Daring Leadership Quotes

The adventure of life is to learn. The purpose of life is to grow. The nature of life is to change. The challenge of life is to overcome. The essence of life is to care. The opportunity of like is to serve. The secret of life is to dare. The spice of life is to befriend. The beauty of life is to give.

With a hint of good judgment, to fear nothing, not failure or suffering or even death, indicates that you value life the most. You live to the extreme; you push limits; you spend your time building legacies. Those do not die.

Be a King. Dare to be Different, dare to manifest your greatness.

The leaders of the future will be those who dare to claim their irrelevance in the contemporary world as a divine vocation...

Dare to be different. Represent your maker well and you will forever abide in the beautiful embrace of his loving arms.

Real men don't dance to other people's tune, instead, they play for others to dance.

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

Leadership is all about caring, daring and sharing! Caring for people, Daring to Act fearlessly, & Sharing the success with all!

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

Dare to courageous in life. You have nothing to lose.

As Clover looked down the hillside her eyes filled with tears. If she could have spoken her thoughts, it would have been to say that this was not what they had aimed at when they had set themselves years ago to work for the overthrow of the human race. These scenes of terror and slaughter were not what they had looked forward to on that night when old Major first stirred them to rebellion. If she herself had had any picture of the future, it had been of a society of animals set free from hunger and the whip, all equal, each working according to his capacity, the strong protecting the weak, as she had protected the lost brood of ducklings with her foreleg on the night of Major's speech. Instead--she did not know why--they had come to a time when no one dared speak his mind, when fierce, growling dogs roamed everywhere, and when you had to watch your comrades torn to pieces after confessing to shocking crimes. There was no thought of rebellion or disobedience in her mind. She knew that, even as things were, they were far better off than they had been in the days of Jones, and that before all else it was needful to prevent the return of the human beings. Whatever happened she would remain faithful, work hard, carry out the orders that were given to her, and accept the leadership of Napoleon. But still, it was not for this that she and all the other animals had hoped and toiled.

acknowledge and reward great questions and instances of “I don’t know, but I’d like to find out” as daring leadership behaviors. The big shift here is from wanting to “be right” to wanting to “get it right.

In a world full of daisies dare to be a rose.

We cannot, of course, expect every leader to possess the wisdom of Lincoln or Mandela’s largeness of soul. But when we think about what questions might be most useful to ask, perhaps we should begin by discerning what our prospective leaders believe it worthwhile for us to hear. Do they cater to our prejudices by suggesting that we treat people outside our ethnicity, race, creed or party as unworthy of dignity and respect? Do they want us to nurture our anger toward those who we believe have done us wrong, rub raw our grievances and set our sights on revenge? Do they encourage us to have contempt for our governing institutions and the electoral process? Do they seek to destroy our faith in essential contributors to democracy, such as an independent press, and a professional judiciary? Do they exploit the symbols of patriotism, the flag, the pledge in a conscious effort to turn us against one another? If defeated at the polls, will they accept the verdict, or insist without evidence they have won? Do they go beyond asking about our votes to brag about their ability to solve all problems put to rest all anxieties and satisfy every desire? Do they solicit our cheers by speaking casually and with pumped up machismo about using violence to blow enemies away? Do they echo the attitude of Musolini: “The crowd doesn’t have to know, all they have to do is believe and submit to being shaped.”? Or do they invite us to join with them in building and maintaining a healthy center for our society, a place where rights and duties are apportioned fairly, the social contract is honored, and all have room to dream and grow. The answers to these questions will not tell us whether a prospective leader is left or right-wing, conservative or liberal, or, in the American context, a Democrat or a Republican. However, they will us much that we need to know about those wanting to lead us, and much also about ourselves. For those who cherish freedom, the answers will provide grounds for reassurance, or, a warning we dare not ignore.

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.

Silence is not brave leadership, and silence is not a component of brave cultures.

Do we follow the road life’s placed before us? Or do we dare step up and forge an exceptional path. A path fraught with struggle and sacrifice, Yet one whose outcome places us in destiny’s arms.

Leadership is scarce because few people are willing to go through the discomfort required to lead.

Leadership is not about your ambition. It is about bringing out the ambitions of your team.

The leader must have both – the courage to take the people to a daring destination and the humility to selflessly serve others on the journey.

The best predictor of success is grit. How you choose to respond to life’s trials—your uncommon moments—is everything.

...she was something more- a force, a stable, familiar force like something out of my past which kept me from whirling off into some unknown which I dared not face. It was a most painful position for at the same time Mary reminded me constantly that something was expected of me, some act of leadership, some newsworthy achievement;...

Dream big and dare to make it happen. You have a heavy power; don’t misuse it carrying a paperweight load. Make it big!

Do not be afraid to try something new. The cost of playing it safe all the time could far exceed the cost of daring to change.

Don’t let your principles sit idle on a plaque. Bring them to life.

Purposeful living is a strong indicator of happiness. Live big. Believe bigger. Thrive always.

Life is either a daring adventure or nothing.

The people who dare to dream, and dare to pursue their dreams, are the real change-makers. Whether they failed or succeeded, at least, they pursued what they believed in.

If you want to bring change, then you must not believe, rather you must perceive - perceive what others can't - imagine what others aren't capable of - and act in a way others wouldn't dare to.

Always dare to be in the company of those stronger than you. Sooner or later, you will be stronger than those who were once stronger than you, but unfortunately, they joined the company of those who are weaker than them!

Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

But being overborne with numbers, and nobody daring to face about, stretching out his hands to heaven, [Romulus] prayed to Jupiter to stop the army, and not to neglect but maintain the Roman cause, now in extreme danger. The prayer was no sooner made, than shame and respect for their king checked many; the fears of the fugitives changed suddenly into confidence.

Winning doesn't necessarily mean you'll walk away with a trophy. Sometimes winning means you dared to show up at all to see the shocked look of your rivals.

Branding is fascinating. Creating a brand that is authentic and timeless is what entrepreneurs dream of. Dare to be different, dare to dream.

irony is that, while secular leadership has become blatantly spiritual, Christian leadership has become blatantly (and blandly) secular.

You can take the minister out of the pulpit, but you can’t take the ministry out of the minister.

My prayer;Lord grant me the spirit of excellency.

The first step in turning around your organization’s performance? Think positively about the people you lead.

The daring leader helps the people see a future state, greater than their own imagination, and worthy of pursuit.

The manager comes to see all relationships with others by a strict utilitarian calculus and, insofar as he dares, breaks friendships and alliances accordingly.

Dare to take bold and unique decisions, no one had courage for.

If you want to positively influence others, begin by influencing how they experience you.

My train is moving, either jump in or stay there but i dare you to stop in front of it

Teams that spend a lot of time learning the tricks of the trade will probably never really learn the trade.

we desperately need more leaders who are committed to courageous, wholehearted leadership and who are self-aware enough to lead from their hearts, rather than unevolved leaders who lead from hurt and fear.

I have never identified with the "K" in Kafka's works, by the way. Having grown up in a democracy, I have dared to imagine that I know at all times who is really in charge, what is really going on. This could be a mistake.

This is because in the legalistic church, God (or pronounced “Gawd” if you’re in the southern regions of the country) is coming to smite those individuals who dare defy His earthly leadership. How dare you, survivor, try to bring any abuse to light?

This cape had become Stella. Bold, Bright, Daring, Red! It was a girl in a story-book. Stella was a star on the red carpet, in Hollywood. What a bright smile she had! That photograph! That trophy! And that red hair that flowed like a mane in the wind!

Helen Keller said, “Security is mostly a superstition. It does not exist in nature, nor do the children of men as a whole experience it. Avoiding danger is no safer in the long run than outright exposure. Life is either a daring adventure or nothing.” Think

The leaders of the future will be those who dare to claim their irrelevance in the contemporary world as a divine vocation that allows them to enter into a deep solidarity with the anguish underlying all the glitter of success, and to bring the light of Jesus there.

truly nimble organizations dare to create clarity at all times, even when they are not completely certain about whether it is correct. And if they later see a need to change course, they do so without hesitation or apology, and thus create clarity around the new idea or answer.

Another great example of the power of vulnerability -- this time in a corporation -- is the leadership approach taken by Lululemon's CEO, Christine Day. In a video interview with CNN Money, Day explained that she was once a very bright, smart executive who "majored in being right." Her transformation came when she realized that getting people to engage and take ownership wasn't about "the teling" but about letting them come into the idea in a purpose-led way, and that her job was creating the space for others to perform. She chracterized this change as the shift from "having the best idea or problem solving" to "being the best leader of people.

I'll kill you all," yelled Bill, and swore for three or four minutes, calling us every dirty name he could think of for being so chicken-hearted. When people talk about "leadership quality" I often think of Bill Unsworth; he had it. And like many people who have it, he could make you do things you didn't want to do by a kind of cunning urgency. We were ashamed before him. Here he was, a bold adventurer, who had put himself out to include us-- lily-livered wretches-- in a daring, dangerous, highly illegal exploit, and all we could do was worry about being hurt! We plucked up our spirits and swore and shouted filthy words, and set to work to wreck the house.

For leaders, vulnerability often looks and feels like discomfort. In his book Tribes: We Need You to Lead Us, Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

The issue of respect is also useful in guiding parents’ interpretation of given behavior. First, they should decide whether an undesirable act represents a direct challenge to their authority . . . to their leadership position as the father or mother. The form of disciplinary action they take should depend on the result of that evaluation.

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.

866 To win over the hearts of co-workers, the leader must dare to allow them to share closely in his or her work, and have the confidence in his or her authority. The leader must be humble with co-workers, yet retain the dignity of his or her position, mix with them informally while retaining their respect, and request obedience from all when decisions have been made.

The genius of Peterson and Seligman’s classification is to get the conversation going, to propose a specific list of strengths and virtues, and then let the scientific and therapeutic communities work out the details. Just as the DSM is thoroughly revised every ten or fifteen years, the classification of strengths and virtues (known among positive psychologists as the “un-DSM”) is sure to be revised and improved in a few years. In daring to be specific, in daring to be wrong, Peterson and Seligman have demonstrated ingenuity, leadership, and hope.

Common sense was exactly what kingship, almost by definition, lacked: when the king's orders were executed no one dared to tell him honestly how they had turned out. With the absolute powers bestowed by kingship came an arrogance, a ruthlessness, an inflexibility, a habit of compulsion, an unwillingness to listen to reason, that no small community would have endured from any of its members-though the aggressive and humanly disagreeable qualities that make for such ambitious leadership might be found anywhere-as Margaret Mead discovered among the Mundugumor, whose leaders were known to the community as "really bad men," aggressive, gluttonous for power and prestige.

It is sometimes assumed that Americans care only for material things, that they are bent only on that kind of success which can be cashed into dollars and cents. That is a very narrow and unintelligent opinion. We have been successful beyond others in great commercial and industrial enterprises because we have been a people of vision. Our prosperity has resulted not only by disregarding but by maintaining high ideals. Material resources do not, and cannot, stand alone; they are the product of spiritual resources. It is because America, as a nation, has held fast to the higher things of life, because it has had a faith in mankind which it has dared to put to the test of self-government, because it has believed greatly in honor and righteousness, that a great material prosperity has been added unto it.

Nor did the Antarctic represent to Shackleton merely the grubby means to a financial end. In a very real sense he needed it—something so enormous, so demanding, that it provided a touchstone for his monstrous ego and implacable drive. In ordinary situations, Shackleton's tremendous capacity for boldness and daring found almost nothing worthy of its pulling power; he was a Percheron draft horse harnessed to a child's wagon cart. But in the Antarctic—here was a burden which challenged every atom of his strength. Thus, while Shackleton was undeniably out of place, even inept, in a great many everyday situations, he had a talent—a genius, even—that he shared with only a handful of men throughout history—genuine leadership. He was, as one of his men put it, "the greatest leader that ever came on God's earth, bar none.

You might think lunchtime at Willing would be different from other high schools. That everyone would be welcome at any table, united by the knowledge that we, at Willing, are the Elite, the Chosen, stellar across the board. Um.No.Of course not.High school is high school, regardless of how much it costs or how many kids springboard into the Ivies. And nowhere is social status more evident than in the dining room (freshman and sophomores at noon; upperclassmen at one). Because, of course, Willing doesn't have a cafeteria, or even a lunch hall. It has a dining room, complete with oak tables and paneled walls that are covered with plaques going all the way back to 1869, the year Edith Willing Castoe (Edward's aunt) founded the school to "prepare Philadelphia's finest young ladies for Marriage,for Leadership, and for Service to the World." Really. Until the sixties, the school's boastful slogan was "She's a Willing Girl." Almost 150 years, three first ladies, and one attorney general-not to mention the arrival of boys-later, female members of the student body are still called Willing Girls. You'd think someone in the seventies would have objected to that and changed it. But Willing has survived the seventies of two different centuries. They'll probably still be calling us Willing Girls in 2075. It's a school that believes in Tradition, sometimes regardless of how stupid that Tradition is.

It is rather like arguing with an Irishman,” wrote Michael Hadow of his many conversations with Dayan. “He enjoys knocking down ideas just for the sake of argument and one will find him arguing in completely opposite directions on consecutive days.” Indeed, Dayan was a classic man of contradictions: famed as a warrior, he professed deep respect for the Arabs, including those who attacked his village, Nahalal, in the early 1930s, and who once beat him and left him for dead. A poet, a writer of children’s stories, he admitted publicly that he regretted having children, and was a renowned philanderer as well. A lover of the land who made a hobby of plundering it, he had amassed a huge personal collection of antiquities. A stickler for military discipline, he was prone to show contempt for the law. As one former classmate remembered, “He was a liar, a braggart, a schemer, and a prima donna—and in spite of that, the object of deep admiration.” Equally contrasting were the opinions about him. Devotees such as Meir Amit found him “original, daring, substantive, focused,” a commander who “radiated authority and leadership [with] … outstanding instincts that always hit the mark.” But many others, among them Gideon Rafael, saw another side of him: “Rocking the boat is his favorite tactic, not to overturn it, but to sway it sufficiently for the helmsman to lose his grip or for some of its unwanted passengers to fall overboard.” In private, Eshkol referred to Dayan as Abu Jildi, a scurrilous one-eyed Arab bandit.

I DO NOT BELIEVE that such groups as these which I found my way to not long after returning from Wheaton, or Alcoholics Anonymous, which is the group they all grew out of, are perfect any more than anything human is perfect, but I believe that the Church has an enormous amount to learn from them. I also believe that what goes on in them is far closer to what Christ meant his Church to be, and what it originally was, than much of what goes on in most churches I know. These groups have no buildings or official leadership or money. They have no rummage sales, no altar guilds, no every-member canvases. They have no preachers, no choirs, no liturgy, no real estate. They have no creeds. They have no program. They make you wonder if the best thing that could happen to many a church might not be to have its building burn down and to lose all its money. Then all that the people would have left would be God and each other. The church often bears an uncomfortable resemblance to the dysfunctional family. There is the authoritarian presence of the minister—the professional who knows all of the answers and calls most of the shots—whom few ever challenge either because they don’t dare to or because they feel it would do no good if they did. There is the outward camaraderie and inward loneliness of the congregation. There are the unspoken rules and hidden agendas, the doubts and disagreements that for propriety’s sake are kept more or less under cover. There are people with all sorts of enthusiasms and creativities which are not often enough made use of or even recognized because the tendency is not to rock the boat but to keep on doing things the way they have always been done.

Individuals matter. Leadership matters. A different American president might have adopted a more cautious approach to engagement with this communist leader. Reagan, however, dared to be bold.

Regardless of how we approach systemic vulnerability, once we try to strip uncertainty, risk, and emotional exposure from the relational experience, we bankrupt courage by definition. Again, we know that courage is four skill sets with vulnerability at the center. So the bad news is that there’s no app for it, and regardless of what you do and where you work, you’re called to be brave in vulnerability even if your job is engineering the vulnerability out of systems. The good news is that if we can successfully develop the four courage-building skills, starting with how to rumble with vulnerability, we will have the capacity for something deeply human, invaluable to leadership, and unattainable by machines. Myth #5: Trust comes before vulnerability. We sometimes do an exercise with groups where we give people sentence stems and they fill out the answers on a Post-it note. An example:

First, the Bible says that an elder must be of irreproachable moral character and capable in the use of Scripture because he is “God’s steward,” that is, God’s household manager (Titus 1:7). An elder is entrusted with God’s dearest and most costly possessions, His children. He thus holds a position of solemn authority and trust. He acts on behalf of God’s interests. No earthly monarch would dare think of hiring an immoral or incapable person to manage his estate. Nor would parents think of entrusting their children or family finances to an untrustworthy or incompetent person. So, too, the High and Holy One will not have an unfit, unqualified steward caring for His precious children.

You can’t get to courage without rumbling with vulnerability. Embrace the suck. At the heart of daring leadership is a deeply human truth that is rarely acknowledged, especially at work: Courage and fear are not mutually exclusive.

We identified four key learnings during our rumble. First, as a leadership team, we need a shared understanding of all the moving pieces so no single person is the connective tissue. We’ve fixed this with new communication processes that include the team continuing to meet—across all areas of the businesses—when I’m locked away writing, researching, or on the road. We also have a new meeting minutes process. Everyone takes their own notes, but one person in the meeting volunteers to capture minutes.

I define vulnerability as uncertainty, risk, and emotional exposure. With that definition in mind, let's think about love. Waking up every day and loving someone who may or may not love us back, whose safety we can't ensure, who may stay in our lives or may leave without a moment's notice, who may be loyal to the day we die or betray us tomorrow - that's vulnerability. Love is uncertain. it's incredibly risky. And loving someone leaves us emotionally exposed. Yes, it's scary and yes, we're open to being hurt, but can you imagine your life without loving or being loved?

If they have success, a terrible momentum is set in place—more people are attracted to their leadership, which only inflates their grandiose tendencies. If anyone dares to challenge them, they are more prone than others to go into that deep narcissistic rage. They are hypersensitive. They also like to stir up constant drama as a means to justify their power—they are the only ones who can solve the problems they create. This also gives them more opportunities to be the center of attention. The workplace is never stable under their direction.

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.

It is not the smallness of my size as held against the enormity of my dreams, for the size of any dream will always be smaller than the passion of the heart that dares to dream it.

And in Scotland, what was there? A divided leadership. The French Dowager fighting the Earl of Arran for the Governorship during Queen Mary’s childhood and wittingly or not, with every French coin she borrowed, ensuring Scotland’s future as a province of France. And since England dared not have another France over her border, England was ready to seduce any Scottish noble, from Arran downwards, who did not care for the Queen Dowager, or France, or the old Catholicism. A divided nation; a divided God; a land of ancient, self-seeking families who broke and mended alliances daily as suited their convenience, and for whom the concept of nationhood was sterile frivolity…what could weld them in time, and turn them from their self-seeking and their pitiable, perpetual feuds? A common danger might do such a thing, except that the nation was too weak to resist one. A great leader might achieve unity—but he must be followed by his equal or fail. A corporate religion might do it, but where did one exist which some foreign power had not seized and championed already?

Leaders are tired and don't know what to do about it. For far too long, they’ve built their lives and work around some version of the same message, “Get up, get out there, and deliver results. You can't stop and don't you dare drop. It's not enough; you’re not enough. Go faster, bigger, better. Prove yourself.” It’s exhausting, but it doesn’t have to be.

The only leader, who dares to speak in Hindi while addressing world forums or a wide diaspora of NRIs abroad, is Modi Ji.

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

Extroverts typically . . . • Process information externally by verbalizing, collaborating, brainstorming, discussing, sharing their ideas, and communicating until they achieve desired results. • Are rejuvenated and re-charged by being around people, interacting with friends and family, and having dynamic conversations. • Enjoy the excitement and adventure of a new situation or setting. • Tend to be more colorful, unpredictable, daring, stylish, and cluttered in their clothing, home furnishings, offices, and surroundings. • Love meeting new people and making new friends. They enjoy variety and engaging on all levels. • Are very spontaneous, resilient, and adapt well to change.

The challenge here is that we have been trained to read even the Bible as a catalog of heroes to emulate. Moses is the great model of leadership, Joshua is the ideal warrior, and we should “dare to be a Daniel,” as the old hymn exhorts. This is a little odd, when you actually read the narratives and discover that Abraham, Noah, Moses, David, and all the rest were ordinary sinners like the rest of us who had received an extraordinary calling. They fell short of that calling, but God was faithful. And they too needed a Savior — and this is the central plot unfolding in Scripture. In our ambition, we trip over the central character and the central meaning of the whole story.

Their job as leader was not to solve the problem – the president really has little control over the economy – but to convince the public not only that he has a plan but that he is altogether confident in the plan's success and that only a cynic or someone in different to the public's well-being would dare to question him on the details.

We are far MORE than our current set of circumstances...only if we 'dare to dream'!

In Jewish tradition, we find the cautionary adage “Be in the world, but not of the world.” In the Gospels, Jesus says: “Render unto Caesar that which is Caesar’s, and unto God that which is God’s” (Matthew 22:21). Michelangelo was deeply troubled by a Church that was trying to imitate the grandeur of the Caesars while ignoring the humility and poverty of Christ. He recognized that the Vatican had become a place of unbridled corruption, greed, nepotism, and military adventurism. No longer was spiritual leadership concerned with delineating the differences between the “One” and the “seventy.” And so Michelangelo dared to express his anger by way of the angry prophet Jeremiah, who predicted doom for precisely those who failed to heed this very message. Of course, it was an extremely dangerous and seditious statement.

If you could have a gigantic billboard anywhere with anything on it, what would it say and why? A single bottom line of profit motive no longer serves our interdependent world. We must move from a focus on shareholders to one on stakeholders, take a long-term view, and measure what matters, not just what we can count. That’s a lot easier to say than to do. So we created a manifesto at Acumen, a moral compass to guide our decisions and actions. It is an aspirational document, one I think about daily, though I don’t always live up to it. It is long for a billboard, but maybe if we put it in the right place and encouraged people to pause for just a moment, which in itself wouldn’t be so bad. Here it is: It starts by standing with the poor, listening to voices unheard, and recognizing potential where others see despair. It demands investing as a means, not an end, daring to go where markets have failed and aid has fallen short. It makes capital work for us, not control us. It thrives on moral imagination: the humility to see the world as it is, and the audacity to imagine the world as it could be. It’s having the ambition to learn at the edge, the wisdom to admit failure, and the courage to start again. It requires patience and kindness, resilience and grit: a hard-edged hope. It’s leadership that rejects complacency, breaks through bureaucracy, and challenges corruption. Doing what’s right, not what’s easy. It’s the radical idea of creating hope in a cynical world. Changing the way the world tackles poverty and building a world based on dignity. Or else, I might borrow Rilke’s gorgeous mantra to “Live the Questions,” which is a simple reminder to have the moral courage to live in the gray, sit with uncertainty but not in a passive way. Live the questions so that, one day, you will live yourself into the answers. . . . What advice would you give to a smart, driven college student about to enter the “real world”? Don’t worry all that much about your first job. Just start, and let the work teach you. With every step, you will discover more about who you want to be and what you want to do. If you wait for the perfect and keep all of your options open, you might end up with nothing but options. So start.

Have you ever dared to imagine what life could be like … if we used our skills to transform conflict, to clean up the environment, and to invent a financial system that is fair? How it would be if we set up systems for wise governance, if we kicked out the cynics and gave medals to people who outlaw corruption? What would life be like if we were to bring the feminine and masculine into balance, to free women from millennia of oppression and release their creativity? What if we were able to have a pace of life that suited the soul? This book is your invitation. How This Book Works The foundation of this book is the leap in human consciousness. This first chapter introduces the ideas that propelled me to write it and describes my own journey. Chapter 2 will try to get as close as possible to a vision of what this leap is. Chapter 3 then takes us to meet some living examples of people who have done this—great people who have developed their self-awareness, shifted their consciousness, and become able to work for change in the world in a powerfully effective way. These are individuals who have dealt with the doubts and challenges of being a pioneer, such as speaking truth to power and picking yourself up when things fall apart. They have also, crucially, learned when skepticism is useful

The vote only empowers you to represent abilities, whereas the beauty of work and actuality of capability qualify you as a true leader; otherwise, the majority vote is just a power game, not insight.” Ziauddin Khawaja, known as Ziauddin Butt, in the military coup against the elected Prime Minister of Pakistan, Nawaz Sharif, on October 12, 1999, under secret and mutual interests, assured the four corps commanders of that time of their loyalty to the army and in favor of General Musharraf. Military treachery was preferred over democratic values and the constitutional protection of the elected Prime Minister. If General Butt was a patriot, the worst general in history, Musharraf, would never have dared to hand over our beloved country to foreign forces. Every general tries to be a patriot and a hero after retirement. As many generals as there were in Pakistan and they broke, abrogated, or suspended the constitution from any angle, they were and are complete traitors to the Pakistani state, nation, and constitution, but also to the morale of the great forces, along with the traitorous judges of the judiciary, who participated equally. Not repeating such factors is a nation’s survival; otherwise, there will be no uniforms and no freedom. Staying within every institution’s limits is patriotism; give exemplary proof of your patriotism, and you are all subservient to the Constitution and those elected under the Constitution. Your oath is your declaration of respect and protection of democratic values; its violation is treason against the country and nation. On the other hand, Pakistani political parties and their leadership do not qualify in the context of politics since, if they are in power or opposition, they seek favor from the Armed Forces for their democratic dictatorship. The honest fact is that Pakistanis neither wanted nor wished to establish real democratic values and their enforcement. Lawmakers are unqualified and incapable of fulfilling the context of the Constitution, which is the essence of a pure and honest democracy with fair and transparent elections as per the will of voters, which never happened in Pakistan. Examples are visible and open to the world, even though no one feels sorry or ashamed for such an immoral, illegitimate, and unconstitutional mindset and trend of the Pakistani leadership of all political parties. Huge and widespread corruption is a threat to the Pakistani economy and people’s prosperity. IMF support and other benefits go into the hands of corrupt officials instead of prioritizing the well-being of society or individuals. Imposing taxes without prosperity in society and for people who already live below the poverty line is economic violence, not a beneficial impact. The fact is bare that the establishment misuses leaders and leaders misuse the establishment, which has become a national trend; consequently, state, nation, and constitution remain football for them, and they have been playing it for more than seven decades, losing the resources of land and people for their conflicts of interest. I can only suggest that you stop such a game before you defeat yourself.

if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.

The real barrier to daring leadership is our armor—the thoughts, emotions, and behaviors that we use to protect ourselves when we aren’t willing and able to rumble with vulnerability.

If the culture in our school, organization, place of worship, or even family requires armor because of issues like racism, classism, sexism, or any manifestation of fear-based leadership, we can’t expect wholehearted engagement.

I was asked to do a lot of things by the Weather Underground leadership over the years and, toward the end, asked to do many things I didn’t even believe at the time were right, but I did them anyway. I let my friends talk me into doing them. Those acts mainly amounted to lying to people, rather than potentially injuring them. When I finally quit it was not just because I realized that the vision was unconnected to reality. Even then, as ever, I was acting more from emotion than ideology. Mostly I was angry at having been manipulated, and humiliated for allowing myself to be manipulated, and mortified at then manipulating others in turn. But no one ever asked me to carry out a bombing. Grown-up me wants to think that even if they had, as late in the process, say, as the moment when dressed in the bland costume of an office worker I had been handed the attaché case containing the ticking device, I would have hesitated, considered the implications, and declined to go through with it. But I was still a child during those years, who needed to tag along after the big boys, take their dare, win their approval. Yes, almost certainly, I would have done it.

Apologizing and backing that up with behavior change is normailzed in our organization from onboarding. While some leaders consider apologizing to be a sign of weakness, we teach it as a skill and frame the willingness to apologize and make amends as brave leadership.

Jessica Kim was one of them. A damn shame, she was one of those Asian worker-bee types. Always here past midnight. I heard she worked on Christmas. A real numbers whiz." "True, but she wasn't the best fit for client services. At her level, she needed to be a thinker, not a doer. I know this sounds crass, but her clothes never fit. They were a little too baggy for may taste." "Maybe you should have paid her more so she could hire a tailor." Laughter. "Wasn't she already being overpaid anyway, especially for a female associate?" My stomach lurched. I'd heard enough. My sadness vortexed into pure rage as I stomped over to them. "I gave blood, sweat, and tears for this company." I growled and pointed at Robert, my former group director. "You begged me to cover for you if your wife called when you were wining and dining that female client last year." Robert's face reddened. "But you didn't. I'm going through a divorce now." I went down the line to the next asshole. "Shaun, you tried to expense your escapade at a strip club by saying it was my birthday dinner and HR thought I was in on the scam. And Dan, you transposed all those numbers on the deal sheet and I caught them just before they were sent out, remember? You could have been fired for that, especially for showing up to work high. I went above and beyond for you. I saved your ass." Their jaws dropped. No, they weren't going to schmooze their way out of this one. "I know what you're thinking. How dare she say these things to us? She's just bitter because she was let go. Well, it's partly true. I'm bitter because I've wasted seven years of my life at this company that turned around and stabbed me in the back. If I wasn't leadership material, why didn't a female mentor coach me? Oh right, because there aren't any female execs here. But thank you, sincerely, for the wake-up-call. Now I can take my bonuses and severance and do something better with my time rather than covering for you and making you all richer.

To recognize God’s presence no matter how dire your circumstances is an antidote to fear.

The crude ideas advanced by many of the successful mass movement leaders of our time incline one to assume that a certain coarseness and immaturity of mind is an asset to leadership. However, it was not the intellectual crudity of an Aimee McPherson or a Hitler which won and held their following but the boundless self-confidence which prompted these leaders to give full rein to their preposterous ideas. A genuinely wise leader who dared to follow out the course of his wisdom would have an equal chance of success. The quality of ideas seems to play a minor role in mass movement leadership. What counts is the arrogant gesture, the complete disregard of the opinion of others, the singlehanded defiance of the world.

Keep wise people around you who have similar goals. Iron sharpens iron.

Don’t be ordinary; strive for extraordinary. Demand excellence in everything.

Everyone walking this planet has a compelling God-given purpose. It’s unique to you. No one else can pull it off. It’s yours. It fulfills your deepest need for significance.

You can measure the joy in a person’s life by the amount of joy they invest in others.

Failure’s nothing more than an opportunity for greater success.

Look for the best in others, even when it’s obscured. Positivity begets more positivity.

There’s actually some very persuasive leadership research that supports the idea that asking for support is critical, and that vulnerability and courage are contagious. In a 2011 Harvard Business Review article, Peter Fuda and Richard Badham use a series of metaphors to explore how leaders spark and sustain change. One of the metaphors is the snowball. The snowball starts rolling when a leader is willing to be vulnerable with his or her subordinates. Their research shows that this act of vulnerability is predictably perceived as courageous by team members and inspires others to follow suit.