Demonstrate Leadership Quotes

The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires.

A leader should demonstrate his thoughts and opinions through his actions, not through his words.

The mediocre leader tells. The good leader explains. The superior leader demonstrates. The great leader inspires.

God ultimately raises up leaders for one primary reason: His glory. He shows His power in our weakness. He demonstrates His wisdom in our folly. We are all like a turtle on a fence post. If you walk by a fence post and see a turtle on top of it, then you know someone came by and put it there. In the same way, God gives leadership according to His good pleasure.

Leadership is an art expressed by the demonstration of characters worthy of immitation, emulation and inspiration. It is neither a title nor a postion.

The most powerful demonstration of leadership is not a clenched fist of brute force but an open hand of humble assistance.

If you don't demonstrate leadership character, your skills and your results will be discounted, if not dismissed.

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

Having unceasingly grateful life requires demonstrating gratitude daily whether our daily life treats us kindly or not.

Research indicates that the highest performing managers and leaders are the most open and caring. The best leaders demonstrate more affection toward others and want others to be more open with them. They are more positive and passionate, more loving and compassionate, and more grateful and encouraging than their lower performing counterparts.

find someone who can demonstrate trust, engage in conflict, commit to group decisions, hold their peers accountable, and focus on the results of the team, not their own ego.

Strong executive commitment is a success factor for implementing Scrum, and management can best demonstrate their support of the transformation through their actions.

Great leaders are great servants because the only way of setting an example is by demonstrating an example. Service to mankind is the key to true leadership!

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

There are many types of leadership, the sort Big City, Amat, and Bobo demonstrate this year isn’t the sort that goes forward, but rather goes backward. Back to everything we are. Sometimes the greatest leadership is knowing the way home.

Our elders have failed us, they have not provided leadership, they have not provided counsel, they have been silent and compliant in the face of power. They have said nothing on fracking, climate collapse, the extinction crisis and done even less. The old have, for the most part, betrayed the young. This is as true of witchcraft as it is of our wider culture. It is therefore down to us as individuals to take our lead from the only source of initiation, living spirit, and through it embody the new witchcraft. We must become a witchcraft with a renewed sense of meaning and purpose, of responsibility to the land which is in crisis, or we are nothing more than consumers of the earth which will all too soon eat of us. Those who do not feel the imperative to act on this information demonstrate that they are not orientated, that is, they have no connection to the land and its denizens. Their magic is little more than a cerebral construct, and without being embodied is meaningless.

Civil and voting rights for blacks didn’t come from the White House or from masses demonstrating in front of the White House. They came after the Montgomery Bus Boycott of 1955–56, the Freedom Rides in 1961, the Children’s Crusade in Birmingham in 1963, the Mississippi Freedom Summer and Freedom Schools in 1964, and the Selma-to-Montgomery march in 1965. In other words, they came only after hundreds of thousands of black Americans and their white supporters had accepted the challenge and risks of ourselves making or becoming the changes we want to see in the world. Women’s leadership in the public sphere didn’t come from the White House or from CEOs. It came only after millions of women came together in small consciousness-raising groups to share stories of our “second sex” lives. Today’s good news is that Americans in all walks of life have begun to create another America from the ground up in many unforeseen ways. In our bones we sense that this is no ordinary time. It is a time of deep change, not just of social structure and economy but also of ourselves.

if you are aware of a problem, it’s your responsibility to make a concerted effort to create a positive change. Quit pointing your finger and making excuses, and try being a catalyst by demonstrating and initiating the appropriate behavior. Determine not to be a reactor but an initiator.

The fundamental characteristic that enables hidden leadership to bloom is demonstrating integrity.

three ways to improve your team’s motive-based trust in you: self-disclosure, demonstrating fairness, and acting with integrity.

Pursuing purpose with passion • Practicing solid values • Leading with heart • Establishing enduring relationships • Demonstrating self-discipline

Jesus’ promise of resurrection of believers came with a demonstration. He did it and said His followers who die will do same. This is leadership! It’s based on truth!

LEADERSHIP A complete leader does not merely talk, but also demonstrates how things are to be done.

Extraordinary leadership characteristics will have to be demonstrated.

8But God demonstrates His own love toward us, in that while we were still sinners, Christ died for us.

Ideal humane leadership begins with a real demonstration of love, continues relating with acceptance of fellow humankind and consciously follows that through with every opportunity.

When the Japanese first attacked the Philippines on December 8, 1941, MacArthur “demonstrated his unique leadership style: when he was good, he was very, very good[;] when he was bad, he was horrid.

An honorable leader must demonstrate a willingness to reveal his or her ‘inner self’ to their team. It builds trust and trust is essential. It’s also a sign of strength and authenticity, and people are attracted to those who are ‘real’ and authentic.

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.

TAKING 100% RESPONSIBILITY PROCESS STEP 1: Identify an issue/complaint about anything going on in your life. State the complaint in “unenlightened” terms. Be dramatic. Ham it up. Blame overtly. STEP 2: Step into 100% responsibility. Physically find a place in the room that represents your internal shift to being 100% responsible for the situation. STEP 3: Gain insight by completing these statements, repeating each of them several times, until you have what feels like a breakthrough: From the past this reminds me of… I keep this issue going by… What I get from keeping this issue going is… The lifelong pattern I’m noticing is… I can demonstrate 100% responsibility concerning this issue by… STEP 4: If during Step 3, you do not experience a shift, go back to Step 1 and repeat the process.

UN-Impressives • Lying. • Bragging. • Gossiping. • Cursing and using foul language. • Making self-deprecating comments. • Regularly expressing worry and anxiety. • Criticizing and condemning people and situations. • Demonstrating a lack of emotional intelligence or compassion.

Lewis’s hero George MacDonald once put it (and as the children’s journey to Aslan behind Lucy’s leadership demonstrates), “Obedience is the opener of eyes.” Or in the words of Jesus, “If anyone’s will is to do God’s will, he will know whether the teaching is from God” (John 7:17).

Therefore, it is key that leaders demonstrate restraint when their people engage in conflict, and allow resolution to occur naturally, as messy as it can sometimes be. This can be a challenge because many leaders feel that they are somehow failing in their jobs by losing control of their teams during conflict. Finally, as trite as it may sound, a leader’s ability to personally model appropriate conflict behavior is essential. By avoiding conflict when it is necessary and productive—something many executives do—a team leader will encourage this dysfunction to thrive.

He then took his listeners back to their common beginnings, to the founding of the nation, unraveling a narrative to demonstrate that when the Constitution was adopted, “the plain, unmistakable spirit of that age, towards slavery, was hostility to the principle, and toleration, only by necessity,

Ultimately, Reagan presided over the largest tax cut in American history, and accomplished it working in tandem with (rather than against) a huge Democratic Party majority in the House. It was a bipartisan triumph. The Washington Post called Reagan’s accomplishment “one of the most remarkable demonstrations of presidential leadership in modern history.” After a slow start through 1982–1983, the stimulus effect of the Reagan tax cuts was extraordinary, sparking the longest peacetime expansion/recovery in the nation’s history: ninety-two consecutive months, far surpassing the previous record of fifty-eight months.

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?

The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves. What is more, team leaders must create an environment that does not punish vulnerability.

I am going to be pretty intolerant of behavior that demonstrates an absence of trust, or a focus on individual ego. I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable. I will be calling out bad behavior when I see it, and I’d like to see you doing the same. We don’t have time to waste.

A true leader always leads by example, by demonstrating to others how the work is done. Sri Krishna, being a great spiritual leader of his time, also chose to perform certain worldly activities. Why? He explains, “If ever I cease to be vigilantly engaged in action, then people would follow my footsteps in every way and no one would perform action.”28 The life of Krishna is marked by ordinariness. He did the earthly job of cow herding, and also indulged in romancing, dancing and playing the flute. He demonstrated a life for others to emulate. He led a balanced life with his strengths as well as frailties. His life was, therefore, not extraordinary. He was not an epitome of perfection. He showed others how to lead a normal, worldly life by himself performing all the actions and yet drifting away from it by reaching for higher ideals.

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

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.

There are a number of subjective and objective criteria that I use as a way to rank players. The subjective ones include their ability with both feet; their sense of balance; the disciplined fashion in which they take care of their fitness; their attitude towards training; the consistency between games and over multiple seasons; their demonstrated mastery in several different positions; and the way they add flair to any team for which they play. The objective ones that are impossible to dispute are: the number of goals they have scored; the games they have played for several of the best club teams in the world; the number of League championship and cup medals they have won, and their appearances in World Cups. When you employ this sort of measurement approach, it becomes far easier to define the very highest levels of performance. The people who are least confused about this are other players.

A Good Group A good group is better than a spectacular group. When leaders become superstars, the teacher outshines the teaching. Very few superstars are down-to-earth. Fame breeds fame, and before long they get carried away with themselves. Then they fly off center and crash. The wise leader settles for good work and then lets others have the floor. The leader does not take all the credit for what happens and has no need for fame. A moderate ego demonstrates wisdom.

6. SELFISHNESS. The leader who claims all the honor for the work of his followers, is sure to be met by resentment. The really great leader CLAIMS NONE OF THE HONORS. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. 7. INTEMPERANCE. Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it. 8. DISLOYALTY. Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership. Disloyalty marks one as being less than the dust of the earth, and brings down on one's head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life. 9. EMPHASIS OF THE "AUTHORITY" OF LEADERSHIP. The efficient leader leads by encouraging, and not by trying to instill fear in the hearts of his followers. The leader who tries to impress his followers with his "authority" comes within the category of leadership through FORCE. If a leader is a REAL LEADER, he will have no need to advertise that fact except by his conduct-his sympathy, understanding, fairness, and a demonstration that he knows his job. 10. EMPHASIS OF TITLE. The competent leader requires no "title" to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation. These are among the more common of the causes of failure in leadership. Any one of these faults is sufficient to induce failure. Study the list carefully if you aspire to leadership, and make sure that you are free of these faults.

In May 1959 Kennedy gave another major foreign policy speech, this time on India and China. Galbraith had helped draft it before leaving on his second visit to India. Kennedy began by saying that “no struggle in the world today deserves more of our time and attention than that which now grips the attention of all Asia. That is the struggle between India and China for leadership of the East, for the respect of all Asia, for the opportunity to demonstrate which way of life is the better.”13

If you work by faith and not by sight, you will always see a sign. You have to develop a space of comfort to know that there is a difference between signs and sounds, it means God will tell you that He will make a change in your life but He won't show you anything to demonstrate the change for a little while because He doesn't want your faith to be in the change; He wants your faith to be in the promise, so that when the change is a bit slow in coming, you will know how to trust in Him while you wait for it to come to pass.

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

Then you understand how we live insecurely when we’re in the box, desperate to show that we’re justified—that we’re thoughtful, for example, or worthy or noble. It can feel pretty overwhelming always having to demonstrate our virtue. In fact, when we’re feeling overwhelmed, it generally isn’t our obligation to others but our in-the-box desperation to prove something about ourselves that we find overwhelming. If you look back on your life, I think you’ll find that that’s the case—you’ve probably felt overwhelmed, over-obligated, and overburdened far more often in the box than out. To begin with, you might compare your night last night with the nights that came before.

By November 2016, the affinities were clear. A substantial number of white evangelicals shared Trump’s nationalism, Islamophobia, racism, and nativism. They condoned his “nasty politics”: they agreed that injured protestors got what they deserved, that the country would be better off getting rid of “bad apples,” and that people were “too sensitive” about what was said in politics. Drawn to his populist appeals, white evangelicals demonstrated a preference for rejecting political compromise, for strong, solitary leadership, and for breaking the rules when necessary. These dispositions held whether white evangelicals were defined by affiliation, self-identification, or belief and behavior.

I’ve written about the giving of trust as though it were a simple formula for building loyalty. But it isn’t simple at all. The talent that is an essential ingredient of leadership tells the leader whom to trust and how much to trust and when to trust. The rule is (as with children) that trust be given slightly in advance of demonstrated trustworthiness. But not too much in advance. You have to have an unerring sense of how much the person is ready for. Setting people up for failure doesn’t make them loyal to you; you have to set them up for success. Each time you give trust in advance of demonstrated performance, you flirt with danger. If you’re risk-averse, you won’t do it. And that’s a shame, because the most effective way to gain the trust and loyalty of those beneath you is to give the same in equal measure.

Neoconservatives have written about “getting lucky” with a “Pearl Harbor event.” Michael Ledeen wrote for example in his 1999 book Machiavelli on Modern Leadership: “Of course, we can always get lucky. Stunning events from outside can providently awaken the enterprise from its growing torpor, and demonstrate the need for renewal, as the devastating Japanese attack on Pearl Harbor in 1941 so effectively aroused the United States from its soothing dreams of permanent neutrality….” Then the 9/11 attack aroused war fever against Muslims and Arabs in the Middle East. This is precisely the reason that “false flags” are popular tools for those who see war as noble and heroic in their effort to promote an agenda that is never noble but always self-serving. And there’s nothing heroic about chickenhawks, of which there are many.

Leaders, some of whom are politicians in this book while others are soldiers, must be able to master four major tasks.2 Firstly, they need comprehensively to grasp the overall strategic situation in a conflict and craft the appropriate strategic approach – in essence, to get the big ideas right. Secondly, they must communicate those big ideas, the strategy, effectively throughout the breadth and depth of their organization and to all other stakeholders. Thirdly, they need to oversee the implementation of the big ideas, driving the execution of the campaign plan relentlessly and determinedly. Lastly, they have to determine how the big ideas need to be refined, adapted and augmented, so that they can perform the first three tasks again and again and again. The statesmen and soldiers who perform these four tasks properly are the exemplars who stand out from these pages. The witness of history demonstrates that exceptional strategic leadership is the one absolute prerequisite for success, but also that it is as rare as the black swan.

we have much to learn from the struggles in Alabama and Mississippi in the early 1960s. In the spring of 1963 the Southern Christian Leadership Conference led by Dr. King launched a “fill the jails” campaign to desegregate downtown department stores and schools in Birmingham. But few local blacks were coming forward. Black adults were afraid of losing their jobs, local black preachers were reluctant to accept the leadership of an “Outsider,” and city police commissioner Bull Connor had everyone intimidated. Facing a major defeat, King was persuaded by his aide, James Bevel, to allow any child old enough to belong to a church to march. So on D-day, May 2, before the eyes of the whole nation, thousands of schoolchildren, many of them first graders, joined the movement and were beaten, fire-hosed, attacked by police dogs, and herded off to jail in paddy wagons and school buses. The result was what has been called the “Children’s Miracle.” Inspired and shamed into action, thousands of adults rushed to join the movement. All over the country rallies were called to express outrage against Bull Connor’s brutality. Locally, the power structure was forced to desegregate lunch counters and dressing rooms in downtown stores, hire blacks to work downtown, and begin desegregating the schools. Nationally, the Kennedy administration, which had been trying not to alienate white Dixiecrat voters, was forced to begin drafting civil rights legislation as the only way to forestall more Birminghams. The next year as part of Mississippi Freedom Summer, activists created Freedom Schools because the existing school system (like ours today) had been organized to produce subjects, not citizens. People in the community, both children and adults, needed to be empowered to exercise their civil and voting rights. A mental revolution was needed. To bring it about, reading, writing, and speaking skills were taught through discussions of black history, the power structure, and building a movement. Everyone took this revolutionary civics course, then chose from more academic subjects such as algebra and chemistry. All over Mississippi, in church basements and parish halls, on shady lawns and in abandoned buildings, volunteer teachers empowered thousands of children and adults through this community curriculum. The Freedom Schools of 1964 demonstrated that when Education involves young people in making community changes that matter to them, when it gives meaning to their lives in the present instead of preparing them only to make a living in the future, young people begin to believe in themselves and to dream of the future.

The Cost and Expectation of Leadership Leviticus 7:33–35 Aaron, like many leaders throughout history, received a divine calling. God chose Aaron and his sons to serve as Israel’s priests and charged them with carrying out rituals and sacrifices on behalf of all Israelites. Scripture gives meticulous detail to their ordination and calling. Their conduct was to be beyond reproach—and God made it crystal clear that failure to uphold His established guidelines would result in death. Numerous accounts in the Book of Leviticus demonstrate the high cost and expectation that goes with a holy calling to leadership positions. As the high priest, Aaron was the only one authorized to enter the Most Holy Place and appear before the very presence of God. The Lord set Aaron apart for his holy work. Despite his high calling, Aaron struggled with his authority and later caved in to the depraved wishes of the people. He failed at a crucial juncture and led Israel in a pagan worship service, an abomination that led to the deaths of many Israelites. Aaron had been set apart for God’s service, but he chose to live and lead otherwise. The failure of a leader usually results in consequences far more grave than the fall of a non-leader. On the day Aaron failed, “about three thousand men of the people fell [died]” (Ex. 32:28). When leaders fail, followers pay the price.

I will begin by describing the nature of an emotional regression and showing how in any society, no matter how advanced its state of technology, chronic anxiety can induce an approach to life that is counter-evolutionary. One does not need dictators in order to create a totalitarian (that, is totalistic) society. Then, employing five characteristics of chronically anxious personal families, I will illustrate how those same characteristics are manifest throughout the greater American family today, demonstrating their regressive effects on the thinking and functioning, the formation and the expression, of leadership among parents and presidents. Those five characteristics are:    1. Reactivity: the vicious cycle of intense reactions of each member to events and to one another.    2. Herding: a process through which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members.    3. Blame displacement: an emotional state in which family members focus on forces that have victimized them rather than taking responsibility for their own being and destiny.    4. A quick-fix mentality: a low threshold for pain that constantly seeks symptom relief rather than fundamental change.    5. Lack of well-differentiated leadership: a failure of nerve that both stems from and contributes to the first four. To

The emphasis was on “soft.” No matter what else happened, the wranglers were to stay soft while riding the horses. Soft hands, soft seat, and soft legs. There was to be absolutely no hitting, kicking, slapping, or yelling at any time for any reason. The penalty for doing such things was to be placed on a two-day suspension. A second offense would lead to termination. Neither penalty was ever needed. At times it wasn’t easy to stay quiet with the horses because so many of them had been “used up” over the years, dulled to any form of cue. However, we remained consistent in our focus and the horses responded. The wranglers were instructed to ride the horses with the softest cues possible, often using nothing more than a light squeeze to get forward movement and a shift of weight in the saddle, along with light pressure on the reins, for a stop. They were also instructed to look for, find, and then release their cues at the slightest try from the horse—something they all became very adept at doing. With everyone riding in the same manner from one day to the next, all the horses began to respond within a few weeks. Before we knew it, all of our horses, including the very old ones that had been in the program for years and years, became responsive to the lightest of cues. We’d taught our horses to be responsive to these light cues, but a question remained. How could we keep them that way, particularly with the hundreds of different people who would be riding each horse over the summer? The answer was simple. Everyone needed to remain consistent. So, instead of expecting our horses to respond to the conflicting cues that each new rider was bound to give, we taught each rider how to communicate with our horses. Each week when a new batch of guests arrived at the ranch, we held an orientation in the riding arena. During this orientation, we explained how our horses were trained and what was expected of them as a rider of one of our horses. We gave them a demonstration in the saddle of proper seat and hand position, so they could keep their balance. We showed them the cues for walk, stop, trot, lope, and turn, using a horse right out of the string. Once we had demonstrated how our horses worked, we got everyone on horseback in the arena and helped them to practice giving the cues, allowing the horse to respond, and releasing the cues so that the horse would remain responsive. Of note is the fact that after

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

Warren’s actions on Little Round Top on July 2 demonstrated clearly how a senior leader in the heat of crisis should recognize a threat, assess its danger, form a workable plan, and follow it through to execution. A century later, his decision making on July 2 became a standard example of sound command initiative used in U.S. Army leadership manuals.

Companies prefer to work with individuals who demonstrate initiative, are persevering, self-confident, and have proven people leadership skills.

Leadership for me is more about doing. Not in our talk, but in our actions, we demonstrate leadership.

Demonstrating managerial courage is to tell the right things, at the right time, to the right person and appropriately.

We all need to start demonstrating leadership, Blake, regardless of our titles. It’s no longer an excuse to say you don’t have a high rank so you don’t need to take ownership for the results of the organization. To succeed, everyone now must see themselves as part of the leadership team. You just don’t need formal authority to lead anymore—only a desire to be involved and the commitment to making a positive difference.

Despite the fact that Jesus came to demonstrate a model of leadership defined by love, care, honour and sacrifice, we humans took the word “dominion” and stripped it down to being all about hierarchy. Animals became little more than resources to use and exploit. Because we’ve seen animals as resources for so long, raised for meat and skins, we’ve historically seen them as inferior to us—“base” creatures with limited or no intelligence or capacity for emotion. Certainly not something we would wish to become.

social profiles shows that in just the first half of 2018, the skills in highest demand were leadership, management, communications, sales, and problem solving.19 (See Figure 1.1.) This all sounds promising: Human skills are in higher demand than ever, and we appear to be well positioned (as humans) to demonstrate those uniquely human skills.

A leader is someone who is able to tolerate super talented and creative achievers who demonstrate foresight too, in their team without feeling insecure.

It is worth noting here that, at Amazon, even the most senior executives review the full WBR deck of metrics, including all the inputs and outputs. Metrics—as well as anecdotes about the customer experience—are the area where the leadership principle Dive Deep is most clearly demonstrated by senior leaders. They carefully examine the trends and changes in the metrics; audit incidents, failures, and customer anecdotes; and consider whether the input metrics should be updated in some way to improve the outputs.

Surprisingly, this divergence continues despite the deep influence of Agile and Lean thinking on general—that is, non-IT—management. The disciplines continue to evolve separately even though corporate strategy is increasingly about both agility and IT strategy. The two worlds do not converge, even though IT leadership books advise CIOs to pull themselves closer to strategy formulation and claim a “seat at the table.” But while the other C-level executives around the table are discussing the need for agility, senior IT leaders, eager to gain or retain a seat at the strategy table, are pursuing the path of demonstrating the value of IT ... by locking in old-school practices that encourage rigidity.

Even the most influential person in a company's workforce will not be able to permanently compensate for the deficiencies of the corporate culture demonstrated by the company's management.

As Plutarch said of Socrates: [He] did not set up desks for his students, sit in a teacher’s chair, or reserve a prearranged time for lecturing and walking with his pupils. No, he practiced philosophy while joking around (when the chance arose) and drinking and serving on military campaigns and hanging around the marketplace with some of his students, and finally, even while under arrest and drinking the hemlock. He was the first to demonstrate that our lives are open to philosophy at all times and in every aspect, while experiencing every emotion, and in each and every activity. As with teaching and leadership and philosophy, so too with parenting. You can be a parent anywhere. You can be a parent every minute of every day to anybody and everybody. You can be that parent in the same way that Socrates taught—by example, by getting down to their level, by being open, and by adapting to the situation at hand.

Real leaders demonstrate initiative, decisiveness, and flexibility.

Permit yourself to acknowledge that some of your old beliefs about leadership and work no longer serve you. Explore the possibility that there are some things you do not fully understand about this new leadership environment. Announce that you are willing for new understandings and that could produce powerful change. Courageously examine these new understandings, and if they align with your personal truth, enlarge your belief system to include them. Express your leadership as a demonstration of your highest beliefs. “Keep these close. Give yourself space and

I believe that all successful organizations share two qualities: they are smart, and they are healthy. An organization demonstrates that it is smart by developing intelligent strategies, marketing plans, product features, and financial models that lead to competitive advantage over its rivals. It demonstrates that it is healthy by eliminating politics and confusion, which leads to higher morale, lower turnover, and higher productivity.

conscious leaders infuse their organization’s purpose with authenticity and meaning. They make it come alive, in little ways and big ways, every day. Their passion for purpose can become a touchstone for those around them. They demonstrate and embody the “why” of an organization. And they show a reasonable pathway to “how.” A

If there’s one thing you can do to demonstrate, in action, that you’re serious about your start-up, it’s this: quit your day job.

Leading like a superhero means going that extra, grueling mile for the sake of others. It's being able to demonstrate superhuman endurance, empathy, and selflessness.

We know from research (and common sense) that people who understand and manage their own and others’ emotions make better leaders. They are able to deal with stress, overcome obstacles, and inspire others to work toward collective goals. They manage conflict with less fallout and build stronger teams. And they are generally happier at work, too. But far too many managers lack basic self-awareness and social skills. They don’t recognize the impact of their own feelings and moods. They are less adaptable than they need to be in today’s fast-paced world. And they don’t demonstrate basic empathy for others: they don’t understand people’s needs, which means they are unable to meet those needs or inspire people to act. One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect. Obviously we need smart, experienced people in our companies, but we also need people who are adept at dealing with change, understand and motivate others, and manage both positive and negative emotions to create an environment where everyone can be at their best.

We, as corporate business leaders, can go far beyond demonstrating in the streets. We can actually move capital, minds and action, and cooperate to nudge consumers into making choices that co-create the healthy future that we want and need for our business, humanity and the generations to come—our own children and grandchildren included.

The material in this work demonstrates that the Nazi leadership viewed radical anti-Semitism and anti-Zionism as indispensable points of entry into Arab and Muslim hearts and minds.29 Throughout the war, Nazi Arabic radio repeated the charge that World War II was a Jewish war whose purpose in the region was to establish a Jewish state in Palestine that would expand into and dominate the entire Arab and Muslim world. Moreover, the broadcasts asserted that the Jews in the mid-twentieth century were attempting to destroy Islam just as their ancestors had been attempting to do for thirteen centuries. They claimed that an Allied victory would be a victory for the Jews, whereas an Axis victory would bring liberation from first British and then American and also “Jewish” imperialism

In his report to the Auswärtiges Amt (Foreign Ministry), Wolff wrote that Husseini said, “Muslims inside and outside Palestine welcome the new regime in Germany and hope for the spread of fascist, antidemocratic state leadership to other countries.” In his view,” current Jewish influence on economy and politics” was “damaging everywhere and needed to be fought.” In the hope of doing economic damage to the Jews, Husseini opined that “Muslims hope for a boycott of the Jews in Germany because it would then be adopted with enthusiasm in the whole of the Muslim world.” Further, he was willing to spread the boycott message among Muslims traveling through Palestine and to “all Muslims.” He also looked forward to trade with “non-Jewish merchants” dealing in German products.3 Husseini’s remarks on March 1933 demonstrated his early enthusiasm for the Nazi regime based on his ideological support for its antidemocratic and anti-Jewish policies.

It took the Stamp Act crisis to make this leadership aware of its dilemma. A political group in Boston called the Loyal Nine—merchants, distillers, shipowners, and master craftsmen who opposed the Stamp Act—organized a procession in August 1765 to protest it. They put fifty master craftsmen at the head, but needed to mobilize shipworkers from the North End and mechanics and apprentices from the South End. Two or three thousand were in the procession (Negroes were excluded). They marched to the home of the stampmaster and burned his effigy. But after the “gentlemen” who organized the demonstration left, the crowd went further and destroyed some of the stampmaster’s property. These were, as one of the Loyal Nine said, “amazingly inflamed people.” The Loyal Nine seemed taken aback by the direct assault on the wealthy furnishings of the stampmaster. The rich set up armed patrols. Now a town meeting was called and the same leaders who had planned the demonstration denounced the violence and disavowed the actions of the crowd.

Within the New Jersey Division of Criminal Justice, Lieutenant Danielle Oliveira is renowned for her adept leadership in guiding Conviction Review Investigations. Starting as a seasonal police officer, she rapidly climbed the ranks to become a Sergeant within just five years. Despite her demanding professional commitments, Danielle remains deeply committed to her family, demonstrating a remarkable ability to harmonize her personal and professional spheres with finesse and dedication.

There was thought put into creating the values, and so too should there be thought on how to practically demonstrate them.

Despite the successful suppression campaign in February, the coronavirus crisis of 2020 could easily have been a major liability for Xi's regime. Instead, it became an occasion for what has been aptly termed "disaster nationalism," an opportunity to demonstrate collective resilience under the leadership of the party.

Comrades!’ cried an eager youthful voice. ‘Attention, comrades! We have glorious news for you. We have won the battle for production! Returns now completed of the output of all classes of consumption goods show that the standard of living has risen by no less than 20 per cent over the past year. All over Oceania this morning there were irrepressible spontaneous demonstrations when workers marched out of factories and offices and paraded through the streets with banners voicing their gratitude to Big Brother for the new, happy life which his wise leadership has bestowed upon us. Here are some of the completed figures. Foodstuffs ——

When citizens are aware of what's going on in the state, politicians will think twice before making a stupid move. Otherwise, there will be demonstrations against the rich.

Once values and a noble cause are set, tribal strategy involves three conversations. The first is “what we want,” or outcomes. The second is “what we have,” or assets. The third is “what we will do,” or behaviors. Many strategies go sideways by having two or even all three conversations at the same time—or skipping one of them completely. It’s imperative that the Tribal Leader keep these three discussions separate. Explorati’s original outcome was “we will have created a playable proof-of-concept demonstration that uses Improvisational Computing by July 2001.

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

On the first run, two bombs landed within fifty yards of the target. We were shocked but still unbelieving. Someone else chose another target, and on this run the bombs made a direct hit! After three more runs, all with similar results, there was no doubt: all-weather bombing had arrived in the Marine Corps. On that day, Dalby earned a chorus of supporters. The support was not, however, universal. In the audience was a brigadier general from Washington. After the demonstration, he examined the equipment and was repelled by its obvious tentative condition. He commented that it had no real combat application, that "rain would short out this maze of wires in nothing flat." I heard Dalby declare that he would "never let a general behind the scenes again until I have it packaged up like a box of candy.

MONEY’S NOT ABOUT MONEY COMPENSATING PEOPLE WELL DEMONSTRATES LOVE AND RESPECT AND TIES THEM STRONGLY TO THE GOALS OF THE COMPANY.

Clarity in expectation becomes clarity in demonstration, allowing you to offer “You did it!” serotonin rewards, which become incentives to continue demonstrating the desired attitude, mindset, and behavior.

How to demonstrate company values is not obvious by default. Often employees have a sense of “what we do,” but the “how we do it” remains subjective to each individual’s default patterns, interpretations, and preferences.

It’s also fairly unrealistic to think any human’s default in the middle of a stressful encounter would be to pause, evaluate the company values that could be used in the situation, figure out what they mean, and then resume action. Employees need to know exactly how to demonstrate the value before the situation occurs that requires it.

Most values are stated too generally to be useful, and undefined values get undefined demonstration.

Without values as clearly defined demonstrable actions, you’re likely asserting preferences, which are more effective at inspiring resentment than inspiring improvement.

The path to leadership is paved with small, consistent steps that demonstrate your ability to guide others, not just the ambition to lead.

Self-aware people know—and are comfortable talking about—their limitations and strengths, and they often demonstrate a thirst for constructive criticism. By contrast, people with low self-awareness interpret the message that they need to improve as a threat or a sign of failure.

Passivity is one of the main enemies of biblical masculinity and it’s most obvious where it’s needed most. It’s a pattern of waiting on the sidelines until you’re specifically asked to step in. Even worse than that, it can be a pattern of trying to duck out of responsibilities or to run away from challenges. Men who think conflict should be avoided, or who refuse to engage with those who would harm the body of Christ or their family, not only model passivity but fail in their responsibilities as protectors. Running to the battle means routinely taking a step toward the challenge — not away from it. Instead of running and hiding, it means running into the burning building or into any other situation that requires courage and/or strength. It means having a burden of awareness and consistently asking yourself, “Is there any testosterone needed in this situation?” That doesn’t mean being a fool who just rushes in, but simply being a leader with the instinct to go where the need is. So show leadership, protection and provision in your family, work, church, and community by consistently moving toward the action. Demonstrate your availability by consistently asking those you encounter, “Do you need anything?” Watch for needs and challenges in whatever situation you’re in and cultivate a habit of running to the battle. Keep your head Whether it was a bear attacking his sheep, Goliath looming in the distance, Saul hurling a spear at him or any other crisis David faced, he moved toward the action with calm resolve. He didn’t panic. He was a man of action and engagement. When there is a crisis, leaders don’t panic. Crisis reveals character and capacity. This is the point when true leaders are distinguished from others. So keep your head. Be anxious for nothing (Phil 4:6-7). Time is wasted while you panic. Just step forward. Be unflappable and resilient.

After the war, Ernst Heinkel, Willy Messerschmitt and the chief of Germany's fighter forces Adolf Galland colluded in the construction of a highly one-sided account of the Me 262's history, designed to celebrate the genius of German technology, whilst at the same time demonstrating the incompetence of the Nazi leadership. In their account, popularized in best-selling biographies and television interviews, it was the meddling of Hitler, Goering and Milch that robbed Galland and his valiant fighter pilots of a weapon with which they might have protected Germany against the merciless onslaught of the bombers. This was a myth that appealed to numerous themes in post-war German political culture: regret at the chance of a victory wasted, the consolation provided by the supposed superiority of 'German technology', the self-righteous commemoration of the horror of Allied bombing.

Demonstrating integrity is indispensable for leaders.

An individual with employee work passion demonstrates these five positive intentions:6 • Performs above standard expectations • Uses discretionary effort on behalf of the organization • Endorses the organization and its leadership to others outside the organization • Uses altruistic citizenship behaviors toward all stakeholders • Stays with the organization