Directive Leadership Quotes

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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.
Nelson Mandela (Long Walk to Freedom)
It is not until you change your identity to match your life blueprint that you will understand why everything in the past never worked.
Shannon L. Alder
No matter how tiny you look, you can lead huge men if you have what the huge men don't have.
Michael Bassey Johnson
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.
Richelle Mead (Shadow Kiss (Vampire Academy, #3))
A business will require you to wear many hats. You have to be a leader with a mission, vision, and direction.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
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.
Criss Jami (Healology)
Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.
Germany Kent
When you don't know where you are going in life (No Clear Destination), you don't need direction... you need Divine Revelation
Fela Durotoye
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.
Patrick Lencioni (The Five Dysfunctions of a Team: A Leadership Fable)
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
Germany Kent
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!
Maureen Lawrence
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.
Stanley McChrystal (Team of Teams: New Rules of Engagement for a Complex World)
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.
Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
Directing attention toward where it needs to go is a primal task of leadership.
Daniel Goleman (Focus: The Hidden Driver of Excellence)
You don’t command wind in the direction it blows, but you command a ship in the direction it sails.
Matshona Dhliwayo
Janis believed that groups are especially likely to suffer from groupthink if they are cohesive, have highly directive leadership, and are insulated from experts.
Cass R. Sunstein (Wiser: Getting Beyond Groupthink to Make Groups Smarter)
What matters more than where you are is the direction you are heading.
Cameron C. Taylor (Does Your Bag Have Holes?: 24 Truths That Lead to Financial and Spiritual Freedom)
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.
Myles Munroe (The Purpose and Power of Love & Marriage)
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.’ 
E.L. James (Fifty Shades of Grey (Fifty Shades, #1))
When the crowd is headed in the wrong direction, walk alone.
Matshona Dhliwayo
In my opinion, the state of mind of a community is always directly due to the influence of the man at the top.
Agatha Christie (Murder in Mesopotamia (Hercule Poirot, #14))
Once leaders embrace the role of coach, they realize the weight of leadership is now balanced between themselves and their direct reports.
Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
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.
Henry T. Blackaby (Spiritual Leadership: Moving People on to God's Agenda)
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.
Mark W. Boyer
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.
Israelmore Ayivor
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.
Richelle E. Goodrich (Making Wishes: Quotes, Thoughts, & a Little Poetry for Every Day of the Year)
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.
Alexis de Tocqueville (Democracy in America)
Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.
Stan Slap
There's no such thing as a superhero, but together we can world in a new direction.
Biz Stone (Things a Little Bird Told Me: Confessions of the Creative Mind)
Increasingly, management’s role is not to organize work, but to direct passion and purpose.
Greg Satell
Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization.
U.S. Department of the Army (Be * Know * Do: Leadership the Army Way (J-B Leader to Leader Institute/PF Drucker Foundation Book 91))
When manipulation flutters around everywhere, neither pull nor push anyone. Just do one thing - don't trust anyone!
Ashish Patel
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.
Albert Pike
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.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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.
Pat Summitt (Sum It Up: A Thousand and Ninety-Eight Victories, a Couple of Irrelevant Losses, and a Life in Perspective)
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!
Wes Adamson
Words are directed to your personalities namely; - God, your hearers, devil and yourself.
Jaachynma N.E. Agu (The Prince and the Pauper)
A responsible woman guides, controls (albeit subtly), directs with superior knowledge that is higher than that of her contemporaries!
Jaachynma N.E. Agu
Team performance is directly proportional to team stability. Focus on building and maintaining a stable team. Stability reduces friction and increases credibility and confidence.
Salil Jha
Expectation levels set can be directly correlated to the quality of the training provided.
Mark W. Boyer
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.
Gallup Press (First, Break All the Rules: What the World's Greatest Managers Do Differently)
The only person to influence the direction and purpose of your life is the one who gave it. God!
Israelmore Ayivor (Leaders' Frontpage: Leadership Insights from 21 Martin Luther King Jr. Thoughts)
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.
Israelmore Ayivor (Leaders' Ladder)
Successes comes when you intentionally direct the thoughts of your subconscious mind while you are sleeping or meditating in theta state.
Amit Ray (Peace Bliss Beauty and Truth: Living with Positivity)
Confidence is always in direct proportion to preparation!
Daren Martin
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
Gary Vaynerchuk (#AskGaryVee: One Entrepreneur's Take on Leadership, Social Media, and Self-Awareness)
If you have knowledge, let others light their candles at it.
Margaret Fuller
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.
Robert Kirkman (The Walking Dead, Vol. 26: Call to Arms)
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.
James B. Comey (A Higher Loyalty: Truth, Lies, and Leadership)
[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.
Christine de Pizan (The Treasure of the City of Ladies)
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.
Marcus Buckingham
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.
Assegid Habtewold (The 9 Cardinal Building Blocks: For continued success in leadership)
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.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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..
Gordon B. Hinckley
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.
Andy Stanley (Next Generation Leader: 5 Essentials for Those Who Will Shape the Future)
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.
Tom Clancy (Clear and Present Danger (Jack Ryan, #5; Jack Ryan Universe, #6))
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.
William Deresiewicz
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.
Madeleine K. Albright (Fascism: A Warning)
Values and ideals rooted deeply in the Love Paradigm will profoundly affect, inform and direct in the midst of any context.
Michael M. Rose (Becoming Love. Avoiding Common Forms of Christian Insanity)
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
David Pietrusza (1960--LBJ vs. JFK vs. Nixon: The Epic Campaign That Forged Three Presidencies)
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.
Abhysheq Shukla (Feelings Undefined: The Charm of the Unsaid Vol. 1)
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.
Patience Johnson (Why Does an Orderly God Allow Disorder)
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.
Awdhesh Singh (The Secret Red Book of Leadership)
Leadership is the influence of others in a productive, vision-driven direction and is done through the example, conviction, and character of the leader.
Chris Brady (Launching a Leadership Revolution)
One asset every leader, shouldn't risk anything to lose at all cost, is team confidence.
Unarine Ramaru
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.
John C. Maxwell (Be A People Person: Effective Leadership Through Effective Relationships)
High Performance Teams and Execution Speed, has no value, if you are going in the wrong direction!
Tony Dovale
One of the greatest secrets of great leaders; 'they are not controlled by what they cannot do'. They directed by what they can.
Israelmore Ayivor (Leaders' Ladder)
The future is a direction, not a destination.
Edwin Catmull
When direction and meaning are confined to Executive Leadership, value is minimized.
Bob Anderson (Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results)
You can't get what you want, if the intentions are solely directed for self-benefits.
Ashish Patel
Nobody thought the direct business model would work. But work it did, and spectacularly. Until it didn’t. And therein lies the tale.
Heather Simmons (Reinventing Dell)
Intention directs perception
Jaco Snoek
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.
Don DeLillo
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.
Bruce Cannon Gibney (A Generation of Sociopaths: How the Baby Boomers Betrayed America)
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.
Steve Chandler (Hands Off Manager: How to Mentor People and Allow Them to Be Successful)
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?
Robin DiAngelo
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.
Owen Baillie (Escape (Invasion of the Dead #3))
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
Steve Coll (Directorate S: The C.I.A. and America's Secret Wars in Afghanistan and Pakistan)
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.
Susan C. Young (The Art of Communication: 8 Ways to Confirm Clarity & Understanding for Positive Impact(The Art of First Impressions for Positive Impact, #5))
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.
Charu Mazumder (Historic Eight Documents)
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.
Thomas Gordon
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.
Mohammed bin Rashid Al Maktoum (Flashes of Thought)
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.
Andy Stanley (Deep and Wide: Creating Churches Unchurched People Love to Attend)
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.
E.L. James (Fifty Shades of Grey (Fifty Shades, #1))
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.
Edwin H. Friedman (A Failure of Nerve: Leadership in the Age of the Quick Fix)
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.
Archibald Marwizi (Making Success Deliberate)
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.
Henry T. Blackaby (Spiritual Leadership: Moving People on to God's Agenda)
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.
James C. Dobson (The New Dare to Discipline)
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
Richard Stengel (Mandela's Way: Lessons on Life, Love, and Courage)
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.
Urban Meyer (Above the Line: Lessons in Leadership and Life from a Championship Program)
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.
Jocko Willink (The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win)
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?
Omali Yeshitela (An Uneasy Equilibrium: The African Revolution versus Parasitic Capitalism)
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.
Timothy Balding (The Zucchini Conspiracy: A Novel of Alternative Facts)
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!
Neal A. Maxwell
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.
Dr. Thomas Gordon
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.
Stephen E. Ambrose
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.
Kenda Creasy Dean (Almost Christian : What the Faith of Our Teenagers is Telling the American Church)
Fundamentally, effective leadership is based upon an invitation to relationship and a challenge to change. A gifted discipler is someone who invites people into a covenantal relationship with him or her, but challenges that person to live into his or her true identity in very direct yet graceful ways. Without both dynamics working together, you will not see people grow into the people God has created them to be.
Mike Breen (Building a Discipling Culture)
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.
Robert E. Hamm Jr. (Continuous Improvement; Values, Assumptions, and Beliefs for Successful Implementation: It's All About the Culture)
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.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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.
Peter Frankopan (The Silk Roads: A New History of the World)
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.
James B. Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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.
Archibald Marwizi (Making Success Deliberate)
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.
Jerry Colonna (Reboot: Leadership and the Art of Growing Up)
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.
Ian Kershaw (Hitler)
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.
Howard Zinn (A People's History of the United States: 1492 to Present)
...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.
Christine Nixon (Fair Cop)
Working Group Strong, clearly focused leader Individual accountability The group’s purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates Team Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together
Harvard Business School Press (HBR's 10 Must Reads on Managing People)
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.
James B. Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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!
J. Oswald Sanders (Spiritual Leadership)
Attorney General Lynch agreed that it made sense to do that. But then she quickly added, “Call it ‘a matter.’” “Why would I do that?” I asked. “Just call it ‘a matter,’” came her answer. It occurred to me in the moment that this issue of semantics was strikingly similar to the fight the Clinton campaign had waged against The New York Times in July. Ever since then, the Clinton team had been employing a variety of euphemisms to avoid using the word “investigation.” The attorney general seemed to be directing me to align with that Clinton campaign strategy. Her “just do it” response to my question indicated that she had no legal or procedural justification for her request, at least not one grounded in our practices or traditions. Otherwise, I assume, she would have said so.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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.
Michael Parenti (Blackshirts and Reds: Rational Fascism and the Overthrow of Communism)
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.
Stephen Skowronek (The Politics Presidents Make: Leadership from John Adams to Bill Clinton)
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.
Otto Ernst Remer
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.
Dianne Neal Matthews (Designed for Devotion: A 365-Day Journey from Genesis to Revelation)
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?
Garth S. Jowett (Propaganda and Persuasion)
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.
Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
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
Donald T. Phillips (Lincoln on Leadership: Executive Strategies for Tough Times)
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.
Jennifer Senior (All Joy and No Fun: The Paradox of Modern Parenthood)
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.
Edwin H. Friedman (Generation to Generation: Family Process in Church and Synagogue (The Guilford Family Therapy Series))
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.
Bill Plotkin (Wild Mind: A Field Guide to the Human Psyche)
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.
Michael B. Oren (Six Days of War: June 1967 and the Making of the Modern Middle East)
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.
James B. Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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.
Karen Brody (Open Her: Activate 7 Masculine Powers to Arouse Your Woman's Love & Desire)
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.
Jesse Lee Peterson (Scam: How the Black Leadership Exploits Black America)
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.
James Davison Hunter (To Change the World: The Irony, Tragedy, and Possibility of Christianity in the Late Modern World)
Then the day came when a new column was spotted riding up behind Debegri’s force. We almost missed them, for we had also begun staying in a tight group. But luckily Khesot, cautious since his days in the terrible Pirate Wars, still sent pairs of scouts on rounds in all four directions twice a day. It was Seliar, of my group, who spotted them first. She reported to me, and the rest of us crept down the hillside to watch the camp below. We saw at the head of the column a man wearing a long black cloak. Debegri emerged, bowed. The newcomer bowed in return and handed the Baron a rolled paper. They went inside Debegri’s tent, and when they emerged, the stranger had the white plume of leadership on his helm. Debegri’s glower was plain even at the distance we watched from. Backing up from our vantage, we retreated to our camp. Bran and Khesot and the other riding leaders were all gathered under our old, patched rain cover when we reached them. Seliar blurted out what we’d seen. Branaric grinned all through the story. At the end I said, “This is obviously no surprise. What news had you?” Bran nodded to where a mud-covered young woman sat in front of one of the tents, attacking a bowl of stew as if she hadn’t eaten in a week. “Messenger just arrived from Azmus, or it would have been a surprise. Galdran has taken his cousin off the command. He’d apparently expected us to last two weeks at most.” “Well, who is this new commander? Ought we to be afraid?” Bran’s grin widened until he laughed. “Here’s the jest: He’s none other than the Marquis of Shevraeth, heir to the Renselaeus principality. According to Azmus, all he ever thinks about are clothes, horse racing, and gambling. And did I mention clothes?” Everyone roared with laughter. “We’ll give him two weeks,” I crowed. “And then we’ll send him scurrying back to his tailor.
Sherwood Smith (Crown Duel (Crown & Court, #1))
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.
Butler Shaffer (Boundaries of Order: Private Property as a Social System)
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?
James Aldridge (The Diplomat)
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.
Priya Parker (The Art of Gathering: How We Meet and Why It Matters)
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.
Lisa Kleypas (Devil in Winter (Wallflowers, #3))
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.
John McCain (The Restless Wave: Good Times, Just Causes, Great Fights, and Other Appreciations)
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.
Douglas W. Hubbard (Business Intelligence Sampler: Book Excerpts by Douglas Hubbard, David Parmenter, Wayne Eckerson, Dalton Cervo and Mark Allen, Ed Barrows and Andy Neely)
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.
Doris Kearns Goodwin (The Bully Pulpit: Theodore Roosevelt, William Howard Taft, and the Golden Age of Journalism)
In our line of work, it is easy to fall into the trap of depending on my husband’s faith. His vision, his purpose, and dangerously, his relationship with God. It’s a hard line to balance. He is my husband; we are one. His vision should be my vision, his purpose mine. And he is my spiritual leader, his relationship with God directly affects mine. But his relationship with God cannot replace my own relationship with God.
Lori Wilhite (Leading and Loving It: Encouragement for Pastors' Wives and Women in Leadership)
power of the personal mission statement lies in your vision and in a commitment to that vision, that purpose, and those principle-centered values. They will control your decisions, determine your outlook, and provide the direction for your future. The single most important and far-reaching leadership activity that you will ever do is to develop a personal mission statement—and then to bring that sense of mission, of purpose, to your family. This book is a simple, short guide to developing your personal mission statement. After you develop your personal mission statement, consider also developing one with your family as described in the separate book How to Develop Your Family Mission Statement.
Stephen R. Covey (How to Develop Your Personal Mission Statement)
Even the best ideas have a shelf life. Do not think that the way you have done something is the way it should be done today. You must be willing to reinvent, alter directions, and re-fous on new and future ideas.
Nicole Dominique Le Maire
During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.
Robert H. Scales
On le voit, la question est systémique ; il faut une sorte boussole au leadership pour lui permettre d’assumer une fonction de prévention ; l’adage s’applique alors à la gestion des affaires de la cité : « Mieux vaut prévenir que guérir ». On le pressent aussi, la direction de la cité et le leadership ont besoin de la connaissance et de la sagesse, du savoir, mais d’un savoir qui est maturité. Le leadership et la gouvernance ont besoin d’une harmonie qui est un certain degré de consensus sur des valeurs et des principes essentiels, mais ceci suppose aussi un certain degré d’ordre, de sécurité et de discipline.
Abdou Karim GUEYE Le Coeur et l'Esprit
Ten soldiers wisely led, Will beat a hundred without a head Euripides (fifth century BC)
John Adair (Strategic Leadership: How to Think and Plan Strategically and Provide Direction)
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.
Robert L. Millet (Men of Valor: The Powerful Impact of a Righteous Man)
Rouhani did not directly condemn the US-led air strikes against ISIL in Syria when addressing the United Nations on 25 September –but issued the following warning: “I believe if countries claiming leadership of the coalition are seeking to perpetuate their hegemony in the region, they’d be making a strategic mistake. Democracy can’t be delivered in a backpack. It’s not a commodity to be exported from west to east. It needs a foundation
There is a distinction between leadership and management. Leadership is more about change, inspiration, setting the purpose and direction, and building the enthusiasm, unity and staying power for the journey ahead. Management, on the other hand, is less about change, more about stability and making the best use of resources to get things done – good administration, essentially.
James Scouller (The Three Levels of Leadership)
circuitry. Studies of neurological patients with damaged prefrontal–limbic circuitry confirm that their cognitive capacities may remain intact, while their emotional intelligence abilities are impaired. 11 This neurological fact clearly separates these competencies from purely cognitive abilities like intelligence, technical knowledge, or business expertise, which reside in the neocortex alone. Biologically speaking, then, the art of resonant leadership interweaves our intellect and our emotions. Of course, leaders need the prerequisite business acumen and thinking skills to be decisive. But if they try to lead solely from intellect, they’ll miss a crucial piece of the equation. Take, for example, the new CEO of a global company who tried to change strategic directions. He failed, and was fired after just one year on the job. “He thought he could
Daniel Goleman (Primal Leadership, with a New Preface by the Authors: Unleashing the Power of Emotional Intelligence)
Leadership is giving out far more than one expects in direct return. The rewards are intangible, yet priceless.
T Jay Taylor
As the old-school approach of command-and-control leadership fades, companies in all industries will inevitably move in the same direction as these tech firms, and try to tap into the deeper passions of employees.
Adam Bryant (Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation)
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. By the term regression I
Edwin H. Friedman (A Failure of Nerve: Leadership in the Age of the Quick Fix)
Instead, Deng Xiaoping and his allies, who were no less self-interested than their rivals but who had different interests and political objectives, defeated their powerful opponents in the Communist Party and masterminded a political revolution of sorts, radically changing the leadership and direction of the party.
In times of distress, when everyone looks to authorities to provide direction, protection, and order, this is an easy diagnostic mistake to make. In the face of adaptive pressures, people don’t want questions; they want answers. They don’t want to be told that they will have to sustain losses; rather, they want to know how you’re going to protect them from the pains of change. And of course you want to fulfill their needs and expectations, not bear the brunt of their frustration and anger at the bad news you’re giving.
Martin Linsky (Leadership on the Line: Staying Alive Through the Dangers of Leading)
Leaders speak of leadership without defining the type of leadership they talking about. Leadership in business is all about alining people towards one goal, one mission, and one direction that is the mission of the company it exists for while the spiritual leadership is ensuring everyone at every stage and point are guided towards personal and professional development in alignment towards themselves and in their pursuit.
Aiyaz Uddin
What convinces is conviction,” Johnson liked to say. “You simply have to believe in the argument you are advancing.” In this instance, Johnson spoke directly from the heart.
Doris Kearns Goodwin (Leadership: In Turbulent Times)
#23 - Take Immediate Action Many people have difficulty taking action. Reasons vary. Some folks fear failure. Others are disinclined to try new things. Still others are saddled with indecision to the point that they become paralyzed when confronted with multiple options. But making decisions and acting on them quickly can benefit you in several ways. First, you become more committed to the path you choose for yourself. Second, you radiate confidence, an essential trait if you serve in a leadership role. Third, it improves communication; others will realize you’re disinclined to vacillate and respond in a similar manner. Fourth, you accomplish more. These advantages are tough to ignore. If you tend to dither when making decisions and forging ahead, consider developing this habit. It can literally change your life. If you’re unaccustomed to taking immediate action, here’s how I would build this habit… How to start small: Compile a list of tasks you’ve put on the back burner. During Week 1, pick one task from the list each day. Regardless of the reason you put it off (procrastination, a fear of failure, etc.), commit to finishing it before the end of the day. Beginning in Week 2, continue to work through your list of postponed tasks, addressing one per day. In addition, spend 10 minutes per day cleaning up your email inbox. This is a common area of indecision for people. Train yourself to deal with each email decisively. Respond to it, delete it, or archive it. During Week 3, focus on making at least one decision quickly per day. When confronted with multiple options, choose one within 10 seconds. For example, let’s say your spouse asks you which restaurant you’d like to visit for dinner. Instead of spending five minutes considering every local venue, just choose one. Be decisive. Starting in Week 4, look for opportunities to make quick decisions and take immediate action. For example, if you’re presented with more than one set of driving directions, pick one and move on. If you’re at the grocery store and trying to decide between chocolate chip ice cream or Rocky road, choose one and put it in your shopping cart. If you’re trying to decide between two wines for a dinner party, make a fast decision. Give yourself 10 seconds.
Damon Zahariades (Small Habits Revolution: 10 Steps To Transforming Your Life Through The Power Of Mini Habits!)
Acknowledge when failed policies demand a change in direction.
Doris Kearns Goodwin (Leadership: In Turbulent Times)
Where I live, on the West Coast, most churches tend to be small and to have little influence in the culture. Stark and Finke explain, “A major reason for the lack of church membership in the West is high rates of mobility, which decrease the ability of all voluntary organizations, not just churches, to maintain membership. That is, people move so often that they lack the social ties needed to affiliate with churches.”25 To address this problem, one of the most effective church-planting networks in the United States began in Tacoma, Washington, by using a method of developing intensive community in neighborhoods. Soma Communities fosters deep and intense relationships by teaching church planters to get closely involved in their neighborhoods, opening their homes to neighbors, gathering friends together on a regular basis, and forming “missional communities” focused on discovering and meeting the needs of neighbors and the community. It is these relational bonds that make someone unfamiliar with Christianity want to try it out. Rick Richardson, who directs the evangelism and leadership program at Wheaton College Graduate School, argues that “belonging comes before believing.” He contrasts older methods of evangelism that focused on asking individuals to make a set of commitments. Today, asserts Richardson, presenting four spiritual laws and inviting people to make decisions for Christ is less effective. “Evangelism is about helping people belong so that they can come to believe. So our communities need to be places where people can connect before they have to commit.”26 The idea is held up by social science research showing that converts tend to sign on to a new faith only after their social ties become stronger to those in the new faith than to others outside it. “This often occurs before a convert knows much about what the group believes.
Rob Moll (What Your Body Knows About God: How We Are Designed to Connect, Serve and Thrive)
The radical rhetoric of the early fascist movements led many observers, then and since, to suppose that once in power the fascist regimes would make sweeping and fundamental changes in the very bases of national life. In practice, although fascist regimes did indeed make some breathtaking changes, they left the distribution of property and the economic and social hierarchy largely intact (differing fundamentally from what the word revolution had usually meant since 1789). The reach of the fascist “revolution” was restricted by two factors. For one thing, even at their most radical, early fascist programs and rhetoric had never attacked wealth and capitalism as directly as a hasty reading might suggest. As for social hierarchy, fascism’s leadership principle effectively reinforced it, though fascists posed some threat to inherited position by advocating the replacement of the tired bourgeois elite by fascist “new men.” The handful of real fascist outsiders, however, went mostly into the parallel organizations. The scope of fascist change was further limited by the disappearance of many radicals during the period of taking root and coming to power. As fascist movements passed from protest and the harnessing of disparate resentments to the conquest of power, with its attendant alliances and compromises, their priorities changed, along with their functions. They became far less interested in assembling the discontented than in mobilizing and unifying national energies for national revival and aggrandizement. This obliged them to break many promises made to the socially and economically discontented during the first years of fascist recruitment. The Nazis in particular broke promises to the small peasants and artisans who had been the mainstay of their electoral following, and to favor urbanization and industrial production. Despite their frequent talk about “revolution,” fascists did not want a socioeconomic revolution. They wanted a “revolution of the soul,” and a revolution in the world power position of their people. They meant to unify and invigorate and empower their decadent nation—to reassert the prestige of Romanità or the German Volk or Hungarism or other group destiny. For that purpose they believed they needed armies, productive capacity, order, and property. Force their country’s traditional productive elements into subjection, perhaps; transform them, no doubt; but not abolish them. The fascists needed the muscle of these bastions of established power to express their people’s renewed unity and vitality at home and on the world stage. Fascists wanted to revolutionize their national institutions in the sense that they wanted to pervade them with energy, unity, and willpower, but they never dreamed of abolishing property or social hierarchy. The fascist mission of national aggrandizement and purification required the most fundamental changes in the nature of citizenship and in the relation of citizens to the state since the democratic revolutions of the eighteenth and nineteenth centuries. The first giant step was to subordinate the individual to the community. Whereas the liberal state rested on a compact among its citizens to protect individual rights and freedoms, the fascist state embodied the national destiny, in service to which all the members of the national group found their highest fulfillment. We have seen that both regimes found some distinguished nonfascist intellectuals ready to support this position. In fascist states, individual rights had no autonomous existence. The State of Law—the Rechtsstaat, the état de droit—vanished, along with the principles of due process by which citizens were guaranteed equitable treatment by courts and state agencies. A suspect acquitted in a German court of law could be rearrested by agents of the regime at the courthouse door and put in a concentration camp without any further legal procedure.
Robert O. Paxton (The Anatomy of Fascism)
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.
Doris Kearns Goodwin (Leadership: In Turbulent Times)
If the strategy is designed to attain breakthrough marketplace leadership, it can't merely anticipate and adapt to industry change. Instead, the strategy must be designed to drive and direct the process of change, a bold goal.
Liam Fahey (Learning from the Future: Competitive Foresight Scenarios)
When leaders lack self-awareness, they doubt themselves; uncertain about their abilities; unclear about the direction to take on each turn, and more...
Assegid Habtewold (The 9 Cardinal Building Blocks: For continued success in leadership)
A bird cannot fly upward if each wing is flapping in a different direction.
Matshona Dhliwayo
direction, towards a world of bad systems, bad leadership, and bad followership. The question then is, How do we redirect our steps in a hurry? In other words, where do we begin and have the best chance of success?
Chinua Achebe (The Education of a British-Protected Child: Essays)
He then convened a meeting including each person in the chain of command down to the level where the problem was manifest. He began the meeting by identifying the problem. He laid out all the ways he thought he had negatively contributed to the culture that had produced the problem and proposed a plan to rectify his contributions to the problem. He invited the person directly below him to do the same thing. And so on down the line. By the time it got to the person most immediately responsible for the problem, that person publicly took responsibility for his contributions to the problem and then proposed a plan for what he would do about it. In this way, a problem that had gone on literally for years was solved nearly overnight when the leaders stopped simply assigning responsibility and began holding themselves strictly accountable. This is now the model in that company for solving every problem encountered.
The Arbinger Institute (Leadership and Self-Deception: Getting Out of the Box)
When the crowed is headed in the wrong direction, walk alone.
Matshona Dhliwayo
The worker on the ground is busy cutting down trees and undergrowth. The manager supports the worker, keeping him on task and on track. The leader, however, is the person who climbs the tallest tree, surveys the area and works out if they are heading in the right direction. The leader points the way for the others to follow.
Alison Price (Introducing Leadership: A Practical Guide (Introducing...))
He must have courage, not the physical courage required on a battlefield but the moral courage to make and carry out decisions that might directly counter to the wishes of his superiors. He must have great willpower. and, perhaps above all, he must have the gift of leadership.
Alistair MacLean (Lawrence of Arabia)
The directive we have so often heard, “Change your thoughts, change your life,” is indeed based on the power of words. The key to your happiness, well-being, and interactions with others begins, continues, and concludes with the nature and quality of the words you hold in your mind as thoughts. Make them work for your highest good.
Susan C. Young (The Art of Communication: 8 Ways to Confirm Clarity & Understanding for Positive Impact(The Art of First Impressions for Positive Impact, #5))
Some will reveal how you interact with the world around you, where you direct your energy, how you make decisions, how you approach work, and how you tend to communicate. Others will reveal how you give and receive love and what it takes to feel appreciated.
Susan C. Young (The Art of Communication: 8 Ways to Confirm Clarity & Understanding for Positive Impact(The Art of First Impressions for Positive Impact, #5))
Without the persistent rising up of individuals that seek the Lord and place themselves under His direct leadership, churches will inevitably...slip into human hierarchy, institutionalizing a system of doctrines and practices.
Henry Hon (ONE: Unfolding God's Eternal Purpose from House to House)
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.
Sam Harris (The End of Faith: Religion, Terror, and the Future of Reason)
The European states resembled each other rather closely in their luxuriant growth of antiliberal criticism as the twentieth century opened. Where they differed was in those political, social, and economic preconditions that seem to distinguish the states where fascism, exceptionally, was able to become established. One of the most important preconditions was a faltering liberal order. Fascisms grew from back rooms to the public arena most easily where the existing government functioned badly, or not at all. One of the commonplaces of discussions of fascism is that it thrived upon the crisis of liberalism. I hope here to make that vague formulation somewhat more concrete. On the eve of World War I the major states of Europe were either governed by liberal regimes or seemed headed that way. Liberal regimes guaranteed freedoms both for individuals and for contending political parties, and allowed citizens to influence the composition of governments, more or less directly, through elections. Liberal government also accorded a large measure of freedom to citizens and to enterprises. Government intervention was expected to be limited to the few functions individuals could not perform for themselves, such as the maintenance of order and the conduct of war and diplomacy. Economic and social matters were supposed to be left to the free play of individual choices in the market, though liberal regimes did not hesitate to protect property from worker protests and from foreign competition. This kind of liberal state ceased to exist during World War I, for total war could be conducted only by massive government coordination and regulation. After the war was over, liberals expected governments to return to liberal policies. The strains of war making, however, had created new conflicts, tensions, and malfunctions that required sustained state intervention. At the war’s end, some of the belligerent states had collapsed...What had gone wrong with the liberal recipe for government? What was at stake was a technique of government: rule by notables, where the wellborn and well-educated could rely on social prestige and deference to keep them elected. Notable rule, however, came under severe pressure from the “nationalization of the masses." Fascists quickly profited from the inability of centrists and conservatives to keep control of a mass electorate. Whereas the notable dinosaurs disdained mass politics, fascists showed how to use it for nationalism and against the Left. They promised access to the crowd through exciting political spectacle and clever publicity techniques; ways to discipline that crowd through paramilitary organization and charismatic leadership; and the replacement of chancy elections by yes-no plebiscites. Whereas citizens in a parliamentary democracy voted to choose a few fellow citizens to serve as their representatives, fascists expressed their citizenship directly by participating in ceremonies of mass assent. The propagandistic manipulation of public opinion replaced debate about complicated issues among a small group of legislators who (according to liberal ideals) were supposed to be better informed than the mass of the citizenry. Fascism could well seem to offer to the opponents of the Left efficacious new techniques for controlling, managing, and channeling the “nationalization of the masses,” at a moment when the Left threatened to enlist a majority of the population around two non-national poles: class and international pacifism. One may also perceive the crisis of liberalism after 1918 in a second way, as a “crisis of transition,” a rough passage along the journey into industrialization and modernity. A third way of looking at the crisis of the liberal state envisions the same problem of late industrialization in social terms.
Robert O. Paxton (The Anatomy of Fascism)
The morning after the shooting, Kenny watched the first press conference at MSD. Superintendent Runcie said: Students have been reaching out to me, reaching out to staff, probably board members and others saying that now, now is the time for this country to have a real conversation on sensible gun control laws in this country. So, our students are asking for that conversation. And I hope that we can get it done in this generation, but if we don’t, they will.1 Kenny yelled at the TV, “Can’t you just fucking wait until the bodies are buried?” Kenny didn’t have strong opinions on gun control, and no one in his family owned a gun. But the morning after a mass murder seemed way too soon to make any kind of political argument. He only grew angrier when Runcie called on the Florida Legislature to allocate more funding to mental health. Later in the press conference, Sheriff Israel admitted, “There are some bodies that are still in the school. It’s a process.” That’s when something inside of Kenny flipped. The bodies of children who had been murdered under Runcie’s leadership were still lying on the schoolhouse floor directly behind him, and he had already started politicking.
Andrew Pollack (Why Meadow Died: The People and Policies That Created The Parkland Shooter and Endanger America's Students)
A lack of committed leadership is the reason why we have chosen to always step forward and provide our own direction. Even if that means engaging in major protests to save the future of our youths from collapse
Joseph Kalimbwe (Persecuted in search of change)
When it gets to the negative, get it out, get to the issues, but don’t let the damn meeting dwell on that. Don’t let bitch sessions last for very long.” Psychologists would call this approach “problem-focused coping,” in contrast to “emotion-focused coping.” The latter may be more appropriate when facing a problem that can’t be solved, but in a business context focusing on and venting emotions needs to happen quickly, so more energy is directed to solutions.
Eric Schmidt (Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell)
You will observe how leaders impact a system by separating themselves from the surrounding anxiety making decisions based on principle, not instinct taking responsibility for their own emotional being regulating their own anxiety in the face of sabotage or resistance staying connected to others, even those who disagree with them choosing self-directed goals being a non-anxious presence supplying an immune response to pathogenic forces (invasiveness) focusing on emotional processes rather than the symptoms they produce not allowing the most dependent to be in control knowing that people naturally influence one another recognizing leader and follower as complements, parts of the whole realizing that insight, love, and reasonableness are not adequate for change in an anxious system accepting that mature leadership does not always work, that immaturity is too embedded in the system The overall health and functioning of any organization depends primarily on one or several people at the top who can exercise the above characteristics well.
Peter L. Steinke (Uproar: Calm Leadership in Anxious Times)
The hierarchical, directive leadership style so prevalent in the past century is fading fast in favor of today's collaborative leaders, who
Bill George (Discover Your True North)
Specifically, women elicit more respect and pride from their followers, communicate their vision more effectively, better empower and mentor their subordinates, approach problem solving in a more flexible and creative way; and are fairer and more objective in their evaluation of direct reports.
Tomas Chamorro-Premuzic (Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It))
Before issuing a single directive or making a single decision, a leader should talk to people at every level of her organization, from the front office to the mail room. Career employees often have startlingly insightful views about the strengths and weaknesses of their organization, which of course they know well; as a result, they often have well-informed ideas for practical ways to improve it.
Robert M. Gates (A Passion for Leadership: Lessons on Change and Reform from Fifty Years of Public Service)
When you can’t yet give back directly for help you’ve received, pay it forward. And trust that you may well get your change to directly help the people who have selflessly helped you.
Michelle Lederman, 11 Laws of Likability
As Schlesinger pointed out, the quintessence of limited nuclear options is "selectivity," not counterforce. Practically speaking, this suggests that limited nuclear strikes should be directed, at least in the initial stage of a conflict, against targets isolated from both the enemy's populace, leadership redoubts, strategic forces and their enabling capabilities, and targets such as general purpose forces, especially those of relevance to the conventional war that would almost certainly accompany (or whose potential would shadow) such a limited nuclear conflict.
Jeffrey A. Larsen (On Limited Nuclear War in the 21st Century)
The real King was an aggressive, confrontational realist; he believed that all men were evil in part, including himself; he thought that violence was everywhere and unavoidable, including within himself. “Nonviolence” did not mean the absence of violence, but the control of violence so that it was directed inward rather than outward.
S. Nassir Ghaemi (A First-Rate Madness: Uncovering the Links Between Leadership and Mental Illness)
When your direct reports talk about strategies and not personalities, you are leading.
Jeffrey Duarte
Leadership Roles in the Decision Making Process The main component in the development of good decision makers falls on the individual and individual efforts. Yes, but the climate for this development comes from the top, in leadership. To achieve the results sought after, if we truly want to call ourselves professionals and prepare for the challenges we face in the future, leaders must LEAD. It is the Leader’s role, to create and nurture the appropriate environment that emboldens decision makers.  Leader development is two way, it falls on the individual, but the organization’s leaders must set the conditions to encourage it.   The aim of leadership is not merely to find and record failures in men, but to remove the cause of failure. ~W. Edwards Deming14               “Leadership can be described as a process by which a person influences others to accomplish an objective, and directs his or her organization in a way that makes it more cohesive and coherent.”15 This is the definition we should subscribe too. However, all too often I have had both frontline personnel and mangers tell me that this cannot be done. This type of training and developing initiative driven personnel will cause more problems for departments and agencies in dealing with liability issues and complaints because control is lost. I wholeheartedly disagree with his sentiment. The opposite is indeed the effect you get. This is not a free reign type of leadership. Matter of fact if done appropriately it will take more effort and time on your part as a leader, because you will be involved. Your training program will be enhanced and the learning that takes place unifies your agencies and all the individuals in it. How? Through the system described above which develops “mutual trust” throughout the organization because the focus is now on results. The “how to” is left to the individuals and the instructors. But a culture must exist to encourage what the Army calls outcome based training.16
Fred Leland (Adaptive Leadership Handbook - Law Enforcement & Security)
The disciples were together, with the doors locked for fear…. —John 20:19 (NIV) After eighteen years, Pastor John preached his last sermon at our church. We honored him and his wife, Diane, with music and skits based on a popular radio program. As the host, I closed by saying, “Please come back next week! Even though two key players are leaving, make no mistake: God will always be the star of our church and He isn’t going anywhere. We all have access to Him through His Son and agent Jesus Christ. The entire production, every week, is guided and directed by the Holy Spirit.” Several members of our congregation thanked me for reminding them that a pastor, no matter how beloved, is not the Messiah. I spoke those words confidently, and yet seeing John’s empty office was unsettling. Was it like an empty tomb? Or was it just an office waiting to be filled by another key player who is not a star? There is a definite Good Friday feel to our church this week, even though Easter has come and gone. Attendance had doubled within four years of John’s arrival at our church. He eventually welcomed over seven hundred new members. Some moved away, some died, and many others will probably leave now that John is gone. To many of us, John was our church. But I hope we look to God first in our search for new leadership. I hope Jesus gives us that access. I hope the Holy Spirit directs us not just to a new pastor but to a new understanding of what we can be without John. I hope. Dear God, please allow us to become the humble leaders we are searching for. —Tim Williams Digging Deeper: Acts 20:28; 1 Cor 12:12–26
Guideposts (Daily Guideposts 2014)
For a law enforcement organization to run smoothly it needs positive leadership. Positive leadership is when a leader interacts with the frontline. Interaction is not just getting to know those a leader works with and serves, although knowing your people is an important component to leading. Interaction is as well to continually develop and train and develop not only ourselves but those the leader serves in an effort to build a common outlook. In the end positive leader understands that a strong common outlook between the top and frontline establishes trust, or even better mutual trust. The leader's true work: Be worthy of his or her constituents' trust. Positive leaders know the side with the stronger group feeling has a great advantage.2 Strong trust encourages delegation and reduces the amount of information and tactical direction needed at the top or strategic level. With less information to process and a greater focus on strategic issues, the decision making cycle at the top accelerates and the need for policies and procedures diminishes, creating a more fluid and agile organization. Mutual trust, unity and cohesion underlie everything.
Fred Leland (Adaptive Leadership Handbook - Law Enforcement & Security)
The results you are churning out are a direct or indirect reflection of what you allowed into your life. Unlearning what you already know and practice is no easy task, but sometimes it’s necessary for the programming or re-programming that must take place for success to be made deliberate.
Archibald Marwizi (Making Success Deliberate)
Teams need both leadership and management. Popular author Stephen R. Covey explains: Leadership deals with direction—with making sure that the ladder is leaning against the right wall. Management deals with speed. To double one’s speed in the wrong direction, however, is the very definition of foolishness. Leadership deals with vision—with keeping the mission in sight—and with effectiveness and results. Management deals with establishing structure and systems to get those results. It focuses on efficiency, cost-benefit analyses, logistics, methods, procedures, and policies.[6]
Gary L. McIntosh (Staff Your Church for Growth: Building Team Ministry in the 21st Century)
I have observed an analogy between a force field equilibrium and resistance to change in organizations. Let us imagine change to be a coiled spring in a field of opposing forces, such that some forces support change and others resist it. By increasing supporting forces such as supervisory pressure, prospects of career growth and monetary benefits or decreasing the resisting forces such as group norms, social rewards and work avoidance, the situation can be directed towards the desired result - but for a short time only, and that too only to a certain extent. After a while the resisting forces push back with greater force as they are compressed even more tightly. Therefore, a better approach would be to decrease the resisting force in such a manner that there is no concomitant increase in the supporting forces. In this way, less energy will be needed to bring about and maintain change. The result of the forces i mentioned above, is motive.
Arun Tiwari
Leaders walk their talks. They don’t give theories that do not work. They have clarity into their dreams and insight into their directions!
Israelmore Ayivor (Leaders' Ladder)
Leaders must be arrogant enough to believe they are worth following, but humble enough to know that others may have a better sense of the direction they should take.
Alan Murray (The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time)
Truth be told, nobody thought Dell’s direct business model would work, at least back in the early 90s. As Bill Sharpe, head of the advertising agency that held the Dell Canada account from 1996 to 2006, told me, “I had a business partner in California who said, we have a client, Dell. It sells computers over the phone, and ships them to you. I said, ‘There’s no way, who’s gonna buy a computer over the phone? They’re complicated.
Heather Simmons
Jefferson did try. “Nothing shall be spared on my part to obliterate the traces of party and consolidate the nation, if it can be done without abandonment of principle,” he said in March 1801.8 Thirty-four months later, after the partisan wars of his first term, he struck more practical notes, accepting the world as it was. “The attempt at reconciliation was honorably pursued by us for a year or two and spurned by them,” he said.9 As Jefferson well knew, in practice the best he could hope for was a truce between himself and his opponents, not a permanent peace. Political divisions were intrinsic; what mattered most was how a president managed those divisions. Jefferson’s strategy was sound. Believing in the promise of democratic republicanism and in his own capacity for transformative leadership, he took a broad view: “There is nothing to which a nation is not equal where it pours all its energies and zeal into the hands of those to whom they confide the direction of their force.”10 He proposed a covenant: Let us meet the political challenges of the country together and try to restrain the passions that led to the extremist, apocalyptic rhetoric of what Jefferson called the “gloomy days of terrorism” of the 1790s, and perhaps politics could become a means of progress, not simply a source of conflict.11 The prevailing Federalist view was that such a covenant was lovely to talk about but impossible to bring into being. John Quincy Adams was right when he told his diary that political war was to be the rule, not the exception, in American life. “The country is so totally given up to the spirit of party, that not to follow blindfold the one or the other is an inexpiable offense,” Adams wrote during Jefferson’s first term.12
Jon Meacham (Thomas Jefferson: The Art of Power)
The battle plans and tactics of the Fifth Panzer Army, more than those of any other German army that took part in the Ardennes counteroffensive, bore the very strong personal imprint of its commander, General Manteuffel. As a junior officer in the prewar panzer troops, Manteuffel had made a mark as an armored specialist. His record in North Africa and Russia, where he achieved a reputation for energetic leadership and personal bravery, brought him to Hitler's attention and promotion directly from a division to an army command. Despite the failure of his Fifth Panzer Army in the Lorraine campaign against Patton's Third Army, Manteuffel was listed by Hitler for command in the Ardennes. His staff, carefully selected and personally devoted to the little general, was probably the best German staff on the Western Front.
Hugh M. Cole (The Ardennes - Battle of the Bulge (World War II from Original Sources))
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.
Aleksandr Solzhenitsyn (Warning to the West)
EXPERIMENT That our beliefs about the capability of others have a direct impact on their performance has been adequately demonstrated in a number of experiments from the field of education. In these tests teachers are told, wrongly, that a group of average pupils are either scholarship candidates or have learning difficulties. They teach a set curriculum to the group for a period of time. Subsequent academic tests show that the pupils’ results invariably reflect the false beliefs of their teachers about their ability. It is equally true that the performance of employees will reflect the beliefs of their managers. For example, Fred sees himself as having limited potential. He feels safe only when he operates well within his prescribed limit. This is like his shell. His manager will only trust him with tasks within that shell. The manager will give him task A, because he trusts Fred to do it and Fred is able to do it. The manager will not give him task B, because he sees this as beyond Fred’s capability. He sees only Fred’s performance, not his potential. If he gives the task to the more experienced Jane instead, which is expedient and understandable, the manager reinforces or validates Fred’s shell and increases its strength and thickness. He needs to do the opposite, to help Fred venture outside his shell, to support or coach him to success with task B. To use coaching successfully we have to adopt a far more optimistic view than usual of the dormant capability of all people. Pretending we are optimistic is insufficient because our genuine beliefs are conveyed in many subtle ways of which we are not aware.
John Whitmore (Coaching for Performance: GROWing Human Potential and Purpose: The Principles and Practice of Coaching and Leadership)
And one of the paradoxes is that leaders, the higher they go, the less vertical feedback they get on how they’re actually doing, because people are afraid to tell them. So leaders can go off in a direction thinking they’re doing fine, not realizing they’re not,
Daniel Goleman (The Executive Edge: An Insider's Guide to Outstanding Leadership)
Leadership is about focus and concentrations. To be in focus, choose a clear direction. To concentrate, remain in that direction!
Israelmore Ayivor (Leaders' Ladder)
The competency of people you mobilize to work with will determine the output you will receive. As a leader, always look for people who buy into your vision.
Israelmore Ayivor (Leaders' Ladder)
The author commented that John F. Kennedy's 1960 presidential campaign team worked like a band of brothers, while Richard Nixon's campaign team worked like a band of brothers in law under the direction of a quarrelsome aunt.
David Pietrusza (1960--LBJ vs. JFK vs. Nixon: The Epic Campaign That Forged Three Presidencies)
A leader is accountable for actions of frontline personnel whether they are on scene or not, so it is imperative that leaders train and prepare those on the frontline. Leadership accountability comes from our preparation and the continued education, learning and developing of frontline decision makers.  NOT from standing over them directing them, or written policy and procedures, or checklists on how to perform in a given set of circumstances. A leader does not have to be on every call, it is impossible to be on every call. It is just not necessary if you prepare your frontline people effectively and development is an ongoing process.  Train and Trust FRONTLINE Personnel! They will get it done and done right!
Fred Leland (Adaptive Leadership Handbook - Law Enforcement & Security)