Direct Leadership Quotes

A leader. . .is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.

It is not until you change your identity to match your life blueprint that you will understand why everything in the past never worked.

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

No matter how tiny you look, you can lead huge men if you have what the huge men don't have.

Future Politics Effecting change in national politics was mostly a matter of making better use of online forums, encouraging voters to press forth with hard questions, providing statistics and solutions. Direct-to-voter referendums became an increasingly common way of effecting national policy. If Congress were deadlocked over a particular issue, the voters would be asked to make up their minds for them in the form of an online referendum.

She turned back to the cards and tapped the Ace of Cups. "You're on the verge of a new beginning, a rebirth of great power and emotion. Your life will change, but it will be change that takes you in the direction that, while difficult, will ultimatley illuminate the world." "Whoa," I said. Rhonda then pointed to the Empress. "Power and leadership lie ahead of you, which you will handle with grace and intelligence. The seeds are already in place, though there's an edge of uncertainty-an enigmatic set of influences that hang around you like a mist." Her attention was on the Moon as she said those words. "But my overall impression is that those unknown factors won't deter you from your destiny." Lissa's eyes were wide. "You can teel that just from the cards?" ... After several moments of heavy silence, she said, "You will destroy that which is undead." i waited about thirty seconds for her to continue, but she didn't. "Wait, that's it?" ... Her eyes flickered over the cards, looked at Dimitri, then looked back at the cards. Her expression was blank. "You will lose what you value most, so treasure it while you can." She pointed to the Wheel of Fortune card. "The wheel is turning, always turning.

A business will require you to wear many hats. You have to be a leader with a mission, vision, and direction.

Never take advice about never taking advice. That is an old vice of men - to dish it out without being able to take it - the blind leading the blind into more blindness.

If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.

Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.

The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing. A gardening approach to leadership is anything but passive. The leader acts as an “Eyes-On, Hands-Off” enabler who creates and maintains an ecosystem in which the organization operates.

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

When you don't know where you are going in life (No Clear Destination), you don't need direction... you need Divine Revelation

Now the big question is: what direction are you moving? Look inward; there is a burning desire in your heart that will make you the person you can become – A superstar!

Most of the time, we see only what we want to see, or what others tell us to see, instead of really investigate to see what is really there. We embrace illusions only because we are presented with the illusion that they are embraced by the majority. When in truth, they only become popular because they are pounded at us by the media with such an intensity and high level of repetition that its mere force disguises lies and truths. And like obedient schoolchildren, we do not question their validity and swallow everything up like medicine. Why? Because since the earliest days of our youth, we have been conditioned to accept that the direction of the herd, and authority anywhere — is always right.

Directing attention toward where it needs to go is a primal task of leadership.

Like the brain's command center, the board provides the highest level of cognitive function for the organization. They are the "big picture" thinkers, setting strategic direction, overseeing management, and representing the interests of shareholders and stakeholders.

When the crowd is headed in the wrong direction, walk alone.

You don’t command wind in the direction it blows, but you command a ship in the direction it sails.

What matters more than where you are is the direction you are heading.

It really is all about having the right people on your team and directing their energies accordingly. I think it was Harvey Firestone who said, ‘The growth and development of people is the highest calling of leadership.’ 

It's good to include playful and imaginative activities in business management. Managers of every business should be actively utilizing their imagination and directing that toward the advancement of the business. And incorporating playful activities into managerial routines is a good way to do that.

Headship is not rulership; it is leadership. As head, the man is to provide spiritual leadership and direction to the family. He is supposed to chart the course. His spiritual temperature should set the climate for his entire house.

The sign of a good leader is easy to recognize, though it is hardly ever seen. For the greatest leaders are those who share as equals in the trials and struggles, the demands and expectations, the hills and trenches, the laws and punishments placed upon the backs of those governed. A great leader is motivated not by power but by compassion. Therefore he can do nothing but make himself a servant to those whom he rules. Such a leader is unequivocally respected, and loved for loving.

The fact that God can bring character development and personal growth out of any situation is conditional on people's willingness to submit to God's will. God is sovereign over every life, but those who yield their will to him will be shaped according to his purposes. When God directs a life for his purposes, all of life is a school. No experience, good or bad, is ever wasted (Rom. 8:28). God doesn't squander people's time. He doesn't ignore their pain. He brings not only healing but growth out of even the worst experiences. Every relationship can be God's instrument to mature a person's character.

If you have knowledge, let others light their candles at it.

When manipulation flutters around everywhere, neither pull nor push anyone. Just do one thing - don't trust anyone!

Once leaders embrace the role of coach, they realize the weight of leadership is now balanced between themselves and their direct reports.

In my opinion, the state of mind of a community is always directly due to the influence of the man at the top.

Leadership potential is in everyone; we all have it, but we all don't know it until we have a direct individual encounter with the Holy Spirit of God. The principal source of leadership influence is the Holy Spirit.

We shall unleash the nihilists and the atheists and we shall provoke a great social cataclysm which in all its horror will show clearly to all nations the effect of absolute atheism; the origins of savagery and of most bloody turmoil. Then everywhere, the people will be forced to defend themselves against the world minority of the world revolutionaries and will exterminate those destroyers of civilization and the multitudes disillusioned with Christianity whose spirits will be from that moment without direction and leadership and anxious for an ideal, but without knowledge where to send its adoration, will receive the true light through the universal manifestation of the pure doctrine of Lucifer brought finally out into public view. A manifestation which will result from a general reactionary movement which will follow the destruction of Christianity and Atheism; both conquered and exterminated at the same time.

No true power can be founded among men which does not depend upon the free union of their inclinations; and patriotism and religion are the only two motives in the world which can permanently direct the whole of the body politic to one end.

There's no such thing as a superhero, but together we can world in a new direction.

Increasingly, management’s role is not to organize work, but to direct passion and purpose.

Point me in the right direction, and shut the fuck up. I'm the one calling the shots now. Fall in line or fall down a fucking well.

Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization.

A responsible woman guides, controls (albeit subtly), directs with superior knowledge that is higher than that of her contemporaries!

When leaders in an organization have responsibility without authority, they're unable to direct progress and they're unable to achieve results. When we delegate responsibility, we need to delegate the appropriate authority to go along with that.

A true Leader does not point fingers A true Leader does not assign blame A true Leader does not celebrate the mistakes of others A true Leader points you in the right direction A true Leader assigns praise however meager the task A true Leader celebrates the accomplishments of his team I true Leader Leads.

We all have a tendency to surrender our moral authority to “the group,” to still our own voices and assume that the group will handle whatever difficult issue we face. We imagine that the group is making thoughtful decisions, and if the crowd is moving in a certain direction, we follow, as if the group is some moral entity larger than ourselves. In the face of the herd, our tendency is to go quiet and let the group’s brain and soul handle things. Of course, the group has no brain or soul separate from each of ours. But by imagining that the group has these centers, we abdicate responsibility, which allows all groups to be hijacked by the loudest voice, the person who knows how brainless groups really are and uses that to his advantage.

There is no seamen in the world who prefers a slow ship to a fast one. The painters painted better, the cooks took a little more time with the meals, and the technicians tightened the bolts just a little more. Their ship was no longer a cripple, and pride broke out in the crew like a rainbow after a summer shower.

Speaking angrily to others is ineffective. Losing your temper is a sign of weakness. The aggression that wins on the battlefield, in business, or in life is directed not toward people but toward solving problems, achieving goals, and accomplishing the mission.

very few people are able to organize and direct followers, which is a far more subtle and multifaceted skill. Leadership is really a form of temporary authority that others grant you, and they only follow you if they find you consistently credible. It’s all about perception—and if teammates find you the least bit inconsistent, moody, unpredictable, indecisive, or emotionally unreliable, then they balk and the whole team is destabilized.

Accountability is an important tool that leaders must utilize. However, it should not be the primary tool. It must be balanced with other leadership tools, such as making sure people understand the why, empowering subordinates, and trusting they will do the right thing without direct oversight because they fully understand the importance of doing so.

Having no say in the direction our leader was taking us, was just like in my cowboy days, if a cow got out of the flow of the cattle herd, my horse and I would gently remind him what direction his hoofs should be going. Now I knew how that poor cow must have felt!

The only person to influence the direction and purpose of your life is the one who gave it. God!

Persistence is useful if you are trying to learn a new skill or acquire particular knowledge...but persistence directed primarily toward your non-talents is self-destructive.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

Expectation levels set can be directly correlated to the quality of the training provided.

You can't get what you want, if the intentions are solely directed for self-benefits.

Leadership is the influence of others in a productive, vision-driven direction and is done through the example, conviction, and character of the leader.

Successes comes when you intentionally direct the thoughts of your subconscious mind while you are sleeping or meditating in theta state.

Words are directed to your personalities namely; - God, your hearers, devil and yourself.

Leaders act with visions; they don't react with emotions. Maturity is when you don't allow your bad feelings to direct your good dealings.

Janis believed that groups are especially likely to suffer from groupthink if they are cohesive, have highly directive leadership, and are insulated from experts.

Team performance is directly proportional to team stability. Focus on building and maintaining a stable team. Stability reduces friction and increases credibility and confidence.

Confidence is always in direct proportion to preparation!

the doorframes were about six feet, seven inches high. To navigate, I would discreetly bob my head down as if nodding to an unseen companion as I walked. I had no idea how finely calibrated my ducking was until I got new soles and heels on a pair of dress shoes during the George W. Bush administration. Apparently, this refurbished footwear made me about a half-inch taller than usual. Rushing so as not to be late to a Situation Room meeting with the president, I did the usual bob and smacked my head so hard that I rocked backward, stunned. A Secret Service agent asked me if I was okay. I said yes, and continued walking, stars in my eyes. As I sat at the table with the president and his national security team, I began to feel liquid on my scalp and realized I was bleeding. So I did the obvious thing: I kept tilting my head in different directions to keep the running blood inside my hairline. Heaven only knows what President Bush thought was wrong with me, but he never saw my blood.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

Leaders think and act at the intersection of two axes: the first, between the past and the future; the second, between the abiding values and aspirations of those they lead. Their first challenge is analysis, which begins with a realistic assessment of their society based on its history, mores, and capacities. Then they must balance what they know, which is necessarily drawn from the past, with what they intuit about the future, which is inherently conjectural and uncertain. It is this intuitive grasp of direction that enables leaders to set objectives and lay down a strategy.

We all need leaders—every one of us—and leaders come in different forms. Some are physical; others are emotional. Leadership is not always about standing at the front with a gun and shooting dead your enemies. Leadership is about stability and direction.

I am telling you that order is absurd. You think there are no idiots in the intelligence business, that your superiors are all brilliant men who understand the game?” A furious hand waved in Major Allenton’s direction. “This business is rife with idiots. They play with lives and they play badly, and when people like you die as a result, they shrug and say, ‘Risks have to be taken in wartime.

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.

Don't use proxies when you give tough feedbacks. Be direct! Rather than saying 'some people don't even know how to pick the right tie'. Pull aside the person who needs your feedback, and tell him/her in his/her face: 'Your tie doesn't match with the event', and offer some options.

We have a crisis of leadership in America because our overwhelming power and wealth, earned under earlier generations of leaders, made us complacent, and for too long we have been training leaders who only know how to keep the routine going. Who can answer questions, but don’t know how to ask them. Who can fulfill goals, but don’t know how to set them. Who think about how to get things done, but not whether they’re worth doing in the first place. What we have now are the greatest technocrats the world has ever seen, people who have been trained to be incredibly good at one specific thing, but who have no interest in anything beyond their area of exper­tise. What we don’t have are leaders. What we don’t have, in other words, are thinkers. People who can think for themselves. People who can formulate a new direction: for the country, for a corporation or a college, for the Army—a new way of doing things, a new way of looking at things. People, in other words, with vision.

Spend the most time with your best people. ... Talent is the multiplier. THe more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time. ... Persistence directed primarily toward your non-talents is self-destructive. ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible.

Let me say to you sisters that you do not hold a second place in our Father's plan for the eternal happiness and well-being of His children. You are an absolutely essential part of that plan. Without you the plan could not function. Without you the entire program would be frustrated...Each of you is a daughter of God, endowed with a divine birthright. You need no defense of that position...There is strength and great capacity in the women of this Church. There is leadership and direction, a certain spirit of independence, and yet great satisfaction in being a part of the Lord's kingdom..

The issue of respect is also useful in guiding parents’ interpretation of given behavior. First, they should decide whether an undesirable act represents a direct challenge to their authority . . . to their leadership position as the father or mother. The form of disciplinary action they take should depend on the result of that evaluation.

Though the United States has made many mistakes in its eventful history, it has retained the ability to mobilize others because of its commitment to lead in the direction most want to go—toward liberty, justice, and peace. The issue before us now is whether America can continue to exhibit that brand of leadership under a president who doesn’t appear to attach much weight to either international cooperation or democratic values. The answer matters because, although nature abhors a vacuum, Fascism welcomes one.

leadership at its most fundamental is about moving people in a certain direction—usually through changing the direction of their thinking and their actions. And the way to do that is not necessarily by charging out front and saying, “Follow me,” but by empowering or pushing others to move forward ahead of you. It is through empowering others

Under one or another Democratic administration, 120,000 Japanese Americans were torn from their homes and livelihoods and thrown into detention camps; atomic bombs were dropped on Hiroshima and Nagasaki with an enormous loss of innocent life; the FBI was given authority to infiltrate political groups; the Smith Act was used to imprison leaders of the Trotskyist Socialist Workers Party and later on leaders of the Communist party for their political beliefs; detention camps were established to round up political dissidents in the event of a “national emergency”; during the late 1940s and 1950s, eight thousand federal workers were purged from government because of their political associations and views, with thousands more in all walks of life witchhunted out of their careers; the Neutrality Act was used to impose an embargo on the Spanish Republic that worked in favor of Franco’s fascist legions; homicidal counterinsurgency programs were initiated in various Third World countries; and the Vietnam War was pursued and escalated. And for the better part of a century, the Congressional leadership of the Democratic party protected racial segregation and stymied all antilynching and fair employment bills. Yet all these crimes, bringing ruination and death to many, have not moved the liberals, the social democrats, and the “democratic socialist” anticommunists to insist repeatedly that we issue blanket condemnations of either the Democratic party or the political system that produced it, certainly not with the intolerant fervor that has been directed against existing communism.

Great leaders avoid confusion and offer a clear direction because they are custodians of great visions.

The key to working smarter is knowing the difference between motion and direction. In the final analysis, results are what matter; attendance and activity don’t.

A leader cannot avoid being hated. This hatred is directly proportional to his influence and power. A person who does not wish to be hated should avoid leadership roles.

Values and ideals rooted deeply in the Love Paradigm will profoundly affect, inform and direct in the midst of any context.

The quality of a brand’s storytelling is directly proportional to the quality of its content. If it’s not good, no one will pay attention. What

We live in a society where every business has a huge scope. Even if you open a shop selling snakes people will buy it. Thinking they will direct them to their neighbors house.

Success is peace of mind which is a direct result of self-satisfaction in knowing you made the effort to become the best of which you are capable.

The future is a direction, not a destination.

One asset every leader, shouldn't risk anything to lose at all cost, is team confidence.

One of the greatest secrets of great leaders; 'they are not controlled by what they cannot do'. They directed by what they can.

When direction and meaning are confined to Executive Leadership, value is minimized.

Dear Lord please show me what really matters so that I may be able to determine what is distraction and God's direction in my life.

Keep first things first; distraction is the enemy of direction.

God gave fathers the power to speak words directly into the identity of their sons because a man becomes a good son by following the vision and leadership of his father.

Nobody thought the direct business model would work. But work it did, and spectacularly. Until it didn’t. And therein lies the tale.

Nixon was by nature a excluder. Halderman like to exclude people. When Nixon's need met Halderman's abilities, you had the most perfect formula for disaster. – Jim Shepley

Intention directs perception

High Performance Teams and Execution Speed, has no value, if you are going in the wrong direction!

Acknowledge when failed policies demand a change in direction.

Those five characteristics are:    1. Reactivity: the vicious cycle of intense reactions of each member to events and to one another.    2. Herding: a process through which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members.    3. Blame displacement: an emotional state in which family members focus on forces that have victimized them rather than taking responsibility for their own being and destiny.    4. A quick-fix mentality: a low threshold for pain that constantly seeks symptom relief rather than fundamental change.    5. Lack of well-differentiated leadership: a failure of nerve that both stems from and contributes to the first four. To reorient oneself away from a focus on technology toward a focus on emotional process requires that, like Columbus, we think in ways that not only are different from traditional routes but that also sometimes go in the opposite direction. This chapter will thus also serve as prelude to the three that follow, which describe the “equators” we have to cross in our time: the “learned” fallacies or emotional barriers that keep an Old World orientation in place and cause both family and institutional leaders to regress rather than venture in new directions.

Language gives us an insight into the way women are viewed in a male-dominated society . . . A man is commanding—a woman is demanding. A man is forceful—a woman is pushy. A man is uncompromising—a woman is a ball-breaker. A man is a perfectionist—a woman’s a pain in the ass. He’s assertive—she’s aggressive. He strategizes—she manipulates. He shows leadership—she’s controlling. He’s committed—she’s obsessed. He’s persevering—she’s relentless. He sticks to his guns—she’s stubborn. If a man wants to get it right, he’s looked up to and respected. If a woman wants to get it right, she’s difficult and impossible. If he acts, produces, and directs, he’s called multitalented. If she does the same thing, she’s called vain and egotistical.

Fame requires every kind of excess. I mean true fame, a devouring neon, not the somber renown of waning statesmen or chinless kings. I mean long journeys across gray space. I mean danger, the edge of every void, the circumstance of one man imparting an erotic terror to the dreams of the republic. Understand the man who must inhabit these extreme regions, monstrous and vulval, damp with memories of violation. Even if half-mad he is absorbed into the public's total madness; even if fully rational, a bureaucrat in hell, a secret genius of survival, he is sure to be destroyed by the public's contempt for survivors. Fame, this special kind, feeds itself on outrage, on what the counselors of lesser men would consider bad publicity-hysteria in limousines, knife fights in the audience, bizarre litigation, treachery, pandemonium and drugs. Perhaps the only natural law attaching to true fame is that the famous man is compelled, eventually, to commit suicide. (Is it clear I was a hero of rock'n'roll?) Toward the end of the final tour it became apparent that our audience wanted more than music, more even than its own reduplicated noise. It's possible the culture had reached its limit, a point of severe tension. There was less sense of simple visceral abandon at our concerts during these last weeks. Few cases of arson and vandalism. Fewer still of rape. No smoke bombs or threats of worse explosives. Our followers, in their isolation, were not concerned with precedent now. They were free of old saints and martyrs, but fearfully so, left with their own unlabeled flesh. Those without tickets didn't storm the barricades, and during a performance the boys and girls directly below us, scratching at the stage, were less murderous in their love of me, as if realizing finally that my death, to be authentic, must be self-willed- a succesful piece of instruction only if it occured by my own hand, preferrably ina foreign city. I began to think their education would not be complete until they outdid me as a teacher, until one day they merely pantomimed the kind of massive response the group was used to getting. As we performed they would dance, collapse, clutch each other, wave their arms, all the while making absolutely no sound. We would stand in the incandescent pit of a huge stadium filled with wildly rippling bodies, all totally silent. Our recent music, deprived of people's screams, was next to meaningless, and there would have been no choice but to stop playing. A profound joke it would have been. A lesson in something or other. In Houston I left the group, saying nothing, and boarded a plane for New York City, that contaminated shrine, place of my birth. I knew Azarian would assume leadership of the band, his body being prettiest. As to the rest, I left them to their respective uproars- news media, promotion people, agents, accountants, various members of the managerial peerage. The public would come closer to understanding my disappearance than anyone else. It was not quite as total as the act they needed and nobody could be sure whether I was gone for good. For my closest followers, it foreshadowed a period of waiting. Either I'd return with a new language for them to speak or they'd seek a divine silence attendant to my own. I took a taxi past the cemetaries toward Manhattan, tides of ash-light breaking across the spires. new York seemed older than the cities of Europe, a sadistic gift of the sixteenth century, ever on the verge of plague. The cab driver was young, however, a freckled kid with a moderate orange Afro. I told him to take the tunnel. Is there a tunnel?" he said.

The central theme of this book is that America’s present dilemma resulted substantially and directly from choices made by the Baby Boomers. Their collective, pathological self-interest derailed a long train of progress, while exacerbating and ignoring existential threats like climate change. The Boomers’ sociopathic need for instant gratification pushed them to equally sociopathic policies, causing them to fritter away an enormous inheritance, and when that was exhausted, to mortgage the future. When the consequences became troubling, Boomer leadership engaged in concealment and deception in a desperate effort to hold the system together just long enough for their generational constituencies to pass from the scene. The story of the Boomers is, in other words, the story of a generation of sociopaths running amok.

Micromanagement fails because no one person can control multiple people executing a vast number of actions in a dynamic environment, where changes in the situation occur rapidly and with unpredictability. It also inhibits the growth of subordinates: when people become accustomed to being told what to do, they begin to await direction. Initiative fades and eventually dies. Creativity and bold thought and action soon die as well. The team becomes a bunch of simple and thoughtless automatons, following orders without understanding, moving forward only when told to do so. A team like that will never achieve greatness.

As Charles de Gaulle observed in his meditation on leadership, The Edge of the Sword (1932), the artist ‘does not renounce the use of his intelligence’ – which is, after all, the source of ‘lessons, methods, and knowledge’. Instead, the artist adds to these foundations ‘a certain instinctive faculty which we call inspiration’, which alone can provide the ‘direct contact with nature from which the vital spark must leap’.

Although it is fashionable to decry President Trump’s present-day use of Twitter to communicate directly with the electorate, it is a device that would probably have been used by most leaders if they had been able.

...don’t confuse managing your interactions with your superior (i.e., planting seeds) with manipulating them.... if you gain approval to proceed with an initiative and things don’t go as planned, deliver bad news in person. This permits you to respond to questions, assess how the message is perceived, provide clarification, obtain any direction, and most importantly to provide your well-conceived plan to correct the situation

Dear Leader, Sometimes people will say demeaning things to you and about you as the leader. Do not diminish yourself by deviating from the goal. Focus on the right direction until you get to the desired destination.

The hands-off manager is a different kind of visionary. The hands-off manager's vision is not a vision for what the company will be in 10 years. It’s a vision that sees into the potential of his people right here and now. Your success as a hands-off manager will be directly related to your ever-increasing ability to see more in your people than they’re seeing in themselves. The next step is inviting them to your vision of them.

Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result

My leadership style: I lead multi-directionally. Leading from the front is obvious. However, I lead from the side. Not to micro-manage but to micro-encourage. Also, leading from the back, knowing they have me to fall back on

I learned this truth; we cannot simultaneously be our best selves and avoid pissing off people. When we align our actions with the divine, good, orderly direction we seek, some folks will not like that we are changing the dance steps.

I do know that in every direction I find a growing discontent with the President’s lack of leadership,” Ickes wrote in his diary. “He still has the country if he will take it and lead it. But he won’t have it very much longer unless he does something.

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

The law is this: the higher you go in leadership, the fewer external forces act upon you and dictate your focus, energy, and direction. Instead you set the terms of engagement and direct your own path, with only the reality of results to push against you.

Most people in positions of leadership in our country will say that there is no direct link between the Muslim faith and “terrorism.” It is clear, however, that Muslims hate the West in the very terms of their faith and that the Koran mandates such hatred.

Elite performers win in their minds first. The mind is a battleground where the greatest struggle takes place. The thoughts that win the battle for your mind will direct your life. Mental state affects physical performance. The mind constantly sends messages to the body, and the body listens and responds. Therefore, elite warriors train their minds to focus and think in a way that maximizes how they practice and how they perform in competition. Getting your mind right means managing two things: A) What you focus on. B) How you talk to yourself. If you focus on negative things and talk to yourself in negative ways, that will put you into a negative mindset. Your performance will suffer. If you focus on productive things and talk to yourself in productive ways, that will put you into a productive mindset. Your performance will be enhanced. We teach our players to replace low-performance self-talk with high-performance self-talk. We tell our players, “The voice in your mind is a powerful force. Take ownership of that force.

The Marines were not even under McChrystal’s command at this point; they reported directly to Marine leadership at Central Command in Tampa, Florida. The problem of fractured command identified in the last Bush administration review remained almost a year later.8

Mo had been the one Iraqi commander who stood head and shoulders above his peers. He excelled in both the planning and tactical execution of direct-action missions, spoke English almost fluently, and had the trust of both his men and the senior leadership of the MOI.

An ambivert navigates the introvert/extrovert spectrum with ease since they do not fit directly into either category. Since neither label applies to them, they are social chameleons who adapt to their environment to maximize their interaction and optimize their results.

The Marxist truth of democratic centralism is that the Party directive coming from higher leadership must be carried out. Because the Party’s highest leader is he who has firmly established himself as a Marxist through a long period of movements and theoretical debates.

It’s Simple: Establish a means for communications to flow in both directions. Confirm that the values and the goals of the organization are understood down to the lowest-ranking member. Never take a significant action without having a plan for informing the rank and file.

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

As Donilon [President Obama's security advisor] would tell me, Obama said: "Here's the deal. I want this hunt for Osama bin Laden and al-Zawahiri to come to the front of the line. I worry that the trail has gone cold. This has to be our top priority and it needs leadership in the tops of your organizations. You need to ensure that we have expended every effort to take down the top leadership of al Qaeda, especially these two individuals. And I want regular reports on this *to me* and I want them starting in thirty days. Donilon followed up and drove and drove the point home with a memo, which the president signed. He sent it to each of those present. It read: 'In order to ensure that we have extended every effort - directly provide to me a detailed operational plan for locating and bringing to justice Osama bin Laden.

Leaders who get team members to solve their own problems are making a sound investment that will pay off with many benefits: their team members will become less dependent on them, more -self-¬directing, more ¬self-¬sufficient, and more capable of solving problems on their own.

Strong back and open heart. This is warrior stance, I tell him. The strong back of fiscal discipline. The strong back of clarity and vision, of drive and direction. The strong back of delegating responsibility and holding people accountable. The strong back of knowing right from wrong. But it’s also the open heart. It’s giving a shit about people, purpose, meaning. It’s working toward something greater than merely boosting your ego, greater than just soothing your worries and chasing your demons away. It’s leading from within, drawing on the core of your being, on all that has shaped you.

The truth is, the only thing more painful than confronting an uncomfortable topic is pretending it doesn’t exist. And I believe far more suffering is caused by failing to deal with an issue directly—and whispering about it in the hallways—than by putting it on the table and wrestling with it head on.

It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.

Our region is home to more than 200 million young people. We have the opportunity to inspire them with hope and to direct their energies toward improving their lives and the lives of those around them. If we fail, we will abandon them to emptiness, unemployment, and the malicious ideologies of terrorism.

We would often lead workshops in offices that were 95-100% white, and yet the participants would bitterly complain about Affirmative Action. This would unnerve me as I looked around these rooms and saw only white people. Clearly these white people were employed - we were in their workplace, after all. There were no people of color here, yet white people were making enraged claims that people of color were taking their jobs. This outrage was not based in any racial reality, yet obviously the emotion was real. I began to wonder how we managed to maintain that reality - how could we not see how white the workplace and its leadership was, at the very moment that we were complaining about not being able to get jobs because people of color would be hired over "us"? How were we, as white people, able to enjoy so much racial privilege and dominance in the workplace, yet believe so deeply that racism had changed direction to now victimize us?

I don’t subscribe to luck or chance, Miss Steele. The harder I work the more luck I seem to have. It really is all about having the right people on your team and directing their energies accordingly. I think it was Harvey Firestone who said ‘the growth and development of people is the highest calling of leadership.

I don’t subscribe to luck or chance, Miss Steele. The harder I work the more luck I seem to have. It really is all about having the right people on your team and directing their energies accordingly. I think it was Harvey Firestone who said, ‘The growth and development of people is the highest calling of leadership.

Grace plus ministry equals influence. Influence is most effective when it is within the limits God has given us. Even if that influence looks lesser to others, it is really greater because it is the measure of influence we are supposed to have. Greatness is a direct result of our faithfulness to our divine assignments.

The Middle Ages in Europe are traditionally seen as the time of Crusades, chivalry and the growing power of the papacy, but all this was little more than a sideshow to the titanic struggles taking place further east. The tribal system had led the Mongols to the brink of global domination, having conquered almost the whole continent of Asia. Europe and North Africa yawned open; it was striking then that the Mongol leadership focused not on the former but on the latter. Put simply, Europe was not the best prize on offer. All that stood in the way of Mongol control of the Nile, of Egypt’s rich agricultural output and its crucial position as a junction on the trade routes in all directions was an army commanded by men who were drawn from the very same steppes: this was not just a struggle for supremacy, it was the triumph of a political, cultural and social system. The battle for the medieval world was being fought between nomads from Central and eastern Asia.

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

We had better want the consequences of what we believe or disbelieve, because the consequences will come! . . . But how can a society set priorities if there are no basic standards? Are we to make our calculations using only the arithmetic of appetite? . . . The basic strands which have bound us together socially have begun to fray, and some of them have snapped. Even more pressure is then placed upon the remaining strands. The fact that the giving way is gradual will not prevent it from becoming total. . . . Given the tremendous asset that the family is, we must do all we can within constitutional constraints to protect it from predatory things like homosexuality and pornography. . . . Our whole republic rests upon the notion of “obedience to the unenforceable,” upon a tremendous emphasis on inner controls through self-discipline. . . . Different beliefs do make for different behaviors; what we think does affect our actions; concepts do have consequences. . . . Once society loses its capacity to declare that some things are wrong per se, then it finds itself forever building temporary defenses, revising rationales, drawing new lines—but forever falling back and losing its nerve. A society which permits anything will eventually lose everything! Take away a consciousness of eternity and see how differently time is spent. Take away an acknowledgement of divine design in the structure of life and then watch the mindless scurrying to redesign human systems to make life pain-free and pleasure-filled. Take away regard for the divinity in one’s neighbor, and watch the drop in our regard for his property. Take away basic moral standards and observe how quickly tolerance changes into permissiveness. Take away the sacred sense of belonging to a family or community, and observe how quickly citizens cease to care for big cities. Those of us who are business-oriented are quick to look for the bottom line in our endeavors. In the case of a value-free society, the bottom line is clear—the costs are prohibitive! A value-free society eventually imprisons its inhabitants. It also ends up doing indirectly what most of its inhabitants would never have agreed to do directly—at least initially. Can we turn such trends around? There is still a wealth of wisdom in the people of this good land, even though such wisdom is often mute and in search of leadership. People can often feel in their bones the wrongness of things, long before pollsters pick up such attitudes or before such attitudes are expressed in the ballot box. But it will take leadership and articulate assertion of basic values in all places and in personal behavior to back up such assertions. Even then, time and the tides are against us, so that courage will be a key ingredient. It will take the same kind of spunk the Spartans displayed at Thermopylae when they tenaciously held a small mountain pass against overwhelming numbers of Persians. The Persians could not dislodge the Spartans and sent emissaries forward to threaten what would happen if the Spartans did not surrender. The Spartans were told that if they did not give up, the Persians had so many archers in their army that they would darken the skies with their arrows. The Spartans said simply: “So much the better, we will fight in the shade!

When leaders claim that God bypasses their followers and speaks directly to them, they greatly diminish all God does through the lives of believers. Leaders who begrudge people the opportunity to seek God themselves and who do not actively teach their people how to hear God's voice have disqualified themselves as spiritual leaders.

He always approached things with big ideas and objectives," Dan Evans said, "Find the best people you can to pursue those goals. Lead them in that direction. Give them leadership through your trust in them, your determination, your courage. You commit yourself to it a hundred percent. And when it's over, it's over, and you move on...

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

Sometimes our positions are unpopular in the short term, even among the masses, only to be vindicated as events unfold to reveal a truth that was obscured by the faulty analysis of the prevailing common perception. On such occasions we must move in opposition to the direction the masses are attempting to go. Otherwise, what is the meaning of leadership?

I don’t know whether their lack of leadership, lack of a figurehead, the absence of a program, and their deep hatred of politicians, makes them more, or less, dangerous than the populist parties we see moving into government here and there. Probably less, I think, because they’ll finally be crushed by force if they keep going in the direction they’ve chosen.

Hitler’s style of leadership functioned precisely because of the readiness of all his subordinates to accept his unique standing in the party, and their belief that such eccentricities of behaviour had simply to be taken on board in someone they saw as a political genius. ‘He always needs people who can translate his ideologies into reality so that they can be implemented,’ Pfeffer is reported as stating. Hitler’s way was, in fact, not to hand out streams of orders to shape important political decisions. Where possible, he avoided decisions. Rather, he laid out – often in his diffuse and opinionated fashion – his ideas at length and repeatedly. These provided the general guidelines and direction for policy-making. Others had to interpret from his comments how they thought he wanted them to act and ‘work towards’ his distant objectives. ‘If they could all work in this way,’ Hitler was reported as stating from time to time, ‘if they could all strive with firm, conscious tenacity towards a common, distant goal, then the ultimate goal must one day be achieved. That mistakes will be made is human. It is a pity. But that will be overcome if a common goal is constantly adopted as a guideline.’ This instinctive way of operating, embedded in Hitler’s social-Darwinist approach, not only unleashed ferocious competition among those in the party – later in the state – trying to reach the ‘correct’ interpretation of Hitler’s intentions. It also meant that Hitler, the unchallenged fount of ideological orthodoxy by this time, could always side with those who had come out on top in the relentless struggle going on below him, with those who had best proven that they were following the ‘right guidelines’. And since only Hitler could determine this, his power position was massively enhanced.

In business, the market is changing so rapidly that many products and services that successfully met consumer tastes and needs a few years ago are obsolete today. Proactive powerful leadership must constantly monitor environmental change, particularly customer buying habits and motives, and provide the force necessary to organize resources in the right direction.

I read about a number of generals and colonels who are said to have wandered about exhorting the troops to advance. That must have been very inspirational! I suspect, however, that the men were more interested and more impressed by junior officers and NCOs who were willing to lead them rather than having some general pointing out the direction in which they should go.

Keeping the locus of responsibility in the one who owns the problem is important because: First, leaders who get team members to solve their own problems are making a sound investment that will pay off with many benefits: their team members will become less dependent on them, more self-directing, more self-sufficient, and more capable of solving problems on their own.

If this is so powerful, then why don’t all executives create clarity in their organizations? Because many of them overemphasize the value of flexibility. Wanting their organizations to be “nimble,” they hesitate to articulate their direction clearly, or do so in a less than thorough manner, thus giving themselves the deceptively dangerous luxury of changing plans in midstream.

happens everywhere all the time. Have you noticed, however, that great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point? Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work.

Holy anger has its roots in genuine love. Both are part of the nature of God. Jesus' love for the man with the withered hand aroused His anger against those who would deny him healing. Jesus' love for God's house made Him angry at the sellers and buyers who had turned the temple into a "den of robbers" (Matthew 21:13). Yet in both these cases and others, it was ultimately Jesus' love for those doing wrong that caused Him to be angry with them. His anger got their attention! Great leaders -- people who turn the tide and change the direction of events -- have been angry at injustice and abuse that dishonors God and enslaves the weak. William Wilberforce moved heaven and earth to emancipate slaves in England and eliminate the slave trade -- and he was angry!

Adults need spiritual apprenticeships as much as their children do—and adults need them first. Group spiritual direction, covenant groups, practice in oral prayer, lay leadership in worship, singing hymns and praise songs—and of course, the formal practice of testimony itself—are congregational practices that give adults, and not just teenagers, opportunities to put faith into words.

This job of international leadership is not the kind of assignment one ever finishes. Old dangers rarely go away completely, and new ones appear as regularly as dawn. Dealing with them effectively has never been a matter of just money and might. Countries and people must join forces, and that doesn’t happen naturally. Though the United States has made many mistakes in its eventful history, it has retained the ability to mobilize others because of its commitment to lead in the direction most want to go—toward liberty, justice, and peace. The issue before us now is whether America can continue to exhibit that brand of leadership under a president who doesn’t appear to attach much weight to either international cooperation or democratic values. The answer matters because, although nature abhors a vacuum, Fascism welcomes one.

A value-added step in a process is defined by three characteristics. First, the step must be something that the customer is willing to pay for. Second, the step must directly change the form, fit, or function of something to produce a product or service. The final characteristic of a value-added step is that it is so important that it must be done right every time to successfully produce the intended product or service.

company needs to be able to articulate exactly what it does, whom it serves, and against whom it competes. Why? Because all employees should be made to feel like salespeople or ambassadors for the firm, and they cannot do this without a fundamental understanding of an organization’s business. More important, without this understanding, employees cannot connect their individual roles to the overall direction of the larger organization.

When someone is tired, their judgment can be impaired. When they are dragging, it is hard for them to float above a problem and picture themselves and the problem in another place and time, so I gave them another directive: sleep. When you sleep, your brain is actually engaged in the neurochemical process of judgment. It is mapping connections and finding meaning among all the data you took in during the day. Tired people tend not to have the best judgment.

We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to extend and solidify our current market leadership position. The stronger our market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions have consistently reflected this focus. We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring franchise.

Extreme Ownership—good leadership—is contagious,” I answered. “Boat Crew Two’s original leader had instilled a culture of Extreme Ownership, of winning and how to win, in every individual. Boat Crew Two had developed into a solid team of high-performing individuals. Each member demanded the highest performance from the others. Repetitive exceptional performance became a habit. Each individual knew what they needed to do to win and did it. They no longer needed explicit direction from a leader.

Through all of these steps, communicating clearly serves to synchronize the workforce from top to bottom. So, whether you are setting the vision, building the strategy, developing the plan, or inspecting the factory, always ensure you are communicating your goals, your expectations, and most importantly, your appreciation. The employees may or may not like the direction you have set for the organization, but they will always be grateful for knowing what you are thinking and where you are headed as a leader.

One of the junior lawyers was given to exhaling in disgust at statements she didn’t like and then interrupting aggressively, no matter who was speaking. This annoyed many of her colleagues. I loved it. I wanted her on the team because I knew she didn’t care about rank at all. Her directness added value even when she was wrong. I wanted to hear her perspective and knew it would come without prompting, even if she interrupted a senior official to offer it. That interruption would stimulate great conversation.

[Democracy] is as without plans as it is without energy, as incapable of harm as it is incapable of good. It is powerless and passive. It lets society marcher tout seul without trying to direct it. Well, in the present state of affairs, it is perfect, no? In order to prosper? America does not need either leadership or deep-laid plans or great efforts, but liberty and still more liberty. The reason for this is that no one yet has any interest in abusing liberty. but wait, monsieur. It may take a century but le fou viendra.

Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

In common parlance, “fool” and “sage” appear to be opposites, one connoting ignorance and the other wisdom. At their depths, however, both exhibit a nonattachment to form or outcome. The Sacred Fool acts from what often seems to be innocence, insanity, or lampoonery but is no less wise for it. We think of a Sage, in contrast, as strictly sober; but because she doesn’t strive and doesn’t seek positions of elected or hired leadership, the true Sage has neither investment in sobriety nor compulsion to comply with rules. The Sacred Fool dimension of our own psyches merges the innocence of the child and the wisdom of the elder. Both draw on the capacity to perceive simply and purely, to be fully present to the moment and to all things existing and happening within it. The Sacred Fool — in others or in ourselves — helps us grasp the big picture by poking fun at himself (and, in so doing, at all of us) or by making fun of us directly. He also might respond to our solemn questions and conceptions with perspectives that reject or reframe our most cherished assumptions.

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

Communication is complex. It’s not just the King’s English. Body language, gender connection, age connection, role connection, affluence and wealth connection, receiving or taking directions, and the state of mind of one person or another are all elements in communicating with someone. It’s not just being able to talk back and forth. It’s recognizing when to say it, how to say it, when to listen, whom you’re talking with, how they feel, what you’re trying to get down to, how important the circumstance is, what the necessity is timewise, and how rapidly the decision must be made.

I believe the message in the hymn “Rise Up, O Men of God” (Hymns, no. 324) is a plea, a call, a divine invitation for us to rise above the telestial tinsel of our time; to deny ourselves of ungodliness and clothe ourselves in the mantle of holiness; to reach and stretch and grasp for that spiritual direction and sacred empowerment promised to the Lord’s agents, to those charged to act in the name of our Principal, Jesus Christ; and to point the way to salvation and deliverance and peace in a world that finds itself enshrouded in darkness, a world that yearns for spiritual leadership.

Starting with Bacon’s Rebellion in Virginia, by 1760, there had been eighteen uprisings aimed at overthrowing colonial governments. There had also been six black rebellions, from South Carolina to New York, and forty riots of various origins. By this time also, there emerged, according to Jack Greene, “stable, coherent, effective and acknowledged local political and social elites.” And by the 1760s, this local leadership saw the possibility of directing much of the rebellious energy against England and her local officials. It was not a conscious conspiracy, but an accumulation of tactical responses.

Communication: How we exchange information with others Narrative: How we tell others about who we are and what we do Structure: How we design our organizations and processes Technology: How we apply machinery, equipment, resources, and know-how Diversity: How we leverage a range of perspectives and abilities Bias: How the assumptions we have about the world influence us Action: How we overcome inertia or resistance to drive our response Timing: How when we act affects the effectiveness of our response Adaptability: How we respond to changing risks and environments Leadership: How we direct and inspire the overall Risk Immune System

Here are the commons symptoms that result from micromanagement: 1. The team shows a lack of initiative. Members will not take action unless directed. 2. The team does not seek solutions to problems; instead, its members sit and wait to be told about a solution. 3. Even in an emergency, a team that is being micromanaged will not mobilize and take action. 4. Bold and aggressive action becomes rare. 5. Creativity grinds to a halt. 6. The team tends to stay inside their own silo; not stepping out to coordinate efforts with other departments or divisions for fear of overstepping their bounds. 7. An overall sense of passivity and failure to react.

...for all my regard for democracy , and my embrace of consultative management, there's a lot to be said for benevolent depotism. My inclination towards that model only increased when I went on to study philosophy and politics and early civilisations. I'm happy to consult broadly where appropriate, to draw in ideas. But when it is clear the direction that must be taken, leadership is about persuading people to come on board to work together on the strategy you believe will work. Sometimes you might get them there through subtle persuasion. At other times, I might still say, as I did so often at fifteen, 'Oh, please, just shut up and let's get on with it.

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

The sense of loss these women express is a yearning for the feminine, a longing for a sense of home within their own bodies and community. Most women today have spent their early and mid-adulthood developing and fine-tuning qualities that have always been considered masculine, including skills in logical, direct linear thinking, analyzing, and setting short-range goals. Women who brought emotions into the workplace were quickly told they did not belong there. Although many companies are now training upper management in a more feminine or “Beta-style” mode of leadership, which values feelings, intuition, and relationship, many women complain of undervaluing the feminine part of themselves.

It was at moments like these when I occasionally caught a glimpse of the warm, brotherly, and sometimes exasperating relationship between Barack Obama and Joe Biden, two very different personalities. The pattern was usually the same: President Obama would have a series of exchanges heading a conversation very clearly and crisply in Direction A. Then, at some point, Biden would jump in with, “Can I ask something, Mr. President?” Obama would politely agree, but something in his expression suggested he knew full well that for the next five or ten minutes we would all be heading in Direction Z. After listening and patiently waiting, President Obama would then bring the conversation back on course.

A group of pastors was attending a conference at our church, and at the end of the first morning session, they headed to the fellowship center for lunch. Several minutes later I followed, expecting that they would already be seated. Much to my surprise, all one hundred fifty of them were lined up outside the door. Then I saw why. At the head of the line stood Joel, my then six-year-old, with both hands raised, giving orders. “It will be a couple more minutes and then they’ll be ready for you!” Joel had no clue what was going on, but he gave directions with the greatest of confidence and these pastors did as they were told. Confidence is contagious even if it’s the confidence of a six-year-old. The

We no longer use conscription, so our volunteers who sign a blank check payable with their lives must be given every opportunity to return home. Those who choose to not serve, and especially those in civilian oversight roles, must show reserve in directing social changes inside our military. They need to listen to those senior officers and NCOs who know how to compose warfighting organizations. Our military exists to deter wars and to win when we fight. We are not a petri dish for social experiments. No one is exempt from studying warfighting and lethality as the dominant metric, and and nothing that decreases the lethality of our forces should be forced on a military that will go into harm's way.

When countries negotiate with one another, they typically operate as if they are opponents in a chess match or merchants in a bazaar in which maximizing one’s own benefit is the sole objective. Smart leaders know their own countries’ vulnerabilities, take advantage of others’ vulnerabilities, and expect the other countries’ leaders to do the same. Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

Below the highest stratum in the ruling class there is always, even in autocratic systems, another that is much more numerous and comprises all the capacities for leadership in the country. Without such a class any sort of social organization would not in itself be sufficient or leading and directing the activities of the masses. In the last analysis, therefore, the stability of any political organism depends on the level of morality, intelligence and activity that this second stratum has attained. Any intellectual or moral deficiencies in this second stratum, accordingly, represent a graver danger to the political structure, and one that is harder to repair, than the presence of similar deficiencies in the few dozen persons who control the workings of the state machine.

In the incongruous role of the insurgent party-builder, he made crystal clear the whole host of inferences we have drawn from the experiences of Monroe and Polk: that innovation, however orthodox, is inherently destabilizing; that the purely constructive leadership project is an illusion; that the affiliated leader cannot assume independent ground without ultimately embracing the role of the heretic; that the only way ever to be president in your own right is to become yourself a great repudiator and set yourself directly against the bulwark of received power; that political disruption parallels presidential significance. Roosevelt's insight was not simply that new achievements do not rest securely on old foundations, but that to save the handiwork of his presidency he would have to reconstruct its political base.

The Islamic revolution in Iran is a positive development. At the same time, the Islamic revolution of Afghanistan, sprung exclusively from spiritual roots, dealt a heavy blow to the communist regime in the former Soviet Union. In face of that revolution, the red Soviet empire had to concede that it is incapable, in spite of its military superiority, to defeat the Mujaheddin, whose main weapons were their right and their spiritual strength. Another quite new situation appeared as a consequence of the Islamic revolution in Iran, that destroyed the Zionist rule in that country and shook its foundations in that part of the world. Khomeini's letter to Gorbachev, in which he was inviting the latter to convert to Islam, had great symbolic power! What is new again is the movement of Islamic rebirth and the continuous decay of the strength of the colonial government bodies directed from afar by Israel in many Islamic countries." "The Islamic system has remained stable in Iran even after the death of Khomeini and the change in the person of the leader and of the leadership group the only one to remain stable in the entire Islamic world. On the contrary, the demise of the Shah meant at the same time the collapse of his regime, his artificial form of government, and his army. All that went to the dust-bin of history. The same fate awaits the other regimes that prevail in the muslim world. Israel knows that very well. She tries desperately to cause the wheel of history to stand still. However, any strike against Iran or against the growing Islamic movements, will cause the anger of the muslim masses to grow, and the fire of the Islamic revolution to ignite. Nobody will be able to suppress that revolution.

Settling an Argument Mark 9:33–37 After Jesus and his disciples traveled to Capernaum, he asked them what they had been arguing about on the way. At first, the men were silent, too embarrassed and ashamed to answer his question. Finally, the disciples admitted that they had argued about which one of them was the greatest. Rank and position were important to the Jews, and in light of the messianic kingdom they expected Jesus to set up, they probably dreamed about status and honor. Jesus gave them a new perspective on greatness and leadership in the form of a paradox. To be important in God’s eyes, he explained, a person must voluntarily become a servant to other people. The goal is not to be first, but rather to take the last place. The highest positions in God’s kingdom go to those who are willing to be lowly enough to serve the needs of others. To illustrate this concept of service, Jesus put his arms around a little child, considered an insignificant person in that culture. He said that when anyone welcomed or showed kindness to a little child in his name, it was the same as doing it for Jesus himself. There’s nothing wrong with ambition or pursuit of excellence as long as they don’t become a source of pride. When we try to achieve greatness by chasing after positions of power, physical strength, popularity, or worldly success, we’re going in the wrong direction. God evaluates us on the basis of humility and service. If we look for opportunities to serve others and put their needs ahead of our own, if we never consider ourselves above doing tasks that seem menial, if we build others up instead of ourselves—that’s when we’re on the track to greatness in God’s eyes. And we just might discover that last place is the best place to be after all.

Source credibility is one contributing factor that seems to influence change. People have a tendency to look up to authority figures for knowledge and direction. Expert opinion is effective in establishing the legitimacy of change and is tied to information control. Once a source is accepted on one issue, another issue may be established as well on the basis of prior acceptance of the source. The analyst looks for an audience's perceived image of the source. How does the audience regard the source? Are the people deferential, and do they accept the message on the basis of leadership alone? Is the propaganda agent a hero? Does the audience model its behavior after the propagandist's? How does the propagandist establish identification with the audience? Does she or he establish familiarity with the audience's locality, use local incidents, and share interests, hopes, hatreds, and so on?

Gradually and reluctantly, however, I realized that the wrath directed at elitism has less to do with money than with populist, egalitarian scorn for the very kinds of intellectual distinction-making I hold most dear: respect and even deference toward leadership and position; esteem for accomplishment, especially when achieved through long labor and rigorous education; reverence for heritage, particularly in history, philosophy, and culture; commitment to rationalism and scientific investigation; upholding of objective standards; most important, the willingness to assert unyieldingly that one idea, contribution or attainment is better than another. The worst aspect of what gets called “political correctness” these days is the erosion of the intellectual confidence needed to sort out, and rank, competing values. It used to be that intellectual debate centered on the results of such assessment.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

If Bezos took one leadership principle most to heart—which would also come to define the next half decade at Amazon—it was principal #8, “think big”: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. In 2010, Amazon was a successful online retailer, a nascent cloud provider, and a pioneer in digital reading. But Bezos envisioned it as much more. His shareholder letter that year was a paean to the esoteric computer science disciplines of artificial intelligence and machine learning that Amazon was just beginning to explore. It opened by citing a list of impossibly obscure terms such as “naïve Bayesian estimators,” “gossip protocols,” and “data sharding.” Bezos wrote: “Invention is in our DNA and technology is the fundamental tool we wield to evolve and improve every aspect of the experience we provide our customers.

The governor is like the boy I saw once at the launching of a ship. When everything was ready, they picked out a boy and sent him under the ship to knock away the trigger and let her go. At the critical moment everything depended on the boy. He had to do the job well by a direct, vigorous blow, and then lie flat and keep still while the ship slid over him. The boy did everything right; but he yelled as if he were being murdered, from the time he got under the keel until he got out. I thought the skin was all scraped off his back; but he wasn’t hurt at all. The master of the yard told me that this boy was always chosen for that job, that he did his work well, that he never had been hurt, but that he always squealed in that way. That’s just the way with the governor. Make up your minds that he is not hurt, and that he is doing his work right, and pay no attention to his squealing. He only wants to make you understand how hard his task is, and that he is on hand performing

Parenting pressures have resculpted our priorities so dramatically that we simply forget. In 1975 couples spent, on average, 12.4 hours alone together per week. By 2000 they spent only nine. What happens, as this number shrinks, is that our expectations shrink with it. Couple-time becomes stolen time, snatched in the interstices or piggybacked onto other pursuits. Homework is the new family dinner. I was struck by Laura Anne’s language as she described this new reality. She said the evening ritual of guiding her sons through their assignments was her “gift of service.” No doubt it is. But this particular form of service is directed inside the home, rather than toward the community and for the commonweal, and those kinds of volunteer efforts and public involvements have also steadily declined over the last few decades, at least in terms of the number of hours of sweat equity we put into them. Our gifts of service are now more likely to be for the sake of our kids. And so our world becomes smaller, and the internal pressure we feel to parent well, whatever that may mean, only increases: how one raises a child, as Jerome Kagan notes, is now one of the few remaining ways in public life that we can prove our moral worth. In other cultures and in other eras, this could be done by caring for one’s elders, participating in social movements, providing civic leadership, and volunteering. Now, in the United States, child-rearing has largely taken their place. Parenting books have become, literally, our bibles. It’s understandable why parents go to such elaborate lengths on behalf of their children. But here’s something to think about: while Annette Lareau’s Unequal Childhoods makes it clear that middle-class children enjoy far greater success in the world, what the book can’t say is whether concerted cultivation causes that success or whether middle-class children would do just as well if they were simply left to their own devices. For all we know, the answer may be the latter.

Death had brushed hard against him, and beneath the calculations of a public relations machine, he was struggling mightily within himself. Johnson’s New Deal friend Jim Rowe had sent him a recently published biography on Lincoln, which detailed the profound change Lincoln had undergone during a waiting time when he was out of politics. This was Johnson’s waiting time, a time of gathering strength and direction. When Lincoln had suffered his deep depression he had asked himself: What if I died now? What would I be remembered for? Coming back from “the brink of death,” Johnson asked himself a similar set of questions. He had laid the foundation of a substantial fortune, but what purpose did that serve? He had learned to manipulate the legislative machine of the Senate with a deftness and technical expertise without parallel in American history. But to what end did one accumulate such power? Regardless of one’s impressive title, power without purpose and without vision was not the same thing as leadership.

In our society today, much is made of treating children as persons, human beings who have a right to be heard. But many family leaders today bend so far in the direction of consensus, in order to avoid the stigma of being authoritarian, that clarity of values and the positive, often crucial benefits of the leader's self-differentiation are almost totally missing from the system. One of the most prevalent characteristics of families with disturbed children is the absence or the involution of the relational hierarchy. While schools of family therapy have different ways of conceptualizing this condition, which may also be viewed as a political phenomenon regarding congregations, it is so diffuse among families troubled by their troubled children that its importance cannot be underestimated. What happens in any type of family system regarding leadership is paradoxical. The same interdependency that creates a need for leadership makes the followers anxious and reactive precisely when the leader is functioning best.

Heracles was the strongest man who ever lived. No human, and almost no immortal creature, ever subdued him physically. With uncomplaining patience he bore the trials and catastrophes that were heaped upon him in his turbulent lifetime. With his strength came, as we have seen, a clumsiness which, allied to his apocalyptic bursts of temper, could cause death or injury to anyone who got in the way. Where others were cunning and clever, he was direct and simple. Where they planned ahead he blundered in, swinging his club and roaring like a bull. Mostly these shortcomings were more endearing than alienating. He was not, as the duping Atlas and the manipulation of Hades showed, entirely without that quality of sense, gumption and practical imagination that the Greeks called 'nous'. He possessed saving graces that more than made up for his exasperating faults. His sympathy for others and willingness to help those in distress was bottomless, as were the sorrow and shame that overcame him when he made mistakes and people got hurt. He proved himself prepared to sacrifice his own happiness for years at a stretch in order to make amends for the (usually unintentional) harm he caused. His childishness, therefore, was offset by a childlike lack of guile or pretence as well as a quality that is often overlooked when we catalogue the virtues: fortitude -the capacity to endure without complaint. For all his life he was persecuted, plagued and tormented by a cruel, malicious and remorseless deity pursuing a vendetta which punished him for a crime for which he could be in no way held responsible- his birth. No labour was more Heraclean than the labour of being Heracles. In his uncomplaining life of pain and persistence, in his compassion and desire to do the right thing, he showed, as the American classicist and mythographer Edith Hamilton put it, 'greatness of soul'. Heracles may not have possessed the pert agility and charm of Perseus and Bellerophon, the intellect of Oedipus, the talent for leadership of Jason or the wit and imagination of Theseus, but he had a feeling heart that was stronger and warmer than any of theirs.

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

Imagine the following. Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: “Get up and follow me.” When he starts walking and only a few others join in, he yells to those still seated: “Up, I said, and now!” In the second group, someone says: “We’re going to have to move. Here’s the plan. Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. Do not leave any personal belongings on the ground here and be sure to stop at the base of the tree. When we are all there . . .” In the third group, someone tells the others: “It’s going to rain in a few minutes. Why don’t we go over there and sit under that huge apple tree. We’ll stay dry, and we can have fresh apples for lunch.” I am sometimes amazed at how many people try to transform organizations using methods that look like the first two scenarios: authoritarian decree and micromanagement. Both approaches have been applied widely in enterprises over the last century, but mostly for maintaining existing systems, not transforming those systems into something better. When the goal is behavior change, unless the boss is extremely powerful, authoritarian decree often works poorly even in simple situations, like the apple tree case. Increasingly, in complex organizations, this approach doesn’t work at all. Without the power of kings and queens behind it, authoritarianism is unlikely to break through all the forces of resistance. People will ignore you or pretend to cooperate while doing everything possible to undermine your efforts. Micromanagement tries to get around this problem by specifying what employees should do in detail and then monitoring compliance. This tactic can break through some of the barriers to change, but in an increasingly unacceptable amount of time. Because the creation and communication of detailed plans is deadly slow, the change produced this way tends to be highly incremental. Only the approach used in the third scenario above has the potential to break through all the forces that support the status quo and to encourage the kind of dramatic shifts found in successful transformations. (See figure 5–1.) This approach is based on vision—a central component of all great leadership.

If anything, it made his appointment all the more exquisite. In the fading light, Inspector Thompson saw tears begin to slip down Churchill’s cheeks. Thompson, too, found himself near tears. — LATE THAT NIGHT CHURCHILL lay in bed, alive with a thrilling sense of challenge and opportunity. “In my long political experience,” he wrote, “I had held most of the great offices of State, but I readily admit that the post which had now fallen to me was the one I liked the best.” Coveting power for power’s sake was a “base” pursuit, he wrote, adding, “But power in a national crisis, when a man believes he knows what orders should be given, is a blessing.” He felt great relief. “At last I had the authority to give directions over the whole scene. I felt as if I were walking with destiny, and that all my past life had been but a preparation for this hour and for this trial….Although impatient for the morning I slept soundly and had no need for cheering dreams. Facts are better than dreams.” Despite the doubts he had expressed to Inspector Thompson, Churchill brought to No. 10 Downing Street a naked confidence that under his leadership Britain would win the war, even though any objective appraisal would have said he did not have a chance. Churchill

This book festival...grew to attract thousands of visitors every year. Now they felt like they needed a new purpose. The festival’s continuing existence felt assured. What was it for? What could it do? How could it make itself count? The festival’s leadership reached out to me for advice on these questions. What kind of purpose could be their next great animating force? Someone had the idea that the festival’s purpose could be about stitching together the community. Books were, of course, the medium. But couldn’t an ambitious festival set itself the challenge of making the city more connected? Couldn’t it help turn strong readers into good citizens? That seemed to me a promising direction—a specific, unique, disputable lodestar for a book festival that could guide its construction...We began to brainstorm. I proposed an idea: Instead of starting each session with the books and authors themselves, why not kick things off with a two-minute exercise in which audience members can meaningfully, if briefly, connect with one another? The host could ask three city- or book-related questions, and then ask each member of the audience to turn to a stranger to discuss one of them. What brought you to this city—whether birth or circumstance? What is a book that really affected you as a child? What do you think would make us a better city? Starting a session with these questions would help the audience become aware of one another. It would also break the norm of not speaking to a stranger, and perhaps encourage this kind of behavior to continue as people left the session. And it would activate a group identity—the city’s book lovers—that, in the absence of such questions, tends to stay dormant. As soon as this idea was mentioned, someone in the group sounded a worry. “But I wouldn’t want to take away time from the authors,” the person said. There it was—the real, if unspoken, purpose rousing from its slumber and insisting on its continued primacy. Everyone liked the idea of “book festival as community glue” in theory. But at the first sign of needing to compromise on another thing in order to honor this new something, alarm bells rang. The group wasn’t ready to make the purpose of the book festival the stitching of community if it meant changing the structure of the sessions, or taking time away from something else. Their purpose, whether or not they admitted it, was the promotion of books and reading and the honoring of authors. It bothered them to make an author wait two minutes for citizens to bond. The book festival was doing what many of us do: shaping a gathering according to various unstated motivations, and making half-hearted gestures toward loftier goals.

It is rather like arguing with an Irishman,” wrote Michael Hadow of his many conversations with Dayan. “He enjoys knocking down ideas just for the sake of argument and one will find him arguing in completely opposite directions on consecutive days.” Indeed, Dayan was a classic man of contradictions: famed as a warrior, he professed deep respect for the Arabs, including those who attacked his village, Nahalal, in the early 1930s, and who once beat him and left him for dead. A poet, a writer of children’s stories, he admitted publicly that he regretted having children, and was a renowned philanderer as well. A lover of the land who made a hobby of plundering it, he had amassed a huge personal collection of antiquities. A stickler for military discipline, he was prone to show contempt for the law. As one former classmate remembered, “He was a liar, a braggart, a schemer, and a prima donna—and in spite of that, the object of deep admiration.” Equally contrasting were the opinions about him. Devotees such as Meir Amit found him “original, daring, substantive, focused,” a commander who “radiated authority and leadership [with] … outstanding instincts that always hit the mark.” But many others, among them Gideon Rafael, saw another side of him: “Rocking the boat is his favorite tactic, not to overturn it, but to sway it sufficiently for the helmsman to lose his grip or for some of its unwanted passengers to fall overboard.” In private, Eshkol referred to Dayan as Abu Jildi, a scurrilous one-eyed Arab bandit.

There was something of an unwritten code about working in the office of Rudy Giuliani, as I suppose there is in most organizations. In his case, the message was that Rudy was the star at the top and the successes of the office flowed in his direction. You violated this code at your peril. Giuliani had extraordinary confidence, and as a young prosecutor I found his brash style exciting, which was part of what drew me to his office. I loved it that my boss was on magazine covers standing on the courthouse steps with his hands on his hips, as if he ruled the world. It fired me up. Prosecutors almost never saw the great man in person, so I was especially pumped when he stopped by my office early in my career, shortly after I had been assigned to an investigation that touched a prominent New York figure who dressed in shiny tracksuits and sported a Nobel-sized medallion around his neck. The state of New York was investigating Al Sharpton for alleged embezzlement from his charity, and I was assigned to see if there was a federal angle to the case. I had never even seen Rudy on my floor, and now he was at my very door. He wanted me to know he was personally following the investigation and knew I would do a good job. My heart thumped with anxiety and excitement as he gave me this pep talk standing in the doorway. He was counting on me. He turned to leave, then stopped. “Oh, and I want the fucking medal,” he said, then walked away. But we never made a federal case. The state authorities charged Sharpton, and he was acquitted after a trial. The medal stayed with its owner.

each other and build a life together, I say more power to them. Let’s encourage solid, loving households with open-minded policy, and perhaps we’ll foster a new era of tolerance in which we can turn our attention to actual issues that need our attention, like, I don’t know, killing/bullying the citizens of other nations to maintain control of their oil? What exactly was Jesus’ take on violent capitalism? I also have some big ideas for changing the way we think about literary morals as they pertain to legislation. Rather than suffer another attempt by the religious right to base our legalese upon the Bible, I would vote that we found it squarely upon the writings of J. R. R. Tolkien. The citizens of Middle Earth had much more tolerant policies in their governing bodies. For example, Elrond was chosen to lead the elves at Rivendell not only despite his androgynous nature but most likely because of the magical leadership inherent in a well-appointed bisexual elf wizard. That’s the person you want picking shit out for your community. That’s the guy you want in charge. David Bowie or a Mormon? Not a difficult equation. Was Elrond in a gay marriage? We don’t know, because it’s none of our goddamn business. Whatever the nature of his elvish lovemaking, it didn’t affect his ability to lead his community to prosperity and provide travelers with great directions. We should be encouraging love in the home place, because that makes for happier, stronger citizens. Supporting domestic solidity can only create more satisfied, invested patriots. No matter what flavor that love takes. I like blueberry myself.

The Warrior His gift is the gift of passion and a commitment to something larger than himself in the world. The Warrior fights for what he loves. He has a mission that is bigger than his woman, his relationship or himself. He’s not a fighter, per se, but he aligns with what he cares about. By loving something bigger than himself, he inspires respect, honor, and a woman’s devotion. The Warrior is about living life on your own terms. The Sage His gift is the gift of integrity and an unbreakable trust. A man can see a woman’s beauty, communicate his love, and direct and offer his passion, but all that is nothing without trust. A woman never fully surrenders herself until she feels trust. Trust is not simply upholding vows of monogamy. It’s trusting that you truly see and know her. It’s trusting you can take her somewhere she can’t get to on her own. It’s trusting she can relax into your leadership and directionality. The opportunity of The Sage is integrity. Trust what you know. Use your word as a bond and do the right thing. Note: The Sage and the Warrior are partners in spirit. The Warrior, without integrity of mind, body, and spirit – and without the power of his truth – can do only harm. If you’ve struck out to fight the good fight and found yourself beaten by anger or misdirected energy, or you have lost the support of your woman, you likely lacked the integrity of The Sage. With greater alignment of values and actions, you can act on what you care about in a good way and have an impact you cannot have without it. If you’re not getting the support and the speed you want in your mission, check on where you might be lacking integrity.

From working with black males for more than a dozen years, I can say with confidence that many black males are both lazy and irresponsible. This view isn't popular with problem profiteers who blame all black woes upon white racism or poverty, but it is true, nonetheless. The young men I work with represent just the tip of the iceberg of a far larger laziness problem within the black male population. The typical black male I work with has no work ethic, has little sense of direction in his life, is hostile toward whites and women, has an attitude of entitlement, and has an amoral outlook on life. He has no strong male role model in his life to teach him the value of hard work, patience, self-control, and character. He is emotionally adrift and is nearly illiterate-either because he dropped out of school or because he's just not motivated enough to learn. Many of the black males I've worked with have had a "don't give a damn" attitude toward work and life and believe that "white America" owes them a living. They have no shame about going on welfare because they believe whites owe them for past discrimination and slavery. This absurd thinking results in a lifetime of laziness and blaming, while taxpayers pick up the tab for individuals who lack character and a strong work ethic. Frequently, blacks who attempt to enter the workforce often become problems for their employers. This is because they also have an entitlement mentality that puts little emphasis on working hard to get ahead. They expect to be paid for doing little work, often show up late, and have bad attitudes while on the job. They're so sensitized to "racism" that they feel abused by every slight, no matter if it's intentional, unconscious, or even based in reality.

In actual fact our Russian experience—when I use the word "Russian" I always differentiate it from the word "Soviet"—I have in mind even pre-Soviet, pre-revolutinoary experience—in actual fact it is vitally important for the West, because by some chance of history we have trodden the same path seventy or eighty years before the West. And now it is with a strange sensation that we look at what is happening to you; many social phenomena that happened in Russia before its collapse are being repeated. Our experience of life is of vital importance to the West, but I am not convinced that you are capable of assimilating it without having gone through it to the end yourselves. You know, one could quote here many examples: for one, a certain retreat by the older generation, yielding their intellectual leadership to the younger generation. It is against the natural order of things for those who are youngest, with the least experience of life, to have the greatest influence in directing the life of society. One can say then that this is what forms the spirit of the age, the current of public opinion, when people in authority, well known professors and scientists, are reluctant to enter into an argument even when they hold a different opinion. It is considered embarrassing to put forward one's counterarguments, lest one become involved. And so there is a certain abdication of responsibility, which is typical here where there is complete freedom....There is now a universal adulation of revolutionaries, the more so the more extreme they are! Similarly, before the revolution, we had in Russia, if not a cult of terror, then a fierce defense of terrorists. People in good positions—intellectuals, professors, liberals—spent a great deal of effort, anger, and indignation in defending terrorists.

The Sumerian pantheon was headed by an "Olympian Circle" of twelve, for each of these supreme gods had to have a celestial counterpart, one of the twelve members of the Solar System. Indeed, the names of the gods and their planets were one and the same (except when a variety of epithets were used to describe the planet or the god's attributes). Heading the pantheon was the ruler of Nibiru, ANU whose name was synonymous with "Heaven," for he resided on Nibiru. His spouse, also a member of the Twelve, was called ANTU. Included in this group were the two principal sons of ANU: E.A ("Whose House Is Water"), Anu's Firstborn but not by Antu; and EN.LIL ("Lord of the Command") who was the Heir Apparent because his mother was Antu, a half sister of Anu. Ea was also called in Sumerian texts EN.KI ("Lord Earth"), for he had led the first mission of the Anunnaki from Nibiru to Earth and established on Earth their first colonies in the E.DIN ("Home of the Righteous Ones")—the biblical Eden. His mission was to obtain gold, for which Earth was a unique source. Not for ornamentation or because of vanity, but as away to save the atmosphere of Nibiru by suspending gold dust in that planet's stratosphere. As recorded in the Sumerian texts (and related by us in The 12th Planet and subsequent books of The Earth Chronicles), Enlil was sent to Earth to take over the command when the initial extraction methods used by Enki proved unsatisfactory. This laid the groundwork for an ongoing feud between the two half brothers and their descendants, a feud that led to Wars of the Gods; it ended with a peace treaty worked out by their sister Ninti (thereafter renamed Ninharsag). The inhabited Earth was divided between the warring clans. The three sons of Enlil—Ninurta, Sin, Adad—together with Sin's twin children, Shamash (the Sun) and Ishtar (Venus), were given the lands of Shem and Japhet, the lands of the Semites and Indo-Europeans: Sin (the Moon) lowland Mesopotamia; Ninurta, ("Enlil's Warrior," Mars) the highlands of Elam and Assyria; Adad ("The Thunderer," Mercury) Asia Minor (the land of the Hittites) and Lebanon. Ishtar was granted dominion as the goddess of the Indus Valley civilization; Shamash was given command of the spaceport in the Sinai peninsula. This division, which did not go uncontested, gave Enki and his sons the lands of Ham—the brown/black people—of Africa: the civilization of the Nile Valley and the gold mines of southern and western Africa—a vital and cherished prize. A great scientist and metallurgist, Enki's Egyptian name was Ptah ("The Developer"; a title that translated into Hephaestus by the Greeks and Vulcan by the Romans). He shared the continent with his sons; among them was the firstborn MAR.DUK ("Son of the Bright Mound") whom the Egyptians called Ra, and NIN.GISH.ZI.DA ("Lord of the Tree of Life") whom the Egyptians called Thoth (Hermes to the Greeks)—a god of secret knowledge including astronomy, mathematics, and the building of pyramids. It was the knowledge imparted by this pantheon, the needs of the gods who had come to Earth, and the leadership of Thoth, that directed the African Olmecs and the bearded Near Easterners to the other side of the world. And having arrived in Mesoamerica on the Gulf coast—just as the Spaniards, aided by the same sea currents, did millennia later—they cut across the Mesoamerican isthmus at its narrowest neck and—just like the Spaniards due to the same geography—sailed down from the Pacific coast of Mesoamerica southward, to the lands of Central America and beyond. For that is where the gold was, in Spanish times and before.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

In all these battles the Labour right has enormous reserves of political power. The Parliamentary Labour Party is overwhelmingly hostile to Jeremy Corbyn. Of the 232 Labour MPs no more than 20 can be relied on to back him. Back bench revolts, leaks, and public attacks by MPs opposed to the leadership are likely to be frequent. Some Labour left wingers hope that the patronage that comes with the leader’s position will appeal to the careerism of the right and centre MPs to provide Jeremy with the support he lacks. No doubt this will have some effect, but it will be limited. For a start it’s a mistake to think that all right wingers are venal. Some are. But some believe in their ideas as sincerely as left wingers believe in theirs. More importantly, the leading figures of the Labour right should not be seen as simply part of the Labour movement. They are also, and this is where their loyalty lies, embedded in the British political establishment. Commentators often talk as if the sociological dividing line in British politics lies between the establishment (the heads of corporations, military, police, civil service, the media, Tory and Liberal parties, etc, etc) on the one hand, and the Labour Party as a whole, the unions and the left on the other. But this is not the case. The dividing line actually runs through the middle of the Labour Party, between its right wing leaders and the left and the bulk of the working class members. From Ramsey MacDonald (who started on the left of the party) splitting Labour and joining the Tory government in 1931, to the Labour ‘Gang of Four’ splitting the party to form the SDP in 1981, to Neil Kinnock’s refusal to support the 1984-85 Miners Strike, to Blair and Mandelson’s neo-conservative foreign policy and neoliberal economic policy, the main figures of the Labour right have always put their establishment loyalties first and their Labour Party membership second. They do not need Jeremy Corbyn to prefer Cabinet places on them because they will be rewarded with company directorships and places in the Lords by the establishment. Corbyn is seen as a threat to the establishment and the Labour right will react, as they have always done, to eliminate this threat. And because the Labour right are part of the establishment they will not be acting alone. Even if they were a minority in the PLP, as the SDP founders were, their power would be enormously amplified by the rest of the establishment. In fact the Labour right today is much more powerful than the SDP, and so the amplified dissonance from the right will be even greater. This is why the argument that a Corbyn leadership must compromise with the right in the name of unity is so mistaken. The Labour right are only interested in unity on their terms. If they can’t get it they will fight until they win. If they can’t win they would rather split the party than unite with the left on the left’s terms. When Leon Trotsky analysed the defeat of the 1926 General Strike it was the operation of this kind of ‘unity’ which he saw as critical in giving the right the ability to disorganise the left. The collapse of the strike came, argued Trotsky, when the government put pressure on the right wing of the Labour movement, who put pressure on the left wing of the movement, who put pressure on the Minority Movement (an alliance of the Labour left and the Communist Party). And the Minority Movement put pressure on the CP…and thus the whole movement collapsed. To this day this is the way in which the establishment transmits pressure through the labour movement. The only effective antidote is political and organisational independence on the far left so that it is capable of mobilising beyond the ranks of the Labour Party and trade union bureaucracy. This then provides a counter-power pushing in the opposite direction that can be more powerful than the pressure from the right.

Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention, so they can review the business in a more holistic, long-term manner. Topics for reflection and discussion at a productive Quarterly Off-Site Review might include the following: Comprehensive Strategy Review: Executives should reassess their strategic direction, not every day as so many do, but three or four times a year. Industries change and new competitive threats emerge that call for different approaches. Reviewing strategies annually or semiannually is usually not often enough to stay current. Team Review: Executives should regularly assess themselves and their behaviors as a team, identifying trends or tendencies that may not be serving the organization. This often requires a change of scenery so that executives can interact with one another on a more personal level and remind themselves of their collective commitments to the team. Personnel Review: Three or four times a year, executives should talk, across departments, about the key employees within the organization. Every member of an executive team should know whom their peers view as their stars, as well as their poor performers. This allows executives to provide perspectives that might actually alter those perceptions based on different experiences and points of view. More important, it allows them to jointly manage and retain top performers, and work with poor performers similarly. Competitive and Industry Review: Information about competitors and industry trends bleeds into an organization little by little over time. It is useful for executives to step back and look at what is happening around them in a more comprehensive way so they can spot trends that individual nuggets of information might not make clear. Even the best executives can lose sight of the forest for the trees when inundated with daily responsibilities.

The belief that order must be intentionally generated and imposed upon society by institutional authorities continues to prevail. This centrally-directed model is premised upon what F.A. Hayek called “the fatal conceit,” namely, the proposition “that man is able to shape the world according to his wishes,”3 or what David Ehrenfeld labeled “the arrogance of humanism.”4That such practices have usually failed to produce their anticipated results has generally led not to a questioning of the model itself, but to the conclusion that failed policies have suffered only from inadequate leadership, or a lack of sufficient information, or a failure to better articulate rules. Once such deficiencies have been remedied, it has been supposed, new programs can be implemented which, reflective of this mechanistic outlook, will permit government officials to “fine tune” or “jump start” the economy, or “grow” jobs, or produce a “quick fix” for the ailing government school system. Even as modern society manifests its collapse in the form of violent crime, economic dislocation, seemingly endless warfare, inter-group hostilities, the decay of cities, a growing disaffection with institutions, and a general sense that nothing “works right” anymore, faith in the traditional model continues to drive the pyramidal systems. Most people still cling to the belief that there is something that can be done by political institutions to change such conditions: a new piece of legislation can be enacted, a judicial ruling can be ordered, or a new agency regulation can be promulgated. When a government-run program ends in disaster, the mechanistic mantra is invariably invoked: “we will find out what went wrong and fix it so that this doesn’t happen again.” That the traditional model itself, which is grounded in the state’s power to control the lives and property of individuals to desired ends, may be the principal contributor to such social disorder goes largely unexplored.

America capital has taken up this easy banner of world disorder and we are simply the poor willing fools that follow on behind. We are expected and asked to beat the Russians to death, and yet we are the ultimate victims ourselves: we socialists, we democrats, we progressives, we liberals, we republicans. Though it isn't the private crusade of America, American capital is conducting it, financing it, directing it, and using it, because America to-day is in the hands of violent expansionists, imperialists, capitalists, fascists—call them what you like. They believe the world is theirs, with their atom bomb and their sickening dollars. They are men who have seized America from the feeble hands of a frightened man, and through him they are directing a brazen attack upon the common liberties of all men. With our Imperialists they ask the world to stop Russia! Stop Russia for what?...So that American capital can extend its economic and political dominion over this entire universe, even to the poles! Like our own--these American imperialists are terrified of any movement for social and economic freedom because their Imperialism cannot exist in a better world and they know it. It cannot exist while Russia remains an example in social ownership and social courage. If we ever looked to America for leadership in human affairs, we may have looked to the late President Roosevelt, but these men are not Roosevelt men. Roosevelt's men have gone. Instead we have the new men of America. The men of capital representation, of military ambition, of political threat, of economic force. These are the men we are expected to follow in this great campaign against Russia. But it isn't only Russia that they attack. Their war is upon a world of resisting people who seek self-determination and some ultimate, simple, liberty. Their war is upon every progressive citizen, particularly those desperate partisans who fight for their liberty in America itself. Already the American schemers have the world by the throat. This very nation they have buttered with their silver dollars, saving us from the sins of all-out Socialism. Our entire economy to-day is primed and based on the American loan. What more dominion could one nation have over another?

In 1931, Japan went broke—i.e., it was forced to draw down its gold reserves, abandon the gold standard, and float its currency, which depreciated it so greatly that Japan ran out of buying power. These terrible conditions and large wealth gaps led to fighting between the left and the right. By 1932, there was a massive upsurge in right-wing nationalism and militarism, in the hope that order and economic stability could be forcibly restored. Japan set out to get the natural resources (e.g., oil, iron, coal, and rubber) and human resources (i.e., slave labor) it needed by seizing them from other countries, invading Manchuria in 1931 and spreading out through China and Asia. As with Germany, it could be argued that Japan’s path of military aggression to get needed resources was more cost-effective than relying on classic trading and economic practices. In 1934, there was severe famine in parts of Japan, causing even more political turbulence and reinforcing the right-wing, militaristic, nationalistic, and expansionistic movement. In the years that followed, Japan’s top-down fascist command economy grew stronger, building a military-industrial complex to protect its existing bases in East Asia and northern China and support its excursions into other countries. As was also the case in Germany, while most Japanese companies remained privately held, their production was controlled by the government. What is fascism? Consider the following three big choices that a country has to make when selecting its approach to governance: 1) bottom-up (democratic) or top-down (autocratic) decision making, 2) capitalist or communist (with socialist in the middle) ownership of production, and 3) individualistic (which treats the well-being of the individual with paramount importance) or collectivist (which treats the well-being of the whole with paramount importance). Pick the one from each category that you believe is optimal for your nation’s values and ambitions and you have your preferred approach. Fascism is autocratic, capitalist, and collectivist. Fascists believe that top-down autocratic leadership, in which the government directs the production of privately held companies such that individual gratification is subordinated to national success, is the best way to make the country and its people wealthier and more powerful.

Evie shook her head in confusion, staring from her husband’s wrathful countenance to Gully’s carefully blank one. “I don’t understand—” “Call it a rite of passage,” Sebastian snapped, and left her with long strides that quickly broke into a run. Picking up her skirts, Evie hurried after him. Rite of passage? What did he mean? And why wasn’t Cam willing to do something about the brawl? Unable to match Sebastian’s reckless pace, she trailed behind, taking care not to trip over her skirts as she descended the flight of stairs. The noise grew louder as she approached a small crowd that had congregated around the coffee room, shouts and exclamations renting the air. She saw Sebastian strip off his coat and thrust it at someone, and then he was shouldering his way into the melee. In a small clearing, three milling figures swung their fists and clumsily attempted to push and shove one another while the onlookers roared with excitement. Sebastian strategically attacked the man who seemed the most unsteady on his feet, spinning him around, jabbing and hooking with a few deft blows until the dazed fellow tottered forward and collapsed to the carpeted floor. The remaining pair turned in tandem and rushed at Sebastian, one of them attempting to pin his arms while the other came at him with churning fists. Evie let out a cry of alarm, which somehow reached Sebastian’s ears through the thunder of the crowd. Distracted, he glanced in her direction, and he was instantly seized in a mauling clinch, with his neck caught in the vise of his opponent’s arm while his head was battered with heavy blows. “No,” Evie gasped, and started forward, only to be hauled back by a steely arm that clamped around her waist. “Wait,” came a familiar voice in her ear. “Give him a chance.” “Cam!” She twisted around wildly, her panicked gaze finding his exotic but familiar face with its elevated cheekbones and thick-lashed golden eyes. “They’ll hurt him,” she said, clutching at the lapels of his coat. “Go help him— Cam, you have to—” “He’s already broken free,” Cam observed mildly, turning her around with inexorable hands. “Watch— he’s not doing badly.” One of Sebastian’s opponents let loose with a mighty swing of his arm. Sebastian ducked and came back with a swift jab. “Cam, why the d-devil aren’t you doing anything to help him?” “I can’t.” “Yes, you can! You’re used to fighting, far more than he—” “He has to,” Cam said, his voice quiet and firm in her ear. “He’ll have no authority here otherwise. The men who work at the club have a notion of leadership that requires action as well as words. St. Vincent can’t ask them to do anything that he wouldn’t be willing to do himself. And he knows that. Otherwise he wouldn’t be doing this right now.” Evie covered her eyes as one opponent endeavored to close in on her husband from behind while the other engaged him with a flurry of blows. “They’ll be loyal to him only if he is w-willing to use his fists in a pointless display of brute force?” “Basically, yes.

ISIS was forced out of all its occupied territory in Syria and Iraq, though thousands of ISIS fighters are still present in both countries. Last April, Assad again used sarin gas, this time in Idlib Province, and Russia again used its veto to protect its client from condemnation and sanction by the U.N. Security Council. President Trump ordered cruise missile strikes on the Syrian airfield where the planes that delivered the sarin were based. It was a minimal attack, but better than nothing. A week before, I had condemned statements by Secretary of State Rex Tillerson and U.N. Ambassador Nikki Haley, who had explicitly declined to maintain what had been the official U.S. position that a settlement of the Syrian civil war had to include Assad’s removal from power. “Once again, U.S. policy in Syria is being presented piecemeal in press statements,” I complained, “without any definition of success, let alone a realistic plan to achieve it.” As this book goes to the publisher, there are reports of a clash between U.S. forces in eastern Syria and Russian “volunteers,” in which hundreds of Russians were said to have been killed. If true, it’s a dangerous turn of events, but one caused entirely by Putin’s reckless conduct in the world, allowed if not encouraged by the repeated failures of the U.S. and the West to act with resolve to prevent his assaults against our interests and values. In President Obama’s last year in office, at his invitation, he and I spent a half hour or so alone, discussing very frankly what I considered his policy failures, and he believed had been sound and necessary decisions. Much of that conversation concerned Syria. No minds were changed in the encounter, but I appreciated his candor as I hoped he appreciated mine, and I respected the sincerity of his convictions. Yet I still believe his approach to world leadership, however thoughtful and well intentioned, was negligent, and encouraged our allies to find ways to live without us, and our adversaries to try to fill the vacuums our negligence created. And those trends continue in reaction to the thoughtless America First ideology of his successor. There are senior officials in government who are trying to mitigate those effects. But I worry that we are at a turning point, a hinge of history, and the decisions made in the last ten years and the decisions made tomorrow might be closing the door on the era of the American-led world order. I hope not, and it certainly isn’t too late to reverse that direction. But my time in that fight has concluded. I have nothing but hope left to invest in the work of others to make the future better than the past. As of today, as the Syrian war continues, more than 400,000 people have been killed, many of them civilians. More than five million have fled the country and more than six million have been displaced internally. A hundred years from now, Syria will likely be remembered as one of the worst humanitarian catastrophes of the twenty-first century, and an example of human savagery at its most extreme. But it will be remembered, too, for the invincibility of human decency and the longing for freedom and justice evident in the courage and selflessness of the White Helmets and the soldiers fighting for their country’s freedom from tyranny and terrorists. In that noblest of human conditions is the eternal promise of the Arab Spring, which was engulfed in flames and drowned in blood, but will, like all springs, come again.

All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was

The year 1944 was the year of the greatest burdens in this mighty struggle. It was a year that again proved conclusively that the bourgeois social order is no longer capable of braving the storms of the present or of the coming age. State after state that does not find its way to a truly social reorganization will go down the path to chaos. The liberal age is a thing of the past. The belief that you can counter this invasion of the people by parliamentary-democratic half-measures is childish and just as naive as Metternich’s methods when the national drives for unification were making their way through the nineteenth century. The lack of a truly social, new form of life results in the lack of the mental will to resist not only in the nations but also in the lack of the moral power of resistance of their leaders. In all countries we see that the attempted renaissance of a democracy has proved fruitless. The confused tangle of political dilettantes and military politicians of a bygone bourgeois world who order each other around is, with deadly certainty, preparing for a plunge into chaos and, insofar as Europe is concerned, into an economic and ethnic catastrophe. And, after all, one thing has already been proved: this most densely populated continent in the world will either have to live with an order that gives the greatest consideration to individual abilities, guarantees the greatest accomplishments, and, by taming all egotistical drives, prevents their excesses, or states such as we have in central and western Europe will prove unfit for life, which means that their nations are thereby doomed to perish! In this manner-following the example of royal Italy-Finland, Romania, Bulgaria, and Hungary collapsed during this year. This collapse is primarily the result of the cowardice and lack of resolve of their leaders. They and their actions can be understood only in light of the corrupt and socially amoral atmosphere of the bourgeois world. The hatred which many statesmen, especially in these countries, express for the present German Reich is nothing other than the voice of a guilty conscience, an expression of an inferiority complex in view of our organization of a human community that is suspicious to them because we successfully pursue goals that again do not correspond to their own narrow economic egotism and their resulting political shortsightedness. For us, my German Volksgenossen, this, however, represents a new obligation to recognize ever more clearly that the existence or nonexistence of a German future depends on the uncompromising organization of our Volksstaat, that all the sacrifices which our Volk must make are conceivable only under the condition of a social order which clears away all privileges and thereby makes the entire Volk not only bear the same duties but also possess the same vital rights. Above all, it must mercilessly destroy the social phantoms of a bygone era. In their stead, it must place the most valuable reality there is, namely the Volk, the masses which, tied together by the same blood, essence, and experiences of a long history, owe their origin as an individual existence not to an earthly arbitrariness but to the inscrutable will of the Almighty. The insight into the moral value of our conviction and the resulting objectives of our struggle for life give us and, above all, give me the strength to continue to wage this fight in the most difficult hours with the strongest faith and with an unshakable confidence. In such hours, this conviction also ties the Volk to its leadership. It assured the unanimous approval of the appeal that I was forced to direct to the German Volk in a particularly urgent way this year. New Year’s Proclamation to the National Socialists and Party Comrades Fuhrer Headquarters, January 1, 1945