Concept Of Leadership Quotes

If we could eliminate the concept of town and return to live in small villages, all world problems were solved.

Diplomacy is the delicate weapon of the civilized warrior."- Hun, A. T.

The concept of leadership is abused by people who think a person becomes a leader when he grows grey hair, put into a position and expected to function. Everyone has a leadership potential carried within in a specific area of his or purpose. Leadership is universal and built on trust.

That's why I wanted to use Supper at Six to teach chemistry. Because when women understand chemistry, they begin to understand how things work." Roth looked confused. "I'm referring to atoms and molecules, Roth," she explained. "The real rules that govern the physical world. When women understand these basic concepts, they can begin to see the false limits that have been created for them." "You mean by men." "I mean by artificial cultural and religious policies that put men in the highly unnatural role of single-sex leadership. Even a basic understanding of chemistry reveals the danger of such a lopsided approach." "Well," he said, realizing he'd never seen it that way before, "I agree that society leaves much to be desired, but when it comes to religion, I tend to think it humbles us--teaches us our place in the world." "Really?" she said, surprised. "I think it lets us off the hook. I think it teachers us that nothing is really our fault; that something or someone else is pulling the strings; that ultimately, we're not to blame for the way things are; that to improve things, we should pray. But the truth is, we are very much responsible for the badness of the world. And we have the power to fix it.

In any of these evolutions, India will be a fulcrum of twenty-first-century order: an indispensable element, based on its geography, resources, and tradition of sophisticated leadership, in the strategic and ideological evolution of the regions and the concepts of order at whose intersection it stands.

A critical element in nearly all effective social movements is leadership. For it is through smart, persistent, and authoritative leaders that a movement generates the appropriate concepts and language that captures the frustration, anger, or fear of the group's members and places responsibility where it is warranted.

This isn’t a matter for the eyes, it is a matter for the heart. Many signs point to a growing historical consciousness among the American people. I trust this is so. It is useful to remember that history is to the nation as memory is to the individual. As persons deprived of memory, they become disoriented and lost, not knowing where they have been and where they are going. So a nation denied a conception of the past will be disabled in dealing with its present and its future. When I’m depressed, I ascribe our behavior to stupidity, the stupidity of our leadership, the stupidity of our culture.

The word fascism is not a word of abuse any more than the word capitalism is. It is a concept denoting a very definite kind of mass leadership and mass influence: authoritarian, one-party system, hence totalitarian, a system in which power takes priority over objective interests, and facts are distorted for political purposes. Hence, there are "fascist Jews," just as there are "fascist Democrats.

Give today to get better tomorrow.

We naturally think from our own perspective, from a point of view which tends to privilege our position. Fairness implies the treating of all relevant viewpoints alike without reference to one's own feelings or interests. Because we tend to be biased in favor of our own viewpoint, it is important to keep the standard of fairness at the forefront of our thinking. This is especially important when the situation may call on us to see things we don't want to see, or give something up that we want to hold onto.

Liminal space is a concept in theology and psychology. It is the intermediate, in-between, transitional state where you cannot go back to where you were because a threshold has been crossed, and you have yet to arrive where you are going because it is not yet available to you.

Avoid dull facts; create memorable images; translate every issue into people’s lives; use simple, everyday language; never use big words when small words will do. Simplify the concept that “we are trying to construct a more inclusive society” into “we are going to make a country in which no one is left out.

You don’t want to be in a situation where you can’t justify your compensation.

One reason the concept of becoming better can scare us is that it requires us to step out of a place that we recognize and have possibly grown comfortable with.

He was a man among boys, a leader before they had any concept of leadership.

If upper management wants an issue to go away, they’ll allow us the opportunity to fix it. If we have a reputation for rectifying difficulties, they’ll want us to continue these efforts.

The lessons of these iconoclastic CEOs suggest a new, more nuanced conception of the chief executive’s job, with less emphasis placed on charismatic leadership and more on careful deployment of firm resources.

The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader. Concepts

If I could teach aspiring managers only one concept, without question I would pick accumulating personal credibility. Credibility is something we earn. How? It’s amassed by successfully accomplishing tasks we’re assigned or which we volunteer to perform.

If you can give the wisdom of life to a child; teach to love all regardless of what they believe in, that life is a precious gift to all, judgments of hell and heaven are manmade concept and that every one's purpose in life is to serve Humanity at large...

Learn the value of introducing proposals over time using masterful technique.... Deliver the message when the listener isn’t rushed or in an emotionally charged state.... Don’t unnerve your boss by dropping a crisis in their lap last-minute when you’ve had some warning yourself.

When faced with difficult decisions, painstakingly analyze the situation. Do your homework and be careful not to understate or overstate the impact of pertinent conditions. This includes researching possible consequences and deciding if the department, division, and company can live with them.

The Marxist constituency has remained as narrow as the conception behind it. The Communist Manifesto, written by two bright and articulate young men without responsibility even for their own livelihoods—much less for the social consequences of their vision—has had a special appeal for successive generations of the same kinds of people. The offspring of privilege have dominated the leadership of Marxist movements from the days of Marx and Engels through Lenin, Mao, Castro, Ho Chi Minh, and their lesser counterparts around the world and down through history. The sheer reiteration of the "working class" theme in Marxism has drowned out this plain fact.

In accordance with the prevailing conceptions in the U.S., there is no infringement on democracy if a few corporations control the information system: in fact, that is the essence of democracy. In the Annals of the American Academy of Political and Social Science, the leading figure of the public relations industry, Edward Bernays, explains that “the very essence of the democratic process” is “the freedom to persuade and suggest,” what he calls “the engineering of consent.” “A leader,” he continues, “frequently cannot wait for the people to arrive at even general understanding … Democratic leaders must play their part in … engineering … consent to socially constructive goals and values,” applying “scientific principles and tried practices to the task of getting people to support ideas and programs”; and although it remains unsaid, it is evident enough that those who control resources will be in a position to judge what is “socially constructive,” to engineer consent through the media, and to implement policy through the mechanisms of the state. If the freedom to persuade happens to be concentrated in a few hands, we must recognize that such is the nature of a free society.

Those who criticize the innovative concept of multi-site churches must also remember that at one point stained glass and hymnals were new as well.

security,” he asserted. “We must give more attention to intellectual leadership and a strengthening of the spiritual concept that

Strategy cannot be a useful concept if it is a synonym for success. Nor can it be a useful tool if it is confused with ambition, determination, inspirational leadership, and innovation.

If we want to be irreplaceable, we have to do our very best to make sure our contribution exceeds our pay by as much as possible. Seeking to understand what explicit impact our boss values about us can be part of the equation.... we should carry out the intent of our position which encompasses performing the job we’ve been hired to do and not just the portion of it we enjoy doing

If we don’t have all of the facts at hand, we still need to let the interested parties know that we’re on top of the research but that it will take time. When that information is gathered, inform them in an expedient manner. If employing the solution falls within our authority, implement it as soon as possible. If approval is required, document a request swiftly so any lag time won’t be attributed to our inattention.

...don’t confuse managing your interactions with your superior (i.e., planting seeds) with manipulating them.... if you gain approval to proceed with an initiative and things don’t go as planned, deliver bad news in person. This permits you to respond to questions, assess how the message is perceived, provide clarification, obtain any direction, and most importantly to provide your well-conceived plan to correct the situation

When your manager is conducting a meeting or conference call and presents an idea or goal, they’re looking for commitment to tackle the task. If you start listing all of the reasons why it won’t work or argue unimportant details, your boss will see your effort as adversarial. You become a roadblock preventing everyone in the group from moving forward.... If you have a small concern or issue you want heard, save it for a personal moment later.

When you’re trying to communicate a big, audacious concept, it’s helpful to remember that where data falls short, a story might close the gap, and where story alone is not persuasive enough, data can make up the difference.

We live in a culture of reductionism. Or better, we are living in the aftermath of a culture of reductionism, and I believe we have reduced the complexity and diversity of the Scriptures to systematic theologies that insist on ideological conformity, even when such conformity flattens the diversity of the Scriptural witness. We have reduced our conception of gospel to four simple steps that short-circuit biblical narratives and notions of the kingdom of God on earth as it is in heaven in favor of a simplified means of entrance to heaven. Our preaching is often wed to our materialistic, consumerist cultural assumptions, and sermons are subsequently reduced to delivering messages that reinforce the worst of what American culture produces: self-centered end users who believe that God is a resource that helps an individual secure what amounts to an anemic and culturally bound understanding of the 'abundant life.

One term that is often used to describe talented players, for instance, is ‘leadership qualities,’ even though this is an utterly immeasurable concept seeing that it is based on things that can’t be taught: charisma, authority, love.

I do not think the African, Caribbean, and Blacks have studied to any degree and depth and seriousness the rise of modern Japan. Went into a war and loss. They sustained two atomic bombs. Had their country occupied. Now the people who defeated them are now begging them for commercial space. What did they do, that we have forgotten how to do? They did some serious astute planning. Not loud mouthing, not boasting. They did not get on the radio or any platform or call them any names, but they did what they had to do. If we are carrying out a well designed plan for liberation any literate person can contribute and share leadership. So if the leader dies while you are on page 13 move to page 14 and continue the struggle. Bury the man, continue the plan. I think any person who calls them self a leader, preacher, policy maker of any kind, should ask and answer the question in his own lifetime... How will my people stay on this earth? How will they be educated? How will they be schooled, and how will they be housed and how will they be defended. The answers to these questions will create the concept of enduring nationhood, because it creates the concept of enduring responsibility.

In what is known as the 70/20/10 learning concept, Robert Eichinger and Michael Lombardo, in collaboration with Morgan McCall of the Center for Creative Leadership, explain that 70 percent of learning and development takes place from real-life and on-the-job experiences, tasks, and problem solving; 20 percent of the time development comes from other people through informal or formal feedback, mentoring, or coaching; and 10 percent of learning and development comes from formal training.

But, by a curious twist, it is not the leadership that is old and decorous that fetches him, but the leadership that is new and extravagant. He will resist dictation out of the past, but he will follow a new messiah with almost Russian willingness, and into the wildest vagaries of economics, religion, morals and speech. A new fallacy in politics spreads faster in the United States than anywhere else on earth, and so does a new fashion in hats, or a new revelation of God, or a new means of killing time, or a new metaphor or piece of slang. Thus the American, on his linguistic side, likes to make his language as he goes along, and not all the hard work of his grammar teachers can hold the business back. A novelty loses nothing by the fact that it is a novelty; it rather gains something, and particularly if it meet the national fancy for the terse, the vivid, and, above all, the bold and imaginative. The characteristic American habit of reducing complex concepts to the starkest abbreviations was already noticeable in colonial times, [Pg023] and such highly typical Americanisms as O. K., N. G., and P. D. Q., have been traced back to the first days of the republic. Nor are the influences that shaped these early tendencies invisible

We live in an age where people pride themselves on individualism and the concept of living authentically. The human race strives towards self-help and desires nothing if not constant self-improvement both inward and outward. So, I ask you, what can be more authentic than learning the truth? How can one form their unique self without first knowing more possibilities? How can a person truly strive for such grandiose dreams of self-improvement without the ability to listen to the advice and knowledge of others?

You “burn” your way into the mind by narrowing the focus to a single word or concept. It’s the ultimate marketing sacrifice. Federal Express was able to put the word overnight into the minds of its prospects because it sacrificed its product line and focused on overnight package delivery only. In a way, the law of leadership—it’s better to be first than to be better—enables the first brand or company to own a word in the mind of the prospect. But the word the leader owns is so simple that it’s invisible. The leader owns the word that stands for the category. For example, IBM owns computer. This is another way of saying that the brand becomes a generic name for the category. “We need an IBM machine.” Is there any doubt that a computer is being requested? You can also test the validity of a leadership claim by a word association test. If the given words are computer, copier, chocolate bar, and cola, the four most associated words are IBM, Xerox, Hershey’s, and Coke. An astute leader will go one step further to solidify its position. Heinz owns the word ketchup. But Heinz went on to isolate the most important ketchup attribute. “Slowest ketchup in the West” is how the company

The real rules that govern the physical world. When women understand these basic concepts, they can begin to see the false limits that have been created for them.” “You mean by men.” “I mean by artificial cultural and religious policies that put men in the highly unnatural role of single-sex leadership.

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

It seems self-evident that a leader must have a vision, develop a strategy, and put a plan in place to bring the vision to reality. The concept is simple, but the execution is extremely difficult. It is difficult because it requires a leader’s full attention, and with all leaders, there are a hundred things a day that divert your attention.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

when your actions towards acquiring leadership in any country portrays blatant mischief orchestrated towards disregarding the concepts of the constitution, you do not only become guilty of hijacking power which rightfully belong to the people, but also, you are guilty of violation of the rights of freedom of the same people that you purport to want to lead. Like any match, elections is competition towards democracy, and all competitions have rules that set guidelines in that particular competition. Any violation of such rules renders that competition invalid. True democracy does not condone compromises. True democracy upholds and adheres to the rule of law, for it is the rule of law that can explicitly define democracy.

The immortality of Thomas Jefferson does not lie in any one of his achievements, or in the series of his achievements, but in his attitude towards mankind and the conception which he sought to realize in action of the service owed by America to the rest of the world...Thomas Jefferson was a great leader of men because he understood and interpreted the spirits of men.

We are inhabitants of a world where pride and divisiveness have become common in the workplace as people fight for status. It has almost become second nature for people to be overly willful, arrogant, intolerant, and rigid in order to establish dominance within the pecking order. However, leaders with these traits are trouble, for they erode the spirit of the organization by reducing staff resolve and creating chaos.

The last time the "best and brightest" got control of the country, they dragged it into a protracted, demoralizing war in Southeast Asia, from which the country has still not fully recovered. Yet Reich seems to believe that a new generation of Whiz Kids can do for the faltering American economy what Robert McNamara's generation failed to do for American diplomacy: to restore, through sheer brainpower, the world leadership briefly enjoyed by the United States after World War II and subsequently lost not, of course, through stupidity so much as through the very arrogance the "arrogance of power," as Senator William Fulbright used to call it to which the "best and brightest" are congenitally addicted. This arrogance should not be confused with the pride characteristic of aristocratic classes, which rests on the inheritance of an ancient lineage and on the obligation to defend its honor. Neither valor and chivalry nor the code of courtly, romantic love, with which these values are closely associated, has any place in the world view of the best and brightest. A meritocracy has no more use for chivalry and valor than a hereditary aristocracy has for brains. Although hereditary advantages play an important part in the attainment of professional or managerial status, the new class has to maintain the fiction that its power rests on intelligence alone. Hence it has little sense of ancestral gratitude or of an obligation to live up to responsibilities inherited from the past. It thinks of itself as a self-made elite owing its privileges exclusively to its own efforts. Even the concept of a republic of letters, which might be expected to appeal to elites with such a large stake in higher education, is almost entirely absent from their frame of reference.

I’m referring to atoms and molecules, Roth,” she explained. “The real rules that govern the physical world. When women understand these basic concepts, they can begin to see the false limits that have been created for them.” “You mean by men.” “I mean by artificial cultural and religious policies that put men in the highly unnatural role of single-sex leadership. Even a basic understanding of chemistry reveals the danger of such a lopsided approach.

We have no obligation to endure or enable certain types of certain toxic relationships. The Christian ethic muddies these waters because we attach the concept of long-suffering to these damaging connections. We prioritize proximity over health, neglecting good boundaries and adopting a Savior role for which we are ill-equipped. Who else we'll deal with her?, we say. Meanwhile, neither of you moves towards spiritual growth. She continues toxic patterns and you spiral in frustration, resentment and fatigue. Come near, dear one, and listen. You are not responsible for the spiritual health of everyone around you. Nor must you weather the recalcitrant behavior of others. It is neither kind nor gracious to enable. We do no favors for an unhealthy friend by silently enduring forever. Watching someone create chaos without accountability is not noble. You won't answer for the destructive habits of an unsafe person. You have a limited amount of time and energy and must steward it well. There is a time to stay the course and a time to walk away. There's a tipping point when the effort becomes useless, exhausting beyond measure. You can't pour antidote into poison forever and expect it to transform into something safe, something healthy. In some cases, poison is poison and the only sane response is to quit drinking it. This requires honest self evaluation, wise counselors, the close leadership of the Holy Spirit, and a sober assessment of reality. Ask, is the juice worth the squeeze here. And, sometimes, it is. You might discover signs of possibility through the efforts, or there may be necessary work left and it's too soon to assess. But when an endless amount of blood, sweat and tears leaves a relationship unhealthy, when there is virtually no redemption, when red flags are frantically waved for too long, sometimes the healthiest response is to walk away. When we are locked in a toxic relationship, spiritual pollution can murder everything tender and Christ-like in us. And a watching world doesn't always witness those private kill shots. Unhealthy relationships can destroy our hope, optimism, gentleness. We can lose our heart and lose our way while pouring endless energy into an abyss that has no bottom. There is a time to put redemption in the hands of God and walk away before destroying your spirit with futile diligence.

But when we began talking about Asian concepts of “soft power” — what Ni calls leadership “by water rather than by fire” — I started to see a side of him that was less impressed by Western styles of communication. “In Asian cultures,” Ni said, “there’s often a subtle way to get what you want. It’s not always aggressive, but it can be very determined and very skillful. In the end, much is achieved because of it. Aggressive power I beats you up; soft power wins you over.

In common parlance, “fool” and “sage” appear to be opposites, one connoting ignorance and the other wisdom. At their depths, however, both exhibit a nonattachment to form or outcome. The Sacred Fool acts from what often seems to be innocence, insanity, or lampoonery but is no less wise for it. We think of a Sage, in contrast, as strictly sober; but because she doesn’t strive and doesn’t seek positions of elected or hired leadership, the true Sage has neither investment in sobriety nor compulsion to comply with rules. The Sacred Fool dimension of our own psyches merges the innocence of the child and the wisdom of the elder. Both draw on the capacity to perceive simply and purely, to be fully present to the moment and to all things existing and happening within it. The Sacred Fool — in others or in ourselves — helps us grasp the big picture by poking fun at himself (and, in so doing, at all of us) or by making fun of us directly. He also might respond to our solemn questions and conceptions with perspectives that reject or reframe our most cherished assumptions.

Throughout his political career, Roosevelt’s conception of leadership had been built upon a narrative of the embattled hero (armed with courage, spunk, honor, and truth) who sets out into the world to prove himself. It was a dragon-slaying notion of the hero-leader, and Roosevelt had the good fortune to strike the historical moment in which he could prove his mettle. Under the banner of “the Square Deal,” he would lead his country in a different kind of war, a progressive battle designed to restore fairness to America’s economic and social life.

Contrary to popular belief, the psychiatric concept of clinical depression is different from ordinary sadness. Depression adds to sadness a constellation of physical symptoms that produce a general slowing and deadening of bodily functions. A depressive person sleeps less, and the nighttime becomes a dreaded chore that one can never achieve properly. Or one never gets out of bed; better sleep, if one can, since one can’t do anything else. Interest in life and activities declines. Thinking itself is difficult; concentration is shot; it’s hard enough to focus on three consecutive thoughts, much less read an entire book. Energy is low; constant fatigue, inexplicable and unyielding, wears one down. Food loses its taste. Or to feel better, one might eat more, perhaps to stave off boredom. The body moves slowly, falling to the declining rhythm of one’s thoughts. Or one paces anxiously, unable to relax. One feels that everything is one’s own fault; guilty, remorseful thoughts recur over and over. For some depressives, suicide can seem like the only way out of this morass; about 10 percent take their own lives.

Strategy cannot be a useful concept if it is a synonym for success. Nor can it be a useful tool if it is confused with ambition, determination, inspirational leadership, and innovation. Ambition is drive and zeal to excel. Determination is commitment and grit. Innovation is the discovery and engineering of new ways to do things. Inspirational leadership motivates people to sacrifice for their own and the common good.1 And strategy, responsive to innovation and ambition, selects the path, identifying how, why, and where leadership and determination are to be applied.

The concept of surfaces and gaps demands leadership from the front as opposed to leadership from the rear. The commander must be where he can make swift decisions. He must be where the situation is developing. Obviously, leadership from the front had become a scarcity by World War I. J. F. C. Fuller, in his book, Generalship, wrote: In the World War, nothing was more dreadful to witness than a chain of men, starting with a battalion commander and ending with an army commander, sitting in telephone boxes, improvised or actual, talking, talking, talking, in place of leading, leading, leading. The result was unresponsive leadership and slow reactions.

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.

especially in the key task of translating broad strategic concepts into feasible operational orders. Marshall understood that Eisenhower had a talent for implementing strategy. And that job, Marshall believed, was more difficult than designing it. “There’s nothing so profound in the logic of the thing,” he said years later, discussing his own role in winning approval for the Marshall Plan. “But the execution of it, that’s another matter.” In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It

There are two opposing conceptions concerning lies. The first is attributed to Vladimir Ilyich Lenin, who is reputed to have said, “A lie told often enough becomes the truth.” There is another one, attributed to US President Franklin Delano Roosevelt, who said: “Repetition does not transform a lie into a truth.” It is clear that the Russian leadership has a preference for Lenin’s approach. Even faced with unequivocal evidence it continues to deny the facts. Apart from unfounded accusations against Georgia of genocide and the denial of its own use of cluster bombs, the war in Georgia was preceded and accompanied by open lies, misinformation (for instance, about “uncontrollable” South Ossetian militias), and active disinformation, all reminiscent of the old Soviet style. In this way Russia almost succeeded in hiding the most important fact: that this was not a “Russian-Georgian war,” but a Russian war against Georgia in Georgia. There was not a single Georgian soldier that crossed the Russian frontier at any point. The Georgian troops that went into South Ossetia did not cross international frontiers, but intervened in their own country, no different from Russian troops intervening in Chechnya. It was Russian and not Georgian troops that crossed the border of another, sovereign country, in breach of the principles of international law [230―31].

Leaders sometimes wonder why they or their organization fail to achieve success, never seem to reach their potential. It’s often because they don’t understand or can’t instill the concept of what a team is all about at its best: connection and extension. This is a fundamental ingredient of ongoing organizational achievement. (Of course, incompetence as a leader is also a common cause of organizational failure.) Combat soldiers talk about whom they will die for. Who is it? It’s those guys right next to them in the trench, not the fight song, the flag, or some general back at the Pentagon, but those guys who sacrifice and bleed right next to them. “I couldn’t let my buddies down,” is what all soldiers say. Somebody they had never seen before they joined the army or marines has become someone they would die for. That’s the ultimate connection and extension.

Settling an Argument Mark 9:33–37 After Jesus and his disciples traveled to Capernaum, he asked them what they had been arguing about on the way. At first, the men were silent, too embarrassed and ashamed to answer his question. Finally, the disciples admitted that they had argued about which one of them was the greatest. Rank and position were important to the Jews, and in light of the messianic kingdom they expected Jesus to set up, they probably dreamed about status and honor. Jesus gave them a new perspective on greatness and leadership in the form of a paradox. To be important in God’s eyes, he explained, a person must voluntarily become a servant to other people. The goal is not to be first, but rather to take the last place. The highest positions in God’s kingdom go to those who are willing to be lowly enough to serve the needs of others. To illustrate this concept of service, Jesus put his arms around a little child, considered an insignificant person in that culture. He said that when anyone welcomed or showed kindness to a little child in his name, it was the same as doing it for Jesus himself. There’s nothing wrong with ambition or pursuit of excellence as long as they don’t become a source of pride. When we try to achieve greatness by chasing after positions of power, physical strength, popularity, or worldly success, we’re going in the wrong direction. God evaluates us on the basis of humility and service. If we look for opportunities to serve others and put their needs ahead of our own, if we never consider ourselves above doing tasks that seem menial, if we build others up instead of ourselves—that’s when we’re on the track to greatness in God’s eyes. And we just might discover that last place is the best place to be after all.

That’s why I wanted to use Supper at Six to teach chemistry. Because when women understand chemistry, they begin to understand how things work.” Roth looked confused. “I’m referring to atoms and molecules, Roth,” she explained. “The real rules that govern the physical world. When women understand these basic concepts, they can begin to see the false limits that have been created for them.” “You mean by men.” “I mean by artificial cultural and religious policies that put men in the highly unnatural role of single-sex leadership. Even a basic understanding of chemistry reveals the danger of such a lopsided approach.” “Well,” he said, realizing he’d never seen it that way before, “I agree that society leaves much to be desired, but when it comes to religion, I tend to think it humbles us—teaches us our place in the world.” “Really?” she said, surprised. “I think it lets us off the hook. I think it teaches us that nothing is really our fault; that something or someone else is pulling the strings; that ultimately, we’re not to blame for the way things are; that to improve things, we should pray.

It's evident that with Beethoven the Romantic Revolution had already begun, bringing with it the new Artist, the artist as Priest and Prophet. This new creator had a new self-image: he felt himself possessed of divine rights, of almost Napoleonic powers and liberties — especially the liberty to break rules and make new ones, to invent new forms and concepts, all in the name of greater expressivity. His mission was to lead the way to a new aesthetic world, confident that history would follow his inspirational leadership. And so there exploded onto the scene Byron, Jean Paul, Delacroix, Victor Hugo, E. T. A. Hoffmann, Schumann, Chopin, Berlioz — all proclaiming new freedoms. Where music was concerned, the new freedoms affected formal structures, harmonic procedures, instrumental color, melody, rhythm — all of these were part of a new expanding universe, at the center of which lay the artist's personal passions. From the purely phonological point of view, the most striking of these freedoms was the new chromaticism, now employing a vastly enriched palette, and bringing with it the concomitant enrichment of ambiguity. The air was now filled with volcanic, chromatic sparks. More and more the upper partials of the harmonic series were taking on an independence of their own, playing hide-and-seek with their sober diatonic elders, like defiant youngsters in the heyday of revolt.

You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!

There is a persistent theory, held by those who prate most steadily about "the American way of life" that the average American is a rugged individualist to whom the whole conception of "leadership" is something foreign and distasteful—and this theory would certainly seem to be in accord with our national tradition of lawlessness and disrespect for authority. But it is not entirely consistent with the facts. We Americans are inveterate hero worshipers, to a far greater extent than are the British and the French. We like to personalize our loyalties, our causes. In our political or business or labor organizations, we are comforted by the knowledge that at the top is a Big Boss whom we are free to revere or to hate and upon whom we can depend for quick decisions when the going gets tough. The same is true of our Boy Scout troops and our criminal gangs. It is most conspicuously true of our passion for competitive sport. We are trained from childhood to look to the coach for authority in emergencies. The masterminding coach who can send in substitutes with instructions whenever he feels like it—or even send in an entirely new team—is a purely American phenomenon. In British football the team must play through the game with the same eleven men with which it started and with no orders from the sidelines; if a man is injured and forced to leave the field the team goes on playing with only ten men. In British sport, there are no Knute Rocknes or Connie Macks, whereas in American sport the mastermind is considered as an essential in the relentless pursuit of superiority.

Because when women understand chemistry, they begin to understand how things work.” Roth looked confused. “I’m referring to atoms and molecules, Roth,” she explained. “The real rules that govern the physical world. When women understand these basic concepts, they can begin to see the false limits that have been created for them.” “You mean by men.” “I mean by artificial cultural and religious policies that put men in the highly unnatural role of single-sex leadership. Even a basic understanding of chemistry reveals the danger of such a lopsided approach.” “Well,” he said, realizing he’d never seen it that way before, “I agree that society leaves much to be desired, but when it comes to religion, I tend to think it humbles us—teaches us our place in the world.” “Really?” she said, surprised. “I think it lets us off the hook. I think it teaches us that nothing is really our fault; that something or someone else is pulling the strings; that ultimately, we’re not to blame for the way things are; that to improve things, we should pray. But the truth is, we are very much responsible for the badness in the world. And we have the power to fix it.” “But surely you’re not suggesting that humans can fix the universe.” “I’m speaking of fixing us, Mr. Roth—our mistakes. Nature works on a higher intellectual plane. We can learn more, we can go further, but to accomplish this, we must throw open the doors. Too many brilliant minds are kept from scientific research thanks to ignorant biases like gender and race. It infuriates me and it should infuriate you. Science has big problems to solve: famine, disease, extinction. And those who purposefully close the door to others using self-serving, outdated cultural notions are not only dishonest, they’re knowingly lazy.

That’s why I wanted to use Supper at Six to teach chemistry. Because when women understand chemistry, they begin to understand how things work.” Roth looked confused. “I’m referring to atoms and molecules, Roth,” she explained. “The real rules that govern the physical world. When women understand these basic concepts, they can begin to see the false limits that have been created for them.” “You mean by men.” “I mean by artificial cultural and religious policies that put men in the highly unnatural role of single-sex leadership. Even a basic understanding of chemistry reveals the danger of such a lopsided approach.” “Well,” he said, realizing he’d never seen it that way before, “I agree that society leaves much to be desired, but when it comes to religion, I tend to think it humbles us—teaches us our place in the world.” “Really?” she said, surprised. “I think it lets us off the hook. I think it teaches us that nothing is really our fault; that something or someone else is pulling the strings; that ultimately, we’re not to blame for the way things are; that to improve things, we should pray. But the truth is, we are very much responsible for the badness in the world. And we have the power to fix it.” “But surely you’re not suggesting that humans can fix the universe.” “I’m speaking of fixing us, Mr. Roth—our mistakes. Nature works on a higher intellectual plane. We can learn more, we can go further, but to accomplish this, we must throw open the doors. Too many brilliant minds are kept from scientific research thanks to ignorant biases like gender and race. It infuriates me and it should infuriate you. Science has big problems to solve: famine, disease, extinction. And those who purposefully close the door to others using self-serving, outdated cultural notions are not only dishonest, they’re knowingly lazy. Hastings Research Institute is full of them.

In conclusion, the American century is not over, if by that we mean the extraordinary period of American pre-eminence in military, economic, and soft power resources that have made the United States central to the workings of the global balance of power, and to the provision of global public goods. Contrary to those who proclaim this the Chinese century, we have not entered a post-American world. But the continuation of the American century will not look like it did in the twentieth century. The American share of the world economy will be less than it was in the middle of the last century, and the complexity represented by the rise of other countries as well as the increased role of non-state actors will make it more difficult for anyone to wield influence and organize action. Analysts should stop using clichés about unipolarity and multipolarity. They will have to live with both in different issues at the same time. And they should stop talking and worrying about poorly specified concepts of decline that mix many different types of behavior and lead to mistaken policy conclusions. Leadership is not the same as domination. America will have to listen in order to get others to enlist in what former Secretary of State Hillary Clinton called a multipartner world. It is important to remember that there have always been degrees of leadership and degrees of influence during the American century. The United States never had complete control. As we saw in Chapter 1, even when the United States had preponderant resources, it often failed to get what it wanted. And those who argue that the complexity and turmoil of today’s entropic world is much worse than the past should remember a year like 1956 when the United States was unable to prevent Soviet repression of a revolt in Hungary, French loss of Vietnam, or the Suez invasion by our allies Britain, France, and Israel. One should be wary of viewing the past through rose-tinted glasses. To borrow a comedian’s line, “hegemony ain’t what it used to be, but then it never was.” Now, with slightly less preponderance and a much more complex world, the United States will need to make smart strategic choices both at home and abroad if it wishes to maintain its position. The American century is likely to continue for a number of decades at the very least, but it will look very different from how it did when Henry Luce first articulated it.

Throughout the history of the church, Christians have tended to elevate the importance of one over the other. For the first 1,500 years of the church, singleness was considered the preferred state and the best way to serve Christ. Singles sat at the front of the church. Marrieds were sent to the back.4 Things changed after the Reformation in 1517, when single people were sent to the back and marrieds moved to the front — at least among Protestants.5 Scripture, however, refers to both statuses as weighty, meaningful vocations. We’ll spend more time on each later in the chapter, but here is a brief overview. Marrieds. This refers to a man and woman who form a one-flesh union through a covenantal vow — to God, to one another, and to the larger community — to permanently, freely, faithfully, and fruitfully love one another. Adam and Eve provide the clearest biblical model for this. As a one-flesh couple, they were called by God to take initiative to “be fruitful . . . fill the earth and subdue it” (Genesis 1:28). Singles. Scripture teaches that human beings are created for intimacy and connection with God, themselves, and one another. Marriage is one framework in which we work this out; singleness is another. While singleness may be voluntarily chosen or involuntarily imposed, temporary or long-term, a sudden event or a gradual unfolding, Christian singleness can be understood within two distinct callings: • Vowed celibates. These are individuals who make lifelong vows to remain single and maintain lifelong sexual abstinence as a means of living out their commitment to Christ. They do this freely in response to a God-given gift of grace (Matthew 19:12). Today, we are perhaps most familiar with vowed celibates as nuns and priests in the Roman Catholic or Orthodox Church. These celibates vow to forgo earthly marriage in order to participate more fully in the heavenly reality that is eternal union with Christ.6 • Dedicated celibates. These are singles who have not necessarily made a lifelong vow to remain single, but who choose to remain sexually abstinent for as long as they are single. Their commitment to celibacy is an expression of their commitment to Christ. Many desire to marry or are open to the possibility. They may have not yet met the right person or are postponing marriage to pursue a career or additional education. They may be single because of divorce or the death of a spouse. The apostle Paul acknowledges such dedicated celibates in his first letter to the church at Corinth (1 Corinthians 7). Understanding singleness and marriage as callings or vocations must inform our self-understanding and the outworking of our leadership. Our whole life as a leader is to bear witness to God’s love for the world. But we do so in different ways as marrieds or singles. Married couples bear witness to the depth of Christ’s love. Their vows focus and limit them to loving one person exclusively, permanently, and intimately. Singles — vowed or dedicated — bear witness to the breadth of Christ’s love. Because they are not limited by a vow to one person, they have more freedom and time to express the love of Christ to a broad range of people. Both marrieds and singles point to and reveal Christ’s love, but in different ways. Both need to learn from one another about these different aspects of Christ’s love. This may be a radically new concept for you, but stay with me. God intends this rich theological vision to inform our leadership in ways few of us may have considered. Before exploring the connections between leadership and marriage or singleness, it’s important to understand the way marriage and singleness are commonly understood in standard practice among leaders today.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic.

Notice I have not used the word vulnerable to describe Olson or McRaven. The concept of vulnerability has been made popular by the talented author Brené Brown. This has become a buzzword in corporate training as of late. But telling SEALs or any military operators to be vulnerable is like advising them to expose their back to the enemy. It makes far more sense to me that leaders be authentic—open to being wrong, open to other people’s ideas and perspectives, and courageous in connecting to their heart and connecting at a heart level with their teammates.

Understanding the concept of value, leverages the ability to strategically maximize on the gains from the right resources.

In order to understand the concept of success, first understand the value of time.

This story inspired the concept of servant leadership. The lesson is that a community leader is often the person doing the “menial” tasks, the supportive person. As

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

the concept of work/life balance in my view is dead and unreal.

There soon were storm signals. Nikitchenko and Trainin, in line with the Soviet conception of law as the servant of the political leadership, had a very limited idea of the trial’s purpose. In the Russians’ view, the Nazi organizations had already been condemned as criminal by the Big Three at Yalta, and it was “unthinkable” that the international tribunal—an organ of much less authority—could come to any other conclusion.

Building emotional agility: 1. “Label your thoughts and emotions” My coworker is wrong—he makes me so angry becomes I’m having the thought that my coworker is wrong, and I’m feeling anger. 2. Accept them “The anger was a signal that something important was at stake and that he needed to take productive action. Instead of yelling at people, he could make a clear request of a colleague or move swiftly on a pressing issue. The more Jeffrey accepted his anger and brought his curiosity to it, the more it seemed to support rather than undermine his leadership.” 3. Act on your values “We encourage leaders to focus on the concept of workability: Is your response going to serve you and your organization in the long term as well as the short term? Will it help you steer others in a direction that furthers your collective purpose? Are you taking a step toward being the leader you most want to be and living the life you most want to live?

Toyota’s concept of a good process is one that expects and reveals problems, without blame, not one that is problem-free.

The virtually static trench fronts tied down millions for months on end, creating a new collective consciousness of a separate society, a warrior group partially isolated from the rest of the nation and from normal experiences, bonded by a prolonged camaraderie and a new sense of collective identity, a consciousness made more deep and lasting by common suffering and self-sacrifice. This sense of collective identity and mission would survive the war and help to create a new sense of nationalist identity, mission, and purpose among many veterans. It produced the sense of a perceived new “civilian military class” that would play a special role of militance and leadership in postwar nationalism, and in the political endeavors of the 1920s and 1930s. It made concepts of “blood socialism” and “trenchocracy” valid in the thinking of hundreds of thousands of veterans.

Trust is a multifaceted concept, so what do we mean by it? One academic paper defines trust as “the willingness to accept vulnerability based upon positive expectations about another’s behavior.

In the past, the strongest individual was chosen as the leader or ruler. But the concept of civilization has decided to give the crown to the smartest.

He rejects leadership that is based on Greco-Roman concepts of wisdom, power, and status (1 Cor. 1:18–31). His teachings are the polar opposite of Plato’s argument that the weak should be ruled by the strong, the ignoble by the noble, and the ignorant by the wise. When Paul rejects the status markers of his heritage, privileges, and attainments in Judaism, he rejects the biological essentialism and the social pyramid of the Greco-Roman system as well (Phil. 3:1–11). He therefore rejects all the values on which status and authority in the culture were based.

Whenever I attempt to understand the Pakistani military’s Inter-Services Intelligence and the civilian Intelligence Bureau, whose purpose is to collect crucial information on the security of the state, I am left with biting questions about their true roles in internal and external matters. It is a fact that such countries as India and Pakistan have always suffered from a lack of limits on the role of their intelligence agencies and respect for international law and human rights, including the privacy of individuals within the concept and context of global peace and fundamental freedoms. The ISI, driven by the Pakistan Armed Forces, ignores the supreme constitutional role and rule of a democratic head of state, under which even the Armed Forces themselves fall. This is not only a violation of the constitution but also a rejection of the civilian leadership. This can be interpreted as Pakistan is a country where the servant rules its leader and patron. It is this bitter reality that leads toward the collapse of all systems of society, which the Pakistani nation has faced since the first introduction of martial law by General Ayub Khan in 1958, and such conduct has continued to exist ever since, whether visibly or invisibly. One cannot ignore, avoid, or deny that Pakistan has maintained its physical independence for more than 7 decades. However, its real freedom as conceptualized upon the nation’s creation has been only a dream and abused by its so-called defenders and its power-mongers. Unfortunately, such figures control the ISI and lead it in the wrong direction, beyond the constitutional limits of its power. Consequently, the ISI plays the role of a gang that disrupts the stability of the main political parties and promotes tiny, unpopular parties to gain power for itself. There is thus no doubt that the ISI has failed in its responsibility to support constitutional rule and to secure and defend the state and its people. The failure of the democratic system in the country, directly or indirectly, reflects the harassment practiced by both intelligence agencies without proof or legal process, even interfering with other institutions. The consequences are the collapse of the justice system and the imposition of foreign policies that damage international relationships. The result is a lack of trust in these agencies and their isolation. In a civilized century, it is a tragedy that one dares not express one’s feelings that may abuse God, prophets, or sacred figures. But more than that, one cannot speak a word against the wrongdoing of a handful of army generals or ISI officials. In Pakistan, veteran journalists, top judges, and other key figures draw breath under the spying eyes of the ISI; even higher and minister-level personalities are the victims of such conduct. One has to live in such surroundings. Pakistan needs a major cleanup and reorganization of the present awkward role of the ISI for the sake of international relations, standards, and peace, including the privacy of individuals and respect for the notable figures of society, according to the law.

It’s hard to remember now just how mind-altering the very concept of a Goddess was in an era when there were no women priests, no women rabbis, few women ministers, and scarcely any models of women’s spiritual power and leadership

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.

Once values and a noble cause are set, tribal strategy involves three conversations. The first is “what we want,” or outcomes. The second is “what we have,” or assets. The third is “what we will do,” or behaviors. Many strategies go sideways by having two or even all three conversations at the same time—or skipping one of them completely. It’s imperative that the Tribal Leader keep these three discussions separate. Explorati’s original outcome was “we will have created a playable proof-of-concept demonstration that uses Improvisational Computing by July 2001.

Humanistic mental toughness can be understood as an integrative psychological construct that encompasses both the traditional concept of mental toughness, characterized by resilience, determination, and focus, and the principles of humanistic psychology, emphasizing empathy, self-actualization, and holistic well-being.

As we explore this new model, the concept of gentleness may appear at odds with traditional notions of toughness. But in fact, gentleness is not weakness; it’s a profound strength. Embracing gentleness requires courage, self-awareness, and a willingness to be vulnerable.

A mechanistic rather than a living organism metaphor A high-performing team is a concept that grew out of 20th-century mechanistic linear thinking. High performance was a term used for manufacturing machinery, or cars that could accelerate fast from standstill to 60 mph. It was about achieving greater productivity and efficiency out of a fixed system, so that it creates more, faster and cheaper. High performance is unconcerned about whether what is produced is of beneficial value. It is focused on efficiency rather than creating benefit for all stakeholders. Sub-optimization Some teams I have worked with over the years have been motivated to be the ‘best team on the block’, the standout region in their company.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading a book. Not surprisingly—but mistakenly—it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence.

you understand the purpose of a personal mission statement. It is the picture of where you want to end up—that is, your destination is the values you want to live your life by. Even if you are off course much or most of the time but still hang on to your sense of hope and your vision, you will eventually arrive at your destination. You will arrive at your destination and usually on time. That’s the whole point—we just get back on course. This idea—this principle—of beginning with the end in mind is based upon the concept that all things are created twice: first in the mind, as a thought or intellectual creation; and second in reality as a physical creation. The mental creation, the flight plan, brings forth the hope in the flight. Norman Cousins taught, “The capacity for hope is the most significant fact of life. It gives human beings a sense of destination and the energy to get started.” At the beginning of this process you will find enormous hope and encouragement as well as fun and happiness in developing a mission statement. It’s truly an enjoyable process. It’s also a leadership process. But here’s something to think about carefully.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

The concept of sharing versus proving resonates in leadership. Someone who seeks to be number one in order to “prove” how competent he is fails a fundamental concept of leadership. Focus on what you can do for others rather than for yourself. Besides no one likes a know-it all; that is not something that encourages followership.

Witness: (...) This authoritarian leadership interfered with the personality and the personal feelings of the human being. The moment an individuality is absorbed into the concept of a collective body, every demand which is put to that individuality has to be absorbed into the concept of a collective system. Therefore, the demands of society are placed above every individual human being as an entity, and this entity, the human being, is completely used in the interests of that society.

Every time I try to diagram some organizational phenomena or strategy, the resulting pretty picture generally fails to create any lasting understanding. Much like movies, diagrams are more meaningful when you are there to witness the “making-of” experience or any other “live” means of presentation. We love to be there at the very moment of conception of an idea, but when we’re not, we’re less likely to be excited by the idea (because it doesn’t feel like our own). There is something to be said for sitting right there and watching the drawing unfold — it can make the spoken narrative clearer. At the very end of an intense diagramming session that has revealed every possible magnificent detail, there is always the moment of excitement and reckoning that warrants, “Wait, wait… let me take a photo of this with my mobile phone.” But when you show it to someone else a week or two later, it no longer makes any sense. Watching something being made is a powerful way to understand a concept; trying to decode just the final result, no matter how simple and visually elegant, demands an explanation of how it came to be.

Explaining families and institutions in terms of the nature of their parts, I began to think, was like trying to reduce chemistry to physics. Other forces come into play when one studies “molecules” rather than “atoms,” even though molecules consist of atoms. Relational processes in an institution, I concluded, cannot be reduced to psychodynamic or personality factors in the individuals of which they consist. A different level of inquiry was required than one that tries merely to understand “the minds” or personalities of the individuals involved. What was needed to account for the connection between leader and follower, I was beginning to realize, was an approach that did not separate them into neat categories nor polarize them into opposite forces, nor even see them as completely discrete entities. Rather, what was needed to explain an emotional process orientation to leadership was a concept that was less moored to linear cause-and-effect thinking. It had to be one that conceptualized the connection between leader and follower as reciprocal and as part of larger natural processes, many of which, I came to realize, were intergenerational.

a fan of author Patrick Lencioni, Stevenson borrows from his concept of "company first" in her leadership program..."In every IT transformation, you make major tradeoffs between current and future functionality, and you need to let the company's needs drive your decisions around strategy, investments, and the sequencing of change. It's company first, your organization second, and you as a leader third.

Management and leadership are two different concepts. A simple litmus test for management versus leadership practice is whether a robot could do the job with the appropriate programming. If the answer is yes, I have bad news for you.

Every professional voice coach worth their salt will bring you back to the importance of tone, pace, and pitch. While these concepts were introduced earlier in The Art of Body Language section, we can now elaborate and take a deeper dive into how you can use your voice to improve your communications.

Labels have always represented limitation, conformity, and narrow-mindedness to me since the human personality is multi-faceted and continuously evolving. Perhaps that is why I am so intrigued by the concept and labels of “introvert” and “extrovert.” Neither description accurately defines the state of my social interactions. What about yours?