Developing The Leader Within You Quotes

Poem by Howard A. Walter (Character) I would be true, for there are those who trust me; I would be pure, for there are those who care; I would be strong, for there are those who suffer; I would be brave, for there is much to dare. I would be friend of all--- the foe, the friendless; I would be giving, and forget the gift; I would be humble, for I know my weakness; I would look up, and laugh, and love, and lift.

There was a very cautious man Who never laughed or played He never risked, he never tried, He never sang or prayed. And when he on day passed away, His insurance was denied, For since he never really lived, They claimed he never really died. (Anonymous poem)

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

When the leader lacks confidence, the followers lack commitment.

The most attractive thing about you should have less to do with your face or body and more to do with your attitude and how you treat people.

People tend to become what the most important people in their lives think they will become.

A leader is great not because of his or her power, but because of his or her ability to empower others.

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.

People do not care how much you know until they know how much you care.

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

If you're not reaching back to help anyone then you're not building a legacy.

Though you cannot go back and make a brand new start, my friend. Anyone can start from now and make a brand new end.

The effectiveness of your work will never rise above your ability to lead and influence others. You cannot produce consistently on a level higher than your leadership. In other words, your leadership skills determine the level of your success-and the success of those who work around you.

No one can understand that mysterious thing we call influence . . . yet . . . everyone of us continually exerts influence, either to heal, to bless, to leave marks of beauty; or to wound, to hurt, to poison, to stain other lives.

The greatest obstacle to discovery is not ignorance. It is the illusion of knowledge.” Many

We cannot choose how many years we will live, but we can choose how much life those years will have. We cannot control the beauty of our face, but we can control the expression on it. We cannot control life’s difficult moments, but we can choose to make life less difficult. We cannot control the negative atmosphere of the world, but we can control the atmosphere of our minds.

People don’t care how much you know until they know how much you care.

Leadership has less to do with position than it does disposition.

When leaders fail to empower others, it is usually due to three main reasons: 1. Desire for Job Security 2. Resistance to Change 3. Lack of Self-Worth

The first law of holes says, “When you are in one, stop digging.

No one is useless in this world who lightens the burden of it for someone else. —BENJAMIN FRANKLIN

Napoleon Hill said, “It’s not what you are going to do, but it’s what you are doing right now that counts.

Positive thinking does not always change our circumstances, but it will always change us. When we are able to think right about tough situations, then our journeys through life become

William James said that the art of being wise is the “art of knowing what to overlook.” The petty and the mundane steal much of our time. Too many of us are living for the wrong things.

A leaders job is to ELEVATE the team, not delegate the team. Elevate your team to take initiative because real leadership is when you can create a culture of self-leadership within your team

He who seeks one thing, and but one, May hope to achieve it before life is done. But he who seeks all things wherever he goes Must reap around him in whatever he sows A harvest of barren regret.

Mark you, no Krishna can clear your eyes and make you look with a broader vision upon life in your march upward and onward, until the Self within you morphs into Krishna – until the Self morphs into Buddha – until the Self turns into Christ.

Self-discipline is a quality that is won through practice. Psychologist Joseph Mancusi noted, “Truly successful people have learned to do what does not come naturally. Real success lies in experiencing fear or aversion and acting in spite of it.

I don’t think any other retail company in the world could do what I’m going to propose to you. It’s simple. It won’t cost us anything. And I believe it would just work magic, absolute magic on our customers, and our sales would escalate, and I think we’d just shoot past our Kmart friends in a year or two and probably Sears as well. I want you to take a pledge with me. I want you to promise that whenever you come within ten feet of a customer, you will look him in the eye, greet him, and ask him if you can help him. Now I know some of you are just naturally shy, and maybe don’t want to bother folks. But if you’ll go along with me on this, it would, I’m sure, help you become a leader. It would help your personality develop, you would become more outgoing, and in time you might become manager of that store, you might become a department manager, you might become a district manager, or whatever you choose to be in the company. It will do wonders for you. I guarantee it. Now, I want you to raise your right hand—and remember what we say at Wal-Mart, that a promise we make is a promise we keep—and I want you to repeat after me: From this day forward, I solemnly promise and declare that every time a customer comes within ten feet of me, I will smile, look him in the eye, and greet him. So help me Sam.

Focus on your faith and feed it. The more energy and time you give it, the stronger it becomes. And anytime you feel afraid of doing something but go ahead and do it anyway, you will be reprogramming your attitude. When you feel fear, it will mean “go” instead of “stop,” and “fight harder” instead of “give up.

Author George Matthew Adams stated, “What you think means more than anything else in your life. More than what you earn, more than where you live, more than your social position, and more than what anyone else may think about you.” Every problem introduces you to yourself. It shows you how you think and what you’re made of.

Sowing seeds of trust with people creates the fields of collaboration necessary to get extraordinary things done in organizations.6

As you move forward on the success journey, you need to remember that what happens in you is more important than what happens to you.

A minute of thinking is often more valuable than an hour of talk or unplanned work.

things are of greater value to a prepared person than an opportunity. Why? Because opportunities increase our potential.

WHAT ARE YOU GIVING UP IN ORDER TO IMPROVE YOURSELF?

You will become on the outside what you believe on the inside.

Most people are more comfortable with old problems than new solutions, because the new represents the unknown.

Creativity and generosity feed each other.

The most excellent way to elevate an experience is to give it our best.

John W. Gardner observed, “If I had to name a single all-purpose instrument of leadership, it would be communication.

Leadership is influence.

POINT OUT A GREAT STRENGTH OF SOMEONE IN YOUR LIFE TODAY.

St. Francis of Assisi said, “Start doing what is necessary; then do what is possible; and suddenly you are doing the impossible.

Discernment can be described as the ability to find the root of the matter, and it relies on intuition as well as rational thought.

You cannot grow unless you are willing to change. And you will not change unless you change something you do every day.

#1 Build people up by encouragement. #2 Give people credit by acknowledgment. #3 Give people recognition by gratitude.

What people need is not a motto to say, but a model to see. THE

By talking others out of their dreams, critical people excuse themselves for staying in their comfort zones.

DO SOMETHING TODAY TO CREATE AN ENVIRONMENT OF AFFIRMATION.

Start doing what is necessary; then do what is possible; and suddenly you are doing the impossible.

THE INSTRUMENT OF LEADERSHIP

Who you are determines the way you see everything. You cannot separate your identity from your perspective.

The bottom line in leadership isn’t how far we advance ourselves but how far we advance others.

many people are more comfortable with old problems than with new solutions. They

Elbert Hubbard said that the greatest mistake a person can make is to be afraid of making one. It

Efficiency is the foundation for survival. Effectiveness is the foundation for success. It’s Not How Hard You Work; It’s How Smart You Work

The question is not, “Will my calendar be full?” but “Who will fill my calendar?” If we are leaders of others, the question is not, “Will I see people?” but “Who will I see?” My

Image promises much but produces little. Integrity never disappoints.

Success in your work will be greatly increased if the 3 R’s (Requirements/ Return/Reward) are similar. In

The reason most major goals are not achieved is that we spend our time doing second things first.

Parkinson’s Law: If you have only one letter to write, it will take all day to do it. If you have twenty letters to write, you’ll get them done in one day.

People of integrity expect to be believed. They also know time will prove them right and are willing to wait.

Efficiency is the foundation for survival. Effectiveness is the foundation of success.

An infant is born with a clenched fist; a man dies with an open hand. Life has a way of prying free the things we think are so important.

Nobody on his death bed ever said, ‘I wish I had spent more time on my business.

Eighty-nine percent of what people learn comes through visual stimulation, 10 percent through audible stimulation, and 1 percent through other senses. So

When wealth is lost, nothing is lost; when health is lost, something is lost; when character is lost, all is lost.

Warren Bennis and Bert Nanus say that “trust is the emotional glue that binds followers and leaders together.

Andrew Carnegie said, “As I grow older, I pay less attention to what men say. I just watch what they do.” Great

Success can be defined as the progressive realization of a predetermined goal.

You can lead your horse to water, but you can’t manage him to drink. If

He who thinketh he leadeth and hath no one following him is only taking a walk.

The truth is that leadership opportunities are plentiful and within reach of most people.”3

Needless to say, you can love people without leading them, but you cannot lead people without loving them.

many people have produced great results who were not “qualified.

The Pareto Principle 20 percent of your priorities will give you 80 percent of your production IF you spend your time, energy, money, and personnel on the top 20 percent of your priorities.

The boss drives his workers; the leader coaches them. The boss depends on authority; the leader on goodwill. The boss inspires fear; the leader inspires enthusiasm. The boss says “I”; the leader, “we.” The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss knows how it is done; the leader shows how. The boss says, “Go”; the leader says, “Let’s go!

Management is the process of assuring that the program and objectives of the organization are implemented. Leadership, on the other hand, has to do with casting vision and motivating people.

William King will help you. He said, “A gossip is one who talks to you about other people. A bore is one who talks to you about himself. And a brilliant conversationalist is one who talks to you about yourself.

leader is great, not because of his or her power, but because of his or her ability to empower others. Success without a successor is failure. A worker’s main responsibility is developing others to do the work (see

V. Gilbert Beers says, “A person of integrity is one who has established a system of values against which all of life is judged.” Integrity is not what we do so much as who we are. And who we are, in turn, determines what we do. Our

A Jeff Danziger cartoon shows a company president announcing to his staff, “Gentlemen, this year the trick is honesty.” From one side of the conference table, a vice president gasps, “Brilliant.” Across the table, another VP mutters, “But so risky.

My Influence My life shall touch a dozen lives Before this day is done. Leave countless marks of good or ill, E’er sets the evening sun. This, the wish I always wish, The prayer I always pray; Lord, may my life help others’ lives It touches by the way.7

It’s Simple: Identify the core competencies within your organization. Develop a plan to inspect these areas on a regularly scheduled basis. Show up during an inspection to ensure the rank and file understand that you, the leader, value the process and their efforts.

None of us is flawless. Good people do bad things. Smart people do dumb things. We all find ourselves in moments where we feel tempted to do something we know in our hearts isn’t the right thing, and we’ve all veered off course. It’s humbling. Sharing that with others is authentic.

I have to live with myself, and so I want to be fit for myself to know, I want to be able, as days go by, Always to look myself straight in the eye; I don’t want to stand, with the setting sun, And hate myself for things I have done. I don’t want to keep on a closet shelf A lot of secrets about myself, And fool myself, as I come and go, Into thinking that nobody else will know The kind of man I really am; I don’t want to dress up myself in sham. I want to go out with my head erect, I want to deserve all men’s respect; But here in the struggle for fame and pelf I want to be able to like myself. I don’t want to look at myself and know That I’m bluster and bluff and empty show. I can never hide myself from me; I see what others may never see; I know what others may never know, I never can fool myself, and so, Whatever happens, I want to be Self-respecting and conscience free.

LEADERS Initiate Lead; pick up phone and make contact Spend time planning anticipate problems Invest time with people Fill the calendar by priorities FOLLOWERS React Listen; wait for phone to ring Spend time living day-to-day; react to problems Spend time with people Fill the calendar by requests

Don’t look—you might see. Don’t listen—you might hear. Don’t think—you might learn. Don’t make a decision—you might be wrong. Don’t walk—you might stumble. Don’t run—you might fall. Don’t live—you might die. I would like to add one more thought to this depressing list: Don’t change—you might grow.

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

Dale Carnegie was a master at identifying potential leaders. Once asked by a reporter how he had managed to hire forty-three millionaires, Carnegie responded that the men had not been millionaires when they started working for him. They had become millionaires as a result. The reporter next wanted to know how he had developed these men to become such valuable leaders. Carnegie replied, “Men are developed the same way gold is mined. Several tons of dirt must be moved to get an ounce of gold. But you don’t go into the mine looking for dirt,” he added. “You go in looking for the gold.” That’s exactly the way to develop positive, successful people. Look for the gold, not the dirt; the good, not the bad. The more positive qualities you look for, the more you are going to find.

The way people see others is a reflection of themselves: If I am a trusting person, I will see others as trustworthy. If I am a critical person, I will see others as critical. If I am a caring person, I will see others as compassionate. If you change yourself and become the kind of person you desire to be, you will begin to view others in a whole new light. And that will change the way you interact in all of your relationships.

and in life. I’ve noticed that leadership is not a skill. It’s character. Successful, happy, and fulfilled people embody core values such as honor, courage, and commitment to personal excellence. Real leaders command from the heart. They’ve developed an ethical code that makes them both a good teammate and a good leader. When things go wrong, they look within and seek to be better people. Authentic leadership starts with knowing your stand—your purpose in life, against which you will measure all decisions.

One of my favorite stories is about a newly hired traveling salesman who sent his first sales report to the home office. It stunned the brass in the sales department because it was obvious that the new salesman was ignorant! This is what he wrote: “I seen this outfit which they ain’t never bot a dim’s worth of nothin from us and I sole them some goods. I’m now goin to Chicawgo.” Before the man could be given the heave-ho by the sales manager, along came this letter from Chicago: “I cum hear and sole them haff a millyon.” Fearful if he did, and afraid if he didn’t fire the ignorant salesman, the sales manager dumped the problem in the lap of the president. The following morning, the ivory-towered sales department members were amazed to see posted on the bulletin board above the two letters written by the ignorant salesman this memo from the president: “We ben spendin two much time trying to spel instead of trying to sel. Let’s watch those sails. I want everybody should read these letters from Gooch who is on the rode doin a grate job for us and you should go out and do like he done.

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.

Courageous Leadership Simply Means I’ve Developed: 1. Convictions that are stronger than my fears. 2. Vision that is clearer than my doubts. 3. Spiritual sensitivity that is louder than popular opinion. 4. Self-esteem that is deeper than self-protection. 5. Appreciation for discipline that is greater than my desire for leisure. 6. Dissatisfaction that is more forceful than the status quo. 7. Poise that is more unshakeable than panic. 8. Risk taking that is stronger than safety seeking. 9. Right actions that are more robust than rationalization. 10. A desire to see potential reached more than to see people appeased. You don’t have to be great to become a person of courage. You just need to want to reach your potential and to be willing to trade what seems good in the moment for what’s best for your potential. That’s something you can do regardless of your level of natural talent. —Talent Is Never Enough MAKE A SMALL DECISION TODAY THAT WILL INCREASE YOUR CONFIDENCE AND LEADERSHIP COURAGE.

In John 9, Jesus healed a blind man on the sabbath. The leaders of the people, proud of being Moses’ disciples (v. 28), “knew” that Jesus could not possibly be of God because he did not observe their restrictions on working during the sabbath (v. 16). They just “knew” that this man Jesus was a sinner because they “knew” the Bible. And they “knew” that the Bible said you were not supposed to do the kinds of things Jesus was doing on the sabbath. Therefore, since this man Jesus did these kinds of things on the sabbath, he was a sinner. These leaders had good, reliable general knowledge of how things were supposed to be. For his part, the man healed could only report, “I do not know whether he [Jesus] is a sinner. One thing I do know, that though I was blind, now I see” (Jn 9:25). But that was not in the Bible, in the law. The leaders had their own guidance, and they thought it was sufficient. But it was not sufficient, though it was very respectable and generally accepted. For it allowed them to condemn the power and works of love in Jesus himself: “We know that God has spoken to Moses, but as for this man, we do not know where he comes from” (v. 29). “We don’t know!” That is perhaps the most self-damning statement they could possibly have made. They looked at what Jesus did and said, “We don’t know what this person is doing. We don’t know where he is coming from. We don’t know that he is of God.” Why didn’t they know? What they were really confessing was that they did not know who God is or what his works are. In their own way they shared Nicodemus’s problem of not being able to see the kingdom of God—though they were sure that in fact they did. Many stand in that same place today. They could look at the greatest works of love and righteousness and if those works did not conform either to their legalistic ideas of what the Bible or their church teaches, or to what their own subjective experiences confirm, they could condemn those works without batting an eyelid, saying, “We know that this is wrong!” We all need to be delivered from such knowledge! When facing the mad religionist or blind legalist, we have no recourse, no place to stand, if we do not have firsthand experience of hearing God’s voice, held safely within a community of brothers and sisters in Christ who also have such knowledge of God’s personal dealings with their own souls.[18]

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.

Well before the end of the 20th century however print had lost its former dominance. This resulted in, among other things, a different kind of person getting elected as leader. One who can present himself and his programs in a polished way, as Lee Quan Yu you observed in 2000, adding, “Satellite television has allowed me to follow the American presidential campaign. I am amazed at the way media professionals can give a candidate a new image and transform him, at least superficially, into a different personality. Winning an election becomes, in large measure, a contest in packaging and advertising. Just as the benefits of the printed era were inextricable from its costs, so it is with the visual age. With screens in every home entertainment is omnipresent and boredom a rarity. More substantively, injustice visualized is more visceral than injustice described. Television played a crucial role in the American Civil rights movement, yet the costs of television are substantial, privileging emotional display over self-command, changing the kinds of people and arguments that are taken seriously in public life. The shift from print to visual culture continues with the contemporary entrenchment of the Internet and social media, which bring with them four biases that make it more difficult for leaders to develop their capabilities than in the age of print. These are immediacy, intensity, polarity, and conformity. Although the Internet makes news and data more immediately accessible than ever, this surfeit of information has hardly made us individually more knowledgeable, let alone wiser, as the cost of accessing information becomes negligible, as with the Internet, the incentives to remember it seem to weaken. While forgetting anyone fact may not matter, the systematic failure to internalize information brings about a change in perception, and a weakening of analytical ability. Facts are rarely self-explanatory; their significance and interpretation depend on context and relevance. For information to be transmuted into something approaching wisdom it must be placed within a broader context of history and experience. As a general rule, images speak at a more emotional register of intensity than do words. Television and social media rely on images that inflamed the passions, threatening to overwhelm leadership with the combination of personal and mass emotion. Social media, in particular, have encouraged users to become image conscious spin doctors. All this engenders a more populist politics that celebrates utterances perceived to be authentic over the polished sound bites of the television era, not to mention the more analytical output of print. The architects of the Internet thought of their invention as an ingenious means of connecting the world. In reality, it has also yielded a new way to divide humanity into warring tribes. Polarity and conformity rely upon, and reinforce, each other. One is shunted into a group, and then the group polices once thinking. Small wonder that on many contemporary social media platforms, users are divided into followers and influencers. There are no leaders. What are the consequences for leadership? In our present circumstances, Lee's gloomy assessment of visual media's effects is relevant. From such a process, I doubt if a Churchill or Roosevelt or a de Gaulle can emerge. It is not that changes in communications technology have made inspired leadership and deep thinking about world order impossible, but that in an age dominated by television and the Internet, thoughtful leaders must struggle against the tide.

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.