By a combination of military prowess, diplomacy, ruthlessness, and organizational ability, Temujin managed to weld all of these tribes together under his leadership, and in 1206 an assembly of the Mongol chieftains proclaimed him Genghis Khan, or "the universal emperor.

Heaven is Under the Feet of Governments" is a groundbreaking exploration of how integrating spiritual values with secular governance can transform societies. Through the innovative Maqasid model, this book offers a holistic approach that addresses both material needs and spiritual fulfillment. Authored by Abdellatif Raji, it combines clear, accessible language with real-world applications and case studies, making complex concepts understandable for all readers. In an era demanding ethical leadership and social justice, this book provides practical solutions to modern governance challenges, promoting equity, sustainability, and inclusivity. It's a must-read for anyone passionate about creating a just and compassionate world.

Mastering the art of combining colors in your wardrobe can make you stand out and create an unforgettable presence.

Leadership is an essential ingredient in any military operation. A leader must display a balance between prudence and rashness, a unique combination of good judgment and an ability to convince by words and example.

Touch Points Are there redundant or unnecessary processes that can be eliminated (e.g., excessive approvals)? Are there redundant or unnecessary handoffs that can be eliminated or combined (e.g., work that can be done by a single department)? Are there processes or handoffs that need to be added?

Sequencing and Pacing Is the work sequenced and synchronized properly? Are processes being performed too early or too late in the value stream? Are key stakeholders being engaged at the proper time? Can processes be performed concurrently (in parallel)? Would staggered starts improve flow? How can we balance the workload to achieve greater flow (via combining or dividing processes)? Do we need to consider segmenting the work by work type to achieve greater flow (with rotating but designated resources for defined periods of time)?

Beyond the cultural differences that must be bridged in any international effort, combined with factors of national politics, priorities, and values, we continue to grapple with the essential paradox of public health that began our discussion: when the system is working effectively, it is a silent venture and there are relatively few outbreaks of disease. These very successes lead most of us down a complacent path of false confidence, apathy, and assumptions that the endless dance is over. To complicate matters further, microbes themselves are hardly monolithic or permanently settled beings. For every attempt we make to destroy or weaken them, they respond with an equal and opposite force. The goal of both sides is to assume leadership of the evolutionary waltz ever in progress.

My first grade nun had instructed me that from those to whom much is given, much is expected. I was learning that this lesson had to be combined with Shakespeare's wisdom that one must 'to thine own self be true.' Add to this humility, empathy, a sense of curiosity, courage, and plain old hard work, and I was finally seeing the real path to leadership. Of course, humor is always a plus. (158)

A fast way to get a clear understanding of yourself and others is through personality a profile assessment. Many companies and hiring managers administer these tests to ensure that personalities are well matched to positions. They also help build dream teams to optimize the combinations of strengths and complementary qualities among their people.

After a half century of ministry, F. J. Hallett claimed that in the actual work of a parish, the most successful leader is the one who possesses a keen sense of humor combined with a clear sense of God’s grace.

What drives winning? Attitude? Vision? Persistence? Hard work? Discipline? Or is it a combination of above and more.

Leadership is a process that involves setting a PURPOSE AND DIRECTION which inspires people to combine and work towards willingly; paying attention to the MEANS, PACE AND QUALITY OF PROGRESS towards the aim; and upholding GROUP UNITY and INDIVIDUAL EFFECTIVENESS throughout.

Leadership is an alchemy that combines your human skills with your professional capacities in order to use your full potential and to transform it in "gold". Read more: neculaifantanaru.com

But I have been stressing that there are other underlying species-regularities involved. First, that women leaders do not inspire ‘followership’ chiefly because they are women and not only because of the consequences of those factors noted above ; secondly, even if they want to, women cannot become political leaders because males are strongly predisposed to form and maintain all-male groups, particularly when matters of moment for the community are involved. The suggestion is that a combination of these two factors has been the basis for the hostility and difficulty those females have faced who have aspired to political leadership. This has been the basis of the tradition of female non-involvement in high politics, and not the tradition itself. Cultural forms originally express the underlying ‘genetically programmed behavioural propensities’. In their turn, such cultural forms maintain – as tradition – an enduring solution to the recurrent problem of assigning of leadership and followership roles. In this connection, Margaret Mead writes about ‘zoomorphizing Man’. ‘Culture in the sense of man's species-characteristic method of meeting problems of maintenance, transformation, and transcendance of the past is an abstraction from our observations on particular cultures.’? This is then another way of looking at how broad political patterns may predictably emerge from the more detailed and programmed patterns of different behaviour of males and females. Some females may indeed penetrate some high councils. They become ministers of governments, ambassadors, and so on. A few may receive assignments which are not ‘feminine’ in their implication, such as Golda Meir, former Israeli Foreign Minister, and Barbara Castle, U.K. Secretary of Productivity and Employment. It is important to know what happens to the ‘backroom boys’ under such circumstances. Do they retire to an even more secluded chamber? Does the lady become ‘one of the boys’?

How to learn? How to learn to fail? Both require humility. You must have the humility to realize you don’t know something and admit to a mistake. The crucial second component of both is confidence: You must have the confidence to learn what you don’t know, and the confidence required to learn from your mistake. This syncs up well with the character traits required to become a successful entrepreneur: humility and confidence in even parts. That’s a strange combination, yes, but then, maybe that’s why true entrepreneurs are so rare.

Self-awareness combined with empathy equals successful leadership

Implementation of socialism has resulted in more deaths than all the international wars of the twentieth century combined. Is socialism really a “great idea”? Mao caused the deaths of millions of his own people. Does that constitute great leadership?