Developing Future Leaders Quotes

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Great leaders don’t lead others with bitterness or resentfulness of past mistakes, they lead with hope and knowledge of the past to inform greater decision making in the future.

A visionary is a leader of excellence who sees what others do not see, who achieves for now and plans for the future, who positively impacts different generations and raises up other visionaries.

Start today creating a vision for yourself, your life, and your career. Bounce back from adversity and create what you want, rebuild and rebrand. Tell yourself it's possible along the way, have patience, and maintain peace with yourself during the process.

Fear punches holes in your eyes so that you don't see the future clearly. Faith enlarges your vision to behold your destiny.

Nothing you do as a manager will be more important than developing and pursuing a view of the future that you and your group want to create.

Being in charge of your work life doesn't mean you always move with assurance and sublime self-confidence; it means you keep moving, continuing on your own path, even when you feel shaky and uncertain.

I developed a maturing recognition of the importance of hopefulness in creating justice. I'd started addressing the subject of hopefulness in talks to small groups. I'd grown fond of quoting Vaclav Havel, the great Czech leader who had said that 'hope' was the one thing people struggling in Eastern Europe needed during the era of Soviet domination. The kind of hope that creates a willingness to position oneself in a hopeless place and be a witness, that allows one to believe in a better future, even in the face of abusive power. That kind of hope makes one strong.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

As you work with individuals in your organization to develop their vision for the future, it is crucial that you establish specific, measurable goals. These goals will help the individuals realize their ambitions. In addition, you as a mentor have to establish that you are sincerely interested in the problems of the person you are mentoring. By taking action to support the individual, you will prove that you are indeed working in their best interest and always keeping the end in mind.

When the lenses in the eyes of a leader captures tomorrow, they don't print the passport size of it. They make enlargements.

See the Future Engage and Develop Others Reinvent Continuously Value Results and Relationships Embody the Values

Different social media networks are used for different communication to the extent that the written word still prevails over visuals. However, in the future, it will be other way around.

Helping teacher leaders come to understand their gifts is the first step in developing a specialty. Some leaders are great coaches and should focus on instructional leadership in a district or network where that is valued and supported. Great conceptual thinkers are good in startup mode but the daily grind of leading a school doesn't suit them. Other leaders thrive on the turnaround challenge. The dynamic blended future of education will allow more role specialization.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

The domain of leaders is the future. The work of leaders is change. The most significant contribution leaders make is not to today's bottom line; it is to the long-term development of people and institutions so they can adapt, change, prosper, and grow.

The paths to power of current world leaders—paths including conspiracy to assault, knee-jerk racism, indeterminate fecundity and cheating at golf—were so askew from the traditional routes that only an idiot would have dared forecast future developments.

If you don’t allow one to become a lion, one will become a sheep. And the world is already filled with sheeps, which is the major cause of the society’s intellectual and moral downfall. For a better future to evolve, where humanism will be an all-pervading virtue and separatism will be a matter of ancient history, the world needs lions.

In the coming decades, it is likely that we will see more Internet-like revolutions, in which technology steals a march on politics. Artificial intelligence and biotechnology might soon overhaul our societies and economies – and our bodies and minds too – but they are hardly a blip on our political radar. Our current democratic structures just cannot collect and process the relevant data fast enough, and most voters don’t understand biology and cybernetics well enough to form any pertinent opinions. Hence traditional democratic politics loses control of events, and fails to provide us with meaningful visions for the future. That doesn’t mean we will go back to twentieth-century-style dictatorships. Authoritarian regimes seem to be equally overwhelmed by the pace of technological development and the speed and volume of the data flow. In the twentieth century, dictators had grand visions for the future. Communists and fascists alike sought to completely destroy the old world and build a new world in its place. Whatever you think about Lenin, Hitler or Mao, you cannot accuse them of lacking vision. Today it seems that leaders have a chance to pursue even grander visions. While communists and Nazis tried to create a new society and a new human with the help of steam engines and typewriters, today’s prophets could rely on biotechnology and super-computers.

This critical spirit is needed today. Some Muslim thinkers regard the jihad against Mecca as the climax of Muhammad’s career and fail to note that he eventually abjured warfare and adopted a nonviolent policy. Western critics also persist in viewing the Prophet of Islam as a man of war, and fail to see that from the very first he was opposed to the jahili arrogance and egotism that not only fuelled the aggression of his time but is much in evidence in some leaders, Western and Muslim alike, today. The Prophet, whose aim was peace and practical compassion, is becoming a symbol of division and strife—a development that is not only tragic but also dangerous to the stability on which the future of our species depends.

Antera’s guidance said, “This has been a problem with many of the ‘spiritual’ leaders on the planet through the ages. People tend to think that anyone who has some psychic abilities and can see into realms they can’t, or sense the future, or tell them things about themselves that they couldn’t have known, are spiritually advanced. That is why they follow them, thinking that they are the way to God. But it is not so. The process of developing psychic senses is fairly independent of the evolution of the soul. In fact, some of the most highly evolved beings incarnated now are not strongly psychic, and deliberately chose not to be, so they could impart their wisdom to the world without the temptation of having followers or developing their egos.” It

This is specially so in the first years of life. It is true that afterwards differences arise in the individuals but it is not we who cause these differences; we cannot even provoke them. There is an inner individuality, an ego which develops spontaneously, independently of us and we cannot do anything about it. We cannot make, for instance, a genius, or a general or an artist. We can only help that individual who is to be a general or a leader to realize his potentialities. No matter what they are, if they are leaders or poets or artists or geniuses, or merely common men, they must pass through these stages: embryonic stages before birth, psycho-embryonic stages after birth, in order to realize their mysterious future self. What we can do is merely to remove the obstacles so that the mysterious being that each individual is to realize can be achieved, because by removing those obstacles, the work can be done better.

If you’re going to make an error in life, err on the side of overestimating your capabilities (obviously, as long as it doesn’t jeopardize your life). By the way, this is something that’s hard to do, since the human capacity is so much greater than most of us would ever dream. In fact, many studies have focused on the differences between people who are depressed and people who are extremely optimistic. After attempting to learn a new skill, the pessimists are always more accurate about how they did, while the optimists see their behavior as being more effective than it actually was. Yet this unrealistic evaluation of their own performance is the secret of their future success. Invariably the optimists eventually end up mastering the skill while the pessimists fail. Why? Optimists are those who, despite having no references for success, or even references of failure, manage to ignore those references, leaving unassembled such cognitive tabletops as “I failed” or “I can’t succeed.” Instead, optimists produce faith references, summoning forth their imagination to picture themselves doing something different next time and succeeding. It is this special ability, this unique focus, which allows them to persist until eventually they gain the distinctions that put them over the top. The reason success eludes most people is that they have insufficient references of succeeding in the past. But an optimist operates with beliefs such as, “The past doesn’t equal the future.” All great leaders, all people who have achieved success in any area of life, know the power of continuously pursuing their vision, even if all the details of how to achieve it aren’t yet available. If you develop the absolute sense of certainty that powerful beliefs provide, then you can get yourself to accomplish virtually anything, including those things that other people are certain are impossible.

Netanyahu then explained to me why the stakes were so high. The Iranian leaders, he said, “want to concentrate on completing their nuclear program because once they have that, then they could threaten the West in ways that are unimaginable today. They could take over the Persian Gulf on all its sides and take control of the oil reserves of the world. They could topple Saudi Arabia and Jordan in short order and, of course, Iraq. All your internal debates in America on [the future of] Iraq would be irrelevant because nuclear-armed Iran would subordinate Iraq in two seconds. Then they would threaten to create a second Holocaust in Israel and proceed on their idea of building a global empire, producing twenty-five atomic bombs a year—250 bombs in a decade—with missiles that they are already working on [and that they want to develop] to reach the eastern seaboard of the United States. Everything else pales in comparison to this development. This has to be stopped, for the sake of the world, not only for the sake of Israel.

Sphere/Color /Quality/Service on Planet 1: Blue. To do the will of God, illumined faith, capacity to lead people and manifest large amounts of energy. Initiative. All God-ideas born here. Rulers, leaders and executives. 2. Sunshine yellow. Perception, illumination, inspiration. Ideas are perceived and molded into thought patterns and workable form. Teachers, Educators. 3. Pink. Love, compassion, tolerance. Ideas are clothed with life-essence through the feeling nature, enabling future externalization in the world of form. Love is shown as the cohesive force, holding together a manifested form. Peacemakers, Arbitrators. 4. White. Purity. Artistic development. Poets, artists, musicians, painters, architects. 5. Emerald Green. Scientific development. Healing, concentration, consecration, truth. Scientists, engineers, inventors, healers, doctors, nurses. 6. Ruby with golden radiance. Voluntary impersonal service outside the community. Missionaries. Religious leaders. 7. Violet. Ceremonial service. Culture, refinement, diplomacy. Diplomats, gentlemen, ministers, religious leaders.

The Joachitic speculation comprises a complex of four symbols which have remained characteristic of the political mass movements of modern times. The first of these symbols is that of the Third Realm—that is, the conception of a third world-historical phase that is at the same time the last, the age of fulfillment. The second symbol Joachim developed is that of the leader, the dux, who appears at the beginning of a new era and through his appearance establishes that era. God is understood by the secularist sectarians as a projection of the substance of the human soul into the illusionary spaciousness of the “beyond.” Through psychological analysis, this illusion can be dispelled and “God” brought back from his beyond into the human soul from which he sprung. By dispelling the illusion, the divine substance is reincorporated in man, and man becomes superman. The act of taking God back into man, just as among the older sectarians, has the result of creating a human type who experiences himself as existing outside of institutional bonds and obligations. The third of Joachim’s symbols is that of the prophet. With the creation of the symbol of the precursor, a new type emerges in Western history: the intellectual who knows the formula for salvation from the misfortunes of the world and can predict how world history will take its course in the future. In the further course of Western history, the Christian tide recedes, and the prophet, the precursor of the leader, becomes the secularist intellectual who thinks he knows the meaning of history (understood as world-immanent) and can predict the future. In political practice, the figure of the intellectual who projects the image of future history and makes predictions cannot always be clearly separated from that of the leader. The fourth of the Joachitic symbols is the community of spiritually autonomous persons. In this free community of autonomous persons without institutional organization can be seen the same symbolism found in modern mass movements, which imagine the Final Realm as a free community of men after the extinction of the state and other institutions. The symbolism is most clearly recognizable in communism, but the idea of democracy also thrives not inconsiderably on the symbolism of a community of autonomous men.

The first is to bring clarity to those you work with. This is one of the foundational things leaders do every day, every minute. In order to bring clarity, you’ve got to synthesize the complex. Leaders take internal and external noise and synthesize a message from it, recognizing the true signal within a lot of noise. I don’t want to hear that someone is the smartest person in the room. I want to hear them take their intelligence and use it to develop deep shared understanding within teams and define a course of action. Second, leaders generate energy, not only on their own teams but across the company. It’s insufficient to focus exclusively on your own unit. Leaders need to inspire optimism, creativity, shared commitment, and growth through times good and bad. They create an environment where everyone can do his or her best work. And they build organizations and teams that are stronger tomorrow than today. ​Third, and finally, they find a way to deliver success, to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeking solutions.

PRIORITIZE BEING PRESENT Today’s challenge is to keep your focus and preserve the sanctity of mind required to create, and to ultimately make an impact in what matters most to you. This can only happen when you capitalize on the here and now. To do this, alternate periods of connectedness with periods of truly being present: Be aware of the cost of constant connection. If your focus is always on others—and quenching your appetite for information and external validation—you will miss out on the opportunity to mine the potential of your own mind. Recognize when you’re tuning in to the stream for the wrong reasons. We often look to our devices for a sense of reassurance. Become more aware of the insecurity that pulls you away from the present. You cannot imagine what will be if you are constantly concerned with what already is. Create windows of non-stimulation in your day. Make this time sacred and use it to focus on a separate list of two or three things that are important to you over the long term. Use this time to think, to digest what you’ve learned, and to plan. Listen to your gut as much as you listen to others. With all the new sources of communication and amplification, don’t let yourself be persuaded by the volume of the masses. Nothing should resonate more loudly than your own intuition. Stay open to the possibilities of serendipity. The most important connections—whether with people, ideas, or mistakes that lead to key realizations—often spring from unexpected circumstances. By being fully present where you are, you let chance (and the curious universe we live in) work its magic. You are the steward of your own potential. The resources within you—and around you—are only tapped when you recognize their value and develop ways to use them. Whatever the future of technology may hold, the greatest leaders will be those most capable of tuning in to themselves and harnessing the full power of their own minds.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

Organisations often appoint leaders for their IQ. Then, years later, sack them for their lack of EQ (Emotional Intelligence). Common Purpose argues that in the future they will promote for CQ - Cultural Intelligence.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

This discussion of war then lays the foundation for an understanding of change as a process and as an essential component of military affairs. Militaries must change to cope with the changing environment in which they function. The U.S. Army has a robust process to guide change in its combat developments community. Change is also present in the business world, as industry seeks a competitive advantage in order to survive and prosper. The present transformation initiatives in the U.S. Department of Defense seek to maintain the U.S. dominance in military capability in the world and to exploit the opportunities afforded by new technologies and concepts of organization and warfare that use those technologies. The future of military requirements remain a challenge to define. The transformation process tries to define that future and the capabilities needed in order to maintain the security of the United States. Yet enemies of the United States and its allies also seek to predict and mold this future to their advantage. The rise of Islamic fundamentalists or radicalism has changed the global security environment. Western nations must prepare to defeat this threat that is not really new but has risen to new levels of ferocity and lethality. Regardless of the changes in technology, organizational and operational concepts, and external or internal threats, people remain a constant as the crucial element in war. People make decisions to use military and other elements of national power to impose the will of a nation on another group or nations. People also comprise the military services and man the component systems within the services. Any study of war and warfare must address the impact that people make on the conduct of war and the effects of war on people. The political process always includes people. To paraphrase Carl von Clausewitz, war is a continuation of that political process. Leaders who make a decision to fight and those who lead those soldiers, sailors, airmen, and marines into battle must not forget that people implement those decisions and are the object of any offense or defense. Protecting the citizens of the United States is why the nation maintains military forces.

In this world, anything is possible. The United States might win a future war relying solely on air power for the first time in history, with no American or local ground forces involved and no meaningful threat of their deployment. That possibility cannot be excluded. The Rumsfeld vision of military transformation, however, does not pursue that as a possibility: it relies on it as a certainty. By focusing all of America's defense resources on the single medium of air power, Rumsfeld is betting America's future security on the conviction that the U.S. armed forces will be able to do every time what no military to date has ever been able to do. In doing so, he is greatly simplifying the task of those preparing to fight the United States by presenting them with only one threat to defeat. A sound program of military transformation would proceed in exactly the opposite way. It would recognize the value of America's technological advantage in the area of PGMs. It would continue to enlarge and enhance them, much as Rumsfeld currently proposes. But it would not do so at the expense of the unique capabilities that ground forces bring to bear. It would focus, instead, on developing the capabilities provided by air power. Ground forces can seize and hold terrain, separate hostile groups, and comb through urban with infinitely greater precision and distinction between combatant and non-combatant that can air power. They can present the enemy with unacceptable situations simply by occupying a given piece of land, forcing the enemy to take actions that reveal intentions and expose the enemy to destruction. And it goes without saying that only ground forces can execute the peacemaking, peacekeeping, and reconstruction activities that have been essential to success in most of the wars America has fought in the past hundred years. Above all, the United States must avoid the search for "efficiency" in military affairs. Redundancy is inherently a virtue in war. America's leaders should intentionally design systems with overlapping capabilities, spread across the services, and should intentionally support weapons that do not directly contribute to the overarching vision of war that they are pursuing. America should continue to try to build armed forces that are the best in every category and have the latent capabilities to meet challenges that cannot now even be imagined.

The future belongs to the leader who sees what everyone else misses in employees and then knows how to develop their raw talent.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future.

When told that future promotions will depend to some degree on their ability to nurture leaders, even people who say that leadership cannot be developed somehow find ways to do it.

Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self- direction. Coaching leaders develop people for the future. And coercive leaders demand immediate compliance.

We cannot always build the future for our youth, but we can build our youth for the future.” -Franklin D.  Roosevelt

A leader is a person who is dissatisfied with the way things are. He has a God-given burden, a vision, and a call to see something different. He wants to see something change, to build a new future. He then begins to communicate what he thinks and where he wants to go. Because of the character and quality of his life, he is able to get others to join him. In the process of travel­ing toward this desired future, he sees that those traveling with him are being shepherded, developed, equipped, and empowered.

weren’t clear yet, they would work toward developing clarity of goals because clarity is a must. Unclear or unnecessary complexity is an enemy to accomplishment. Winners apply and align both EQ and logic with purpose. Their empowering and positive beliefs and emotions radiate within themselves and onto others. They are purposefully and persistently action-oriented because without astute and effective execution, nothing matters. Strong leaders, especially successful and creative entrepreneurs, also have a compelling vision. I believe that a great way to predict the future is to create it (in my case, a vision of the future in which writing and publishing this book has

A plurality of elders and a focus on mutual submission between them has several benefits. In addition to accountability, it brings balance and allows for multiple gifts to be expressed and utilized for equipping the body. It embodies the New Testament approach and models unity and mutual submission to the church as a whole. When attacks, accusations, discouraging communications and criticism come from people within a congregation, they can be deflected, carried and dealt with by several elders, rather than one pastor trying to handle all of them. Finally, it can provide a supportive space for future leaders, elders and pastors to be developed within a church structure.

Leaders scan the future so it can be free of doubts and fear. They do so by not living a double standard life in the present.

Leaders build the future with clays of the past. Every good moment gives them ideas; every bad moment gives them lessons.

If developing leaders is what Jesus got most excited about in the church, isn’t that what we should be most excited about, too? Let

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

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If you want to be a “sending” church, you have to develop a process for producing leaders.4

Relational intelligence is the future competitive advantage for leaders. In the new world the capacity to establish, develop, and maintain key relationships both inside and outside your organization is going to become the primary currency of leadership influence.

Leadership Roles in the Decision Making Process The main component in the development of good decision makers falls on the individual and individual efforts. Yes, but the climate for this development comes from the top, in leadership. To achieve the results sought after, if we truly want to call ourselves professionals and prepare for the challenges we face in the future, leaders must LEAD. It is the Leader’s role, to create and nurture the appropriate environment that emboldens decision makers.  Leader development is two way, it falls on the individual, but the organization’s leaders must set the conditions to encourage it.   The aim of leadership is not merely to find and record failures in men, but to remove the cause of failure. ~W. Edwards Deming14               “Leadership can be described as a process by which a person influences others to accomplish an objective, and directs his or her organization in a way that makes it more cohesive and coherent.”15 This is the definition we should subscribe too. However, all too often I have had both frontline personnel and mangers tell me that this cannot be done. This type of training and developing initiative driven personnel will cause more problems for departments and agencies in dealing with liability issues and complaints because control is lost. I wholeheartedly disagree with his sentiment. The opposite is indeed the effect you get. This is not a free reign type of leadership. Matter of fact if done appropriately it will take more effort and time on your part as a leader, because you will be involved. Your training program will be enhanced and the learning that takes place unifies your agencies and all the individuals in it. How? Through the system described above which develops “mutual trust” throughout the organization because the focus is now on results. The “how to” is left to the individuals and the instructors. But a culture must exist to encourage what the Army calls outcome based training.16

By means of positive imaginations, leaders bring the future to the present so that they can work on it before setting off to enter it.

In addition to improving R&D and engineering processes, we pushed hard for our business leaders to treat R&D more strategically. Our individual business units used to decide how much to spend on R&D based on previous budgets and what they thought their proper “share” of available money was, regardless of the impact on current and future projects. We centralized R&D budgeting at the business level, analyzing potential projects and channeling more funds to those we thought would yield the biggest business impact. In our Aerospace business, we also began choosing new projects in ways that would balance long- and short-term growth. Most new product development had entailed what we called “long-cycle” projects. We’d invest in designing a revolutionary new cockpit design, but it might be six to eight years before the project was finished and sales started coming in. Beginning around 2005, we balanced these kinds of projects with new, “short-cycle” ones—products that customers might purchase within months, not years (incremental enhancements to existing aircraft, for instance, rather than entirely new platforms for new aircrafts). Then we started adding the salespeople to support it, giving it an even bigger boost in 2010. Together, the combination of short- and long-cycle projects would allow us to realize steadier, more predictable growth. Over the years, our shorter-cycle products have grown, and today they are a highly profitable, $1 billion business.

Assimilation: The Ideal and the Reality By B. A. Nelson, Ph.D Milton M. Gordon, in his Assimilation in American Life: The Role of Race, Religion, and National Origins, has defined three discrete stages in the development of this concept. The ideal of “Anglo-conformity,” which “demanded the complete renunciation of the immigrant’s ancestral culture in favor of the behavior and values of the Anglo-Saxon core group” prevailed almost until the end of the nineteenth century. It was superseded in the following two decades by the “melting pot” ideal, which heralded “a biological merger of the Anglo-Saxon peoples with other immigrant groups and a blending of their respective cultures into a new indigenous American type.” During the 1920s, the ideal of ”cultural pluralism” came into vogue, postulating “the preservation of the communal life and significant portions of the culture of the later immigrant groups within the context of American citizenship and political and economic integration into American society.” … total and widespread acceptance of “Anglo-conformity” would be an impossible anachronism in the 1980s, when the majority of the nation’s immigrants come from Third World nations. Despite the glaring contradiction between the ideal of “Anglo-conformity” and the reality of contemporary immigration, one aspect of “Anglo-conformity” does, however, linger on as a phantom “residue,” much like the whiff of scent which remains in a long-emptied bottle. Although both leaders and the led know that “Anglo-conformity” has become an impossible ideal, both retain this one notion that has become a perennial source of solace whenever anyone dares to suggest that future immigration might challenge and deny the national premise of e pluribus unum. … This notion assures those who believe in it that, even if the “Anglo-Saxon core group” dwindles in numbers and power to the point of becoming marginal, the Anglo-Saxon political heritage will yet survive. … This last “residue” of belief in Anglo-Saxon superiority would be simply an innocuous illusion were there not indications that official public policy is moving in a direction directly contrary to the Anglo-Saxon political tradition. ,,, The new American dilemma, as fateful as the one once addressed by Gunnar Myrdal, is the nation’s drift away from its tradition of “liberal pluralism,” in which “government gives no formal recognition to categories of people based on race or ethnicity,” and towards a new, “corporate pluralism,” which “envisages a nation where its racial and ethnic entities are formally recognized as such -- are given formal standing as groups in the national polity -- and where patterns of political power and economic reward are based on a distributive formula which postulates group rights and which defines group membership as an important factor in the outcome for individuals.” … Corporate pluralism is, in fact, the opposite of the popular notion of assimilation as the disappearance of alien characteristics in an all-transforming native culture. Since corporate pluralism replaces “individual meritocracy” with “group rewards,” it strongly discourages assimilation…

Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future.

BARGAIN-ISSUE PATTERN IN SECONDARY COMPANIES. We have defined a secondary company as one that is not a leader in a fairly important industry. Thus it is usually one of the smaller concerns in its field, but it may equally well be the chief unit in an unimportant line. By way of exception, any company that has established itself as a growth stock is not ordinarily considered “secondary.” In the great bull market of the 1920s relatively little distinction was drawn between industry leaders and other listed issues, provided the latter were of respectable size. The public felt that a middle-sized company was strong enough to weather storms and that it had a better chance for really spectacular expansion than one that was already of major dimensions. The depression years 1931–32, however, had a particularly devastating impact on the companies below the first rank either in size or in inherent stability. As a result of that experience investors have since developed a pronounced preference for industry leaders and a corresponding lack of interest most of the time in the ordinary company of secondary importance. This has meant that the latter group have usually sold at much lower prices in relation to earnings and assets than have the former. It has meant further that in many instances the price has fallen so low as to establish the issue in the bargain class. When investors rejected the stocks of secondary companies, even though these sold at relatively low prices, they were expressing a belief or fear that such companies faced a dismal future. In fact, at least subconsciously, they calculated that any price was too high for them because they were heading for extinction—just as in 1929 the companion theory for the “blue chips” was that no price was too high for them because their future possibilities were limitless. Both of these views were exaggerations and were productive of serious investment errors. Actually, the typical middle-sized listed company is a large one when compared with the average privately owned business. There is no sound reason why such companies should not continue indefinitely in operation, undergoing the vicissitudes characteristic of our economy but earning on the whole a fair return on their invested capital.

The ability to make rational decisions is limited, or bounded, by the extent of people’s information. To broaden employees’ understanding, a firm should promote a tradition of teamwork and interdependence and develop future leaders by rotating them among work assignments in different departments and geographic locations. In order to reduce structural secrecy, there may be short-term opportunity costs, but the long-term benefits are significant.12 Firms must think about long-term greed and what it means. Through actions and training, leaders must explain the pressures on short-term thinking and how the firm resolves the conflicts of short- and long-term goals. Potentially conflicting or confusing organizational goals, such as putting clients first while also having a duty to shareholders, require strong signals from leadership as to what is acceptable and unacceptable behavior. These nuances cannot be left to statements of principles; they must be modeled by leaders’ actions each day. Leaders must understand that external influences can shape the culture. For example, there are competitive, technological, and regulatory pressures. Responses to them can have unintended consequences, including drifting from principles. This can increase the probability of an organizational failure. An organization needs to understand to what extent models impact behavior, decisions made by business leaders, and organizational culture. For example, boards of directors of public companies should ask questions if earnings per share (EPS) estimates are too consistent with analysts’ estimates. They should ask whether the firm is managing to models or to what is in the best long-term interests of the firm. Leaders get too much credit and too much blame. Leaders need to uphold the firm’s shared values—and that is a key component to leadership.13 But too little emphasis is given to the organizational elements that shape behavior or provide an environment for leadership or change. An organization’s structure, incentives, and values last longer and have more impact than those of individual leaders. Usually when there is a change or loss or failure there is a tendency to blame one thing or one person, when typically there are complex organizational cultural reasons. It is the duty of leaders and board members to examine what is responsible, not who is responsible.

There is no such thing as future leaders,. Young people can and must lead now.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

Thought Leadership “Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future” Book by Ashlee Vance “Take risks now and do something bold. You won’t regret it.” - Elon Musk (CEO of SpaceX and Tesla) #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

The leader’s success in this skill is not just in the development of a vision — the corporate world is littered with concept videos, detailed mockups, and other scenarios of possible futures. Their success is instead shown in how the vision catalyzes action, inspiring the people within a company to charge forward because they want to live in a world where that vision is made a reality.

What is the life of one person worth? Although the Supreme leader Kim Jong-un is not suicidal, life to him is relatively cheap, after all he had his half-brother murdered. The countries population of almost 25 million people is harshly subjugated and the military consists of 5,200,000 men and women both active and in the reserves. Although his military ranks as 25th of the worlds military powers, it is the development of nuclear weapons and their delivery systems that makes Kim Jong-un so dangerous. It is estimated that they have about a dozen nuclear devices that could most likely be delivered as far as Japan. Of course their future targets, including the United States are more ambitious. In contrast to their troop strength, the United States has 1,400,000 personnel under arms, South Korea has only 624,465 and China has 2,333,000 personnel. Our advantage is primarily technical, however regardless of our superiority in battlefield technology, oil which they get from China, remains the lifeblood of their supporting economy and army. North Korea has threatened to fire missiles at the U. S. military bases in Okinawa and Guam. The reality of a war is that we would most likely win such a conflict but at a very high cost. The biggest losers of a war on the Korean Peninsula would be South Korea, North Korea and the United States in that order. If there were to be a winner it would be Russia. What are we thinking? Perhaps we should come up with a better strategy.

The search for better, for more competent men, from the presidents of our great companies down to our household servants, was never more vigorous than it is now. And more than ever before is the demand for competent men in excess of the supply. What we are all looking for, however, is the readymade, competent man; the man whom some one else has trained. It is only when we fully realize that our duty, as well as our opportunity, lies in systematically cooperating to train and to make this competent man, instead of in hunting for a man whom some one else has trained, that we shall be on the road to national efficiency. In the past the prevailing idea has been well expressed in the saying that “Captains of industry are born, not made”; and the theory has been that if one could get the right man, methods could be safely left to him. In the future it will be appreciated that our leaders must be trained right as well as born right, and that no great man can (with the old system of personal management) hope to compete with a number of ordinary men who have been properly organized so as efficiently to cooperate. In the past the man has been first; in the future the system must be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.

Here, Veblen’s iconoclasm showed its range, as he simultaneously exposed modern corporations as hives of swarming parasites, derided marginalism for disingenuously sanitizing these infested sites by rebranding nonproductivity as productivity, and attacked economists for failing to situate themselves historically. On Veblen’s account, the business enterprise was no more immune from historical change than any other economic institution. As the controlling force in modern civilization, the business enterprise too would necessarily undergo “natural decay” and prove “transitory.” Where history was heading next, however, Veblen felt he could not say, because no teleology was steering the evolutionary process as a whole, only (as he had said before) the “discretionary action of the human agents,” whose institutionally shaped choices were still unformed. Nevertheless, limiting himself to the “calculable future”—to what, in light of existing scientific knowledge, seemed probable in the near term—Veblen pointed to two contrasting possibilities, both beyond the ken of productivity theories. One alternative was militarization and war—barbarism redux. According to Veblen, the business enterprise, as its grows, spills over national boundaries and fosters the expansion of a world market in which “the business men of one nation are pitted against those of another and swing“the forces of the state, legislative, diplomatic, and military, against one another in the strategic game of pecuniary advantage.” As this game intensifies, competing nations rush (said Veblen presciently) to amass military hardware that can easily fall under the control of political leaders who embrace aggressive international policies and “warlike aims, achievements, [and] spectacles.” Unchecked, these developments could, he believed, demolish “those cultural features that distinguish modern times from what went before, including a decline of the business enterprise itself.” (In his later writings from the World War I period, Veblen returned to these issues.) The second future possibility was socialism, which interested Veblen (for the time being) not only as an institutional alternative to the business enterprise but also as a way of economic thinking that nullified the productivity theory of distribution. In cycling back to the phenomenon of socialism, which he had bracketed in The Theory of the Leisure Class, Veblen zeroed in on men and women who held industrial occupations, in which he observed a growing dissatisfaction with the bedrock institutions of the modern age. This discontent was socially concentrated, found not so much among laborers who were “mechanical auxiliaries”—manual extensions—“of the machine process“ but “among those industrial classes who are required to comprehend and guide the processes.” These classes consist of “the higher ranks of skilled mechanics and [of people] who stand in an engineering or supervisory ”“relation to the processes.” Carrying out these jobs, with their distinctive task requirements, inculcates “iconoclastic habits of thought,” which draw men and women into trade unions and, as a next step, “into something else, which may be called socialism, for want of a better term.” This phrasing was vague even for Veblen, but he felt hamstrung because “there was little agreement among socialists as to a programme for the future,” at least aside from provisions almost “entirely negative.

Nomads developed the concept of predestination, believing that cosmic harmony controlled and dictated all of man’s actions and decisions, leaving him a spectator in the happenings of his own life. They believed that decisions related to their future social activity were based on the will of God. As a consequence of this belief, religious leaders in some nomadic societies convinced their followers that they were able to interpret God’s desires and the kind of life he wanted believers to lead, and these leaders succeeded in influencing and taking control of their followers’ lives. Those leaders became the intermediary between God and man, dictating to the communities what they assumed to be his will.

Our age calls for a class of politicians and leaders who take inspiration from Jesus’s parable of the Good Samaritan, which shows how we can develop our lives, our calling and mission. So often what we find at the bottom of it all is the issue of distance. Faced with the man left at the side of the road, some decide to walk on: distant from the situation, they prefer to ignore the facts and carry on as if nothing had happened. Imprisoned by various kinds of thinking and justifications, they pass on by.

I'm all for accelerating children's knowledge of technology and financial literacy while building leaders, innovators, and creators for a decentralized future.

The first is to bring clarity to those you work with. This is one of the foundational things leaders do every day, every minute. In order to bring clarity, you’ve got to synthesize the complex. Leaders take internal and external noise and synthesize a message from it, recognizing the true signal within a lot of noise. I don’t want to hear that someone is the smartest person in the room. I want to hear them take their intelligence and use it to develop deep shared understanding within teams and define a course of action.

William Osler, the physician who wrote The Principles and Practice of Medicine in 1892, once told a group of medical students: Banish the future. Live only for the hour and its allotted work. Think not of the amount to be accomplished, the difficulties to be overcome, or the end to be attained, but set earnestly at the little task at your elbow, letting that be sufficient for the day; for surely our plain duty is, as Carlyle says, “Not to see what lies dimly at a distance, but to do what lies clearly at hand.

Too many people had been made redundant by the quick and aggressive development of AI, with little guidance from leaders on new pathways to employment. Cascading failures led to a high suicide rate. Some began calling for the repeal of UBI. By 2028, social media was consumed by the Great Debate over the pros and cons of UBI. The Senate and the House sank into protracted back-and-forth warfare over a proposed plan to abolish UBI. “The

Great leaders understand that investing in their employees' development is an investment in the company's future.

A minor bureaucrat’s demand for payment to process a form is condemned as corruption. A national leader’s sweetheart privatization of public assets to friends and relatives is applauded as market liberalization.

Let’s say an enterprise wants to develop a three-year strategic plan to double market share, from 5% to 10%. Each person engaged in the planning imagines holding up a newspaper whose headline reads “Company X Has Doubled Its Market Share over the Past Three Years.” The team leader now asks them to identify the reasons they got there, what events occurred, what decisions were made, what went their way to get the enterprise to capture that market share. This enables the company to better identify strategies, tactics, and actions that need to be implemented to get to the goal. It also allows it to identify when the goal needs to be tweaked. Backcasting makes it possible to identify when there are low-probability events that must occur to reach the goal. That could lead to developing strategies to increase the chances those events occur or to recognizing the goal is too ambitious. The company can also make precommitments to a plan developed through backcasting, including responses to developments that can interfere with reaching the goal and identifying inflection points for re-evaluating the plan as the future unfolds.

It would be foolish and unjust to fail to acknowledge the fact that the American public library, as it stands today, is a remarkable achievement, indeed, one of the outstanding American contributions to civilization. I know of no greater proportion of able and devoted leaders, men and women of outstanding personality whose work will live on beyond them, beneficently. They have laid a broad base for an institution that will have an even greater future when it shall boldly take to itself the leadership in adult education which it alone is capable of developing, and shall make itself over into a people's university, sound bulwark of a democratic state.

The creation of this digital collection, which brings together the entire body of research materials related to William F Cody's personal and professional life, will enable a variety of audiences to consider the impact of William F. Cody the cultural entrepreneur on American life and provide contextualizing documents from other sources, including audio-visual media that exist for the final years of his life. It will allow more scholars to study the man within his times, will provide new resources to contextualize studies of other regional and national events and persons, and will encourage digital edition visitors to explore and learn more about these vital decades of American expansion and development. The digital edition of the Papers will differ significantly from the print edition by including manuscript materials, photographs, and film and sound recordings, and it will offer navigational and search options not possible in the print edition. As Griffin's volume reveals, it took many people to make Buffalo Bill's Wild West happen. Likewise, there are many people whose combined efforts have made this documentary project a reality. All of the generous donors and talented scholars who have contributed to the success of this effort will be noted in due course. But in this, the first publication, it is appropriate to acknowledge that big ideas are carried to fruition only by sound and steady leadership. The McCracken Research Library was fortunate at the advent of the papers project that in its board chair it had such a leader. Maggie Scarlett was not only an early supporter of this documentary editing project but also its first true champion. It was through her connections (and tenacity) that the initial funds were raised to launch the project. Whether seeking support from private donors, the Wyoming State Legislature, federal granting agencies, or the United States Congress, Maggie led the charge and thereby secured the future of this worthy endeavor. Thus, this reissue of Griffin's account is a legacy not only to William Cody but also to all of those who have made this effort and the larger undertaking possible. In that spirit, though these pages rightfully belong to Charles Eldridge Griffin and to Mr. Dixon, if this volume were mine to dedicate, it would be to Maggie. Kurt Graham

Identifying, developing, and optimizing talent has been the unifying theme in all of my work. One thing that’s become clear to me is that really good people can make really bad decisions. The kind person forfeiting their dreams while waiting on friends and loved ones to affirm their new direction. The caring leader surrendering the future of her organization in an effort to keep everyone on board. The world-class athlete ignoring how his hyperfocus is crippling his relationships and stealing his happiness. The highly successful entrepreneur trying to fix his marriage as if it were a business. The person who has always performed for the approval of others discovering that they lack the resilience required to master the skills of their craft.

The focus shouldnt be about a person's potential. Everyone has potential. The issue is, if people dont see a future or prospect, they will not expand on their potential.

Most companies only have a few GMs at the very highest levels. The people underneath them play a functional role, but the GM owns the P&L outcome. Amazon, in contrast, has GMs running things at every level. GMs report to other GMs. Some GMs are Level 7 on the pay scale and others are at Level 3. In addition to being “single-threaded leaders” who drive urgency and focus for each line of business, these GM roles represent thousands of learning opportunities for future leaders around Amazon.

I think we have developed Stockholm syndrome for our corrupt leaders. To the certain extend that we fight the law in defending them and we will do and say anything in defending and justifying their corruption. As long you are defending a corrupt person or party. You are an instigator of corruption, because those leaders will remain corrupt, knowing you will side and stand by them. You are an accomplice in robbing people their future, education, jobs, opportunities and good life, because you are loyal to a person or party , not loyal to a good cause .

You need your teams to be constantly learning, you want your future leaders to be better than you are, and you need your frontline customer-facing teams to be the wisest of all.

Too often in leadership, we unreflectively let the past dictate our leadership style. By working on your imaginary obituary, you use the future to shape your style too. We can’t change what has passed, but the future is still yet to be written. So, write it.

Dalai Lama Even given positive results of experiments, it is exceedingly difficult for the Western-acculturated mind to accept that supernormal abilities really do exist. The Dalai Lama is often asked about this issue, and he wrote about it in his autobiography: Many westerners want to know whether the books on Tibet by people like Lobsang Rampa and some others, in which they speak about occult practices, are true. They also ask me whether Shambala (a legendary country referred to by certain scriptures and supposed to lie hidden among the northern wastes of Tibet) really exists.… In reply to the first two questions, I usually say that most of these books are works of imagination and that Shambala exists, yes, but not in a conventional sense. At the same time, it would be wrong to deny that some Tantric practices do genuinely give rise to mysterious phenomena.6 This statement is cautiously worded, and appropriate for a spiritual leader who was also a political leader for many years. The upshot of his answer is that yes, advanced meditative practices do give rise to some strange effects, and for the most part these practices have been ignored by science. The Dalai Lama has been personally interested in promoting science-spirit dialogues, but at the beginning these talks were not easy to arrange, even for him. Within meditative traditions advanced methods are considered a secret doctrine, and as we’ve seen repeated in the Yoga Sutras, demonstrating one’s abilities for secular reasons is strongly taboo. Nevertheless, the Dalai Lama believed it was important to get science to investigate these phenomena: I hope one day to organise some sort of scientific enquiry into the phenomenon of oracles, which remain an important part of the Tibetan way of life. Before I speak about them in detail, however, I must stress that the purpose of oracles is not, as might be supposed, simply to foretell the future. This is only part of what they do. In addition, they can be called upon as protectors and in some cases they are used as healers.… Through mental training, we have developed techniques to do things which science cannot yet adequately explain. This, then, is the basis of the supposed “magic and mystery” of Tibetan Buddhism.6

Build Leadership in Others. Develop leadership throughout the organization. Manage Relations. Foster enduring personal ties with those who look to you, and work to harness the feelings and passions of the workplace. Identify Personal Implications. Help everybody appreciate the impact that the vision and strategy are likely to have on their own work and future with the firm. Convey Your Character. Through gesture, commentary, and narratives, ensure that others appreciate that you are a person of transparency and integrity.

For every comic escapade of the carefree roustabout there is an equally eye-opening moment in the development of the future revolutionary leader. By the end of the journey, a politicized Guevara has emerged to predict his own legendary future.

There is definitely a correlation between family success and personal success. Not only does building a strong family lay the groundwork for future success, but it also gives life deeper meaning.

An organization operating with a new master paradigm, the Re-Invention Paradigm, by contrast, develops an organizational context that operates from practices designed to “invent and commit,” the practices necessary to operate in a mode of transformation: declaring the future rather than predicting it; taking a stand rather than generating consensus; making bold promises that you don’t know how to keep; creating contexts; fulfilling new realms of possibility; and recruiting and developing catalysts for transformation rather than change agents.

The leader beyond the millennium will not be the leader who has learned the lessons of how to do.... The leader of today and the future will be focused on how to be ... how to develop quality, character, mind-set, values, principles, and courage. —Frances Hesselbein

Storyboard when you develop an innovative product, alliance, process, or Strategy.

There is no future in any job. The future lies in the person who holds the job.

THE PRAISED GENERATION HITS THE WORKFORCE Are we going to have a problem finding leaders in the future? You can’t pick up a magazine or turn on the radio without hearing about the problem of praise in the workplace. We could have seen it coming. We’ve talked about all the well-meaning parents who’ve tried to boost their children’s self-esteem by telling them how smart and talented they are. And we’ve talked about all the negative effects of this kind of praise. Well, these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential. Why are businesses perpetuating the problem? Why are they continuing the same misguided practices of the overpraising parents, and paying money to consultants to show them how to do it? Maybe we need to step back from this problem and take another perspective. If the wrong kinds of praise lead kids down the path of entitlement, dependence, and fragility, maybe the right kinds of praise can lead them down the path of hard work and greater hardiness. We have shown in our research that with the right kinds of feedback even adults can be motivated to choose challenging tasks and confront their mistakes. What would this feedback look or sound like in the workplace? Instead of just giving employees an award for the smartest idea or praise for a brilliant performance, they would get praise for taking initiative, for seeing a difficult task through, for struggling and learning something new, for being undaunted by a setback, or for being open to and acting on criticism. Maybe it could be praise for not needing constant praise! Through a skewed sense of how to love their children, many parents in the ’90s (and, unfortunately, many parents of the ’00s) abdicated their responsibility. Although corporations are not usually in the business of picking up where parents left off, they may need to this time. If businesses don’t play a role in developing a more mature and growth-minded workforce, where will the leaders of the future come from?

several factors responsible for spurring innovation in Israel. For one, culturally, Judaism encourages the questioning of status quo and conventional wisdom, fueling the search to develop new and better ways of living and working.

Skender's approach contrasts with the basic model most companies follow when it comes to leadership development: identify high-potential people, and then provide them with the mentoring, support, and resources needed to grow to achieve their potential. To identify these high-potential future leaders, each year companies spend billions of dollars assessing and evaluating talent. Despite the popularity of this model, givers recognize that it is fatally flawed in one respect. The identification of talent may be the wrong place to start.

Walt Disney created storyboarding,153 a technique for movie development where each scene is laid out in blocks to offer a scene-by-scene illustration of ideas before filming actually begins.

Look for the golden moments to be silent, listen to others, and allow the plans that you have developed to unfold.

Nobody likes being told what to do or where to go, no matter how right it might be. People want to be a part of the vision development process. They want to walk alongside their leaders. They want to dream with them, invent with them, and be involved in creating their futures.

Discussed in this chapter are the major elements of how to develop adaptive leaders for the future. They include: (1) the adaptive course model (ACM); (2) the ACM Program of Instruction (POI); (3) the establishment of teachers of adaptability (TA), through a certification process and implementation of tools they can employ to develop adaptability; and (4) the Leader Evaluation System, or LES. Taken together, they form the beginning of the new leader education revolution.

The Declaration of Independence says that ‘all men are created equal; that they are endowed by their Creator with certain unalienable rights; that among these are life, liberty, and the pursuit of happiness.’ Raised within the Judeo-Christian value system, we are taught from childhood ‘Do not judge others lest you be judged,’ ‘Do unto others what you want others to do unto you,’ and ‘Hear no evil, see no evil, speak no evil.’ We in America have taken this a little further and have become deaf to evil, blind to evil, and incapable of speaking out against evil because as long as it does not affect us, it is none of our business. The Declaration of Independence says that ‘all men are created equal; that they are endowed by their Creator with certain unalienable rights; that among these are life, liberty, and the pursuit of happiness.’ We the people are entitled to equal rights under the law and should have the same opportunity to pursue our dreams, whatever those dreams may be; but it is not said anywhere that we as people are created equal in the material or societal and cultural sense by our creator. Societies and cultures are not created and do not develop equally. This harsh judgment may make you wince. It is not politically correct to say that our Western societies are better than the Muslim Arab societies, but we are, we have been, and we always will be, not because of our wealth but because of the way we think and live, and the values we hold dear and pass on to our future generations. It infuriates me to hear self-loathing Americans, who have never experienced life in an oppressive culture or under an oppressive leadership such as is found in the Middle East, badmouth and put down our culture, government, and country in general. They find all sorts of things wrong with America and think it is insulting to non-Americans to acknowledge that our Western culture is in any way better than others. They are so concerned about hurting ‘feelings,’ and nobody wants to be accused of being a holier-than-thou type. They should get out and see the world and how Arab Muslim leaders are really messing up other people’s lives and getting away with it. Just as it’s time to hold people accountable for their actions, it’s time to hold societies and cultures accountable for theirs also. It is by not judging others that you end up with evil people like bin Laden, Saddam Hussein, and suicide bombers driven by the ideology that you are worthless infidels who should be killed as Allah ordered

They saw in their hearts a developed South Korea and asked God for a strategy to bring that about. He showed them that if they rallied Westerners to finance one child each through education, then this education would become a foundation for the future greatness of the country. They used this prophetic word to start one of the greatest humanitarian organizations for children in history: Compassion International. (How many readers, I wonder, have supported a child by sending money to a Compassion International child sponsorship project.) The first generation of Compassion International kids that graduated college had a knack for building, and they helped lay Korea’s foundation in government (one was even one of the first Supreme Court justices), education (many became teachers right away), religion (many became Christian pastors and leaders), and industry (many started businesses). It was such a pivotal movement that it is still referred to by many of the South Korean government leaders I have met. South Korea began its greater development into what it is today because God invested a vision of its future to Christians, organizations, and other groups. He gave them the faith to help Korea become what it is today.

Dwight D. Eisenhower wrote to his son in 1943, "The one quality that can be developed by studious reflection and practice is the leadership of men .... The idea is to get people working together... because they instinctively want to do it for you.... Essentially, you must be devoted to duty, sincere, fair and cheerful." Devotion to duty. Sincerity. Fairness. Good cheer. These are not qualities taught in school. Formal education can make someone a good manager, but it cannot make a leader, because leadership is more about the heart than the head. How does any organization teach courage, integrity, a love of people, a sense of humor, the ability to dream of a better future? How can any training program inculcate personal character and honor? Core to leadership is the ability to relate to people -- to empathize, understand, inspire and motivate.