Crisis Leadership Quotes

A person who is truly cool is a work of art. And remember, original works of art cost exponentially higher than imitations. Just take a look at the the coolest people in history. They will always be a part of history for being extremely original individuals, not imitations.

A Visionaire always takes a step back during a crisis to get out of their own way.

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

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Today's Arab crisis is not one of money, men, morale, land or resources ... The real crisis is rather one of leadership, management and perennial egotism.

There are three stages of a crisis in regards to running a business, unfortunately many leaders do nothing in stage one, and find themselves reacting in stage two when the crisis hits.

In times of crisis, we are better off being led by mentally ill leaders than by mentally normal ones.

The future of America is bound up in the present crisis. If America is to remain a first-class nation, it cannot have a second-class citizenship.

Reform is usually possible only once a sense of crisis takes hold.... In fact, crises are such valuable opportunities that a wise leader often prolongs a sense of emergency on purpose.

it may be said unequivocally that whenever anyone is in extremis (whether it is a marital crisis, an economic crisis, a political crisis, or a health crisis), their chances of survival are far greater when their horizons are formed of projected images from their own imagination rather than being limited by what they can actually see.

Sometimes what not to do is more important than what to do. Sometimes when you are in crisis, when frustration are high or when you are under pressure, what you don't do is more important than what you do. Don't be afraid. ....

The greatest crisis in the world today is a crisis of leadership, and the greatest crisis of leadership is a crisis of character.

What the country faces is not a crisis of leadership but a crisis of followership.

The key to overcome crisis is patience, courage, self-discipline, adaptation and alertness.

The advantage of a permanent emergency for the executive is that even trivial things can routinely be accomplished by the crisis presidency. If everything is an emergency, all power is emergency power.

Exasperation over our struggle in Vietnam should not close our eyes to the fact that we could have other missile crises in the future—different kinds, no doubt, and under different circumstances. But if we are to be successful then, if we are going to preserve our own national security, we will need friends, we will need supporters, we will need countries that believe and respect us and will follow our leadership.

What you see as a crisis, God sees as an opportunity for growth. What you see as humiliating, He sees as an occasion for the development of humble leadership. It is all in how you see it. What is your perspective?

Reputation is an outcome; but it is also a valuable, strategic asset.

For individuals and organizations alike, a reputation is far easier to destroy than it is to build.

Address the solvable first, instructs the father by way of teaching his son crisis management. That way, he counsels, there is less distraction to tackle more daunting issues.

Because discipline is misunderstood or not as valued as it has been, the United States—and some might argue the world—is experiencing a cultural leadership crisis.

Crisis creates corrections, adjustments, and self-evaluation.

Every crisis demands self-discipline, patience, early adaptation and adjustment to the changing situation.

Fearful leaders side-step issues instead of dealing with them, cover up mistakes instead of owning up to mistakes; they skulk back into the shadows and hope that the crisis—whatever it is—will somehow blow over instead of facing their fears. Worse, they resort to lies and deception to cover up the truth.

Stalin’s policies that autumn led inexorably to famine all across the grain-growing regions of the USSR. But in November and December 1932 he twisted the knife further in Ukraine, deliberately creating a deeper crisis. Step by step, using bureaucratic language and dull legal terminology, the Soviet leadership, aided by their cowed Ukrainian counterparts, launched a famine within the famine, a disaster specifically targeted at Ukraine and Ukrainians.

The path to the ethnic democratization of American society is through its culture, that is to say through its cultural apparatus, which comprises the eyes, the ears, and the "mind" of capitalism and is twentieth-century voice to the world. Thus to democratize the cultural apparatus is tantamount to revolutionizing American society itself into the living realization of its professed ideas. Seeing the problem in another way, to revolutionize the cultural apparatus is to deal fundamentally with the unsolved American question of nationality--Which group speaks for America and for the glorification of which ethnic image? Either all group images speak for themselves and for the nation, or American nationality will never be determined.

Our elders have failed us, they have not provided leadership, they have not provided counsel, they have been silent and compliant in the face of power. They have said nothing on fracking, climate collapse, the extinction crisis and done even less. The old have, for the most part, betrayed the young. This is as true of witchcraft as it is of our wider culture. It is therefore down to us as individuals to take our lead from the only source of initiation, living spirit, and through it embody the new witchcraft. We must become a witchcraft with a renewed sense of meaning and purpose, of responsibility to the land which is in crisis, or we are nothing more than consumers of the earth which will all too soon eat of us. Those who do not feel the imperative to act on this information demonstrate that they are not orientated, that is, they have no connection to the land and its denizens. Their magic is little more than a cerebral construct, and without being embodied is meaningless.

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

In America, the materio-economic conditions relate to a societal, multi-group existence in a way never before know in world history. American Negro nationalism can never create its own values, find its revolutionary significance, define its political and economic goals, until Negro intellectuals take up the cudgels against the cultural imperialism practiced in all of its manifold ramifications on the Negro within American culture. But this kind of revolution would have to be predicated on the recognition that the cultural and artistic originality of the American nation is founded, historically, on the ingredients of a black aesthetic and artistic base.

For Feric Jaggar is essentially a monster: a narcissistic psychopath with paranoid obsessions. His total self-assurance and certainty is based on a total lack of introspective self-knowledge. In a sense, such a human being would be all surface and no interior. He would be able to manipulate the surface of social reality by projecting his own pathologies upon it, but he would never be able to share in the inner communion of interpersonal relationships. Such a creature could give a nation the iron leadership and sense of certainty to face a mortal crisis, but at what cost? Led by the likes of a Feric Jaggar, we might gain the world at the cost of our souls. No,

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.

We have a crisis of leadership in America because our overwhelming power and wealth, earned under earlier generations of leaders, made us complacent, and for too long we have been training leaders who only know how to keep the routine going. Who can answer questions, but don’t know how to ask them. Who can fulfill goals, but don’t know how to set them. Who think about how to get things done, but not whether they’re worth doing in the first place. What we have now are the greatest technocrats the world has ever seen, people who have been trained to be incredibly good at one specific thing, but who have no interest in anything beyond their area of exper­tise. What we don’t have are leaders. What we don’t have, in other words, are thinkers. People who can think for themselves. People who can formulate a new direction: for the country, for a corporation or a college, for the Army—a new way of doing things, a new way of looking at things. People, in other words, with vision.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

It was only with the crisis that debt soared. Yet many Europeans in key positions - especially politicians and officials in Germany, but also the leadership of the European Central Bank and opinion leaders throughout the world of finance and banking - are deeply committed to the Big Delusion, and no amount of contrary evidence will shake them. As a result, the problem of dealing with the crisis is often couched in moral terms: nations are in trouble because they have sinned, and they must redeem themselves through suffering. And that's a very bad way to approach the actual problems Europe faces.

It is truth, in the old saying, that is 'the daughter of time,' and the lapse of half a century has not left us many of our illusions. Churchill tried and failed to preserve one empire. He failed to preserve his own empire, but succeeded in aggrandizing two much larger ones. He seems to have used crisis after crisis as an excuse to extend his own power. His petulant refusal to relinquish the leadership was the despair of postwar British Conservatives; in my opinion this refusal had to do with his yearning to accomplish something that 'history' had so far denied him—the winning of a democratic election.

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.

When things go bad, that is the time for a leader to be aggressive, to move to where the problem is and address the crisis head-on.

Every question missed is a potential crisis waiting to happen.

Crisis is a good revealer of great leadership

The greatest crisis in America today is a crisis of leadership. And the greatest peril of leadership is a crisis of character.

Every crisis is a wisdom crisis. If you have no peace around you then you lack wisdom.

Leadership crisis erupt when people who have not learnt how to obey instructions are given the privilege to give commands. Leaders are experienced servants.

John’s standard maneuver to ask someone to help him, especially in a moment of crisis,

averaged over many cases, leadership does tend to affect economic growth.

Leadership is turning crisis into opportunity, darkness into light, and hatred into love.

leadership depended far more on earning the respect of your subordinates than on bossing them around;

Four key elements of some mental illnesses—mania and depression—appear to promote crisis leadership: realism, resilience, empathy, and creativity. These aren’t just loosely defined character traits; they have specific psychiatric meanings, and have been extensively studied scientifically. I use these terms in their scientific, not their commonsense, meanings.

Wise leaders know that serving the best interests of all will lead to a healthy and prosperous society. That's why they work to bring people together, not tear them apart, to serve the common good.

Simply thinking creatively is not the same as being innovative, and only those who risk breaking out of their comfort zone by putting thought into action will discover the profusion of opportunity that exists.

The immediate reactions of the two superpower leaders when confronted with the gravest international crisis of their careers were much the same, shock, wounded pride, grim determination, and barely repressed fear.

The Flint water crisis illustrates how the challenges in America's shrinking cities are not a crisis of local leadership - or, at least, not solely that - but a crisis of systems. Paternalism, even if it is well meaning, cannot transcend the political, economic, and social obstacles that relegate places such as Flint to the bottom. The chronic underfunding of American cities imperils the health of citizens. It also stunts their ability to become full participants in a democratic society, and it shatters their trust in the public realm. Communities that are poor and communities of color - and especially those that are both - are hurt worst of all.

In times of crisis, you get a public reaction that is incoherence on stilts. On the one hand, most people know that the government is not in the oil business. They don't want it in the oil business. They know there is nothing a man in Washington can do to plug a hole a mile down in the gulf. On the other hand, they demand that the president 'take control.' They demand that he hold press conferences, show leadership, announce that the buck stops here and do something. They want him to emote and perform the proper theatrical gestures so they can see their emotions enacted on the public stage. They want to hold him responsible for things they know he doesn't control. Their reaction is a mixture of disgust, anger, longing and need. It may not make sense. But it doesn't make sense that the country wants spending cuts and doesn't want cuts, wants change and doesn't want change.

Leadership—in both the Service and the administration—often conveyed the message that bad behavior was truly bad only if it made headlines. I called it the Caesar mentality: Do as I say, not as I do, or off with your head.

I can’t help but wonder why leaders are so often hesitant to lead. I guess it takes a lot of conviction and trusting your gut to get ahead of your peers, your staff and your employees while they are still squabbling about which path to take, and set an unhesitating, unequivocal course whose rightness or wrongness will not be known for years. Such a decision really tests the mettle of the leader. By contrast, it doesn’t take much self-confidence to downsize a company—after all, how can you go wrong by shuttering factories and laying people off if the benefits of such actions are going to show up in tomorrow’s bottom line and will be applauded by the financial community?

As a religious leader, Jesus was an ardent advocate of nonviolence. He scrupulously avoided involvement in either military or political leadership, which historically had been associated with organized violence for win-lose gain. Six

There are two things a leader can do: he can either contaminate his environment (and his people) with his attitude and actions, or he can inspire confidence. A leader must be visible to the people he leads. He must be self-confident and always maintain a positive attitude. If a leader thinks he might lose in whatever crisis or situation; then he has already lost. He must exhibit a determination to prevail no matter what the odds or how difficult the situation. He must have and display the will to prevail by his actions, his words, his tone of voice, his appearance, his demeanor, his countenance, and the look in his eyes. He must never give off any hint or evidence that he is uncertain about a positive outcome.

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.

It becomes nearly impossible for the healthier members of a system or its leadership to see the bigger issue and tackle systemic issues because the focus is brought back to the latest crisis and the feverish emotional responses that are swamping the network.

There were at least three major contributing factors to this alienation: the relative political autonomy of provincial and city chiefs, the hubris China experienced after the 2008–2009 global financial crisis, and the relatively weak central leadership in the 2000s.

Reflection, Resilience and Resourcefulness are three dormant strengths that are inherent in all of us. There's a beautiful interplay between these three qualities. Each one complements the other.They are key to not just surviving a crisis, they help you thrive in one.

Europe must stop pretending that the stabilization of the Muslim world is somebody else’s problem. More than “soft power” is required to restore order to the countries from which so many immigrants are coming. EU member states must be willing to engage in leadership and, if necessary, to intervene militarily to restore order in international conflict areas rather than continuing to depend on the United States to deal with each crisis. As it stands, European defense budgets are unjustifiably low considering the rapidly escalating violence of the regions to the south and east of the Mediterranean.

The capacity is there, the crisis is the catalyst. But is crisis the only catalyst? And how long are we able to sustain extraordinary levels of performance? Some of this potential can be accessed by coaching, and performance can be sustainable, perhaps not at superhuman levels but certainly at levels far higher than we generally accept.

So I can only conclude that American democracy inherently does not want good leadership. We always passed over the very great men we had like Daniel Webster, John Calhoun, Henry Clay, John Fremont, and the people after the Civil War like Carl Shurz. We pass them up because we don’t want first-class men in that position, we want somebody who is a stupid bum like us. We’re afraid of good leadership until a time of crisis,

Many argue that individual action doesn't matter in an issue as global and enormous as the climate crisis. They are wrong. Individual actions matter, but perhaps not in the way you think. You alone will not solve the climate crisis. Neither will I. But if you intentionally live a more sustainable life and connect with your community about your practice of One Green Thing, you can build momentum for culture change to shift policy.

And when it comes to the dangers of political autocracy and the rise of authoritarian behavior, people in the faith community must be among the first to raise the challenge. Our “Reclaiming Jesus” declaration concludes its proposition on our commitment to “Christ’s way of leadership” with this commitment: “We believe authoritarian political leadership is a theological danger threatening democracy and the common good—and we will resist it.

Without ever saying so, many intelligent people think, “Who am I to challenge authority and question whether our social leaders know what they are doing, where they are going, and how to get there?” Thus, a vital message must be dramatized to gain the attention of decent people. To follow the leader by default without verifying the equity, utility, and morality of the leadership through observational analysis is to bury our heads in the sand and to risk human extinction.

In May 1959 Kennedy gave another major foreign policy speech, this time on India and China. Galbraith had helped draft it before leaving on his second visit to India. Kennedy began by saying that “no struggle in the world today deserves more of our time and attention than that which now grips the attention of all Asia. That is the struggle between India and China for leadership of the East, for the respect of all Asia, for the opportunity to demonstrate which way of life is the better.”13

When a gale strikes, a leader’s place is not belowdecks, but at the helm. He should strive to maintain a measure of detachment, both from the emotion of others around him and from the crisis itself, observing it clinically, dispassionately. And he must focus his thinking strictly on the decisions he needs to make, rather than on the consequences that might follow if his decisions are wrong. This detachment and focus will afford him as much isolation as circumstances allow, and they will make him resistant to the emotional tumult around him. From there, the leader must draw upon his inner strength.

this is a book expected to remain in print for many decades. I state that obvious fact just to explain why you might otherwise be astonished to find nothing whatsoever in this book about the specific policies of the current Trump administration in the U.S., nor about President Trump’s leadership, nor about the current Brexit negotiations in Britain. Anything that I could write today about those fast-moving issues would become embarrassingly superseded by the time that this book is published, and would be useless a few decades from now. Readers interested in President Trump, his policies, and Brexit will find abundant published discussions elsewhere.

Increasingly economic historians can draw analogies between the development of the present crisis and the period between the two world wars, as well as the crisis of a century ago, which was associated with the so-called great depression of 1873-1895. The latter crisis resulted in the rise of monopoly capitalism and imperialism, but also the end of Pax Britannica, as Britain began its decline from world leadership in the face of challenges from Germany and the United States. The present world crisis seems to be spelling the beginning of the end of Pax Americana and may hold untold other major readjustments in the international division of labor and world power in store for the future.

Obama occasionally pointed out that the post–Cold War moment was always going to be transitory. The rest of the world will accede to American leadership, but not dominance. I remember a snippet from a column around 9/11: America bestrides the world like a colossus. Did we? It was a story we told ourselves. Shock and awe. Regime change. Freedom on the march. A trillion dollars later, we couldn’t keep the electricity running in Baghdad. The Iraq War disturbed other countries—including U.S. allies—in its illogic and destruction, and accelerated a realignment of power and influence that was further advanced by the global financial crisis. By the time Obama took office, a global correction had already taken place. Russia was resisting American influence. China was throwing its weight around. Europeans were untangling a crisis in the Eurozone. Obama didn’t want to disengage from the world; he wanted to engage more. By limiting our military involvement in the Middle East, we’d be in a better position to husband our own resources and assert ourselves in more places, on more issues. To rebuild our economy at home. To help shape the future of the Asia Pacific and manage China’s rise. To open up places like Cuba and expand American influence in Africa and Latin America. To mobilize the world to deal with truly existential threats such as climate change, which is almost never discussed in debates about American national security.

When, then, the Social Democrat worker found himself in the economic crisis which degraded him to the status of a coolie, the development of his revolutionary sentiments was severely retarded by the conservative structuralization that had been taking shape in him for decades. Either he remained in the camp of the Social Democrats, notwithstanding his criticism and rejection of their policies, or he went over to the NSDAP [Nazi party] in search of a better replacement. Irresolute and indecisive, owing to the deep contradiction between revolutionary and conservative sentiments, disappointed by his own leadership, he followed the line of least resistance. Whether he would give up his conservative tendencies and arrive at a complete consciousness of his actual responsibility in the production process, i.e., at a revolutionary consciousness, depended solely on the correct or incorrect leadership of the revolutionary party. Thus the communist assertion that it was the Social Democrat policies that put fascism in the saddle was correct from a psychological viewpoint. Disappointment in Social Democracy, accompanied by the contradiction between wretchedness and conservative thinking, must lead to fascism if there are no revolutionary organizations. For example, following the fiasco of the Labor party's policies in England, in 1930–31, fascism began to infiltrate the workers who, then, in the election of 1931, cut away to the Right, instead of going over to communism.

Leadership begins with the courage to believe in a better future and the commitment to make it happen." "A leader inspires not by words alone, but by living the values they wish to see in others." "True leaders don’t just create followers; they cultivate more leaders." "Effective leadership is about creating an environment where people feel safe to express themselves and innovate." "Leadership is not a title but a series of actions rooted in accountability and trust." "A great leader balances strength with humility, authority with empathy." "Leaders see beyond obstacles; they envision possibilities and guide others towards them." "Leadership is knowing when to take the lead and when to step back, allowing others to shine." "In moments of crisis, true leaders rise with resilience, guiding their teams through uncertainty." "The essence of leadership is empowering others to discover their own potential and purpose.

Why Westerners are so obsessed with "saving" Africa, and why this obsession so often goes awry? Western countries should understand that Africa’s development chances and social possibilities remain heavily hindered due to its overall mediocre governance. Africa rising is still possible -- but first Africans need to understand that the power lies not just with the government, but the people. I do believe, that young Africans have the will to "CHANGE" Africa. They must engage their government in a positive manner on issues that matters -- I also realize that too many of the continent’s people are subject to the kinds of governments that favor ruling elites rather than ordinary villagers and townspeople. These kind of behavior trickles down growth. In Zimbabwe Robert Mugabe is the problem. In South Africa the Apartheid did some damage. The country still wrestles with significant racial issues that sometimes leads to the murder of its citizens. In Ethiopia, Somalia and Kenya the world’s worst food crisis is being felt. In Libya the West sends a mixed messages that make the future for Libyans uncertain. In Nigeria oil is the biggest curse. In Liberia corruption had make it very hard for the country to even develop. Westerners should understand that their funding cannot fix the problems in Africa. African problems can be fixed by Africans. Charity gives but does not really transform. Transformation should come from the root, "African leadership." We have a PHD, Bachelors and even Master degree holders but still can't transform knowledge. Knowledge in any society should be the power of transformation. Africa does not need a savior and western funds, what Africa needs is a drive towards ownership of one's destiny. By creating a positive structural system that works for the majority. There should be needs in dealing with corruption, leadership and accountability.

The disaster was the first major crisis to occur under the fledgling leadership of the USSR’s most recent General Secretary, Mikhail Gorbachev. He chose not to address the public for three weeks after the accident, presumably to allow his experts time to gain a proper grasp of the situation. On May 14th, in addition to expressing his anger at Western Chernobyl propaganda, he announced to the world that all information relating to the incident would be made available, and that an unprecedented conference would be held with the International Atomic Energy Agency (IAEA) in August at Vienna. Decades of information control proved difficult to cast off in such a short time, however, and while the report was made available in the West, it was classified in the Soviet Union. This meant those most affected by the disaster knew less than everyone else. In addition, although the Soviet delegation’s report was highly detailed and accurate in most regards, it was also misleading. It had been written in line with the official cause of the accident - that the operators were responsible - and, as such, it deliberately obfuscated vital details about the reactor.

If anything, it made his appointment all the more exquisite. In the fading light, Inspector Thompson saw tears begin to slip down Churchill’s cheeks. Thompson, too, found himself near tears. — LATE THAT NIGHT CHURCHILL lay in bed, alive with a thrilling sense of challenge and opportunity. “In my long political experience,” he wrote, “I had held most of the great offices of State, but I readily admit that the post which had now fallen to me was the one I liked the best.” Coveting power for power’s sake was a “base” pursuit, he wrote, adding, “But power in a national crisis, when a man believes he knows what orders should be given, is a blessing.” He felt great relief. “At last I had the authority to give directions over the whole scene. I felt as if I were walking with destiny, and that all my past life had been but a preparation for this hour and for this trial….Although impatient for the morning I slept soundly and had no need for cheering dreams. Facts are better than dreams.” Despite the doubts he had expressed to Inspector Thompson, Churchill brought to No. 10 Downing Street a naked confidence that under his leadership Britain would win the war, even though any objective appraisal would have said he did not have a chance. Churchill

The difference between a dictator and a true leader, is in intention. Given enough resources anybody can manipulate the minds of the masses and become their chosen authority, for the masses rarely look past the veil of the candidate's charm. And this is more evident today than ever, as a psychologically unfit misogynistic bully has swayed his way into the oval office with nothing but charm and charisma. So, basically we live in a society where a bully can become the authority of a great nation, the history of which is filled with true leaders who were the forerunners of humanitarian glory and real progress - these leaders were not simply the leaders of a country, or a party, but they were and still remain in the heart of the civilized humans as the leaders of humanity. They were the torch-bearers of egalitarianism and their light spread across the globe and touched countless lives with the warmth of humaneness. They lived among the masses but they didn't let the prejudices of the masses become their own, let alone infect the masses with more prejudices, unlike today's so-called leadership in America. They made America truly a great nation, by turning it into a symbol of liberty and acceptance, and today that very greatness is at stake, as the primitive evils of prejudices and discriminations have once again begun to creep into its backbone, through the words and actions of its very so-called leader. This is not a threat to democracy, for democracy itself at our current evolutionary stage, is a threat to our progress, rather it is a threat to the heritage of every single act of kindness, reasoning and acceptance ever committed in the history of humanity. The masses are existentially allowed to talk nonsense and advocate prejudices, but when an authority of the masses begins to talk nonsense and advocate prejudice and bigotry, it is an existential crisis for not just those masses but all humans around the world, with implications of catastrophic proportions. A leader is to take away prejudices from the psychological edifice of a country - a leader is to uplift a country, that is, a people, while warming their minds with the gentle flames of love, acceptance and reasoning. In fact, that's the only kind of true leadership there is, rest are just uncivilized tribalism that brings along more and more conflicts in the heart of the people within a country as well as outside of it.

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

He intuitively understood, as we must today, that leaders need to construct a reinforced base to support all that they are going to do. What are the most important pillars of your thinking about a vital issue? Why are you invested in this particular problem? What do you hope to achieve as you delve into it, and what is your best guess about how you will do this? The answers to these questions are vital not only to your actions going forward, but also to how you sustain your commitment when you run into obstacles and setbacks.

If there is no struggle there is no progress. Those who profess to favor freedom and yet deprecate agitation, are men who want crops without plowing up the ground, they want rain without thunder and lightning. They want the ocean without the awful roar of its many waters.

This is an essential lesson for anyone who yearns to lead. The temptation, especially in times of discouragement and failure, is to leap into the first opportunity that comes our way, to do something—anything—that may advance our mission. But this is not, as Douglass realized, right action for leaders. Right action requires taking a long pause and considering how one can do the most good. This always entails putting one’s gifts and experience to their best use.

The second lesson that Bonhoeffer took away from his time in America was the power of empathy. Through his experience in the black community, he discovered a world and a set of perspectives very different from his own. The more he learned about African-Americans, the more he understood what it meant to live on the margins of society. Bonhoeffer nourished this empathy, using it to try to understand the suffering of others—including victims of Nazi brutality. In late 1942, Bonhoeffer would define this empathy as “the view from below,” the ability to see “the great events of world history … from the perspective of the outcast, the suspects, the maltreated, the powerless, the oppressed, the reviled—in short, from the perspective of those who suffer.

Focus and discipline are essential tools for leaders in our own time. Attention spans are shrinking; many of us have trouble concentrating, listening well, and reflecting. Some of this difficulty is a result of nonstop connection to information and other people, and some is a function of trying to do several things at once.

Like Bonhoeffer, leaders today must nurture a strong sense of self-discipline to direct their attention and energy toward what really matters.

One of the problems with democracy is that there are historical moments when it is difficult to reconcile necessity and popularity.

Every leader will come face-to-face with his or her darkest doubts. In these moments, the way forward is to move directly into one’s fear—to do the thing, address the person, or seek out the information that seems so terrifying. When such a moment has passed—as it did for Frederick when the fight with Covey ended—a leader realizes not only that he or she is still standing, but also that beneath (or beyond) the fear is a more resilient, more courageous self that is waiting to be claimed.

There was a lot of systematic theology in this lecture, as well as dogmatics and symbolics; but they served as occasions for dealing with the main question. And this was: what has God done? Where is he? How does he need us, and what does he expect from us?

The first was the significance of assessing one’s work in terms of its tangible consequences. He’d arrived in the United States an accomplished intellectual; he returned home concerned with what his theology and faith meant in the real world. As Germany’s situation grew darker in the mid-1930s, this interest deepened. Bonhoeffer came to see his work—as minister, activist, and eventually political resister—in relation to its tangible impact. What lessons did Christianity offer to a nation controlled by the Third Reich? How was a follower of Christ to advance righteousness in the face of Nazi atrocities? The genesis of these questions dated directly to his year in New York.

My friends—No one, not in my situation, can appreciate my feeling of sadness at this parting. To this place, and the kindness of these people, I owe every thing. Here I have lived a quarter of a century, and have passed from a young to an old man. Here my children have been born, and one is buried. I now leave, not knowing when, or whether ever, I may return, with a task before me greater than that which rested upon Washington. Without the assistance of that Divine Being, who ever attended him, I cannot succeed. With that assistance I cannot fail. Trusting in Him, who can go with me, and remain with you and be every where for good, let us confidently hope that all will yet be well. To His care commending you, as I hope in your prayers you will commend me, I bid you an affectionate farewell.

The peace of God is possible no matter the pressures around us. Peace has to do with our mindsets, not with outside circumstances.

One of the assignments of leaders is to always HELP PEOPLE SET THEIR MINDS RIGHT.

Our nation and the world are faced with a great crisis. This is a time for each and every one of us to commit ourselves to the highest level of personal and civic service and sacrifice. To win the war against the Coronavirus, we must exhibit the highest level of self-leadership possible. This current crisis requires from each of us new faith in Divinity and humanity, and it requires a new patriotism grounded in self-discipline, compassion, and undying respect for our own life and the lives of others. By honoring this pledge, together we can return stability to our lives and the world.

Lincoln had read the Bible all his life, but he had never attended church regularly or talked publicly about sustaining any kind of spiritual faith.

His was not a story of superhuman heroism. Lincoln’s journey was one of learning by doing, ongoing commitment to bettering himself, keen intelligence harnessed to equally acute emotional awareness, and the moral seriousness into which he grew as he attained immense power. It was also an all-too-human path marked by setbacks, derailments, and disappointments.

Warren’s actions on Little Round Top on July 2 demonstrated clearly how a senior leader in the heat of crisis should recognize a threat, assess its danger, form a workable plan, and follow it through to execution. A century later, his decision making on July 2 became a standard example of sound command initiative used in U.S. Army leadership manuals.

But Lincoln was never motivated primarily by money. Measured against his father’s livelihood, the son made a good living. Lincoln was also consistently careful about his reputation. He may have wanted to avoid any hint of impropriety associated with charging high prices—either to poor clients who couldn’t afford them or to wealthier ones to whom he might feel beholden. Lincoln might also have wanted people to remember him as a lawyer who underpromised and overdelivered. This strategy was good for building a legal practice. It was also useful for one interested in electoral politics. In the 1860 presidential election, for example, Lincoln’s small fees would be held up as evidence of his good character.

Leaders trying to accomplish a worthy mission have to cultivate the ability to identify the one, two, or three essential issues facing them at a given moment. It is never five or ten. It is always one or two—maybe three—issues that really matter. Having indentified these, leaders must let the remaining concerns go, either by giving themselves permission to turn their attention away from all that is not central to their purpose or by handing peripheral issues to others, including an adversary. Being able to do this—to concentrate on the most important issues while relinquishing the rest—depends on a leader’s willingness to recognize two things: first, he or she cannot do it all, and second, by saying no to that which is not mission critical, one is actually saying yes to that which is.

In the midst of a crisis, every leader has to shoulder the two sets of burdens that Lincoln did. He or she has to manage the turbulence itself—fight the war, turn the company around, or save the teenager who has turned to drugs. At the same time, he or she has to define what the crisis means and why it is worth navigating, solving, or reversing—first for him- or herself, and then for all the other people involved.

Both secretaries thought Lincoln should curtail the time he spent seeing individual citizens, but he continued to hold office hours throughout his presidency. Labeling the visits “public opinion baths,” Lincoln viewed them as an important means to gauge popular sentiment about the war and his policies.

First, as noted by Viscount Wolseley, Lee “knew what he wanted.” Second, he had a thorough knowledge of his business—he “knew what an army should be.” Third, it was Lee’s particular talent, especially in this time of crisis, that he was “quick in decision,