Decided Leadership Quotes

Like creating a masterpiece, quitting is an art: you have to decide what to keep within the frame and what to keep out.

Every great leader can take you back to a defining moment when they decided to lead

battles are decided more by the morale of the troops than by their bodily strength.

Whenever I speak to young people, I suggest they do something that might seem a little odd: Close your eyes, I say. Sit there, and imagine you are at the end of your life. From that vantage point, the smoke of striving for recognition and wealth is cleared. Houses, cars, awards on the wall? Who cares? You are about to die. Who do you want to have been? I tell them that I hope some of them decide to have been people who used their abilities to help those who needed it—the weak, the struggling, the frightened, the bullied. Standing for something. Making a difference. That is true wealth.

Leadership is being the first egg in the omelet.

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.

My son, I will love you unconditionally no matter what you do. I pray you choose wisely, and that you are always safe. But what I want most, is that whatever you decide and become, that you are a good example to others. That is what would comfort me. This, I believe, is your responsibility in life. I want you to own that responsibility and I want you to live that responsibility.

Leadership is self-made. People who have deliberately decided to become problems solver lead better.

one thing I have learned since coming to Tosu City is that age does not guarantee better decisions or stronger leadership. The ability to put aside personal agendas and decide what is best for the whole does.

Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out.

We need to decide how we want to be treated. Then we need to begin treating others in that manner.

Marcos, each question I ask is designed to give you just enough rope. What you do with that rope is up to you. You decide with your answers if that rope will hang you or save you. How you choose is up to you. I pray that over time you will learn that being honest, even if you did wrong, is a better option.

We will never know peace and stability in the world without balance. And we will never know balance without justice for all. Yet, justice exists only where there is fairness and equality -- when every man and country is treated and viewed equally. No country should be given power over another. In addition, no country should be granted privileges that are denied to others. No one country has the authority to decide which country will be embargoed, denied to protect itself, and will be favored based on the weight of their resources. Eliminate the hypocrisy.

The term 'black' was given a rebirth by the black youth revolt. As reborn, it does not refer to the particular color of any particular person, but to the attitude of pride and devotion to the race whose homeland from times immemorial was called 'The Land of the Blacks.' Almost overnight our youngsters made 'black' coequal with 'white' in respectability, and challenged the anti-black Negroes to decide on which side they stood. This was no problem for many who are light or even near-white in complexion, for they themselves were among the first to proclaim with pride, 'call me black!' Those who hate the term but hold the majority of leadership positions feel compelled to use it to protect their leadership roles.

Values are the individual biases that allow you to decide which actions are true for you alone.

battles are decided more by the morale of the troops than by their bodily strength.” Syazarees

In the end, leaders don't decide who leads. Followers do.

The most risky day in the world will be the day the bird will decide to swim and the fish will decide to fly. Stay glued to what you can do.

Choices, options, decisions abound. Choose right, take the best option and decide well.

I had discovered long ago the first lesson of political courage: to think anew. I had then learned the second: to be prepared to lead and to decide. I was now studying the third: how to take the calculated risk. I was going to alienate some people, like it or not. The moment you decide, you divide.

You don’t become the person you wish to become; you become the person you choose to become. True leadership does not come true wishes; it comes by choices!

Authority works only when people obey.

You accomplish exactly as much as the people who serve you decide you'll accomplish, and nothing more.

Our best-laid plans are often our worst-made decisions.

No man's advice can change you unless you speak to yourself. Bible school or seminars can't change you, going to church can't change you except you decide to change. Psalm 139:23 - 24

The problem with your company is not the economy, it is not the lack of opportunity, it is not your team. The problem is you. That is the bad news. The good news is, if you're the problem, you're also the solution. You're the one person you can change the easiest. You can decide to grow. Grow your abilities, your character, your education, and your capacity. You can decide who you want to be and get about the business of becoming that person.

boy becomes a man when he chooses to take responsibility for everything in his life. When he owns his problems, and decides to own the good and the bad and commit to becoming better every day.

Sometimes it’s not the times you decide to fight, but the times you decide to surrender—those are the decisions that can make all the difference. Those are the ones that can shape your story in history.

The spiritual leader will not procrastinate when faced with a decision, nor vacillate after making it. A sincere but faulty decision is better than weak-willed "trial balloons" or indecisive overtures. To postpone decision is really to decide for the status quo. In most decisions the key element is not so much knowing what to do but in living with the results.

Page holds Musk up as a model he wishes others would emulate—a figure that should be replicated during a time in which the businessmen and politicians have fixated on short-term, inconsequential goals. “I don’t think we’re doing a good job as a society deciding what things are really important to do,” Page said. “I think like we’re just not educating people in this kind of general way. You should have a pretty broad engineering and scientific background. You should have some leadership training and a bit of MBA training or knowledge of how to run things, organize stuff, and raise money. I don’t think most people are doing that, and it’s a big problem. Engineers are usually trained in a very fixed area. When you’re able to think about all of these disciplines together, you kind of think differently and can dream of much crazier things and how they might work. I think that’s really an important thing for the world. That’s how we make progress.

When all the facts are in, swift and clear decision is another mark of a true leader. A visionary may see, but a leader must decide. An impulsive person may be quick to declare a preference; but a leader must weigh evidence and make his decision on sound premises.

I know why you said you don't see a future for us.' My heart races like it's trying to take flight as I blurt out the words. 'Do you?' Of course he isn't going to make this easy. I'm not sure the man even knows what easy is. 'You want me,' I say, looking him in the eyes. 'And no, I'm not just talking about in bed. You. Want. Me, Xaden Riorson. You might not say it, but you do one better and show it. You show it every time you choose to trust me, every time your eyes linger on mine. You show it with every sparring lesson you don't have time for and every flight lesson that pulls you away from your own studies. You show it when you refuse to touch me because you're worried I don't really want you, then show it again when you take the time to hunt down violets before a leadership meeting so I don't wake up feeling alone. You show it in a million different ways. Please don't deny it.' His jaw flexes, but he doesn't deny it. 'You think we don't have a future because you're scared that I won't like who you really are behind all those walls you keep. And I@m scared, too. I can admit it. You're graduating. I'm not. You'll be gone in a matter of weeks, and we're probably setting ourselves up for heartbreak. But if we let fear kill whatever this is between us, then we don't deserve it.' I lift one hand to the back of his neck. 'I told you that I was the one who would decide when I'm ready to risk my heart, and I'm saying it.' The way he looks at me, with the same mix of hope and apprehension currently flooding my system, gives me absolute life. 'You don't mean that,' he says, shaking his head. And there he goes, sucking the life right out again. 'I mean it.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

Decide to be rich! Hate poverty strong.

There are only two types of people in an organization. The people who make decisions and the people who execute them.

Decision makers are the only differentiators between the successful organizations and the less successful ones.

Cohesiveness and critical thinking can coexist when decision makers know how to balance personal and professional life.

Indecision is like a slow poison.

Overcommunication is as good as no communication.

Monitoring and reviewing are the two paddles of the decision making cycle.

If you think that leadership is deciding what you want and telling people to do it, I feel sorry for you. Reality is going kick your ass so far that not even Google will find you.

If you decide to walk for others be prepared to carry them for many miles.

Businesses are better positioned in cities that prioritize sustainability. For example, business leaders look at the architectural environment - whether or not the buildings in the city designed for efficiency and resiliency. Business leaders look at energy - whether or not solar and other renewable energy sources are designed into the city's systems. And business leaders look at a variety of other factors regarding sustainability when they're deciding where to establish or relocate a business. So cities that prioritize sustainable development are positioning themselves to be hubs of business success.

Those who depend fully on another person's knowledge to decide what is possible are easily manipulated. The most effective leaders utilize experts from all fields , but rely on none when it comes to making a decision.

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.

When women can decide whether and when to have children; when women can decide whether and when and whom to marry; when women have access to healthcare, do only our fair share of unpaid labor, get the education we want, make the financial decisions we need, are treated with respect at work, enjoy the same rights as men, and rise up with the help of other women and men who train us in leadership and sponsor us for high positions—then women flourish … and our families and communities flourish with us.

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

How do tyrants hold on to power for so long? For that matter, why is the tenure of successful democratic leaders so brief? How can countries with such misguided and corrupt economic policies survive for so long? Why are countries that are prone to natural disasters so often unprepared when they happen? And how can lands rich with natural resources at the same time support populations stricken with poverty? Equally, we may well wonder: Why are Wall Street executives so politically tone-deaf that they dole out billions in bonuses while plunging the global economy into recession? Why is the leadership of a corporation, on whose shoulders so much responsibility rests, decided by so few people? Why are failed CEOs retained and paid handsomely even as their company’s shareholders lose their shirts? In

You hire the best people you can possibly find. Then it's up to you to create an environment where great people decide to stay and invest their time.

You plan to rob the world of its treasures if you decide to die with your potentials unleashed! The world needs your leadership influence; don’t take it raw to the cemetery!

Leadership is not a position. It’s a behavior. And you don’t get to decide if you’re doing it well.

Stop now and decide to never worry again about what others think about you.

It is not enough to say you will do something, you have to decide to do it. Don't procrastinate. Doing it is to do it. Not just saying it will be done.

We cannot stop people from providing their opinions, but we can decide which opinions matter to us.

Once a company sticks with its successful present, it becomes past very fast.

Leadership isn’t just about deciding what to do, it’s also about knowing what not to do.

All progress begins with a decision. Effective leadership requires decisive action. Embrace the process of deciding, yet recognize when you have reached a choice point.

I took control of my life the day I decided to be the one behind the wheel, the day I stopped chasing and started leading the way.

Don’t be afraid to be afraid, have the courage to face fear, and jump - there are lots of great things that happen when we decide to take risks." (C)(P) Tânia Tomé

It was time to confront everything I had hated about the Navy as I climbed up through its ranks, and fix it all. Though the goal was presumptuous, I told myself that it was important that I try to do this. I might never get promoted again, but I decided that the risk was worth it. I wanted a life I could be proud of. I wanted to have a positive effect on young people’s lives. I wanted to create the best organization I could. And I didn’t want to squander this leadership opportunity. I have learned over and over that once you squander an opportunity, you can never get it back.

Signs of communist domination of the andartes were not difficult to find, but at the same time there was no indication that the KKE desired to seize power by force. On the contrary, what evidence there is suggests that the KKE - in so far as its divided leadership was capable of any decisions at all in the absence of a clear lead from Moscow - had decided not to seize power at a time when it could easily have done so.

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

Everything changes when we finally cast off the shackles of striving for approval and acceptance outside of our own skin and instead decide that we are in fact good enough—that there is nothing we need to do to earn acceptance, approval, or love. When

Behind this manufactured political dereliction, time knocked at our doorstep on several occasions to decide whether to enter the progressive world or to remain confined in a medievalist belief which serves only the feudal class and their monstrous egos.

even if we only gain a psychological advantage, that can mean the difference between victory and defeat. I’m reminded of the words of my father the king, who says that battles are decided more by the morale of the troops than by their bodily strength.” Syazarees

As Page puts it, “Good ideas are always crazy until they’re not.” It’s a principle he’s tried to apply at Google. When Page and Sergey Brin began wondering aloud about developing ways to search the text inside of books, all of the experts they consulted said it would be impossible to digitize every book. The Google cofounders decided to run the numbers and see if it was actually physically possible to scan the books in a reasonable amount of time. They concluded it was, and Google has since scanned millions of books. “I’ve learned that your intuition about things you don’t know that much about isn’t very good,” Page said. “The way Elon talks about this is that you always need to start with the first principles of a problem. What are the physics of it? How much time will it take? How much will it cost? How much cheaper can I make it? There’s this level of engineering and physics that you need to make judgments about what’s possible and interesting. Elon is unusual in that he knows that, and he also knows business and organization and leadership and governmental issues.

JFK apparently felt genuine sympathy for his 1960 presidential opponent Richard Nixon. He felt that, with Nixon's frequent shifts in political philosophy and reinventions, he must have to decide which Nixon he will be at each stop. This, Kennedy reasoned, must be exhausting.

We decided to use the metaphor that the company was like a sports team, not a family. Just as a great sports teams are constantly scouting for new players and culling others from their lineups, our team leaders would need to continually look for talent and reconfigure team makeup.

Elsewhere in the government, Dodd thought he detected a new and decidedly moderate bent, at least by comparison to Hitler, Göring, and Goebbels, whom he described as “adolescents in the great game of international leadership.” It was in the next tier down, the ministries, that he found cause for hope.

If you think that leadership is deciding what you want and telling people to do it, I feel sorry for you. Reality is going kick your ass so far that not even Google will find you. The goal of this chapter is to help you become such a great leader that you’ll appear on the first page of a Google search for “leader.

When people are skilled at adopting free traits, it can be hard to believe that they’re acting out of character. Professor Little’s students are usually incredulous when he claims to be an introvert. But Little is far from unique; many people, especially those in leadership roles, engage in a certain level of pretend-extroversion. Consider, for example, my friend Alex, the socially adept head of a financial services company, who agreed to give a candid interview on the condition of sealed-in-blood anonymity. Alex told me that pretend-extroversion was something he taught himself in the seventh grade, when he decided that other kids were taking advantage of him. “I was the nicest person you’d ever want to know,” Alex recalls, “but the world wasn’t that way. The problem was that if you were just a nice person, you’d get crushed. I refused to live a life where people could do that stuff to me. I was like, OK, what’s the policy prescription here?...

Our desires, dreams and hopes, open portals. These portals manifest in our conscience and five senses, in the form of decisions related to the material world but also opportunities. Now, at the exact same time, or maybe even slightly before in time, we get the exact opposite, the temptation, the illusion and deception. And when we are about to make a decision, as if by magic, the two things come stronger to us, as if pushing us into a duality that makes it hard to decide. Now, this brings me to another super interesting fact: Most people assume that they have freewill, and that choices are hard to be made, and that life is full of dualities. And I've learned that this is just a great deception related to our planet, which, as human beings, we must transcend. And what I'm really saying here is that the duality and the freewill don't exist. There's only one choice to be made, the one that bring us upwards. Self-destruction is not a choice. And yet, every duality presents exactly that, and not really a choice.

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.

Duckworth learned that the Whole Candidate Score—an agglomeration of standardized test scores, high school rank, physical fitness tests, and demonstrated leadership—is the single most important factor for admission, but that it is useless for predicting who will drop out before completing Beast. She had been talking to high performers across domains, and decided to study passion and perseverance, a combination she cleverly formulated as “grit.

Remember Martin L. King’s organization, the Southern Christian Leadership Conference? When it staged marches in Alabama, that state’s governor, George Wallace, called the organization’s members “professional agitators with pro-Communist affiliations.” Sound familiar? How close to “outside agitators”! The phrase begs the question: outside of what? The state? America? This country is called the United States of America, founded upon a national Constitution. Do all citizens have the right to protest, or just some? Is what happened to Mike Brown a local matter, or is his unjustifiable killing actually a national issue? It’s not the job of media to police protests—deciding who are “good” demonstrators, who are “bad” ones. Their job is to report what is happening, period. Were it not for these protests, let us be frank, the mass media would’ve ignored the crimes police committed against Michael Brown, against his family, against his community, and against his fellow citizens—us. If media were doing their job, reporting on the vicious violence launched against young Blacks the nation over, perhaps Michael Brown would be alive today. Let us look at the cops, almost 98 percent of whom are outsiders to Ferguson. They work there, they kill there, but they don’t live there. They dwell in neighboring, whiter counties and towns. Who are the real outside agitators?

Under the leadership of Henry Kissinger, first as Richard Nixon’s national security adviser and later as secretary of state, the United States sent an unequivocal signal to the most extreme rightist forces that democracy could be sacrificed in the cause of ideological warfare. Criminal operational tactics, including assassination, were not only acceptable but supported with weapons and money. A CIA internal memo laid it out in unsparing terms:        On September 16, 1970 [CIA] Director [Richard] Helms informed a group of senior agency officers that on September 15, President Nixon had decided that an Allende regime was not acceptable to the United States. The President asked the Agency to prevent Allende from coming to power or to unseat him and authorized up to $10 million for this purpose. . . . A special task force was established to carry out this mandate, and preliminary plans were discussed with Dr. Kissinger on 18 September 1970.

Our intellect is like a judge who decides the ‘right’ course of action. There is no dearth of information or knowledge in the world, and the mind is where all this is stored. A simple computer can beat the mind by storing many times more information than the mind can ever imagine grasping in its lifetime. But both the mind, as well as the computer, are of no use without the intellect, which alone can help them use their stored information. This makes the intellect superior to both.

Ultimately, Hitler decided not to invade–at least he hasn't done so yet," Muller smirked as he spoke. "But what struck us both at the time was the spectacle of the leader of a great nation like Germany seemingly able to do whatever he wanted, without any apparent constraints. He could override his military leadership, ignore objections of even his closest advisors, like Göring, and simply roll the dice, gambling that sending the army into the Rhineland wouldn't provoke a war with France.

To be clear, male leadership in marriage does not mean the husband does everything or even that he decides everything. Rather, it means he typically initiates and always leads those shared discussions with his wife by which the various aspects of marriage and family life are decided and planned. The wife's opinion is vitally important, and a godly couple should be a close-knit team. But there should be no area of family life in which the husband does not serve as leader, facilitator, and overseer.

Leadership is a difficult practice personally because it almost always requires you to make a challenging adaptation yourself. What makes adaptation complicated is that it involves deciding what is so essential that it must be preserved going forward and what of all that you value can be left behind. Those are hard choices because they involve both protecting what is most important to you and bidding adieu to something you previously held dear: a relationship, a value, an idea, an image of yourself.

In June 1789 some congressmen wanted Washington to have to gain senatorial approval to fire as well as hire executive officers—the Constitution was silent on the subject; the House duly approved that crippling encroachment on executive authority. When the Senate vote ended in a tie, Vice President Adams cast the deciding vote to defeat the measure, thereby permitting the president to exert true leadership over his cabinet and, for better or worse, preventing the emergence of a parliamentary democracy.

Unless the Labour leadership candidates decide to settle the issue through televised mud-wrestling (Adam Boulton, I think, for referee, and he may even take part) they will find it hard to gain massive attention for their utterances. Nor would the wannabes be wise to sign up to Lord Adonis's optimistic gloom about the coalition not lasting. Watching David Laws this week going about deficit reduction with an avidity bordering on the erotic, I realised that there are very good reasons why the centre should hold.

When you are a mother and a homemaker, you are your own boss. The days are what you make of them. The tasks that need to get done are put on a list at your discretion. This means that you must be leadership material. At the same time, what you get done is up to you, too. You also have to be a hardworking employee. The part of you that decides where to go must work with the part of you that needs to go there. Making a list that you cannot accomplish does not make you a better housewife, it makes you a bad leader.

Between the moral force of the civil rights movement and Johnson’s skillful use of the bully pulpit, a consensus had been built. While “to some people,” Johnson noted in his memoirs, the word consensus meant “a search for the lowest common denominator,” that definition belied the “prime and indispensable obligation of the Presidency”—to decide first what needs “to be done regardless of the political implications” and then to “convince the Congress and the people to do it.” For Johnson, a successful consensus was the consequence of effective persuasion.

Thus, the top-management approach has these essential characteristics: 1. We make an overall diagnosis before we decide on the specific problems to be solved. 2. We determine the order in which problems should be solved. We try to persuade the client to let us put first things first. 3. In the solution of problems, we take an integrating approach and recognize that: (a) external factors are usually important in the solution of internal problems; (b) very few problems can be solved in any single department or section of the business or government agency.36

His father considered that bones and muscles were “sufficient to make a man” and that time in school was “doubly wasted.” In rural areas, the only schools were subscription schools, so it not only cost a family money to give a child an education, but the classroom took the child away from manual labor. Accordingly, when Lincoln reached the age of nine or ten, his own formal education was cut short. Left on his own, Abraham had to educate himself. He had to take the initiative, assume responsibility for securing books, decide what to study, become his own teacher.

The single biggest structural problem facing leaders of meetings is the tendency to throw every type of issue that needs to be discussed into the same meeting, like a bad stew with too many random ingredients. Desperate to minimize wasted time, leaders decide that they will have one big staff meeting, either once a week or every other week. They sit down in a room for two or three or four hours and hash everything out—sales strategies, expense policies, potential mergers, employee recognition programs, budgets, and branding—so that everyone can get back to their “real work.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

Meanwhile, two miles down the mine shaft, nineteen men sat in absolute darkness trying to figure out what to do. One of the groups included a man whose arm had been pinned between two timbers, and, out of earshot, the others discussed whether to amputate it or not. The man kept begging them to, but they decided against it and he eventually died. Both groups ran out of food and water and started to drink their own urine. Some used coal dust or bark from the timbers to mask the taste. Some were so hungry that they tried to eat chunks of coal as well. There was an unspoken prohibition against crying, though some men allowed themselves to quietly break down after the lamps died, and many of them avoided thinking about their families. Mostly they just thought about neutral topics like hunting. One man obsessed over the fact that he owed $1.40 for a car part and hoped his wife would pay it after he died. Almost immediately, certain men stepped into leadership roles. While there was still lamplight, these men scouted open passageways to see if they could escape and tried to dig through rockfalls that were blocking their path. When they ran out of water, one man went in search of more and managed to find a precious gallon, which he distributed to the others. These men were also instrumental in getting their fellow survivors to start drinking their own urine or trying to eat coal. Canadian psychologists who interviewed the miners after their rescue determined that these early leaders tended to lack empathy and emotional control, that they were not concerned with the opinions of others, that they associated with only one or two other men in the group, and that their physical abilities far exceeded their verbal abilities. But all of these traits allowed them to take forceful, life-saving action where many other men might not.

Within three weeks the hollowness of another Nazi promise was exposed when Hitler decreed a law bringing an end to collective bargaining and providing that henceforth “labor trustees,” appointed by him, would “regulate labor contracts” and maintain “labor peace.”18 Since the decisions of the trustees were to be legally binding, the law, in effect, outlawed strikes. Ley promised “to restore absolute leadership to the natural leader of a factory—that is, the employer… Only the employer can decide. Many employers have for years had to call for the ‘master in the house.’ Now they are once again to be the ‘master in the house.

The Ramsey Rapist taught me at an early age that many of the things we think are valuable have no value. Whenever I speak to young people, I suggest they do something that might seem a little odd: Close your eyes, I say. Sit there, and imagine you are at the end of your life. From that vantage point, the smoke of striving for recognition and wealth is cleared. Houses, cars, awards on the wall? Who cares? You are about to die. Who do you want to have been? I tell them that I hope some of them decide to have been people who used their abilities to help those who needed it—the weak, the struggling, the frightened, the bullied. Standing for something. Making a difference. That is true wealth.

When Libya fought against the Italian occupation, all the Arabs supported the Libyan mujahideen. We Arabs never occupied any country. Well, we occupied Andalusia unjustly, and they drove us out, but since then, we Arabs have not occupied any country. It is our countries that are occupied. Palestine is occupied, Iraq is occupied, and as for the UAE islands... It is not in the best interest of the Arabs for hostility to develop between them and Iran, Turkey, or any of these nations. By no means is it in our interest to turn Iran against us. If there really is a problem, we should decide here to refer this issue to the international court of Justice. This is the proper venue for the resolution of such problems. We should decide to refer the issue of the disputed UAE islands to the International Court of Justice, and we should accept whatever it rules. One time you say this is occupied Arab land, and then you say... This is not clear, and it causes confusion. 80% of the people of the Gulf are Iranians. The ruling families are Arab, but the rest are Iranian. The entire people is Iranian. This is a mess. Iran cannot be avoided. Iran is a Muslim neighbour, and it is not in our interes to become enemies. What is the reason for the invasion and destruction of Iraq, and for killing of one million Iraqis? Let our American friends answer this question: Why Iraq? What is the reason? Is Bin Laden an Iraqi? No he is not. Were those who attacked New York Iraqis? No, they were not. were those who attacked the Pentagon Iraqis? No, they were not. Were there WMDs in Iraq? No, there were not. Even if iraq did have WMDs - Pakistan and India have nuclear bombs, and so do China, Russia, Britain, France and America. Should all these countries be destroyed? Fine, let's destroy all the countries that have WMDs. Along comes a foreign power, occupies an Arab country, and hangs its president, and we all sit on the sidelines, laughing. Why didn't they investigate the hanging of Saddam Hussein? How can a POW be hanged - a president of an Arab country and a member of the Arab League no less! I'm not talking about the policies of Saddam Hussein, or the disagreements we had with him. We all had poitlical disagreements with him and we have such disagreements among ourselves here. We share nothing, beyond this hall. Why won't there be an investigation into the killing of Saddam Hussein? An entire Arab leadership was executed by hanging, yet we sit on the sidelines. Why? Any one of you might be next. Yes. America fought alongside Saddam Hussein against Khomeini. He was their friend. Cheney was a friend of Saddam Hussein. Rumsfeld, the US Defense Secretary at the time Iraq was destroyed, was a close friend of Saddam Hussein. Ultimately, they sold him out and hanged him. You are friends of America - let's say that ''we'' are, not ''you'' - but one of these days, America may hang us. Brother 'Amr Musa has an idea which he is enthusiastic. He mentioned it in his report. He says that the Arabs have the right to use nuclear power for peaceful purposes, and that there should be an Arab nuclear program. The Arabs have this right. They even have the right to have the right to have a nuclear program for other... But Allah prevails... But who are those Arabs whom you say should have united nuclear program? We are the enemies of one another, I'm sad to say. We all hate one another, we deceive one another, we gloat at the misfortune of one another, and we conspire against one another. Our intelligence agencies conspire against one another, instead of defending us against the enemy. We are the enemies of one another, and an Arab's enemy is another Arab's friend.

A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.

We need to have a serious discussion about your leadership skills, Miss Foster,” Bronte’s sharp voice barked the next morning, jolting Sophie out of the dazed, half-sleepy state she’d been lingering in since sunrise. “And perhaps also about your strange choices for sleeping location.” Some part of her brain had been telling her that she needed to get up and get ready for a big day of super-important stuff. The other part had decided that all of that stuff could wait a tiny bit longer. And then a tiny bit longer after that. And a little more after that. As if she’d found some sort of strange mental snooze button—which she was happy to keep hitting as long as it let her stay surrounded by baby alicorns and Calla’s soothing songs instead of having to face reality. And now her entire brain was telling her that the best solution to her current situation was to pull her blankets over her head and wait for Bronte to go away.

Dominant people and groups used power to: • declare what styles of music will and will not be used • determine what historical religious leaders looked like racially • decide which teachings to emphasize, and which to downplay • determine what religious education literature to use • decide which pictures or other art goes on the walls • declare who the spiritual heroes are and why • decide which aspects of history to remember and how to interpret the past • decide who is mature in their faith, and who is not • determine how much race and ethnicity will be talked about • declare that race is not important and will not be discussed • declare that the race of those in leadership does not matter • look at and treat the non-majority groups with paternalism • force others to assimilate or leave the congregation • determine the culture through which the faith will be interpreted • determine the culture through which faith will be practiced • make others feel powerless • remain ignorant about other cultures • determine if change will happen and the pace of change (almost always, slowly) • make people feel small, unimportant, like outsiders • deny having power

Congress decided to put him on a committee to write a declaration explaining why the colonies were seeking independence. It was back in the days when Congress knew how to appoint really good committees: Franklin and Jefferson and John Adams were on it. They knew that leadership required not merely asserting values, but finding a balance when values conflict. We can see that in the deft editing of the famous sentence that opens the second paragraph of the Declaration. “We hold these truths to be sacred . . . ,” Jefferson had written. On the copy of his draft at the Library of Congress we can see the dark printer’s ink and backslashes of Franklin’s pen as he changes it to “We hold these truths to be self-evident.” His point was that our rights would come from rationality and the consent of the governed, not the dictates and dogma of any religion. Jefferson’s draft sentence went on to say that all men have certain inalienable rights. We can see Adams’s hand making an addition: “They are endowed by their Creator” with these inalienable rights. So just in the editing of one half of one sentence we can see how Franklin and his colleagues struck a unifying balance between the grace of divine providence and the role of democratic consent in the founding values of our nation.

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

Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems.

In the shock of the moment, I gave some thought to renting a convertible and driving the twenty-seven hundred miles back alone. But then I realized I was neither single nor crazy. The acting director decided that, given the FBI’s continuing responsibility for my safety, the best course was to take me back on the plane I came on, with a security detail and a flight crew who had to return to Washington anyway. We got in the vehicle to head for the airport. News helicopters tracked our journey from the L.A. FBI office to the airport. As we rolled slowly in L.A. traffic, I looked to my right. In the car next to us, a man was driving while watching an aerial news feed of us on his mobile device. He turned, smiled at me through his open window, and gave me a thumbs-up. I’m not sure how he was holding the wheel. As we always did, we pulled onto the airport tarmac with a police escort and stopped at the stairs of the FBI plane. My usual practice was to go thank the officers who had escorted us, but I was so numb and distracted that I almost forgot to do it. My special assistant, Josh Campbell, as he often did, saw what I couldn’t. He nudged me and told me to go thank the cops. I did, shaking each hand, and then bounded up the airplane stairs. I couldn’t look at the pilots or my security team for fear that I might get emotional. They were quiet. The helicopters then broadcast our plane’s taxi and takeoff. Those images were all over the news. President Trump, who apparently watches quite a bit of TV at the White House, saw those images of me thanking the cops and flying away. They infuriated him. Early the next morning, he called McCabe and told him he wanted an investigation into how I had been allowed to use the FBI plane to return from California. McCabe replied that he could look into how I had been allowed to fly back to Washington, but that he didn’t need to. He had authorized it, McCabe told the president. The plane had to come back, the security detail had to come back, and the FBI was obligated to return me safely. The president exploded. He ordered that I was not to be allowed back on FBI property again, ever. My former staff boxed up my belongings as if I had died and delivered them to my home. The order kept me from seeing and offering some measure of closure to the people of the FBI, with whom I had become very close. Trump had done a lot of yelling during the campaign about McCabe and his former candidate wife. He had been fixated on it ever since. Still in a fury at McCabe, Trump then asked him, “Your wife lost her election in Virginia, didn’t she?” “Yes, she did,” Andy replied. The president of the United States then said to the acting director of the FBI, “Ask her how it feels to be a loser” and hung up the phone.

Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized