Culture And Leadership Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

If you want to make a difference, the next time you see someone being cruel to another human being, take it personally. Take it personally because it is personal!

Fairness is a leadership superpower. 

Low employee engagement is a symptom of a suboptimal workplace culture

To be successful, a Board of Directors must foster a culture of respect and appreciation.

Come forward as servants of Islam, organize the people economically, socially, educationally and politically and I am sure that you will be a power that will be accepted by everybody.

Democracy is not simply a license to indulge individual whims and proclivities. It is also holding oneself accountable to some reasonable degree for the conditions of peace and chaos that impact the lives of those who inhabit one’s beloved extended community.

A conscious human is driven by their conscience, not popular opinion.

It’s very possible that your inexperienced intern knows more than you think, even if you have been part of the industry for over thirty years.

The world is full of men who want to be right, when actually the secret of a man's strength and his pathway to true honor is his ability to admit fault when he has failed. God wants to fill the church with men who can say they are wrong when THEY ARE WRONG. A man who is willing to humble himself before God and his family and say:"I was wrong." will find that his family has all the confidence in the world in him and will much more readily follow him. If he stubbornly refuses to repent or admit he was wrong, their confidence in him and in his leadership erodes.

If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you set yourself up for much greater leadership and personal success.

When picking a leader, choose a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship.

In a team setting, leadership is shared by a community of people, which counters the tendency for pastors to form congregations in their own images.

God has always been about the business of shattering expectations, and in our culture, the standards of leadership are extroverted. It perfectly follows the biblical trend that God would choose the unexpected and the culturally "unfit" - like introverts - to lead his church for the sake of greater glory.

How dare a person tell a woman, how to dress, how to talk, how to behave! Any being who does that, is no human.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

The representation of women in the society, especially through mass media has been the most delusional act ever done on the grounds of human existence.

People want guidance, not rhetoric. They need to know what the plan of action is, and how it will be implemented. They want to be given responsibility to help solve the problem and authority to act on it.

Dependent cultures not only kill the ambition of the people and the organization, they will ultimately drain the energy of the leader and result in the burnout that has killed so many promising careers

Poetry empowers the simplest of lives to confront the most extreme sorrows with courage, and motivates the mightiest of offices to humbly heed lessons in compassion.

Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.

Women are no sheep. Women are no fragile showpiece to be placed above the fire-place. Women of the thinking society are the builders of nations. Women of the sentient society are the builders of the world.

All the bloodsheds in human history have been caused by men, not women.

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.

You can’t sell it outside if you can’t sell it inside.

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Growing a culture requires a good storyteller. Changing a culture requires a persuasive editor.

A good Board Of Directors team is one where ideas are flowing fluidly - and where each idea is met with an initial welcome, an intellectual challenge, an expression of gratitude, a rigorous scrutiny and a readiness for action.

Shaping the company's future requires actively engaging with shareholders and other stakeholders to build trust and understanding.

At its heart, biblical faith is a creed of the antihero. It is the story of men and women who come to the end of themselves and must discover God.

Given the same honor and dignity as men, women can build a much better and more harmonious world.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

In Ojibwe and Cree culture, leadership didn't mean power; it meant caring.

Perfectionism is a particularly evil lure for women, who, I believe, hold themselves to an even higher standard of performance than do men. There are many reasons why women’s voices and visions are not more widely represented today in creative fields. Some of that exclusion is due to regular old misogyny, but it’s also true that—all too often—women are the ones holding themselves back from participating in the first place. Holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still seem to believe that they are not allowed to put themselves forward at all, until both they and their work are perfect and beyond criticism. Meanwhile, putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation. Just sayin’. And I don’t say this as a criticism of men, by the way. I like that feature in men—their absurd overconfidence, the way they will casually decide, “Well, I’m 41 percent qualified for this task, so give me the job!” Yes, sometimes the results are ridiculous and disastrous, but sometimes, strangely enough, it works—a man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish more women would risk these same kinds of wild leaps. But I’ve watched too many women do the opposite. I’ve watched far too many brilliant and gifted female creators say, “I am 99.8 percent qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side.” Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. (Ha ha ha! Just kidding! I can totally imagine: We got it from every single message society has ever sent us! Thanks, all of human history!) But we women must break this habit in ourselves—and we are the only ones who can break it. We must understand that the drive for perfectionism is a corrosive waste of time, because nothing is ever beyond criticism. No matter how many hours you spend attempting to render something flawless, somebody will always be able to find fault with it. (There are people out there who still consider Beethoven’s symphonies a little bit too, you know, loud.) At some point, you really just have to finish your work and release it as is—if only so that you can go on to make other things with a glad and determined heart. Which is the entire point. Or should be.

Most of the time, we see only what we want to see, or what others tell us to see, instead of really investigate to see what is really there. We embrace illusions only because we are presented with the illusion that they are embraced by the majority. When in truth, they only become popular because they are pounded at us by the media with such an intensity and high level of repetition that its mere force disguises lies and truths. And like obedient schoolchildren, we do not question their validity and swallow everything up like medicine. Why? Because since the earliest days of our youth, we have been conditioned to accept that the direction of the herd, and authority anywhere — is always right.

I am a scientist who studies the human mind, including the sexual differences in mental faculties, and I am telling you, ten female thinkers can teach humanity lessons equivalent to the teachings of a hundred male thinkers of history.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

The first step to solving any problem is to accept one’s own accountability for creating it.

To be an enduring, great company, you have to build a mechanism for preventing or solving problems that will long outlast any one individual leader.

...which animal the ruler should impersonate depends strongly on what animals the followers are.

If you as a leader allow people to halfway do their jobs and don’t demand excellence as a prerequisite to keeping their job, you will create a culture of mediocrity.

To make a decision, all you need is authority. To make a good decision, you also need knowledge, experience, and insight.

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

We are constantly evolving as we are interacting with the world. Mindfulness and growth mindset drives our evolution faster and on right tracks.

True leaders live their values everywhere, not just in the workplace.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

Businesses, like people, should have multiple sources of income.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.

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

Company culture has a lot to do with company success.

We are trying to divide the cake, which is not even baked.

Any book that spreads weakness in the heart of one gender, and authoritarianism in the other, must be burnt to ashes.

You need to train yourself to be comfortable with silence, particularly when dealing with cultures that respect silence more than we do in the West.

The leaders and followers of the Harlem Renaissance were every bit as intent on using Black culture to help make the United States a more functional democracy as they were on employing Black culture to 'vindicate' Black people.

By encouraging a culture of collaboration, open communication, and constructive debate, boards can harness the collective wisdom of their members and make decisions that drive the company towards long-term success.

Leadership is a Western virtue; submission is a biblical virtue.

In a servant leadership culture we learn by choice or example that if we want to be great, we have to serve others respectfully.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

You are responsible for everything you TWEET and RETWEET.

Urging an organization to be inclusive is not an attack. It's progress.

Psychological pseudoscience dies hard, especially when there are commercial interests at stake.

Remember, for a society to truly progress we don't need woman or man, we need a fully-fledged human - nothing short of that would do.

Any nation that does not learn to place women on the same pedestal of respect and dignity as men, will never in a thousand years attain greatness.

With a Masters in Management from USC, I did some consultant work in Reorganization, New Products, and Change. Amazon was smart to have me as a Beta and got my advice for free. Amazon was the only company who did because for other companies, it wasn't. But what I got from Amazon is a good understanding of how they operate, the culture, and the people behind the business - Strong by Kailin Gow

I didn’t think to mention that if he wanted more women in leadership roles, perhaps we should start by hiring more women. I didn’t note that even if we did hire more women, there were elements of our office culture that women might find uncomfortable. Instead, I told him I would do whatever he needed.

Many questions come to mind. How influenced by contemporary religions were many of the scholars who wrote the texts available today? How many scholars have simply assumed that males have always played the dominant role in leadership and creative invention and projected this assumption into their analysis of ancient cultures? Why do so many people educated in this century think of classical Greece as the first major culture when written language was in use and great cities built at least twenty-five centuries before that time? And perhaps most important, why is it continually inferred that the age of the "pagan" religions, the time of the worship of female deities (if mentioned at all), was dark and chaotic, mysterious and evil, without the light of order and reason that supposedly accompanied the later male religions, when it has been archaeologically confirmed that the earliest law, government, medicine, agriculture, architecture, metallurgy, wheeled vehicles, ceramics, textiles and written language were initially developed in societies that worshiped the Goddess? We may find ourselves wondering about the reasons for the lack of easily available information on societies who, for thousands of years, worshiped the ancient Creatress of the Universe.

Gender equality is not a belief, it is not an idea - it is a key element of the society that will define whether we the humans shall march ahead towards glory and advancement, or sink into the abyss of an existential doom.

A company can’t have a great culture without authentic leadership. #MagneticAdvantage

Humanity would sink into eternal darkness, it would fall into a dull and primitive state, were the Jews to win this war. They are the incarnation of that destructive force that in these terrible years has guided the enemy war leadership in a fight against all that we see as noble, beautiful, and worth keeping. For that reason alone the Jews hate us. They despise our culture and learning, which they perceive as towering over their nomadic worldview. They fear our economic and social standards, which leave no room for their parasitic drives.

The loss of connection between churches and neighborhoods creates a corresponding loss of localized imagination and creates an addictive-like dependence on acontextual experts who scan the physical and spiritual horizon for 'success.

Too often we think sharing our weaknesses will cause us to lose respect. We think making our weaknesses know will cause us to lose the honour to be able to proclaim the Word of God in our congregations or our businesses. I know longer believe that is true. Not today, in our post modern culture. What I do believe is the more you tell the truth about yourself – appropriately, winsomely, age-appropriately, within a context – the more effective your leadership will become, the more you will develop a true leading character. The more you tell of your own failure of character, the more God will use that for His purposes.

Over the years the Indian leadership, and the educated Indian, have deliberately projected and embellished an image about Indians that they know to be untrue, and have wilfully encouraged the well-meaning but credulous foreign observer to accept it. What is worse, they have fallen in love with this image, and can no longer accept that it is untrue.

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

The Swedes have coined the term 'management by perkele' to portray the Finnish managerial approach. Instead of collectively pondering all the possible alternatives and letting every member of the staff from the cleaner to the MD voice their views, as the Swedes do, the Finns act swiftly and don't waste time on the decision-making process. If something isn't happening quickly enough, it is necessary for the top managers to slam their fists on the table and yell, 'Perkele!' Repeatedly, if necessary.

Mearcstapa is not a comfortable role. Life on the borders of a group— and in the space between groups—is prone to dangers literal and figurative, with people both at “home” and among the “other” likely to misunderstand or mistrust the motivations, piety, and loyalty of the border-stalker. But mearcstapa can be a role of cultural leadership in a new mode, serving functions including empathy, memory, warning, guidance, mediation, and reconciliation. Those who journey to the borders of their group and beyond will encounter new vistas and knowledge that can enrich the group.

It's good to be transparent in business. As much as possible, the business should be transparent about it's products and services. And it should be transparent about it's income, expenses and debts. Transparency fosters trust. And trust is very valuable in business.

We have to change the culture from one in which people simply do their own job in their own function to make their own numbers look good (a vertical focus) to one in which people are focused horizontally on the customer and on improving value streams that deliver value across functions.

The entrepreneur’s mind-set is completely different to the employee’s mind-set. The entrepreneur finds it abhorrent to conform to organizational norms, whilst the employee finds joy and stability in all that’s tried and true. It’s not that one’s wrong and the other is right. It’s the mind-set that differentiates the two.

Women of the thinking society are the builders of nations. Women of the sentient society are the builders of the world. And given the same honor and dignity as men, women can build a much better and more harmonious world. Harmony and conflict-solving run in their veins. Whereas men have evolved into more authoritarian creatures.

It's really important for our company to have a culture of healthy leadership and also healthy followership. We don't want to over emphasize leadership because it's not the most important thing. Leadership is important, followership is important, and collaboration is important.

I am no feminist. Even though the term "feminism" is founded upon the basic principle of gender equality, it possesses its own fundamental gender bias, which makes it inclined towards the wellbeing of women, over the wellbeing of the whole society. And if history has shown anything, it is that such fundamental biases in time corrupt even the most glorious ideas and give birth to prejudice, bigotry and differentiation.

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.

For better of for worse the church in the West bought modernity's claims. We were baptized in its story (even though it said it did not have one) and accepted its categories and definitions. But somewhere along the way we also began to believe that the ways in which we accessed knowledge about God or Jesus or the Spirit or Christianity were those things themselves.

One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it.

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.

But such people (Moderate Conservatives) aren't liberal. What they are is corporate. Their habits and opinions owe far more to the standards of courtesy and taste that prevail within the white-collar world than they do to Franklin Roosevelt and the United Mine Workers. We live in a time, after all, when hard-nosed bosses compose awestruck disquisitions on the nature of 'change,' punk rockers dispense leadership secrets, shallow profundities about authenticity sell luxury cars, tech billionaires build rock'n'roll musuems, management theorists ponder the nature of coolness, and a former lyricist fro the Grateful Dead hail the dawn of New Economy capitalism from the heights of Davos. Coversvatives may not understand why, but business culture had melded with counterculture for reasons having a great deal to do with business culture's usual priority - profit.

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.

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.

Considering the timespan of human evolution and the vast potential of humankind -- as evidenced by great genius and leadership, inventions and discoveries, works of art and literature -- it is lamentable that the economic and political systems of 'advanced' cultures are still based on the unenlightened rationales that 'more is better' and 'might makes right.' In the name of 'survival of the fittest' and ensuring 'vital interests,' our economic system creates an ever-widening gap between rich and poor as it dismantles the environment upon which we all depend. Even 'lower' animals generally do not foul their own nests.

Fame requires every kind of excess. I mean true fame, a devouring neon, not the somber renown of waning statesmen or chinless kings. I mean long journeys across gray space. I mean danger, the edge of every void, the circumstance of one man imparting an erotic terror to the dreams of the republic. Understand the man who must inhabit these extreme regions, monstrous and vulval, damp with memories of violation. Even if half-mad he is absorbed into the public's total madness; even if fully rational, a bureaucrat in hell, a secret genius of survival, he is sure to be destroyed by the public's contempt for survivors. Fame, this special kind, feeds itself on outrage, on what the counselors of lesser men would consider bad publicity-hysteria in limousines, knife fights in the audience, bizarre litigation, treachery, pandemonium and drugs. Perhaps the only natural law attaching to true fame is that the famous man is compelled, eventually, to commit suicide. (Is it clear I was a hero of rock'n'roll?) Toward the end of the final tour it became apparent that our audience wanted more than music, more even than its own reduplicated noise. It's possible the culture had reached its limit, a point of severe tension. There was less sense of simple visceral abandon at our concerts during these last weeks. Few cases of arson and vandalism. Fewer still of rape. No smoke bombs or threats of worse explosives. Our followers, in their isolation, were not concerned with precedent now. They were free of old saints and martyrs, but fearfully so, left with their own unlabeled flesh. Those without tickets didn't storm the barricades, and during a performance the boys and girls directly below us, scratching at the stage, were less murderous in their love of me, as if realizing finally that my death, to be authentic, must be self-willed- a succesful piece of instruction only if it occured by my own hand, preferrably ina foreign city. I began to think their education would not be complete until they outdid me as a teacher, until one day they merely pantomimed the kind of massive response the group was used to getting. As we performed they would dance, collapse, clutch each other, wave their arms, all the while making absolutely no sound. We would stand in the incandescent pit of a huge stadium filled with wildly rippling bodies, all totally silent. Our recent music, deprived of people's screams, was next to meaningless, and there would have been no choice but to stop playing. A profound joke it would have been. A lesson in something or other. In Houston I left the group, saying nothing, and boarded a plane for New York City, that contaminated shrine, place of my birth. I knew Azarian would assume leadership of the band, his body being prettiest. As to the rest, I left them to their respective uproars- news media, promotion people, agents, accountants, various members of the managerial peerage. The public would come closer to understanding my disappearance than anyone else. It was not quite as total as the act they needed and nobody could be sure whether I was gone for good. For my closest followers, it foreshadowed a period of waiting. Either I'd return with a new language for them to speak or they'd seek a divine silence attendant to my own. I took a taxi past the cemetaries toward Manhattan, tides of ash-light breaking across the spires. new York seemed older than the cities of Europe, a sadistic gift of the sixteenth century, ever on the verge of plague. The cab driver was young, however, a freckled kid with a moderate orange Afro. I told him to take the tunnel. Is there a tunnel?" he said.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

Corporate elites said they needed free-trade agreements, so they got them. Manufacturers said they needed tax breaks and public-money incentives in order to keep their plants operating in the United States, so they got them. Banks and financiers needed looser regulations, so they got them. Employers said they needed weaker unions—or no unions at all—so they got them. Private equity firms said they needed carried interest and secrecy, so they got them. Everybody, including Lancastrians themselves, said they needed lower taxes, so they got them. What did Lancaster and a hundred other towns like it get? Job losses, slashed wages, poor civic leadership, social dysfunction, drugs. Having helped wreck small towns, some conservatives were now telling the people in them to pack up and leave. The reality of “Real America” had become a “negative asset.” The “vicious, selfish culture” didn’t come from small towns, or even from Hollywood or “the media.” It came from a thirty-five-year program of exploitation and value destruction in the service of “returns.” America had fetishized cash until it became synonymous with virtue.

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

When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone. My rapture was widely shared. Like many of my countrymen, I went out to buy the best liquors for a celebration with my family and friends, only to find the shops out of stock there was so much spontaneous rejoicing. There were official celebrations as well exactly the same kinds of rallies as during the Cultural Revolution, which infuriated me. I was particularly angered by the fact that in my department, the political supervisors and the student officials were now arranging the whole show, with unperturbed self-righteousness. The new leadership was headed by Mao's chosen successor, Hua Guofeng, whose only qualification, I believed, was his mediocrity. One of his first acts was to announce the construction of a huge mausoleum for Mao on Tiananmen Square. I was outraged: hundreds of thousands of people were still homeless after the earthquake in Tangshan, living in temporary shacks on the pavements. With her experience, my mother had immediately seen that a new era was beginning. On the day after Mao's death she had reported for work at her depas'uuent. She had been at home for five years, and now she wanted to put her energy to use again. She was given a job as the number seven deputy director in her department, of which she had been the director before the Cultural Revolution. But she did not mind. To me in my impatient mood, things seemed to go on as before. In January 1977, my university course came to an end. We were given neither examinations nor degrees. Although Mao and the Gang of Four were gone, Mao's rule that we had to return to where we had come from still applied. For me, this meant the machinery factory. The idea that a university education should make a difference to one's job had been condemned by Mao as 'training spiritual aristocrats.

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.