Deliberate Leadership Quotes

What does sincerity mean if it is chosen as deliberate strategy?

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

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

By constant practices, deliberate repetitions and uninterrupted exercises, leaders go from zero to hero. They don't quit.

Everyone is a business person. You must be in the business of managing your time. Managing your time means managing your life. Good time managers are good life managers, and vice versa.

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

The change the world needs is not in the hand of everyone who is alive. It is in the works of those who deliberately contribute to make it a better place.

What separates a leader from the rest is not only his ability to see what needs to be done but his unhesitating execution of it, even while others watch or deliberate.

No matter how hard you train them, how deliberately you plan, or how much support you send their way; to lose Marines is to watch as fires flicker out beneath a torrent of rain.

Be punctual; it shows your respect for other people.

Creating the right mind-set and a positive attitude today, will help you to start crafting a clear plan of how you intend to make your life a success.

If the paradigm doesn’t work, executing the paradigm better actually makes things worse.

The unfairness of judging others comes in that we judge them on the basis of our own values and beliefs, yet we can never exactly stand on common ground.

Developing ALL staff to their fullest potential, on a daily basis, is the most powerful and humane approach, to building a high-performance organisation, that positively changes the world.

Eisenhower, in short, had perfected the art of playing against his assigned role, first as a nonmilitary general and later as a nonpolitical president. This deliberately cultivated style had proved enormously successful in war. How would it work in the White House?

No matter how great you are at what you do, as long as you remain known only within your own family circles, then you and your talent will die in obscurity and irrelevance. Position yourself to influence the masses by having a media, marketing and communication strategy.

The key questions and challenges that we must all continue to pose and remind this key sector (the media) should be, 'Do you realize the power you have, to build and to destroy; to promote success or failure; to bring life or death to a cause or talent; to give a platform or take it away?

Learn from mistakes and set-backs (yours and other people’s), pick yourself up, make necessary changes and try again. I once came across a saying that went something like, “The wise learn from the mistakes made by fools!” So at some point we all have been fools, I suppose, since we all make mistakes.

Serious businesses and lenders will tell you that managing your cash flow is one of the most important aspects in the health of any business. Managing you time flow is key to a healthy and successful life, because, Time is equal to Life. The quality of time expenditure is in direct proportion to the quality of life enjoyed.

Realise your Stewardship role as a parent – you raise children to offer a quality gift to society. Even your spouse should not be treated as an object or possession you own; support them to be the best of what they were created to be. Do your part and trust God for the rest. If you have empowered them, trust them to be responsible.

Bathing is not negotiable! So is brushing your teeth and washing your underwear, so that you always have a fresh inviting scent around you. People should want to be around you, not avoid you because of unfriendly odours coming out of your mouth, shoes or armpits. Do the best with what you have; even the old can be made clean and hygienic to improve your image.

One of the greatest tools you cannot do without is the media. These various means for mass communication and those involved in them must be your partners and not your enemies; you must not be afraid of them but befriend and love them. If you are going to be significant and relevant then you are going to need someone to help broadcast your voice and channel your substance to the world.

A leadership comfort zone brings stagnancy, deprives one of innovation, stifles growth and frustrates both the leader and the team they lead. Your personal preferences like leadership style, communication style, prejudices, habits and mannerisms must be effectively managed so that they do not work against you. You have to be careful that your strengths do not end up becoming a hindering comfort zone. Seek to lead, driven by a cause.

I am a congenital optimist about America, but I worry that American democracy is exhibiting fatal symptoms. DC has become an acronym for Dysfunctional Capital: a swamp in which partisanship has grown poisonous, relations between the White House and Congress have paralyzed basic functions like budgets and foreign agreements, and public trust in government has all but disappeared. These symptoms are rooted in the decline of a public ethic, legalized and institutionalized corruption, a poorly educated and attention-deficit-driven electorate, and a 'gotcha' press - all exacerbated by digital devices and platforms that reward sensationalism and degrade deliberation. Without stronger and more determined leadership from the president and a recovery of a sense of civic responsibility among the governing class, the United States may follow Europe down the road of decline.

Foolish people practice politics, not by serving as generals, secretaries, or popular leaders, but by inciting the mob, giving public speeches, fostering discord, or performing public service out of obligation; and, conversely, those who are civic-minded, philanthropic, devoted to the city, attentive, and truly political are always practicing politics by the promotion of those in power, the guidance of those needing direction, the support of those deliberating, the correction of those causing harm, and the reinforcement of those who are sensible.

Work is simply, “force x distance” or the product of a force applied to an object and the displacement of the object in the direction of the applied force…holding an object in the air does not involve any work, no matter how painful your hand will be after a few minutes… reflect on your daily activities and the results from them. Are you really working or just increasing your potential without progress or desired results? Your work must produce some movement, progress and change, by effectively using all your energies whether intellectual or physical.

Esper had not directly criticized the commander in chief, but his predecessor, Jim Mattis, finally delivered the rebuke of Trump he had held in for years. “Donald Trump is the first president in my lifetime who does not try to unite the American people—does not even pretend to try. Instead, he tries to divide us,” Mattis told the Atlantic’s Jeffrey Goldberg, before invoking “the Nazi slogan for destroying us . . . ‘Divide and Conquer.’ “We are witnessing the consequences of three years of this deliberate effort,” Mattis went on. “We are witnessing the consequences of three years without mature leadership. We can unite without him, drawing on the strengths inherent in our civil society.

Under this scenario, in sum, we would collectively stumble our way toward a fragmented, parochial, Big Brotherish kind of information system “characterized by supervision, regulation, constraint, and control.” Moreover, given his view of the world in 1979, Lick had to rate this possibility as far more likely than his optimistic projection. An integrated, open, universally accessible Multinet wouldn’t just happen on its own, he pointed out. It would require cooperation and effort on a time scale of decades, “a long, hard process of deliberate study, experiment, analysis, and development.” That process, in turn, could be sustained only by the forging of a collective vision, some rough consensus on the part of thousands or maybe even millions of people that an open electronic commons was worth having. And that, wrote Lick, would require leadership.

If the people merely have the right to vote, but no right of extensive participation, in other words, if they are awakened only at election time but go into hibernation afterwards, this is token democracy. Reviewing our experience with people's democracy since the founding of the PRC, we have made it clear that in such a vast and populous socialist country, extensive deliberation under the leadership of the CPC on major issues affecting the economy and the people's quality of life embodies the unity of democracy and centralism. Chinese socialist democracy takes two important forms: in one the people exercise their right to vote in elections, and in the other, people from all sectors of society undertake extensive deliberations before major decisions are made. In China, these two forms do not cancel one another out, nor are they contradictory; they are complimentary. They constitute institutional features and strengths of Chinese socialist democracy.

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

Fascism rested not upon the truth of its doctrine but upon the leader’s mystical union with the historic destiny of his people, a notion related to romanticist ideas of national historic flowering and of individual artistic or spiritual genius, though fascism otherwise denied romanticism’s exaltation of unfettered personal creativity. The fascist leader wanted to bring his people into a higher realm of politics that they would experience sensually: the warmth of belonging to a race now fully aware of its identity, historic destiny, and power; the excitement of participating in a vast collective enterprise; the gratification of submerging oneself in a wave of shared feelings, and of sacrificing one’s petty concerns for the group’s good; and the thrill of domination. Fascism’s deliberate replacement of reasoned debate with immediate sensual experience transformed politics, as the exiled German cultural critic Walter Benjamin was the first to point out, into aesthetics. And the ultimate fascist aesthetic experience, Benjamin warned in 1936, was war. Fascist leaders made no secret of having no program. Mussolini exulted in that absence. “The Fasci di Combattimento,” Mussolini wrote in the “Postulates of the Fascist Program” of May 1920, “. . . do not feel tied to any particular doctrinal form.” A few months before he became prime minister of Italy, he replied truculently to a critic who demanded to know what his program was: “The democrats of Il Mondo want to know our program? It is to break the bones of the democrats of Il Mondo. And the sooner the better.” “The fist,” asserted a Fascist militant in 1920, “is the synthesis of our theory.” Mussolini liked to declare that he himself was the definition of Fascism. The will and leadership of a Duce was what a modern people needed, not a doctrine. Only in 1932, after he had been in power for ten years, and when he wanted to “normalize” his regime, did Mussolini expound Fascist doctrine, in an article (partly ghostwritten by the philosopher Giovanni Gentile) for the new Enciclopedia italiana. Power came first, then doctrine. Hannah Arendt observed that Mussolini “was probably the first party leader who consciously rejected a formal program and replaced it with inspired leadership and action alone.” Hitler did present a program (the 25 Points of February 1920), but he pronounced it immutable while ignoring many of its provisions. Though its anniversaries were celebrated, it was less a guide to action than a signal that debate had ceased within the party. In his first public address as chancellor, Hitler ridiculed those who say “show us the details of your program. I have refused ever to step before this Volk and make cheap promises.” Several consequences flowed from fascism’s special relationship to doctrine. It was the unquestioning zeal of the faithful that counted, more than his or her reasoned assent. Programs were casually fluid. The relationship between intellectuals and a movement that despised thought was even more awkward than the notoriously prickly relationship of intellectual fellow travelers with communism. Many intellectuals associated with fascism’s early days dropped away or even went into opposition as successful fascist movements made the compromises necessary to gain allies and power, or, alternatively, revealed its brutal anti-intellectualism. We will meet some of these intellectual dropouts as we go along. Fascism’s radical instrumentalization of truth explains why fascists never bothered to write any casuistical literature when they changed their program, as they did often and without compunction. Stalin was forever writing to prove that his policies accorded somehow with the principles of Marx and Lenin; Hitler and Mussolini never bothered with any such theoretical justification. Das Blut or la razza would determine who was right.

Unless a man is ready to work for the salvation of others, it may be questioned whether or not he himself is saved. He who wants only enough religion to save himself is not likely to have even that much.

A big part of a pastor’s job is to keep the church swimming upstream, because the natural current takes us to a place of inward focus.

ADDRESSING DIVERSITY The way to reach the sheer diversity of the city is through new churches. New churches are the single best way to reach (1) new generations, (2) new residents, and (3) new people groups. Young adults have always been disproportionately located in newer congregations. Long-established congregations develop traditions (such as time of worship, length of service, emotional responsiveness, sermon topics, leadership styles, emotional atmosphere, and dozens of other tiny customs and mores) that reflect the sensibilities of longtime leaders who have the influence and resources to control the church life. These sensibilities often do not reach the younger generations. THE 1 PERCENT RULE Lyle Schaller talks about the 1 percent rule: “Each year any association of churches should plant new congregations at the rate of 1 percent of their existing total; otherwise, that association is in maintenance and decline. If an association wants to grow 50 percent plus [in a generation], it must plant 2 to 3 percent per year.”6 In addition, new residents are typically better reached by new churches. In older congregations, it may require years of tenure in the city before a person is allowed into a place of influence, but in a new church, new residents tend to have equal power with longtime area residents. Finally, new sociocultural groups in a community are generally better reached by new congregations. For example, if white-collar commuters move into an area where the older residents were farmers, a new church will probably be more receptive to the multiple needs of the new residents, while older churches will continue to be oriented to the original social group. And a new church that is intentionally multiethnic from the start will best reach new racial groups in a community. For example, if an all-Anglo neighborhood becomes 33 percent Hispanic, a new, deliberately biracial church will be far more likely to create “cultural space” for newcomers than will an older church in town. Brand-new immigrant groups can normally only be reached by churches ministering in their own languages. If we wait until a new group is sufficiently assimilated into American culture to come to our church, we will wait for years without reaching out to them. Remember that a new congregation for a new people group can often be planted within the overall structure of an existing church — perhaps through a new Sunday service at another time or a new network of house churches connected to a larger existing congregation. Though it may technically not be a new independent congregation, it serves the same function.

Good leaders set a clear path, show the way forward, and provide friend and foe alike with clarity and consistency that, like a northern star, can be reliably followed. We need leaders who say what they mean, who do what they say, and whose rhetoric provides a road map for how they will lead and where they will take the country. In this essential test of leadership, Obama has failed miserably, and I would suggest that failure has been deliberate insofar as he could not allow the American people to have insight into his genuine beliefs and intentions.

Every church starts out saying, “What if …” and the rest of the sentence is about how we could reach out. After a while we start saying, “What if …” and the rest of the sentence is about us. Is it selfishness setting in? I used to think it was a spiritual problem. Now I think it’s the natural progression of an organization’s life cycle. The longer you are together as a group, the more aware you become of each other’s needs, and the more responsive you become to each other’s needs. Slowly the arrows get turned in. It is a natural progression. But a natural progression is not what we want. We want a supernatural progression. We want God to help us so lost people are continually prioritized. It’s time to love the pitcher less and the water more.

What some churches have created is a remarkably sophisticated, very efficient system dedicated to creating the surface appearance of people-centricity, while in reality remaining as unresponsive, impenetrable, and clueless regarding the real needs of its people as even the most backward car dealer. The emerging culture is looking for something far less slick and produced. People are not looking for someone to speak to them glibly about relationships. They are looking for a friend. They are not looking for someone to talk with them about getting real. They are looking for those who will be open and honest about their lives.

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Take your mission and yourself very seriously. Stick to your schedule and keep time. Cut expenditure of time and money from non-core activities and redirect to those that give more value to the pursuit of your purpose. Never embark on your work or a project without a plan, even if it’s just a mental plan. Use the old carpenter’s rule – “Measure twice and cut once.” Do not leave room for substandard results.

If you are going to grow in personal effectiveness, you must become an excellent communicator. Achieving your goals and fulfilling your mission calls for communication excellence verbally, vocally and non-verbally. As you grow in this regard, you make forward strides towards significance – the capacity to make contributions that count and matter.

Have you positioned yourself to be reachable and accessible by those you seek to serve and make an impact on? Do they know where and how to find you, either physically or in the cyber realm? If they cannot reach you for whatever reason, then you have not done your homework, because you are supposed to have a strategy to reach them before they can even look for you! Otherwise someone else will meet them along the way as they look for you.

The primary challenge for any aspiring public office bearer is to have a well-defined cause and diligently represent that cause until a significant impact is witnessed. Adhering to value-based leadership principles must be at the top of the priority list for public office aspirants.

You feed the requisite substance through personal development efforts and position yourself strategically to allow the forces around you to create the path for your relevance and significance. You are not lifted by air, but by the substance inside you hitting the springboard of opportunity.

The life of a leader becomes intertwined with the expectations of those influenced as well as society in general. The expectations are so high, sometimes seemingly unreasonable, but all the same a reality that can only be brushed aside to the detriment of the one who does so. The majority of the eyes scrutinizing your life as a leader are not close or obvious – but they exist everywhere. Waiting for you to slip up or make a mistake so they can point, shout, criticize or destroy. Such is the immeasurable influence of leadership and what it attracts to itself.

You are only as authentic as the substance you have inside you. Having others take your examinations or doing your assignments and projects is to reduce the level of authenticity of your qualification as well as your personal brand. Master your chosen area of study to the highest level and demonstrate that you have full knowledge as a specialist. Let the depth of your knowledge make you sought after and respected. Define yourself and be authentic.

Benchmark against the top performing movers and shakers in your game. What are the skills required to achieve excellence in your area of specialty as a leader? How are you managing your vision and mission? Do you demonstrate a life lived with clear goals and targets? How are you providing direction, influence and developing others to lead? What is the evidence of the good leadership of your team?

Why is the world in need of a leader like you? You must lead for significant impact. As a leader, find the “cause” driving your leadership brand and pursue its resolution with passion and excellence.

After Netanyahu was defeated in the 1999 election, his more liberal successor, Ehud Barak, made efforts to establish a broader peace in the Middle East, including outlining a two-state solution that went further than any previous Israeli proposal. Arafat demanded more concessions, however, and talks collapsed in recrimination. Meanwhile, one day in September 2000, Likud party leader Ariel Sharon led a group of Israeli legislators on a deliberately provocative and highly publicized visit to one of Islam’s holiest sites, Jerusalem’s Temple Mount. It was a stunt designed to assert Israel’s claim over the wider territory, one that challenged the leadership of Ehud Barak and enraged Arabs near and far. Four months later, Sharon became Israel’s next prime minister, governing throughout what became known as the Second Intifada: four years of violence between the two sides, marked by tear gas and rubber bullets directed at stone-throwing protesters; Palestinian suicide bombs detonated outside an Israeli nightclub and in buses carrying senior citizens and schoolchildren; deadly IDF retaliatory raids and the indiscriminate arrest of thousands of Palestinians; and Hamas rockets launched from Gaza into Israeli border towns, answered by U.S.-supplied Israeli Apache helicopters leveling entire neighborhoods. Approximately a thousand Israelis and three thousand Palestinians died during this period—including scores of children—and by the time the violence subsided, in 2005, the prospects for resolving the underlying conflict had fundamentally changed. The Bush administration’s focus on Iraq, Afghanistan, and the War on Terror left it little bandwidth to worry about Middle East peace, and while Bush remained officially supportive of a two-state solution, he was reluctant to press Sharon on the issue. Publicly, Saudi Arabia and other Gulf states continued to offer support to the Palestinian cause, but they were increasingly more concerned with limiting Iranian influence and rooting out extremist threats to their own regimes.

The Catholic Church’s policy of blaming women and sex for the ills of the world came to full fruition in the late Middle Ages and on into the Renaissance. At minimum, hundreds of thousands of innocent women and men were hunted down, tortured horribly, reduced to physical, social, and economic wreckage, or burnt at the stake for being “witches”. The Catholic Church, so obsessed with it’s paranoid, irrational, illogical, and superstitious fantasies, deliberately tortured and executed human beings for a period of three hundred years. All this carnage, due to the Church's fear of learning, kept Europe in the throws of abysmal ignorance for a thousand years. What has been lacking in the world since the fall of the ancient world is a logical view of the godhead. To the Greek and Roman mind the gods were utilitarian; that is they offered convenient place to appreciate human archetypes. Sin and redemption from sin had nothing to do with the gods. The classic Greek and Roman gods did not offer recompense in life nor a heavenly afterlife as reward. Rather morality was determined by your service to humanity whether it was in the form of philosophy, science, art, architecture, engineering, leadership, or conquest. In this way humanity could live up to great potential instead of wasting their energy on worship, and false promises For almost a thousand years after the fall of Rome the Catholic Church’s control of society and law guaranteed that woman’s position was degraded to that of a second class citizen, far below the ancient Roman standard. Every literary reference depicts women as inferior, unworthy of inheritance, foolish, lustful and sinful. The Church ordained wife beating and encouraged total obedience to fathers and husbands. Women generally could not own land, join a guild, nor earn money like a man. Despite all this, a series of events unfolded; the crusades, rebirth of classical ideas, the printing press, the Reformation, and the Renaissance, all of which began to move womankind forward. VALENTINES DAY CARDS The Lupercalia festival of the New Year became an orgiastic carnival. A lottery ceremony ensued where men chose their sexual partners by choosing small bits of paper naming each woman present. Later the Christians, trying to incorporate and tame this sexual festival substituted the mythical saint Valentine; and ‘the cards of lust’ evolved into the valentine cards we exchange today.

The most magnificent drama in the last thousand years of human history is the transportation of ten million human beings out of the dark beauty of their mother continent into the new-found Eldorado of the West. They descended into Hell; and in the third century they arose from the dead, in the finest effort to achieve democracy for the working millions which this world had ever seen. It was a tragedy that beggared the Greek; it was an upheaval of humanity like the Reformation and the French Revolution. Yet we are blind and led by the blind. We discern in it no part of our labor movement; no part of our industrial triumph; no part of our religious experience. Before the dumb eyes of ten generations of ten million children, it is made mockery of and spit upon; a degradation of the eternal mother; a sneer at human effort; with aspiration and art deliberately and elaborately distorted. And why? Because in a day when the human mind aspired to a science of human action, a history and psychology of the mighty effort of the mightiest century, we fell under the leadership of those who would compromise with truth in the past in order to make peace in the present and guide policy in the future. —W. E. B. DU BOIS, Black Reconstruction in America, 1935

The Times celebration of Brown as confirming constitutional color blindness was widely shared in America. In the debates over the Kennedy-Johnson civil rights bill in 1963 and 1964, the bipartisan congressional leadership appealed to the classical liberal model of color-blind justice, leaning over backwards to deny charges by southern opponents that the law could lead to quotas or other forms of preference for minorities. Indeed, the legislative history of the Civil Rights Act shows what John David Skrentny, author of The Ironies of Affirmative Action, called “an almost obsessive concern” for maintaining fidelity to a color-blind concept of equal individual rights. Senator Hubert Humphrey of Minnesota, the majority (Democratic) whip behind the bill, explained simply: “Race, religion and national origin are not to be used as the basis for hiring and firing.” Title VII required employers to treat citizens differing in race, sex, national origin, or religion equally, as abstract citizens differing only in merit. Section 703(j) of the Civil Rights Act states: “Nothing contained in this title shall be interpreted to require any employer… to grant preferential treatment to any individual or to any group because of the race, color, religion, sex, or national origin of such individual or group on account of an imbalance which my exist with respect to the total number or percentage of persons of any race, color, religion, sex, or national origin employed by an employer.” The syntax was classic legalese, but the meaning was unambiguous. The Senate’s floor managers for Title VII, Joseph S. Clark (D-Pa.) and Clifford P. Case (R-N.J.), told their colleagues, “The concept of discrimination… is clear and simple and has no hidden meanings. …To discriminate means to make a distinction, to make a difference in treatment or favor, which is based on any five of the forbidden criteria: race, color, religion, sex, or nation origin.” They continued: There is no requirement in Title VII that an employer maintain a balance in his work force. On the contrary, any deliberate attempt to maintain a racial balance, whatever such a balance may be, would involve a violation of Title VII because maintaining such a balance would require an employer to hire or refuse to hire on the basis of race. It must be emphasized that discrimination is prohibited to any individual. Humphrey, trying to lay to rest what he called the “bugaboo” of racial quotas raised by filibustering southerners in his own party and by some conservative Republicans as well, reaffirmed the bill’s color-blind legislative intent: “That bugaboo has been brought up a dozen times; but it is nonexistent. In fact the very opposite is true. Title VII prohibits discrimination. In effect, it sways that race, religion, and national origin are not to be used as the basis for hiring and firing.” Humphrey even famously pledged on the Senate floor that if any wording could be found in Title VII “which provides that an employer will have to hire on the basis of percentage or quota related to color, … I will start eating the pages [of the bill] one after another.

Enforced rules of speed are incredibly useful when the intention is to be in discovery-mode. But it’s damaging in moments where you need to make significant decisions. We too often prize decisiveness in leadership. We have inherited a belief that leadership is about fast and confident decision-making rather than deliberation and reflection. The phrase “any decision is better than no decision” feels intuitively right, even though—if you stop and think about it—any decision is clearly not better than no decision.

As Luke recounts events leading up to Jesus’s birth, he deliberately names luminaries of his day—Emperor Augustus, King Herod, Governor Quirinius. Yet he startlingly shifts focus to unimportant, unlikely folks—Zechariah, Elizabeth, Mary, Joseph—who are in fact the unexpected channels of God’s work, the real sphere of God’s transforming activity.

Then came that Friday, when WikiLeaks dumped twenty thousand Democratic Party emails in a move deliberately timed to disrupt our convention. The WikiLeaks emails—written by a wide range of DNC staff from the top leadership all the way down to the lowest employees—were carefully chosen to reveal senior members of the DNC staff speaking disrespectfully of Bernie and his supporters;

While she was comfortable with her style, Guthrie knew she wasn’t exactly winning people over, so she decided to make a deliberate effort to “lead from the back of the boat.” Leadership, she said, is a little like running for office—you have to focus on your people and win them over one by one.

Propose A simple proposal is presented as an informal draft to the group for deliberation. Probe The group gathers feedback using 4 of the 5 Cs (Clarifications, Compliments, Concerns, and Changes) to improve upon the proposal. Re-Propose After taking a break to integrate the feedback collected so far into a second version of the proposal, the second version is presented to the group. The group is then tested for the 5th C—Commitment—using polling. Suggestions for changes are made until the desired level of agreement is achieved. Close The leader finalizes the agreement verbally or in writing and sends documentation to all key stakeholders.

But such distancing will still involve deliberate performance of the works of mercy that define the Catholic faith: feeding the hungry, caring for the poor, visiting the sick, striving for justice—finding Jesus “in the least of these.”2 Such chosen forms of faith may involve, for many, unauthorized expressions of prayer and worship—egalitarian, authentic, ecumenical—having nothing to do with diocesan borders, parish boundaries, or the sacrament of Holy Orders. That may be especially true in so-called intentional communities that lift up the leadership of women. These already exist, everywhere. In this connection, I think of my old partner Sister Gloria and what I belatedly learned from her. No matter who presides at whatever form the altar takes, such adaptations of Eucharistic observance return to the theological essence of the sacrament. Christ is experienced not through the officiant, but through the faith of the whole community. “For where two or three are gathered in my name,” Jesus said, “there am I in the midst of them.”3

If you have an idea worth spreading, you don’t need permission from anybody to spread it. If you have an idea worth spreading, the reliable research, data and definitions can be added later. If you have an idea worth spreading, you can sound it out with some loyal friends and let them remind you how much hard-won experience you’ve racked up—how many thousands of hours in deliberate practice.

Transformational leadership is a deliberate attempt to search for solutions and implement those solutions. The end goal of transformational leadership is a contribution towards long-term transformation.

Transformational leadership is a deliberate action taken in response to a vow made to transform people’s lives.

To be measured is to be calm, deliberate and firm.

Any liberation that happens through deliberation is better than the spilling of innocent blood.

As leaders, what we do one-on-one impacts what we do in meetings and groups. How we think and behave on a micro level is reflected at the macro level. If we are intentional and mindful as individual leaders, that intentionality and mindfulness will reverberate throughout our companies, families, and entire lives. We can be more effective and more deliberate across situations and relationships.

A common Amish question in their communal decision making reflects that group’s dedication to simplicity: “What will this do to our community?” It has been suggested that such a deliberation is also a great one for the people of the world. There are two kinds of people: those who sincerely ponder this question, and those so preoccupied with other interests that they don’t consider it in their business operations, religious leadership, philosophical perspectives, or theological understandings. But the global community that is relentlessly and unevenly forming still includes a wide swath of those who have not yet joined the global community movement. For the latter group, humanitarian efforts still appear to be nothing more than political maneuverings, personal image enhancements, or financial advantages in tax benefits. A genuine commitment to improve the living conditions of the world community has not yet appeared on their radar screens as worth personal investment.

When the sting of pride begins to register mentally or emotionally, it is often met with a deliberate denial intended to camouflage and avoid the guilt.

The flip side of the coin was the positive imagination of Ashkenazi immigrants as diligent and productive members of the middle class holding great value to the state-building enterprise. The fusion of ability, class, and ethnicity thus worked either way. American immigrants in particular were exempted from selection policies. Immigrants from Poland received privileged treatment when they were competing with Moroccans for scarce absorption resources in 1956. The state and the Jewish Agency leadership also deliberated on various occasions about how to actively promote Western immigration and/or “middle-class immigration,” especially after the liberal bourgeois General Zionists had participated in the government for the first time in December 1952, and in subsequent years.115 This happened at a time when great effort was made to restrict the bulk of Moroccan immigration.

For Bao Tong, these passages were evidence that Zhao Ziyang had been a marked man before 1989. “This had nothing to do with the students,” Bao told me. He believes that Deng used the students as a tool to oust his designated successor. “He had to find a reason. The more the students pushed, the more of a reason Deng Xiaoping had. If the students all went home, then Deng Xiaoping wouldn’t have had a reason.” According to Bao’s theory, the gradual escalation of tensions between the Communist leadership and the students may not have been due to mishandling by a divided party, but part of a deliberate strategy.

When I joined the military, some 50 years ago,” Mattis wrote, “I swore an oath to support and defend the Constitution. Never did I dream that troops taking that same oath would be ordered under any circumstance to violate the Constitutional rights of their fellow citizens—much less to provide a bizarre photo op for the elected commander in chief, with military leadership standing alongside.… “Donald Trump is the first president in my lifetime who does not try to unite the American people—does not even pretend to try,” he continued. “Instead, he tries to divide us. We are witnessing the consequences of three years of this deliberate effort. We are witnessing the consequences of three years without mature leadership.

What Hegel taught that intrigued the powerful then and now was that history could be deliberately managed by skillfully provoking crises out of public view and then demanding national unity to meet those crises — a disciplined unity under cover of which leadership privileges approached the absolute.

When I spoke with Keavy McMinn, one interesting point she made was that sometimes it’s helpful to be able to see things without the full historical context. Did you ever find that your context made it harder to move forward? Absolutely. I would notice myself coming into conversations with a team and I was prepared to give them a seven year history of every time someone had attempted the thing that they’re doing and why it didn’t work. It would take deliberate effort to review that history and ask myself, “Why is this information helpful or relevant to them?

No matter how hard you train them, how deliberately you plan, or how much support you send their way, there is one constant that does not change; to lose marines is to watch as fires flick out beneath a torrent of rain.

Who you are is something that can live and die with you except you make a deliberate action towards changing who you are.

Leaders can facilitate better decisions in their organizations by encouraging others to make comparisons when facing important decisions. Comparisons can be particularly relevant in the realms of hiring, choosing an acquisition target, and deciding which project to fund or which supplier to use.33 Comparison steers us toward System 2 thinking, greater deliberation, and better decisions.

Leaders need to deliberately build inclusive cultures where those ideas and talents can flourish.

Positive belief leaves no room for excuses; it questions why the feats and quests cannot be attained. When your beliefs are strong enough, you will not define yourself on the basis of past and present limitations or life events. Your success can only be as big as the size of your beliefs, for it is the size of your beliefs that will either limit your dream or allow it to explode.

Make the difficult choices and adopt the discipline regime required of a person who has set their mind to succeed, kiss mediocrity goodbye and translate an ordinary life to the extraordinary. It takes personal commitment of time and resources, and a sacrifice of non-essential pleasures to move towards success.

The aim is to produce specific results by your actions, so you begin to do things on purpose. If I leave things to chance, I am losing the plot to make success deliberate, meaning I am increasing my chances of failing in any given task.

If you just want to do something because it is a customary new year resolution, then soon enough the year will get a bit older, and the strength of your decision will also begin to wear off.

Let your resolution and confession be, 'I will change these things because I want to succeed, and I want to succeed because it will bring me the happiness I seek and desire.

Never underestimate the power of thought. It takes days and nights of pre-meditating ideas, thoughts, pictures and visions of what you would call success. Allow your mind to be pregnant with the thought of success and how you want to achieve it. This will enable you not to be shocked by your own success when you finally achieve it, because you would have lived it countless times before.

Deliberately feed your subconscious mind by acquiring quality input through the conscious and sensory mind. You need to be aware of your need to be successful in life or any of its endeavours. You need to be aware of your potential and possess the strong desire to succeed. Success is possible and you deserve to succeed.

Train your emotions to listen to your fundamental empowering beliefs. Be principle-centred and values-driven.

Never stop asking questions. Always take time to reflect and find answers. Stop, Think and Use Your Brain!

Your words are powerful containers, carrying blessings or curses depending on what is inside of you. If you harbour bitterness in you, you will speak spitefully and create hurt and hatred in those you speak with. If there is love inside of you, you will release pleasant and caring words that create appreciation, gratitude and warmth in those around you.

There should always be a deliberate crafting and packaging of the words you speak so that they produce the kind of results you desire. Enough research has been done in every religion and belief system to support the truth that words have power to create or destroy. This is the reason why all major religions say their prayers. However, your words can only be as powerful and as effective as their sponsor. The words must possess the right substance.

Do not be cursed by documented findings and so-called facts; invention itself is not yet an antique for the museum. Not every voice has the right to sponsor your beliefs and words.

The best way for reflection and self-assessment is to hold meetings with yourself. I will pardon you for missing some other meetings, but you must never have an excuse for missing the board meetings you need to hold with yourself – I call these “board meetings between me, myself and I”. The three of us in one place, in a no-holds-barred meeting, where life-changing resolutions are reached to craft my journey to success. As board members we give each other honest feedback.

Once you make the requisite personal commitment to make your success deliberate, that commitment must translate into a definition of higher personal standards meant to depict the true impression of what you have become or are becoming within.

Leave no room for fear and excuses. Be strong in spirit and possess unwavering convictions. Choose to be an optimist and commit to succeed.

If you are not sure or you don’t know something, politely ask. Asking is not a sign of being daft, but of confidence.

Allow others to talk about themselves instead of being obsessed about telling them or bragging about yourself and your possessions and achievements. Show a genuine interest in others and allow them to tell their story so you can share the conversation.

Don’t be intimidated and at the same time don’t intimidate.

Appearance matters, we see your presentation before we get a chance to sample the substance within. You might miss a chance for the latter.

He is a trouble causer who acts without intent. In other words, living on purpose means you must act with known intent. Develop an objective sense that asks the why questions as you pull out action thoughts. Why do I want to do this? Why do I want to do it now? Why do I want to stop this? Why do I want to enter into this agreement? Why do I want to change? You will discover that when you have a known intent, you have enough motivation to sustain the success of your decision.

You must succeed! Not by accident, but deliberately! You are able to succeed – now you must be willing to succeed and this must reflect in the way you spend your life.

The accumulation of beliefs, knowledge and experiences contribute to our level of success and progress in life, however they also introduce the reality that we are all prejudiced. If not well managed, our personal prejudices can become the mental prison we lock ourselves inside or we use to shut others out. You need to deal with this likely impediment to a success-driven lifestyle.

First accept the reality that we are all prejudiced because we have things and issues we have biases towards or against, based on our beliefs, thoughts and experiences. Accept that it is possible to differ on opinions, beliefs and philosophies without necessarily becoming inhumane or acrimonious towards each other.

Build relationships and friendships by finding common experiences or interests instead of getting discouraged by noticeable differences.

Don’t do things or act out your posture and gestures to impress people, just be yourself and portray the confident ‘you’ with that high self-esteem. So relax because you are ‘you’. Be sincere, be authentic. That will be impressive enough.

Connect by listening well and speaking relevantly without being prejudiced or sarcastic. Learn to listen with your eyes as much as you listen with your ears. Generate interest in the person and subject, that way people will become more interested in you.