Cultivation Leadership Quotes

Now, more than ever, the world needs transformational leaders not to cultivate change for its own sake, but to lead through the inevitable evolutions in business and human society.

At its core, ethical governance is about doing the right thing, even when it's difficult or costly. It's about prioritizing values like honesty, fairness, transparency, and accountability in all business dealings.

Visionary decision-making happens at the intersection of intuition and logic.

In an era where businesses operate under the watchful eye of a globally connected and informed public, the ethical imperative has transcended mere compliance and become a critical determinant of long-term success.

Trust is the bedrock of any healthy relationship, including those between a company and its stakeholders. Trust is what keeps our economy going because without trust, people don’t transact.

Do not expose yourself too much with the negative messages of the news media. Keep yourself informed but don't cultivate fear psychology.

Leaders who prioritize justice create a more equitable and inclusive workplace, where everyone is treated with dignity and respect.

Justice, in the context of business ethics, involves upholding fairness, equity, and impartiality in all business dealings.

By examining the practical application of biblical principles in the boardroom, we aim to demonstrate how faith can inspire ethical leadership, guide responsible decision-making, and contribute to a more just and equitable business environment.

The Bible, with its rich tapestry of narratives and teachings, offers profound insights into the nature of leadership and stewardship, providing timeless principles that resonate with leaders in all spheres of life, including the business world.

Our sense of humor is a gift from God that should be controlled as well as cultivated. Clean, wholesome humor will relax tension and relieve difficult situations. Leaders can use it to displace tension with a sense of normal.

Profit enables businesses to innovate and develop sustainable solutions, such as environmentally friendly technologies, socially responsible products, and ethical supply chains.

A high-performing and ethical boardroom doesn't happen by accident; it requires careful cultivation and a thoughtful approach to board composition and dynamics.

A good manager is always looking to cultivate talent in people, and a good manager is always looking to find employees doing something right so they can give compliments and encourage the team to keep doing the good things they're doing.

Profit serves as a metric of efficiency and effectiveness, indicating that a company is utilizing its resources responsibly and creating value for all its stakeholders while minimizing its negative impact.

There’s a big difference between teaching and instructing. Telling kids what to do and giving them assignments is not teaching, that’s instructing. On the contrary, teaching includes helping students to cultivate talents, foster understanding, and develop skills. Anyone can instruct, but teaching is a gift.

Compassion does not need any special preparation, place or time. You can start it anywhere and anytime. Try it at home, work, school —or anywhere! The more you cultivate compassion the more will be your fulfillment, resilience, patience, grit, endurance and equanimity.

By identifying and attracting individuals with diverse skills, expertise, and perspectives, organizations can build a board that is well-equipped to navigate challenges, seize opportunities, and promote ethical conduct.

Activate your success chakras within the fabric of 114 chakras. Cultivate your success experiences, get in sync with the cosmos, and join the dance of infinite possibilities.

You care deeply about big important things. You also care deeply about small important things. Keep caring.

Leaders should create a safe and inclusive space where individuals feel respected, valued, and empowered to share their ideas and perspectives.

Director recruitment and selection is a critical process in shaping the composition and effectiveness of a board, laying the foundation for ethical governance and responsible leadership.

Courage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.

Director recruitment and selection is not merely about filling vacancies; it's about building a high-performing and ethical board that can provide effective oversight, guide strategic decision-making, and contribute to the long-term success of the organization.

Humility is an essential component of servant leadership. Servant leaders recognize that they are not infallible and that they have much to learn from others. They are open to feedback, willing to admit their mistakes, and quick to give credit to others. This humility creates a culture of psychological safety, where individuals feel comfortable sharing ideas, expressing concerns, and taking risks without fear of judgment or reprisal.

Leaders are farmers; they cultivate human beings by adding values to them till they are fully grown as successful people for harvesting.

Managers and leaders should develop talent like cultivating a garden, nurturing growth and potential.

Profit, when pursued ethically, enables a company to attract and retain talent, fostering a culture of integrity and accountability.

Leaders should prioritize ethical conduct and set a positive example for their teams.

Now, more than ever, the world needs transformational leaders — not to cultivate change for it’s own sake, but to lead through the inevitable evolutions in business and human society.

Once a man and woman have married, the only thing they should receive from their parents is advice and counsel, and then only when they ask for it. Parents should not offer opinions or advice without being asked. To do so undermines the development of the leadership and self-determination of the couple. When they married, the leadership and decision-making responsibilities transferred from their former homes to the new home they are building together. All leadership now devolves on them. They are responsible for making their own decisions. Part of cultivating companionship is learning how to exercise these responsibilities effectively together.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

When a desire is deep, it reaches the subconscious mind and calls for cultivation of qualities that will help fulfill desires, and this is what transforms an ordinary person into a great leader.

The second essential incarnational habit we hope to cultivate is simply listening. Listening is watching and sensitively responding to the unspoken and spoken needs of Sojourners in ways that demonstrate sincere interest.

It is no longer just engineers who dominate our technology leadership, because it is no longer the case that computers are so mysterious that only engineers can understand what they are capable of. There is an industry-wide shift toward more "product thinking" in leadership--leaders who understand the social and cultural contexts in which our technologies are deployed. Products must appeal to human beings, and a rigorously cultivated humanistic sensibility is a valued asset for this challenge. That is perhaps why a technology leader of the highest status--Steve Jobs--recently credited an appreciation for the liberal arts as key to his company's tremendous success with their various i-gadgets.

IFS recognizes that the cultivation of mindful self-leadership is the foundation for healing from trauma.

People will buy from you consistently for two reasons – because you have cultivated a relationship and because you have gotten them results.

Don't wait to be famous to plant positive seeds in the society. Start with the resources that you have today to cultivate positivity in your environment.

Profit provides the financial foundation for businesses to invest in CSR initiatives, such as sustainable practices, employee well-being programs, and community development projects.

We as leaders are responsible for changes in our workplace, communities and homes beyond ourselves. We shouldn't just look at the bigger picture, as leaders we should also CREATE the bigger picture.

The only service to be done for our downtrodden sisters and brother, is to give them education to develop their individuality. We must give them ideas, alongside cultivating their living conditions.

You win by cultivating the right culture, leadership, expectations, beliefs, mindset, relationships, and habits before you even play the game. You win in the locker room first. Then, you win on the field.

In order to cultivate a set of leaders with legitimacy in the eyes of the citizenry, it is necessary that the path to leadership be visibly open to talented and qualified individuals of every race and ethnicity,

When it comes to transformation or deformation, organizational cultures are rarely neutral. For the most part cultural norms will support and catalyze or work against the process of spiritual transformation. Cultivating a culture

Wholeness can also be described as soulfulness, a life that’s centered, passionately engaged, open, creative, connected, and propelled by a sense of mission. It is this kind of wholeness that leaders need to cultivate in themselves and in those under their leadership.

Only a visionary leadership that can motivate "the better angels of our nature," as Lincoln said, and activate possibilities for a freer, more efficient, and stable America -- only that leadership deserves cultivation and support. / This new leadership must be grounded in grassroots organizing that highlights democratic accountability. Whoever our leaders will be as we approach the twenty-first century, their challenge will be to help Americans determine whether a genuine multiracial democracy can be created and sustained in an era of global economy and a moment of xenophobic frenzy.

Leaders make themselves and others comfortable in a changing world. They eagerly explore new ideas, approaches, and cultures rather than shrink defensively from what lurks around life's next corner. Anchored by nonnegotiable principles and values, they cultivate the "indifference" that allows them to adapt confidently.

As Jay Griffiths observes in her book Wild, René Descartes and the rationalists of the late-seventeenth and eighteenth centuries cultivated “a hatred of ‘enthusiasm,’ for its emotional, wild surges of knowing were too natural, too bodily, too animal. Rationalism demanded superiority to, and separation from, nature and nature’s ways of knowing.

The art of communication, Lincoln advised newcomers to the bar, “is the lawyer’s avenue to the public.” Yet, Lincoln warned, the lawyer must not rely on rhetorical glibness or persuasiveness alone. What is well-spoken must be yoked to what is well-thought. And such thought is the product of great labor, “the drudgery of the law.” Without that labor, without that drudgery, the most eloquent words lack gravity and power. Even “extemporaneous speaking should be practiced and cultivated.” Indeed, “the leading rule for the lawyer, as for the man of every other calling, is diligence. Leave nothing for tomorrow that can be done to-day.” The key to success, he insisted, is “work, work, work.

We want people to share our commitment to purpose and mission, not to comply because they’re afraid not to. That’s exhausting and unsustainable for everyone. Leaders who work from compliance constantly feel disappointed and resentful, and their teams feel scrutinized. Compliance leadership also kills trust, and, ironically, it can increase people’s tendency to test what they can get away with. We want people to police themselves and to deliver above and beyond expectations. Painting done and using a TASC approach cultivates commitment and contribution, giving team members the space and the trust to stretch and learn and allowing joy and creativity to be found in even the small tasks.

In order to cultivate a set of leaders with legitimacy in the eyes of the citizenry, it is necessary that the path to leadership be visibly open to talented and qualified individuals of every race and ethnicity,” is how O’Connor summarized the core of the argument for the law school’s position. She left little doubt that she had been persuaded not only

But we all know that positional authority alone does not equate to effective leadership. If a leader does not inspire confidence, he or she will be unable to effect change without resorting to brute force. Influence has always been, and will always be, the currency of leadership. This book is about how to cultivate the influence needed to lead when you’re not in charge.

You will also notice a profound pattern of character traits that take hold early in his life, but later these traits get tempered by tragedy and introspection as Roosevelt learned how to shape events, interpret people, and humble himself. It is clear that Roosevelt was not born the right person for the times but assiduously cultivated the opportunity to become its spokesman. He learned how to lead the individual, which allowed him to lead the country.

In agricultural communities, male leadership in the hunt ceased to be of much importance. As the discipline of the hunting band decayed, the political institutions of the earliest village settlements perhaps approximated the anarchism which has remained ever since the ideal of peaceful peasantries all round the earth. Probably religious functionaries, mediators between helpless mankind and the uncertain fertility of the earth, provided an important form of social leadership. The strong hunter and man of prowess, his occupation gone or relegated to the margins of social life, lost the umambiguous primacy which had once been his; while the comparatively tight personal subordination to a leader necessary to the success of a hunting party could be relaxed in proportion as grain fields became the center around which life revolved. Among predominantly pastoral peoples, however, religious-political institutions took a quite different turn. To protect the flocks from animal predators required the same courage and social discipline which hunters had always needed. Among pastoralists, likewise, the principal economic activity- focused, as among the earliest hunters, on a parasitic relation to animals- continued to be the special preserve of menfolk. Hence a system of patrilineal families, united into kinship groups under the authority of a chieftain responsible for daily decisions as to where to seek pasture, best fitted the conditions of pastoral life. In addition, pastoralists were likely to accord importance to the practices and discipline of war. After all, violent seizure of someone else’s animals or pasture grounds was the easiest and speediest way to wealth and might be the only means of survival in a year of scant vegetation. Such warlikeness was entirely alien to communities tilling the soil. Archeological remains from early Neolithic villages suggest remarkably peaceful societies. As long as cultivable land was plentiful, and as long as the labor of a single household could not produce a significant surplus, there can have been little incentive to war. Traditions of violence and hunting-party organization presumably withered in such societies, to be revived only when pastoral conquest superimposed upon peaceable villagers the elements of warlike organization from which civilized political institutions without exception descend.

The goal is that we need not to have a large audience to make a difference. If you have a pen, use it to contribute towards the betterment of your society. If you have a voice, speak your way through making a positive change in your environment. If you have connections, use them to make a positive difference. If you only have your family or friends, relay your message of change to them. At times, you only need your good intention to make a positive contribution. Don't wait to be famous to plant positive seeds in the society. Start with the resources that you have today to cultivate positivity in your environment.

Museum Work and Museum Problems” course, the first academic program specifically designed to cultivate and train men and women to become museum directors and curators. In addition to the connoisseurship of art, the “Museum Course” taught the financial and administrative aspects of running a museum, with a focus on eliciting donations. The students met regularly with major art collectors, bankers, and America’s social elite, often at elegant dinners where they were required to wear formal dress and observe the social protocol of high culture. By 1941, Sachs’s students had begun to fill the leadership positions of American museums, a field they would come to dominate in the postwar years.

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

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

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.

Parenting pressures have resculpted our priorities so dramatically that we simply forget. In 1975 couples spent, on average, 12.4 hours alone together per week. By 2000 they spent only nine. What happens, as this number shrinks, is that our expectations shrink with it. Couple-time becomes stolen time, snatched in the interstices or piggybacked onto other pursuits. Homework is the new family dinner. I was struck by Laura Anne’s language as she described this new reality. She said the evening ritual of guiding her sons through their assignments was her “gift of service.” No doubt it is. But this particular form of service is directed inside the home, rather than toward the community and for the commonweal, and those kinds of volunteer efforts and public involvements have also steadily declined over the last few decades, at least in terms of the number of hours of sweat equity we put into them. Our gifts of service are now more likely to be for the sake of our kids. And so our world becomes smaller, and the internal pressure we feel to parent well, whatever that may mean, only increases: how one raises a child, as Jerome Kagan notes, is now one of the few remaining ways in public life that we can prove our moral worth. In other cultures and in other eras, this could be done by caring for one’s elders, participating in social movements, providing civic leadership, and volunteering. Now, in the United States, child-rearing has largely taken their place. Parenting books have become, literally, our bibles. It’s understandable why parents go to such elaborate lengths on behalf of their children. But here’s something to think about: while Annette Lareau’s Unequal Childhoods makes it clear that middle-class children enjoy far greater success in the world, what the book can’t say is whether concerted cultivation causes that success or whether middle-class children would do just as well if they were simply left to their own devices. For all we know, the answer may be the latter.

This point is underlined in the well-known parable which Jotham told the men of Shechem: ‘Once upon a time the trees went out to anoint a king over them; and they said … to the vine, “Come and reign over us.” And the vine said to them: “Should I leave my wine, which cheers God and man, and go to be promoted over the trees?”’ Similarly, the fig-tree declined because of its sweetness, and the olive because of its own good qualitites. Then a bramble, a barren plant full of thorns, accepted the sovereignty which they offered, though it possessed neither a special good quality of its own, nor those of the trees that were to be subject to it (cf. Judg. 9 : 7–15). Now in this parable the trees which sought a ruler were not cultivated but wild. The vine, the fig-tree and the olive refused to rule over the wild trees, preferring to bear their own fruits rather than to occupy a position of authority. Likewise, those who perceive in themselves some fruit of virtue and feel its benefit, refuse to assume leadership even when pressed by others, because they prefer this benefit to receiving honour from men.

When challenges present themselves, practice will permit you to draw on the wisdom and learning you cultivate as you learn to lead valiantly.

SEPTEMBER 25 GROWTH OF PEOPLE = GROWTH OF COMPANY People are the principal asset of any company, whether it makes things to sell, sells things made by other people, or supplies intangible services. Nothing moves until your people can make it move. In actual studies of leadership in American business, the average executive spends three-fourths of his working time dealing with people. The largest single cost in most business is people. The largest, most valuable asset any company has is its people. All executive plans are carried out, or fail to be carried out, by people. According to William J. H. Boetcker, people divide themselves into four classes: 1. Those who always do less than they are told 2. Those who will do what they are told, but no more 3. Those who will do things without being told 4. Those who will inspire others to do things It’s up to you. As Ralph Waldo Emerson said, “Trust men and they will be true to you: treat them greatly and they will show themselves great.” —Developing the Leader Within You CULTIVATE AN ENVIRONMENT THAT INSPIRES YOUR PEOPLE TO DO GREAT THINGS.

The New Testament reading for the day was 2 Corinthians 10:12-17 in which Paul talks about the danger of comparing ourselves to others and measuring ourselves against their accomplishments. His antidote for this all-too-human tendency was to learn to stay within the limits of his own life and calling. He says, “We, however, will not boast beyond limits, but will keep within the field that God has assigned to us, to reach out even as far as you. For we were not overstepping our limits when we reached you. . . . We do not boast beyond limits, that is, in the labors of others; but our hope is that, as your faith increases, our sphere of action among you may be greatly enlarged” (2 Corinthians 10:13-15). Until that very moment I had never realized that Paul used the word limits three times in just a few verses and that he seemed to be very clear about the limits and boundaries of his calling. He knew the field God had given him to work, and he knew better than to go outside it. He knew that there was a sphere of action and influence that had been given to him by God, and he would not go beyond it unless God enlarged his field. Paul seemed to grapple honestly with the reality of limitations in several different ways in his writings, and, in fact, this seemed to be part of his maturing as a leader who was both gifted and called. When he wrote about not thinking more highly of ourselves than we ought (Romans 12:3), he was making a very general statement about limiting our grandiosity and pride by cultivating a realistic sense of our essential nature. He was talking about being willing to live within the limits and the possibilities of who we really are. As he matured, he revealed a very personal understanding that his deep struggle with a thorn in the flesh was a gift that was given to him to limit his own grandiosity and keep him in touch with his humanness. In 2 Corinthians 4 he talked about what it is like to carry the treasure of ministry in fragile, earthen vessels. He wrote poignantly from his experience of his own human limitations and his conviction that it is precisely in our willingness to carry God’s luminous presence in such fragile containers—without pretending to be anything more than what we are—that the power

cultivate a style of leadership that creates “a good store of virtue,

The creation of corporate entrepreneurship is to cultivate the culture of innovation and build business competencies.

No one cultivates in a stony-ground, instead he cultivates in a soft-rich ground. Do not expect people to invest in you if you're a lazy type.

The first steps toward improvement involve recognizing weaknesses, making corrections, and cultivating strengths. Many reasons explain why church leadership is less than the best, and some of the following considerations may apply to you. • Perhaps we lack a clearly defined goal that will stretch us, challenge faith, and unify life’s activities. • Perhaps our faith is timid, and we hesitate to take risks for the kingdom. • Do we show the zeal of salvation in Christ, or is our demeanor morbid and sad? Enthusiastic leaders generate enthusiastic followers. • We may be reluctant to grasp the nettle of a difficult situation and deal courageously with it. Or we may procrastinate, hoping that problems will vanish with time. The mediocre leader postpones difficult decisions, conversations, and letters. Delay solves nothing, and usually makes problems worse. • Perhaps we sacrifice depth for breadth, and spreading ourselves thin, achieve only superficial results.

Though leadership behavior and organizing choices can affect and mold culture, it is difficult to establish culture directly. Leaders cannot implement a new "shared belief" simply by announcing it. They can, however, cultivate a desired belief or value by modeling behaviors consistent with that belief, by basing new priorities and programs on that belief, by telling stories that showcase that belief, and by aligning organizing choices to drive the desired culture.

While some men, he observed, were naturally fearless, he had to train his “soul and spirit” as well as his body. So, “constantly forcing himself to do the difficult or even dangerous thing,” he gradually was able to cultivate courage as “a matter of habit, in the sense of repeated effort and repeated exercise of will-power.

Personal leadership is cultivating the wisdom to recognize our need for renewal and to ensure that each week provides activities that are genuinely re-creational in nature

The closer someone lived to someone who was lonely, the lonelier the second individual felt. The same was true for depression, but the blockbuster was about happiness. Happiness was even more contagious than loneliness or depression, and it worked across time. If person A’s happiness went up at time 1, person B’s—living next door—went up at time 2. And so did person C’s, two doors away, by somewhat less. Even person D, three doors away, enjoyed more happiness. This has significant implications for morale among groups of soldiers and for leadership. On the negative side, it suggests that a few sad or lonely or angry apples can spoil the morale of the entire unit. Commanders have known this forever. But the news is that positive morale is even more powerful and can boost the well-being and the performance of the entire unit. This makes the cultivation of happiness—a badly neglected side of leadership—important, perhaps crucial.

A proper training and management culture will cultivate the leadership qualities desired.

Every drill instructor knows that leadership is something to be cultivated and that virtually every recruit has the potential.

The Heart of Daring Leadership 1. You can’t get to courage without rumbling with vulnerability. Embrace the suck. 2. Self-awareness and self-love matter. Who we are is how we lead. 3. Courage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.

Emotionally intelligent leaders recognize that it’s not all about profit and loss. It’s not only the bottom-line numbers that matter. Perhaps more than any leader who’s ever graced the American business landscape, Kelleher recognized that it’s employees first and customers a very close second. This may seem counterintuitive at first, but it’s this empathetic and altruistic mind-set that enables the customer experience to happen. You see, it’s truly reciprocal.

Wisdom has to do with becoming skillful in honoring our parents and raising our children, handling our money and conducting our sexual lives, going to work and exercising leadership, using words well and treating friends kindly, eating and drinking healthily, cultivating emotions within ourselves and attitudes toward others that make for peace. Threaded through all these items is the insistence that the way we think of and respond to God is the most practical thing we do. In matters of everyday practicality, nothing, absolutely nothing, takes precedence over God.

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

Most people are locked in the moment. They are prone to overreacting and panicking, to seeing only a narrow part of the reality facing the group. They cannot entertain alternative ideas or prioritize. Those who maintain their presence of mind and elevate their perspective above the moment tap into the visionary powers of the human mind and cultivate that third eye for unseen forces and trends. They stand out from the group, fulfill the true function of leadership, and create the aura of authority by seeming to possess the godlike ability to read the future. And this is a power that can be practiced and developed and applied to any situation.

The view of leadership in Shambhala Buddhism is that it is a wonderful opportunity to serve others. It may not always feel wonderful; often it includes mind-numbing meetings and facing conflict a dozen times a day. Still, without these boring meetings and strong-minded colleagues, how could we develop all the great Buddhist qualities we want to cultivate?

Pride, anger and hatred are fruits from the same garden that poison the world when ripe. A leader cultivates no such fruits.

That’s why I think that cultivation, ‘becoming a real human being,’ really is the primary leadership issue of our time, but on a scale never required before. It’s a very old idea that may actually hold the key to a new age of ‘global democracy.

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

SELF-DISCOVERY IS NOT A PRACTICE YOU COMPLETE, BUT A POSTURE YOU CULTIVATE.

Personal leadership is cultivating the wisdom to recognize our need for renewal and to ensure that each week provides activities that are genuinely re-creational in nature.

There’s no avoiding it: the patterns we cultivate shape the person we each become.

Within every man there is the potential for true manhood. If they learn how to, men can exercise self-control and leadership in any and every situation. But without fathers to help us discover that in healthy ways, we can end up never cultivating our manhood or abusing it and others around us.

Relational congruence is the ability to be fundamentally the same person with the same values in every relationship, in every circumstance and especially amidst crisis. It is the internal capacity to keep promises to God, to self and to one's relationships that consistently express one's identity and values in spiritually and emotionally healthy ways. Relational congruence is about both constancy and care at the same time. It is about both character and affection, and self-knowledge and authentic self-expression. Relational congruence is the leader's ability to cultivate strong, healthy, caring relationships; maintaining healthy boundaries; and communicating clear expectations, all while staying focused on the mission.

An Ally relationship is all in.

A rival may raise your game in the short-term. An Ally will raise your game for the long-term.

Cultivating spiritual intimacy is essential for leaders to live a vibrant missional life.

Excellent communication doesn't just happen naturally. It is a product of process, skill, climate, relationship, and hard work. One of the most important roles of leadership is to cultivate these variables with a determined intentionality motivated by the understanding that a team can move no faster than the speed of its communication. In the same respect, the limits of team work products will be defined by the quality of communication among team members and between the team and the larger organization.

recognition that soul cultivation goes before institution building.

In denominations where pastors are moved to a different church or churches every few years, issues of mobility and fidelity are complex in other ways. Laypeople may hesitate to make deep, long-term commitments when they don't know what the next leadership change will bring.

Do not settle; open up yourself by surrendering to creating your own kind of success ALL THE WAY! Whether you have superior or less-than-average skills, you will cultivate your success story through determination and consistency.

Leadership’s role is to develop individuals who understand and practice integrity, courage, initiative, decisiveness, mental agility and personal accountability. These fundamental qualities must be aggressively cultivated which in turn allows for an atmosphere of adaptability at the lowest level, on the street. “I am here now in the situation that requires a decision…”  I AM EMPOWERED, SUPERENPOWERED TO DECIDE and ACT!

Power. Power is the capacity to act, the strength and courage to accomplish something. It is the vital energy to make choices and decisions. It also represents the capacity to overcome deeply embedded habits and to cultivate higher, more effective habits. At the low end of the power continuum we see people who are essentially powerless, insecure, products of what happens or has happened to them. They are largely dependent on circumstances and on others. They are reflections of other people’s opinions and directions; they have no real comprehension of true joy and happiness. At the high end of the continuum we see people with vision and discipline, whose lives are functional products of personal decisions rather than of external conditions. These people make things happen; they are proactive; they choose their responses to situations based upon timeless principles and universal standards. They take responsibility for their feelings, moods, and attitudes as well as their thoughts and actions. These four factors—security, guidance, wisdom, and power—are interdependent. Security and well-founded guidance bring true wisdom, and wisdom becomes the spark or catalyst to release and direct power. When these four factors are harmonized, they create the great force of a noble personality, a balanced character, a beautifully integrated individual.

Quality begins with me. And I need to make my own decisions based on carefully selected principles and values.” Proactivity cultivates this freedom. It subordinates your feelings to your values. You accept your feelings: “I’m frustrated, I’m angry, I’m upset. I accept those feelings; I don’t deny or repress them. Now I know what needs to be done. I am responsible.” That’s the principle “I am response-able.

Success is not a probability visiting us once in a while..Success is a HABIT which can be acquired, cultivated, polished, practised and achieved on a daily basis !

Principled leadership that embraces the fundamental need to aid in the successful development of a society, consequently cultivates a path of greatness to be followed.