Distinguished Leader Quotes

Look again at that dot. That's here. That's home. That's us. On it everyone you love, everyone you know, everyone you ever heard of, every human being who ever was, lived out their lives. The aggregate of our joy and suffering, thousands of confident religions, ideologies, and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilization, every king and peasant, every young couple in love, every mother and father, hopeful child, inventor and explorer, every teacher of morals, every corrupt politician, every "superstar," every "supreme leader," every saint and sinner in the history of our species lived there-on a mote of dust suspended in a sunbeam. The Earth is a very small stage in a vast cosmic arena. Think of the endless cruelties visited by the inhabitants of one corner of this pixel on the scarcely distinguishable inhabitants of some other corner, how frequent their misunderstandings, how eager they are to kill one another, how fervent their hatreds. Think of the rivers of blood spilled by all those generals and emperors so that, in glory and triumph, they could become the momentary masters of a fraction of a dot. Our posturings, our imagined self-importance, the delusion that we have some privileged position in the Universe, are challenged by this point of pale light. Our planet is a lonely speck in the great enveloping cosmic dark. In our obscurity, in all this vastness, there is no hint that help will come from elsewhere to save us from ourselves. The Earth is the only world known so far to harbor life. There is nowhere else, at least in the near future, to which our species could migrate. Visit, yes. Settle, not yet. Like it or not, for the moment the Earth is where we make our stand. It has been said that astronomy is a humbling and character-building experience. There is perhaps no better demonstration of the folly of human conceits than this distant image of our tiny world. To me, it underscores our responsibility to deal more kindly with one another, and to preserve and cherish the pale blue dot, the only home we've ever known.

A leader, you see, is one of the things that distinguishes a mob from a people. He maintains the level of individuals. Too few individuals, and a people reverts to a mob.

Democracy requires the ability of a population to pay attention long enough to identify real problems, distinguish them from fantasies, come up with solutions, and hold their leaders accountable if they fail to deliver them.

From this distant vantage point, the Earth might not seem of particular interest. But for us, it's different. Consider again that dot. That's here, that's home, that's us. On it everyone you love, everyone you know, everyone you ever heard of, every human being who ever was, lived out their lives. The aggregate of our joy and suffering, thousands of confident religions, ideologies, and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilization, every king and peasant, every young couple in love, every mother and father, hopeful child, inventor and explorer, every teacher of morals, every corrupt politician, every "superstar," every "supreme leader," every saint and sinner in the history of our species lived there – on a mote of dust suspended in a sunbeam. The Earth is a very small stage in a vast cosmic arena. Think of the rivers of blood spilled by all those generals and emperors so that, in glory and triumph, they could become the momentary masters of a fraction of a dot. Think of the endless cruelties visited by the inhabitants of one corner of this pixel on the scarcely distinguishable inhabitants of some other corner, how frequent their misunderstandings, how eager they are to kill one another, how fervent their hatreds. Our posturings, our imagined self-importance, the delusion that we have some privileged position in the Universe, are challenged by this point of pale light. Our planet is a lonely speck in the great enveloping cosmic dark. In our obscurity, in all this vastness, there is no hint that help will come from elsewhere to save us from ourselves. The Earth is the only world known so far to harbor life. There is nowhere else, at least in the near future, to which our species could migrate. Visit, yes. Settle, not yet. Like it or not, for the moment the Earth is where we make our stand. It has been said that astronomy is a humbling and character-building experience. There is perhaps no better demonstration of the folly of human conceits than this distant image of our tiny world. To me, it underscores our responsibility to deal more kindly with one another, and to preserve and cherish the pale blue dot, the only home we've ever known.

It is the capacity to develop and improve their skills that distinguishes leaders from followers.

Anyaele Sam Chiyson Leadership Law of Reproduction: Distinguished leaders impress, inspire and invest in other leaders.

The ability to stay calm and focused in the midst of change is what distinguishes great leaders from those just collecting a paycheck.

Innovation distinguishes between a leader and a follower.

To know how to distinguish the agitation arising from covetousness, from the agitation arising from principles, to fight the one and aid the other, in this lies the genius and the power of great revolutionary leaders.

Steve Jobs says "innovation distinguishes between a leader and a follower". But I believe some followers are more innovative than their leaders. Some leaders come perchance.

It is not faith that distinguishes our real leaders. It is doubt. Their ability to overcome it.

President Ronald Reagan, who spent World War II in Hollywood, vividly described his own role in liberating Nazi concentration camp victims. Living in the film world, he apparently confused a movie he had seen with a reality he had not. On many occasions in his Presidential campaigns, Mr. Reagan told an epic story of World War II courage and sacrifice, an inspiration for all of us. Only it never happened; it was the plot of the movie A Wing and a Prayer — that made quite an impression on me, too, when I saw it at age 9. Many other instances of this sort can be found in Reagan's public statements. It is not hard to imagine serious public dangers emerging out of instances in which political, military, scientific or religious leaders are unable to distinguish fact from vivid fiction.

There’s always a prevailing mystique in any civilization,” Leto said. “It builds itself as a barrier against change, and that always leaves future generations unprepared for the universe’s treachery. All mystiques are the same in building these barriers—the religious mystique, the hero-leader mystique, the messiah mystique, the mystique of science/technology, and the mystique of nature itself. We live in an Imperium which such a mystique has shaped, and now that Imperium is falling apart because most people don’t distinguish between mystique and their universe. You see, the mystique is like demon possession; it tends to take over the consciousness, becoming all things to the observer.

He wrestled with himself, like Jacob . . . like every leader ever to set foot on this earth. It is not faith that distinguishes our real leaders. It is doubt. Their ability to overcome it.

Innovation distinguishes between a leader and a follower.

Initiative, imagination, and courage distinguish between a leader and a follower.

Not the education, but the vision, distinguishes a leader from a follower.

All of us are not always smarter than one of us, leaders need to distinguish between the wisdom of crowds and the madness of crowds.

To become distinguished in your industry, you have to constantly manage, master and maximise your time.

Innovation distinguishes between a leader and a follower.’ – Steve Jobs

It is not hard to imagine serious public dangers emerging out of instances in which political, military, scientific or religious leaders are unable to distinguish fact from vivid fiction.

We succeeded in taking that picture from [deep space], and, if you look at it, you see a dot. That's here. That's home. That's us. On it, everyone you ever heard of, every human being who ever lived, lived out their lives. The aggregate of all our joys and sufferings, thousands of confident religions, ideaologies and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilizations, every king and peasant, every young couple in love, every hopeful child, every mother and father, every inventor and explorer, every teacher of morals, every corrupt politician, every superstar, every supreme leader, every saint and sinner in the history of our species lived there on a mote of dust, suspended in a sunbeam. The earth is a very small stage in a vast cosmic arena. Think of the rivers of blood spilled by all those generals and emperors so that in glory and in triumph they could become the momentary masters of a fraction of a dot. Think of the endless cruelties visited by the inhabitants of one corner of the dot on scarcely distinguishable inhabitands of some other corner of the dot. How frequent their misunderstandings, how eager they are to kill one another, how fervent their hatreds. Our posturings, our imagined self-importance, the delusion that we have some privileged position in the universe, are challenged by this point of pale light. Our planet is a lonely speck in the great enveloping cosmic dark. In our obscurity--in all this vastness-- there is no hint that help will come from elsewhere to save us from ourselves. It is up to us... To my mind, there is perhaps no better demostration of the folly of human conceits than this distant image of our tiny world. To me, it underscores our responsibility to deal more kindly and compassionately with one another and to preserve and cherish that pale blue dot, the only home we've ever known.

Let’s add up what we know. He gravitated toward all things occult. He wanted to be a member of a tight clan with strict rules and secret codes. He craved highly organized social structures, with leaders and followers clearly distinguished.  A group with little appeal to the masses. A group with few members. We know that these Nordic runes fascinated him. And apparently he held that fascination for a long time, given that he added the ‘Hagalaz’ to the message intended for Marshal Pack.

Act Well the Part That Is Given to You We are like actors in a play. The divine will has assigned us our roles in life without consulting us. Some of us will act in a short drama, others in a long one. We might be assigned the part of a poor person, a cripple, a distinguished celebrity or public leader, or an ordinary private citizen. Although we can’t control which roles are assigned to us, it must be our business to act our given role as best as we possibly can and to refrain from complaining about it. Wherever you find yourself and in whatever circumstances, give an impeccable performance. If you are supposed to be a reader, read; if you are supposed to be a writer, write.

It is, therefore, necessary to be suspicious of those who seek to convince us with means other than reason, and of charismatic leaders: we must be cautious about delegating to others our judgement and our will. Since it is difficult to distinguish true prophets from false, it is as well to regard all prophets with suspicion. It is better to renounce revealed truths, even if they exalt us by their splendor of if we find them convenient because we can acquire them gratis. It is better to content oneself with other more modest and less exiting truths, those one acquires painfully, little by little and without shortcuts, with study, discussion, and reasoning, those that can we verified and demonstrated.

A distinguished woman is never a follower—she is always a leader—and you, Mary, are a distinguished woman.

distinguish between excusable and inexcusable mistakes,

One thing that distinguishes a boss from a leader is the ability to suspend belief and disbelief so that innovations and new processes will have a chance to emerge.

The foremost challenge for leaders today, we suggest, is to maintain the clarity to stand confidently in the abundant universe of possibility, no matter how fierce the competition, no matter how stark the necessity to go for the short-term goal, no matter how fearful people are, and no matter how urgently the wolf may appear to howl at the door. It is to have the courage and persistence to distinguish the downward spiral from the radiant realm of possibility in the face of any challenge.

...A legendary leader distinguishes himself as someone who gets ahead of his people from an impasse and futile general consensus, and then finds new grounds that constitute the base from which a unique course of his people’s destiny is charted...

In the center of the movement, as the motor that swings it onto motion, sits the Leader. He is separated from the elite formation by an inner circle of the initiated who spread around him an aura of impenetrable mystery which corresponds to his “intangible preponderance.” His position within this intimate circle depends upon his ability to spin intrigues among its members and upon his skill in constantly changing its personnel. He owes his rise to leadership to an extreme ability to handle inner-party struggles for power rather than to demagogic or bureaucratic-organizational qualities. He is distinguished from earlier types of dictators in that he hardly wins through simple violence. Hitler needed neither the SA nor the SS to secure his position as leader of the Nazi movement; on the contrary, Röhm, the chief of the SA and able to count upon its loyalty to his own person, was one of Hitler’s inner-party enemies. Stalin won against Trotsky, who not only had a far greater mass appeal but, as chief of the Red Army, held in his hands the greatest power potential in Soviet Russia at the time. Not Stalin, but Trotsky, moreover, was the greatest organizational talent, the ablest bureaucrat of the Russian Revolution. On the other hand, both Hitler and Stalin were masters of detail and devoted themselves in the early stages of their careers almost entirely to questions of personnel, so that after a few years hardly any man of importance remained who did not owe his position to them.

Walmart’s founder, Sam Walton, famously enshrined the company’s customer service aspiration into its “10-foot rule”: Whenever an employee is within ten feet of a customer, they’re expected to look them in the eye, smile, and ask, “How can I help you?

The bottom line is that, much as in rich countries, we have no accepted recipe for how to make growth happen in poor countries. Even the experts seem to have accepted this. In 2006, the World Bank asked the Nobel laureate Michael Spence to lead the Commission on Growth and Development (informally known as the Growth Commission). Spence initially refused, but convinced by the enthusiasm of his would-be fellow panelists, a highly distinguished group that included Robert Solow, he finally agreed. But their report ultimately recognized that there are no general principles, and no two growth episodes seem alike. Bill Easterly, not very charitably perhaps, but quite accurately, described their conclusion: “After two years of work by the commission of 21 world leaders and experts, an 11-member working group, 300 academic experts, 12 workshops, 13 consultations, and a budget of $4m, the experts’ answer to the question of how to attain high growth was roughly: we do not know, but trust experts to figure it out.

What are we waiting for, assembled in the forum? The barbarians are due here today. Why isn't anything happening in the senate? Why do the senators sit there without legislating? Because the barbarians are coming today. What laws can the senators make now? Once the barbarians are here, they'll do the legislating. Why did our emperor get up so early, and why is he sitting at the city's main gate on his throne, in state, wearing the crown? Because the barbarians are coming today and the emperor is waiting to receive their leader. He has even prepared a scroll to give him, replete with titles, with imposing names. Why have our two consuls and praetors come out today wearing their embroidered, their scarlet togas? Why have they put on bracelets with so many amethysts, and rings sparkling with magnificent emeralds? Why are they carrying elegant canes beautifully worked in silver and gold? Because the barbarians are coming today and things like that dazzle the barbarians. Why don't our distinguished orators come forward as usual to make their speeches, say what they have to say? Because the barbarians are coming today and they're bored by rhetoric and public speaking. Why this sudden restlessness, this confusion? (How serious people's faces have become.) Why are the streets and squares emptying so rapidly, everyone going home so lost in thought? Because night has fallen and the barbarians have not come. And some who have just returned from the border say there are no barbarians any longer. And now, what's going to happen to us without barbarians? They were, those people, a kind of solution

Not only were the Jews expecting the birth of a Great King, a Wise Man and a Saviour, but Plato and Socrates also spoke of the Logos and of the Universal Wise Man 'yet to come'. Confucius spoke of 'the Saint'; the Sibyls, of a 'Universal King'; the Greek dramatist, of a saviour and redeemer to unloose man from the 'primal eldest curse'. All these were on the Gentile side of the expectation. What separates Christ from all men is that first He was expected; even the Gentiles had a longing for a deliverer, or redeemer. This fact alone distinguishes Him from all other religious leaders.

What distinguishes love-driven leaders from tyrants? "Great affection" coupled with the passion to see others "run at full speed towards perfection." Love-driven leadership is not urging others forward without concern for their aspirations, well-being, or personal needs. Nor is it being the nice-guy manager who overlooks underperformance that could damage a subordinate's long-term prospects. Instead, love-driven leaders hunger to see latent potential blossom and to help it happen. In more prosaic terms, when do children, students, athletes, or employees achieve their full potential? When they're parented, taught, coached, or managed by those who engender trust, provide support and encouragement, uncover potential, and set high standards.

That you cannot distinguish between the able and the incompetent shows that your eyes are corrupt. Your failure to chant the Odes and the Documents shows that your mouth is corrupt. Your rejection of loyal advice shows that your ears are corrupt. Your ignorance of past and present shows that your whole being is corrupt. Your conflicts with the lords of the realm show that your stomach is corrupt. Your dream of usurpation shows that your mind is corrupt. To make a renowned scholar like me serve as drum master is a poor imitation of the tricks of such villains of old as Yang Huo who slighted Confucius, or Zang Cang who tried to ruin Mencius. Do you think you can hold men in such contempt and still become the leader of the lords of the realm?

Star performers are very likely to attract sponsors, and loyal performers are very likely to keep them. But if they fail to distinguish themselves, these loyal performers run the risk of becoming permanent seconds, lieutenants who never make captain. To position themselves for the top job, protégés must therefore contribute something the leader prizes but may intrinsically lack:

When you try to exercise authority within a department that is outside your core competencies, you will hinder everything and everyone under your watch. If you fail to distinguish between authority and competence, you will exert your influence in ways that damage projects and people. To put it bluntly, there are things you are responsible for that you should keep your nose out of.

Shorten is one of that interesting pack of politicians born of determined mothers and largely absent fathers. There are so many: Barack Obama, Bill Clinton and Tony Blair are distinguished alumni. Among recent Labor leaders in Australia are Rudd, Albanese and Shorten. Among the qualities these men share are self-discipline, boundless ambition and an appetite for approval on a national scale.

Character – the inner world of motives and values that shapes our actions – is the ultimate determiner of the nature of our leadership. It empowers our capacities while keeping them in check. It distinguishes those who steward power well from those who abuse power. Character weaves such values as integrity, honesty, and selfless service into the fabric of our lives, organizations, and cultures.

Yoshino distinguishes covering from “conversion” (trying to become straight) and “passing” (staying in the closet), and points out that even after gay people come out, society exerts a “covering demand” on its minority members. I would argue that, by pleading for more magnanimous treatment of our opponents, gay thought leaders were unconsciously applying the covering demand to the LGBT equality movement as a whole.

10 fundamental lessons of history: 1. We do not learn from history. 2. Science and technology do not make us immune to the laws of history. 3. Freedom is not a universal value. 4. Power is the universal value. 5. The Middle East is the crucible of conflict and the graveyard of empires. 6. The United States shares the destinies of the great democracies, the republics, and the superpowers of the past. 7. Along with the lust for power, religion and spirituality are the most profound motivators in human history. 8. Great nations rise and fall because of human decisions made by individual leaders. 9. The statesman is distinguished from a mere politician by four qualities: a bedrock of principles, a moral compass, a vision, and the ability to create a consensus to achieve that vision. 10. Throughout its history, the United States has charted a unique role in history.

The self-generating power of the soul is man’s true and final secret, by virtue of which he is made in the likeness of God the creator and distinguished from all other living things. These images, ideas, values, and potentialities of the treasure hidden in the unconscious are brought to birth and realized by the hero in his various guises—savior and man of action, seer and sage, founder and artist, inventor and discoverer, scientist and leader.

There are those among my young men who have reached the age of wild spirits,’ he said. ‘They must be eased through this period. I must leave no great reasons around for them to challenge me. Because I would have to maim and kill among them. This is not the proper course for a leader if it can be avoided with honor. A leader, you see, is one of the things that distinguishes a mob from a people. He maintains the level of individuals. Too few individuals, and a people reverts to a mob.

13.  He wins his battles by making no mistakes. [Ch’en Hao says: “He plans no superfluous marches, he devises no futile attacks.” The connection of ideas is thus explained by Chang Yu: “One who seeks to conquer by sheer strength, clever though he may be at winning pitched battles, is also liable on occasion to be vanquished; whereas he who can look into the future and discern conditions that are not yet manifest, will never make a blunder and therefore invariably win.”] Making no mistakes is what establishes the certainty of victory, for it means conquering an enemy that is already defeated. 14.  Hence the skillful fighter puts himself into a position which makes defeat impossible, and does not miss the moment for defeating the enemy. [A “counsel of perfection” as Tu Mu truly observes. “Position” need not be confined to the actual ground occupied by the troops. It includes all the arrangements and preparations which a wise general will make to increase the safety of his army.] 15.  Thus it is that in war the victorious strategist only seeks battle after the victory has been won, whereas he who is destined to defeat first fights and afterwards looks for victory. [Ho Shih thus expounds the paradox: “In warfare, first lay plans which will ensure victory, and then lead your army to battle; if you will not begin with stratagem but rely on brute strength alone, victory will no longer be assured.”] 16.  The consummate leader cultivates the moral law, and strictly adheres to method and discipline; thus it is in his power to control success. 17.  In respect of military method, we have, firstly, Measurement; secondly, Estimation of quantity; thirdly, Calculation; fourthly, Balancing of chances; fifthly, Victory. 18.  Measurement owes its existence to Earth; Estimation of quantity to Measurement; Calculation to Estimation of quantity; Balancing of chances to Calculation; and Victory to Balancing of chances. [It is not easy to distinguish the four terms very clearly in the Chinese. The

These simple words reveal Rahab’s amazing destiny: Salmon the father of Boaz, whose mother was Rahab (Matthew 1:5). In other words, Salmone and Rahab were married and had a son. The Bible gives us a glimpse into Salmone’s background through several genealogies (1 Chronicles 2:11; Ruth 4:20–21). Clearly, he comes from a highly distinguished family in the house of Judah; his father Nahshon is the leader of the people of Judah, and his father’s sister is wife to Aaron (Numbers 2:3–4). Of Salmone’s own specific accomplishments and activities nothing is known. But the verse in Matthew is still shocking. How could a man who is practically a Jewish aristocrat, significant enough to get his name recorded in the Scriptures, marry a Canaanite woman who has earned her living entertaining gentlemen? Much of this novel deals with that question. Needless to say, this aspect of the story is purely fictional. We only know that Salmone married Rahab and had a son by her, and that Jesus Himself counts this Canaanite harlot as one of His ancestors. On how such a marriage came about or what obstacles it faced, the Bible is silent.

Men of letters were not immune to the Pearl Harbor spell. One of the most distinguished poets of twentieth-century Japan, Saito Mokichi, fifty-nine at the time, recorded in his diary: “The red blood of my old age is now bursting with life! … Hawaii has been attacked!” The thirty-six-year-old novelist Ito Sei wrote in his journal: “A fine deed. The Japanese tactic wonderfully resembles the one employed in the Russo-Japanese War.” Indeed, that war started with Japan’s surprise attack on Russian ships in Port Arthur on February 8, 1904, two days before Japan’s formal declaration of war. Japan won that war. Even those Japanese who had previously disapproved of their country’s expansionism in Asia were excited by Japan’s war with the West. In an instant, the official claim, gradually adopted by the Japanese government over the preceding decade, of liberating Asia from Western encroachment gained legitimacy in their eyes. Until then, the innately self-contradictory nature of fighting an anti-imperialist war for Asia against fellow Asians in China had tormented them. Takeuchi Yoshimi, a thirty-one-year-old Sinologist, now said he and his friends had been mistaken in doubting their leaders’ true intentions:

Other animals are exceptionally good at identifying and reacting to predators, rivals and friends. They never act as if they believe that rivers or trees are inhabited by spirits who are watching. In all these ways, other animals continually demonstrate their working knowledge that they live in a world brimming with other minds as well as their knowledge of those minds' boundaries. their understanding seems more acute, pragmatic, and frankly, better than ours at distinguishing real from fake. So, I wonder, do humans really have a better developed Theory of Mind than other animals? ...Children talk to dolls for years, half believing or firmly believing that the doll hears and feels and is a worthy confidante. Many adults pray to statues, fervently believing that they're listening. ...All of this indicates a common human inability to distinguish conscious minds from inanimate objects, and evidence from nonsense. Children often talk to a fully imaginary friends whom they believe listens and has thoughts. Monotheism might be the adult version. ...In the world's most technologically advanced, most informed societies, a majority people take it for granted that disembodied spirits are watching, judging, and acting on them. Most leaders of modern nations trust that a Sky-God can be asked to protect their nation during disasters and conflicts with other nations. All of this is theory of mind gone wild, like an unguided fire hose spraying the whole universe with presumed consciousness. Humans' "superior" Theory of Mind is in part pathology. The oft repeated line "humans are rational beings" is probably our most half-true assertion about ourselves. There is in nature an overriding sanity and often in humankind an undermining insanity. We, among all animals, are most frequently irrational, distortional, delusional, and worried. Yet, I also wonder, is our pathological ability to generate false beliefs...also the very root of human creativity?

During the racial confrontations of the 1960s, An American Dilemma encountered rising criticism from activists and scholars who disputed Myrdal's optimism about white liberalism, as well as his negative statements about certain aspects of African-American culture. In the mid- and late 1940s, however, the study received virtually unsparing praise. W.E.B. Du Bois, the nation's most distinguished black historian and intellectual, hailed the book as a "monumental and unrivaled study." So did other black leaders, ranging from the sociologist E. Franklin Frazier, whose criticisms of lower-class black culture influenced Myrdal's arguments, to the novelist Richard Wright, whose bitter autobiography, Black Boy, appeared in 1945.

There are times when even the best leaders lose their emotional balance. Leadership brings with it responsibility, and responsibility, in times of serious adversity, brings emotional turmoil and strain. In this sense responsibility is like a lever, which can upset a leader’s emotional balance when adversity presses down hard on one end. When the adversity is threatening enough or comes without warning, it can unbalance the leader at a single stroke. Even a leader as great as Lincoln was floored more than once in this way. Other times the effect is cumulative, coming after a period of sustained high tension—of pressure on one end and resistance on the other—until finally the leader’s equanimity begins to give way. The point is that every leader has her emotional limits, and there is no shame in exceeding them. What distinguishes effective leaders from inferior ones, rather, is their ability to restore their emotional balance.

Obama’s embrace of nuance distinguished him sharply from his GOP antagonists. Back in 2004, President George W. Bush told Senator Joe Biden, “I don’t do nuance.” Former Louisiana governor Bobby Jindal, a Republican, even blamed Trump’s ascendance in 2016 on precisely this penchant of Obama’s, writing in the Wall Street Journal that, “after seven years of the cool, weak and endlessly nuanced ‘no drama Obama,’ voters are looking for a strong leader who speaks in short, declarative sentences.” His remarks mirror criticisms made several years earlier by Mitt Romney, who accused the then-president of being “tentative, indecisive, timid and nuanced.” (The response of one liberal pundit shows the fluid perspective clearly: “Obama is ‘nuanced’? Yes, but can someone explain why that’s a bad thing? It’s a complex, ‘turbulent,’ and ever-changing world. Having a chief executive who appreciates and is aware of ‘nuance’ strikes me as positive.”)

The French philosopher and political activist Simone Weil wrote that "to be rooted is perhaps the most important and least recognized need of the human soul." The modern condition of rootlessness is a foundational experience of totalitarianism; totalitarian movements succeed when they offer rootless people what they most crave: an ideologically consistent world aiming at grand narratives that give meaning to their lives. By consistently repeating a few key ideas, a manipulative leader provides a sense of rootedness grounded upon a coherent fiction that is "consistent, comprehensible, and predictable." George Lakoff, former distinguished professor of cognitive science and linguistics at the University of California at Berkeley, writes, “That's why authoritarian leaders always attack the press. They seek to deny and distract from the truth, and this requires undermining those who tell it. . . . Corrupt regimes always seek to replace truth with lies that increase and preserve their power. The Digital Age makes this easier than ever.

Still, there was a basic contradiction at the heart of Obama’s decision to intervene that contributed to this unraveling. His focus on a front-end solution—consciously trying to avoid the nation-building missteps of George W. Bush—foreclosed any meaningful American role in the postwar stabilization or reconstruction of Libya. There would be no peacekeepers, trainers, or advisers. That distinguished Libya from Iraq and Afghanistan, but also from Bosnia, Kosovo, and virtually every other American intervention since World War II. The absence of boots on the ground deprived the United States of leverage in dealing with Libya’s new leaders. While these leaders squabbled among themselves in Tripoli, the radical jihadi groups helped themselves to assault rifles and machine guns from Colonel Qaddafi’s ransacked armories. As in Iraq half a decade earlier, the lack of security proved to be Libya’s undoing: The militias poured in to fill the vacuum left by Qaddafi. What had been hailed by many as a “model intervention” turned out to be a blueprint for chaos.

In biology, the most basic assumptions of evolutionary theory elude otherwise able students who insist that the process of evolution is guided by a striving toward perfection. College students who have studied economics offer explanations of market forces that are essentially identical to those preferred by college students who have never taken an economics course. Equally severe biases and stereotypes pervade the humanistic segment of the curriculum, from history to art. Students who can discuss in detail the complex causes of the First World War turn right around and explain equally complex current events in terms of the simplest "good guy-bad guy" scenario. (This habit of mind is not absent from political leaders, who are fond of portraying the most complicated international situations along the lines of a Hollywood script.) Those who have studied the intricacies of modern poetry, learning to esteem T. S. Eliot and Ezra Pound, show little capacity to distinguish masterworks from amateurish drivel once the identity of the author has been hidden from view.

The Igbo people of Southern Nigeria are more than ten million strong and must be accounted one of the major peoples of Africa. Conventional practice would call them a tribe, but I no longer follow that convention. I call them a nation. "Here we go again!," you might be thinking. Well, let me explain. My Pocket Oxford Dictionary defines tribe as follows: "group of (esp. primitive) families or communities linked by social, religious or blood ties and usually having a common culture and dialect and a recognized leader." If we apply the different criteria of this definition to Igbo people we will come up with the following results: a. Igbo people are not primitive; if we were I would not be offering this distinguished lecture, or would I?; b. Igbo people are not linked by blood ties; although they may share many cultural traits; c. Igbo people do not speak one dialect; they speak one language which has scores of major and minor dialects; d. and as for having one recognized leader, Igbo people would regard the absence of such a recognized leader as the very defining principle of their social and political identity.

The best were only men of theory. But whatever the distinguished few may have been, it is the substance and mass of the body which constitutes its character, and must finally determine its direction. In all bodies, those who will lead must also, in a considerable degree, follow. They must conform their propositions to the taste, talent, and disposition of those whom they wish to conduct: therefore, if an assembly is viciously or feebly composed in a very great part of it, nothing but such a supreme degree of virtue as very rarely appears in the world, and for that reason cannot enter into calculation, will prevent the men of talents disseminated through it from becoming only the expert instruments of absurd projects. If, what is the more likely event, instead of that unusual degree of virtue, they should be actuated by sinister ambition and a lust of meretricious glory, then the feeble part of the assembly, to whom at first they conform, becomes, in its turn, the dupe and instrument of their designs. In this political traffic, the leaders will be obliged to bow to the ignorance of their followers, and the followers to become subservient to the worst designs of their leaders.

Look again at that dot. That’s here. That’s home. That’s us. On it everyone you love, everyone you know, everyone you ever heard of, every human being who ever was, lived out their lives. The aggregate of our joy and suffering, thousands of confident religions, ideologies, and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilization, every king and peasant, every young couple in love, every mother and father, hopeful child, inventor and explorer, every teacher of morals, every corrupt politician, every “superstar,” every “supreme leader,” every saint and sinner in the history of our species lived there—on a mote of dust suspended in a sunbeam. The Earth is a very small stage in a vast cosmic arena. Think of the rivers of blood spilled by all those generals and emperors so that, in glory and triumph, they could become the momentary masters of a fraction of a dot. Think of the endless cruelties visited by the inhabitants of one corner of this pixel on the scarcely distinguishable inhabitants of some other corner, how frequent their misunderstandings, how eager they are to kill one another, how fervent their hatreds. Our posturings, our imagined self-importance, the delusion that we have some privileged position in the Universe, are challenged by this point of pale light. Our planet is a lonely speck in the great enveloping cosmic dark. In our obscurity, in all this vastness, there is no hint that help will come from elsewhere to save us from ourselves.

Look again at that dot. That's here. That's home. That's us. On it everyone you love, everyone you know, everyone you ever heard of, every human being who ever was, lived out their lives. The aggregate of our joy and suffering, thousands of confident religions, ideologies, and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilization, every king and peasant, every young couple in love, every mother and father, hopeful child, inventor and explorer, every teacher of morals, every corrupt politician, every "superstar," every "supreme leader," every saint and sinner in the history of our species lived there--on a mote of dust suspended in a sunbeam. The Earth is a very small stage in a vast cosmic arena. Think of the rivers of blood spilled by all those generals and emperors so that, in glory and triumph, they could become the momentary masters of a fraction of a dot. Think of the endless cruelties visited by the inhabitants of one corner of this pixel on the scarcely distinguishable inhabitants of some other corner, how frequent their misunderstandings, how eager they are to kill one another, how fervent their hatreds. Our posturings, our imagined self-importance, the delusion that we have some privileged position in the Universe, are challenged by this point of pale light. Our planet is a lonely speck in the great enveloping cosmic dark. In our obscurity, in all this vastness, there is no hint that help will come from elsewhere to save us from ourselves.

While the founder [of any religious or spiritual system] was still walking among his followers and disciples, the latter did not distinguish between the person of their leader and his teaching; for the teaching was realized in the person and the person was livingly explained in the teaching. To embrace the teaching was to follow his steps - that is, to believe in him. His presence among them was enough to inspire them and convince them of the truth of his teaching... So long as he lived among them and spoke to them his teaching and his person appealed to them as an individual unity. But things went differently when his stately and inspiring personality was no more seen in the flesh... The similarities that were, either consciously or unconsciously, recognized as existing in various forms between leader and disciple gradually vanished, and as they vanished, the other side - that is, that which made him so distinctly different from his followers - came to assert itself all the more emphatically and irresistibly. The result was the conviction that he must have come from quite a unique spiritual source. The process of deification thus constantly went on until, some centuries after the death of the Master, he became a direct manifestation of the Supreme Being himself - in fact, he was the Highest One in the flesh, in him there was a divine humanity in perfect realization... Indeed, the teaching is to be interpreted in the light of the teacher's divine personality. The latter now predominates over the whole system; he is the centre whence radiate the rays of Enlightenment, salvation is only possible in believing in him as saviour.

But I am pondering over the skill with which you have presented the whole argument in support of your proposition, Ischomachus. For you stated that husbandry is the easiest of all arts to learn, and after hearing all that you have said, I am quite convinced that this is so. Of course it is, cried Ischomachus; but I grant you, Socrates, that in respect of aptitude for command, which is common to all forms of business alike—agriculture, politics, estate-management, warfare—in that respect the intelligence shown by different classes of men varies greatly. [...]Just as a love of work may spring up in the mind of a private soldier here and there, so a whole army under the influence of a good leader is inspired with love of work and ambition to distinguish itself under the commander’s eye. Let this be the feeling of the rank and file for their commander; and I tell you, he is the strong leader, he, and not the sturdiest soldier, not the best with bow and javelin, not the man who rides the best horse and is foremost in facing danger, not the ideal of knight or targeteer, but he who can make his soldiers feel that they are bound to follow him through fire and in any adventure. [...]And this, in my judgment, is the greatest thing in every operation that makes any demand on the labour of men, and therefore in agriculture. Mind you, I do not go so far as to say that this can be learnt at sight or at a single hearing. On the contrary, to acquire these powers a man needs education; he must be possessed of great natural gifts; above all, he must be a genius. For I reckon this gift is not altogether human, but divine—this power to win willing obedience: it is manifestly a gift of the gods to the true votaries of prudence. Despotic rule over unwilling subjects they give, I fancy, to those whom they judge worthy to live the life of Tantalus, of whom it is said that in hell he spends eternity, dreading a second death.

Entrenched myth: Successful leaders in a turbulent world are bold, risk-seeking visionaries. Contrary finding: The best leaders we studied did not have a visionary ability to predict the future. They observed what worked, figured out why it worked, and built upon proven foundations. They were not more risk taking, more bold, more visionary, and more creative than the comparisons. They were more disciplined, more empirical, and more paranoid. Entrenched myth: Innovation distinguishes 10X companies in a fast-moving, uncertain, and chaotic world. Contrary finding: To our surprise, no. Yes, the 10X cases innovated, a lot. But the evidence does not support the premise that 10X companies will necessarily be more innovative than their less successful comparisons; and in some surprise cases, the 10X cases were less innovative. Innovation by itself turns out not to be the trump card we expected; more important is the ability to scale innovation, to blend creativity with discipline. Entrenched myth: A threat-filled world favors the speedy; you’re either the quick or the dead. Contrary finding: The idea that leading in a “fast world” always requires “fast decisions” and “fast action”—and that we should embrace an overall ethos of “Fast! Fast! Fast!”—is a good way to get killed. 10X leaders figure out when to go fast, and when not to. Entrenched myth: Radical change on the outside requires radical change on the inside. Contrary finding: The 10X cases changed less in reaction to their changing world than the comparison cases. Just because your environment is rocked by dramatic change does not mean that you should inflict radical change upon yourself. Entrenched myth: Great enterprises with 10X success have a lot more good luck. Contrary finding: The 10X companies did not generally have more luck than the comparisons. Both sets had luck—lots of luck, both good and bad—in comparable amounts. The critical question is not whether you’ll have luck, but what you do with the luck that you get.

That’s here. That’s home. That’s us. On it everyone you love, everyone you know, everyone you ever heard of, every human being who ever was, lived out their lives. The aggregate of our joy and suffering, thousands of confident religions, ideologies, and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilization, every king and peasant, every young couple in love, every mother and father, hopeful child, inventor and explorer, every teacher of morals, every corrupt politician, every “superstar,” every “supreme leader,” every saint and sinner in the history of our species lived there — on a mote of dust suspended in a sunbeam. The Earth is a very small stage in a vast cosmic arena. Think of the rivers of blood spilled by all those generals and emperors, so that, in glory and triumph, they could become the momentary masters of a fraction of a dot. Think of the endless cruelties visited by the inhabitants of one corner of this pixel on the scarcely distinguishable inhabitants of some other corner, how frequent their misunderstandings, how eager they are to kill one another, how fervent their hatreds. Our posturings, our imagined self-importance, the delusion that we have some privileged position in the Universe, are challenged by this point of pale light. Our planet is a lonely speck in the great enveloping cosmic dark. In our obscurity, in all this vastness, there is no hint that help will come from elsewhere to save us from ourselves. The Earth is the only world known so far to harbor life. There is nowhere else, at least in the near future, to which our species could migrate. Visit, yes. Settle, not yet. Like it or not, for the moment the Earth is where we make our stand. It has been said that astronomy is a humbling and character building experience. There is perhaps no better demonstration of the folly of human conceits than this distant image of our tiny world. To me, it underscores our responsibility to deal more kindly with one another, and to preserve and cherish the pale blue dot, the only home we’ve ever known

Models of leader attributes that dominated in the early part of the 20th century emphasized leader traits. Several surveys and reviews of this literature identified a number of dispositional qualities that distinguished leaders from nonleaders, including intelligence, originality, dependability, initiative, desire to excel, sociability, adaptability, extroversion, and dominance. However, no single personal quality was strongly and consistently correlated with leadership.

The idea of charismatic leadership dates back to Max Weber (1864–1920), the father of sociology. Describing leaders, he found it necessary to distinguish between formal leaders and those who led by personal charisma. The latter, he wrote, seemed “endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities … not accessible to the ordinary person.”5

The two long helical (like a corkscrew) DNA strands are intertwined without touching one another other than being connected through nucleotide pairs that run between them—sort of like a twisted ladder, as depicted below.31

Raising the spirits of your leaders doesn’t happen overnight.

To exist is to be something, as distinguished from the nothing of non-existence, it is to be an entity of a specific nature made of specific attributes. Centuries ago, the man who was—no matter what his errors—the greatest of your philosophers, has stated the formula defining the concept of existence and the rule of all knowledge: A is A. A thing is itself. You have never grasped the meaning of his statement. I am here to complete it: Existence is Identity, Consciousness is Identification. “Whatever you choose to consider, be it an object, an attribute or an action, the law of identity remains the same. A leaf cannot be a stone at the same time, it cannot be all red and all green at the same time, it cannot freeze and burn at the same time. A is A. Or, if you wish it stated in simpler language: You cannot have your cake and eat it, too. “Are you seeking to know what is wrong with the world? All the disasters that have wrecked your world, came from your leaders’ attempt to evade the fact that A is A. All the secret evil you dread to face within you and all the pain you have ever endured, came from your own attempt to evade the fact that A is A. The purpose of those who taught you to evade it, was to make you forget that Man is Man.

Innovation distinguishes between a leader and a follower

President Pitzer, Mr. Vice President, Governor, Congressman Thomas, Senator Wiley, and Congressman Miller, Mr. Webb. Mr. Bell, scientists, distinguished guests, and ladies and gentlemen: I appreciate your president having made me an honorary visiting professor, and I will assure you that my first lecture will be very brief. I am delighted to be here and I'm particularly delighted to be here on this occasion. We meet at a college noted for knowledge, in a city noted for progress, in a State noted for strength, and we stand in need of all three, for we meet in an hour of change and challenge, in a decade of hope and fear, in an age of both knowledge and ignorance. The greater our knowledge increases, the greater our ignorance unfolds. Despite the striking fact that most of the scientists that the world has ever known are alive and working today, despite the fact that this Nation's own scientific manpower is doubling every 12 years in a rate of growth more than three times that of our population as a whole, despite that, the vast stretches of the unknown and the unanswered and the unfinished still far out-strip our collective comprehension. No man can fully grasp how far and how fast we have come, but condense, if you will, the 50,000 years of man's recorded history in a time span of but a half century. Stated in these terms, we know very little about the first 40 years, except at the end of them advanced man had learned to use the skins of animals to cover them. Then about 10 years ago, under this standard, man emerged from his caves to construct other kinds of shelter. Only 5 years ago man learned to write and use a cart with wheels. Christianity began less than 2 years ago. The printing press came this year, and then less than 2 months ago, during this whole 50-year span of human history, the steam engine provided a new source of power. Newton explored the meaning of gravity. Last month electric lights and telephones and automobiles and airplanes became available. Only last week did we develop penicillin and television and nuclear power, and now if America's new spacecraft succeeds in reaching Venus, we will have literally reached the stars before midnight tonight. This is a breathtaking pace, and such a pace cannot help but create new ills as it dispels old, new ignorance, new problems, new dangers. Surely the opening vistas of space promise high costs and hardships, as well as high reward. So it is not surprising that some would have us stay where we are a little longer to rest, to wait. But this city of Houston, this State of Texas, this country of the United States was not built by those who waited and rested and wished to look behind them. This country was conquered by those who moved forward-and so will space. William Bradford, speaking in 1630 of the founding of the Plymouth Bay Colony, said that all great and honorable actions are accompanied with great difficulties, and both must be enterprised and overcome with answerable courage. If this capsule history of our progress teaches us anything, it is that man, in his quest for knowledge and progress, is determined and cannot be deterred. The exploration of space will go ahead, whether we join in it or not, and it is one of the great adventures of all time, and no nation which expects to be the leader of other nations can expect to stay behind in this race for space. Those who came before us made certain that this country rode the first waves of the industrial revolutions, the first waves of modern invention, and the first wave of nuclear power, and this generation does not intend to founder in the backwash of the coming age of space. We mean to be a part of it - we mean to lead it. For the eyes of the world now look into space, to the moon and to the planets beyond, and we have vowed that we shall not see it governed by a hostile flag of conquest, but by a banner of freedom and peace...

Although other feelings may be more general in their influence, and many of them—such as love of country, fanaticism, revenge, enthusiasm of every kind—may seem to stand higher, the thirst for honour and renown still remains indispensable. Those other feelings may rouse the great masses in general, and excite them more powerfully, but they do not give the Leader a desire to will more than others, which is an essential requisite in his position if he is to make himself distinguished in it. They do not, like a thirst for honour, make the military act specially the property of the Leader, which he strives to turn to the best account; where he ploughs with toil, sows with care, that he may reap plentifully. It is through these aspirations we have been speaking of in Commanders, from the highest to the lowest, this sort of energy, this spirit of emulation, these incentives, that the action of armies is chiefly animated and made successful. And now as to that which specially concerns the head of all, we ask, Has there ever been a great Commander destitute of the love of honour, or is such a character even conceivable?

In many traditional societies, the political head is also a spiritual leader, and in others the secular leader is limited by ancient religious teachings. We Americans pride ourselves on separating church and state, rightly worried that citizens may lose freedoms if politicians mix their religious beliefs with their political agendas. But as a result we have created a wholly secular state that can't truly govern a people, because its activities ignore the needs of the soul and play out as if a human community were a mere aggregate of inanimate bodies. How could we run a country according to the most recent reckoning of pollsters unless we considered citizens as mere numbers?...If we could distinguish between a basic religious attitude and a system of beliefs, we might bring to our civic lives a spirit of reverence, an acknowledgement of mystery, and an appreciation for ritual, all in an atmosphere of tolerance.

High, high in the Chinese hills, there was once a monastery where a distinguished Taoist guru lived with his disciples. In the evenings the monks would gather in the Great Hall to listen to their leader’s teachings and to meditate. But there was a stray cat that had adopted the monastery, and each evening it would follow the monks into the hall. It would mewl, scratch, and generally be annoying throughout their silent meditation. It did this every night until the great teacher became so irritated by it that he told his followers to put a collar on the cat and tether it on the far side of the monastery each evening. This worked well and, for a while, teacher, cat and monks all went through their nightly routine. One day, the learned teacher died. But the monks continued to tie up the cat each evening. More years passed. And eventually the cat died. So the monks went down to the nearest village, found a replacement cat, and tied it up each evening instead. Two centuries later, religious scholars write learned essays on the importance of tying up a cat prior to evening meditation. This is how much of cricket works.

The China that Beijing’s leaders want us to see is not the real China. America’s political and opinion leaders need to distinguish between the “messages” they are sent by the Chinese versus the underlying reality.

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

A leader, you see, is one of the things that distinguishes a mob from a people. He maintains the level of individuals. Too few individuals, and a people revert to a mob.

In 2012, Google began a two-year study to determine what makes, in a nod to Stephen Covey, a highly effective team. They found that the distinguishing factor was interdependence. The more interdependent the team, the more it was a real team capable of high levels of effectiveness and not a mere work group.

The best CEOs recognize this dynamic and, in turn, approach setting the direction of their company with a different mindset. They embrace uncertainty with a view that fortune favors the bold. They’re less a “taker” of their fate and more a “shaper”—constantly looking for and acting on opportunities that bend the curve of history. CEOs who embrace this mindset are well aware that only 10 percent of companies create 90 percent of the total economic profit (profit after subtracting the cost of capital) and that the top quintile performers deliver thirty times more economic profit than the companies in the next three quintiles combined. And here’s the kicker: The odds of moving from being an average performer to a top-quintile performer over a ten-year period are only one in twelve.

Like leaders who are convinced the only way to be a star performer in their company is to work harder than their colleagues, and who believe that—since they are the boss and get all the best information—they can distinguish the slackers from the hardworking stars. Yet, in one prestigious consulting firm, although leaders were sure that working long hours (and neglecting one’s family) was the path to success, and they knew who worked like dogs and who didn’t, they turned out to be wrong on both counts.

Jake Bartikofsky is a dynamic professional with a demonstrated history of success in the construction industry. His dedication, hard work, and goal-oriented mindset have distinguished him as a leader in his field.

Both Britain’s most distinguished earlier war leaders, Pitt the Elder and Younger, were responsible for graver strategic follies than himself.

A leader, you see, is one of the things that distinguishes a mob from a people. He maintains the level of individuals. Too few individuals,

Work is work, and a cup of tea is a cup of tea. Do not mix both, and do not ever refrain from both. They are equally important, but you have to learn to distinguish between work life and personal life. Command respect, or you will have to demand respect. Be a leader and a boss when you are working, be a friend and a mentor when you are not. This will not only help you bond with your ninjas but will also tell them how to keep the two disciplines apart

Arendt also carefully distinguishes public freedom from liberation. Liberation is always liberation from something or someone – whether it is liberation from the misery of poverty or from oppressive rulers. The distinction that Arendt draws between public freedom and liberation is one of her most important distinctions, and it is relevant to contemporary politics, where there is a tendency to fuse or confuse liberation and freedom. Consider, for example, one of the key claims that the Bush administration employed to justify the 2003 military intervention in Iraq. The American public was led to believe that with the overthrow of Saddam Hussein, freedom would flourish in Iraq and spread throughout the Middle East. We now know that this was a disastrous illusion. Liberation from oppressors may be a necessary condition for freedom, but it is never a sufficient condition for the achievement of positive public freedom. The overthrow of tyrants, dictators, and totalitarian leaders does not by itself bring about positive tangible freedom. This is a bitter lesson that must be learned over and over again. Even now in the war against ISIS, there is certainly no guarantee that “military victory” will bring about public freedom in the region.

Not a single nation,” he went on, as though reading it line by line, still gazing menacingly at Stavrogin, “not a single nation has ever been founded on principles of science or reason. There has never been an example of it, except for a brief moment, through folly. Socialism is from its very nature bound to be atheism, seeing that it has from the very first proclaimed that it is an atheistic organisation of society, and that it intends to establish itself exclusively on the elements of science and reason. Science and reason have, from the beginning of time, played a secondary and subordinate part in the life of nations; so it will be till the end of time. Nations are built up and moved by another force which sways and dominates them, the origin of which is unknown and inexplicable: that force is the force of an insatiable desire to go on to the end, though at the same time it denies that end. It is the force of the persistent assertion of one’s own existence, and a denial of death. It’s the spirit of life, as the Scriptures call it, ‘the river of living water,’ the drying up of which is threatened in the Apocalypse. It’s the æsthetic principle, as the philosophers call it, the ethical principle with which they identify it, ‘the seeking for God,’ as I call it more simply. The object of every national movement, in every people and at every period of its existence is only the seeking for its god, who must be its own god, and the faith in Him as the only true one. God is the synthetic personality of the whole people, taken from its beginning to its end. It has never happened that all, or even many, peoples have had one common god, but each has always had its own. It’s a sign of the decay of nations when they begin to have gods in common. When gods begin to be common to several nations the gods are dying and the faith in them, together with the nations themselves. The stronger a people the more individual their God. There never has been a nation without a religion, that is, without an idea of good and evil. Every people has its own conception of good and evil, and its own good and evil. When the same conceptions of good and evil become prevalent in several nations, then these nations are dying, and then the very distinction between good and evil is beginning to disappear. Reason has never had the power to define good and evil, or even to distinguish between good and evil, even approximately; on the contrary, it has always mixed them up in a disgraceful and pitiful way; science has even given the solution by the fist. This is particularly characteristic of the half-truths of science, the most terrible scourge of humanity, unknown till this century, and worse than plague, famine, or war. A half-truth is a despot … such as has never been in the world before. A despot that has its priests and its slaves, a despot to whom all do homage with love and superstition hitherto inconceivable, before which science itself trembles and cringes in a shameful way..." Stavrogin observed cautiously... "The very fact that you reduce God to a simple attribute of nationality …” “I reduce God to the attribute of nationality?” cried Shatov. “On the contrary, I raise the people to God. And has it ever been otherwise? The people is the body of God. Every people is only a people so long as it has its own god and excludes all other gods on earth irreconcilably; so long as it believes that by its god it will conquer and drive out of the world all other gods. Such, from the beginning of time, has been the belief of all great nations, all, anyway, who have been specially remarkable, all who have been leaders of humanity. There is no going against facts. The Jews lived only to await the coming of the true God and left the world the true God. The Greeks deified nature and bequeathed the world their religion, that is, philosophy and art. Rome deified the people in the State, and bequeathed the idea of the State to the nations.

Edgar Schein, a specialist in organizational culture and former professor at MIT Sloan School of Management, says, “If one wishes to distinguish leadership from management or administration, one can argue that leaders creates and changes culture, while management and administration act within culture.

And distinguishing success from failure, oddly, can be the hardest task of all: arrogant leaders can ignore the distinction; our own denial can blur it; and the sheer complexity of the world can make the distinction hard to draw even for the most objective judge.

Lincoln once began a letter saying: “Everybody likes a compliment.” William James said: “The deepest principle in human nature is the craving to be appreciated.” Here is a gnawing and unfaltering human hunger, and the rare individual who honestly satisfies in others this heart hunger will hold people in the palm of their hand and “even the undertaker will be sorry when he dies.” The desire for a feeling of importance is one of the chief distinguishing differences

In my experience, the key to sound decision-making is not to resist having strong feelings about an issue. It’s human nature to have emotions. The question is: Do you get swallowed up by your emotions? Or do you have an emotional reaction, recognize it, and then manage to postpone your initial impulse long enough to make a considered choice? Responding takes discipline; reacting does not. The best time—indeed, often the only time—to build that discipline is before a moment of disruption strikes. I have found that what distinguishes strong leaders and good decision-makers isn’t that they have no emotional bias. It’s that they understand their emotional biases and compensate for them.

There are those among my young men who have reached the age of wild spirits,” he said. “They must be eased through this period. I must leave no great reasons around for them to challenge me. Because I would have to maim and kill among them. This is not the proper course for a leader if it can be avoided with honor. A leader, you see, is one of the things that distinguishes a mob from a people. He maintains the level of individuals. Too few individuals, and a people reverts to a mob.

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

Meanwhile, angered by white violence in the South and inspired by the gigantic June 23 march in Detroit, grassroots people on the streets all over the country had begun talking about marching on Washington. “It scared the white power structure in Washington, D.C. to death,” as Malcolm put it in his “Message to the Grassroots” and in his Autobiography.6 So the White House called in the Big Six national Negro leaders and arranged for them to be given the money to control the march. The result was what Malcolm called the “Farce on Washington” on August 28, 1963. John Lewis, then chairman of SNCC and fresh from the battlefields of Georgia, Mississippi, and Alabama where hundreds of blacks and their white student allies were being beaten and murdered simply for trying to register blacks to vote, was forced to delete references to the revolution and power from his speech and, specifically, to take out the sentence, “We will not wait for the President, the Justice Department nor Congress, but we will take matters into our own hands and create a source of power, outside of any national structure, that could and would assure us a victory.” Marchers were instructed to carry only official signs and to sing only one song, “We Shall Overcome.” As a result, many rank-and-file SNCC militants refused to participate.7 Meanwhile, conscious of the tensions that were developing around preparations for the march on Washington and in order to provide a national rallying point for the independent black movement, Conrad Lynn and William Worthy, veterans in the struggle and old friends of ours, issued a call on the day of the march for an all-black Freedom Now Party. Lynn, a militant civil rights and civil liberties lawyer, had participated in the first Freedom Ride from Richmond, Virginia, to Memphis, Tennessee, in 1947 and was one of Robert Williams’s attorneys.8 Worthy, a Baltimore Afro-American reporter and a 1936–37 Nieman Fellow, had distinguished himself by his courageous actions in defense of freedom of the press, including spending forty-one days in the Peoples Republic of China in 1957 in defiance of the U.S. travel ban (for which his passport was lifted) and traveling to Cuba without a passport following the Bay of Pigs invasion in order to help produce a documentary. The prospect of a black independent party terrified the Democratic Party. Following the call for the Freedom Now Party, Kennedy twice told the press that a political division between whites and blacks would be “fatal.

Ma'am I am still a strong believer if my tough Queen HILLARY CLINTON, she was the only technical person who deserve the white-House,Millions across the world thought she could win at all cost but as we know no one is GOD and none can predict with accuracy with trying the Faiths in form of TRYING . Trump is a tough man with reliable and sustainable wealth so I don't doubt his abilities and strategic business tricks by utilizing his technical brains to his advantage at all times ,My queen relaxed big time at the beginning ,and mid-campaigning moments ,she speed up at the last days which led to our Lost . Trump on the other side ,create a very tougher audience attraction and mass dominance with NEGATIVITY and DIVISION , captured the attention of the whole world at the Mid-Campain moments and Relax with Comfort knowing he will be walk into Victory with the stronger Mess he created from the very Beginning . I admire and still think Trump should rate his Brains for playing his Political Game with ultra-Modern BRANDING tricks that made him the most viewed ,followed and the center of attention for the world not just America. I respect such business logic tricks ,cos they productive but Trump should trade with Caution and remember he is just an ordinary creature and flawed just like any other person ,unless our first father and mother were not create the same and Equal . A technical person like him who understands Business should know ,weapons and killings are not part of business ,in business all you requires and constantly has to invest in is your TECHNICAL BRAINS ,always beat your enemies and oppositions with their individual and personal Unique and Ultra Modern Innovations to distinguishes between a Leader and a follower. I am still a tough and firm believer of my queen and I don't even have to think about their Past or what people claims about them cos I understand the reasons why great minds always attract violent and deadly opposition from mediocre minds so I don't judge anyone and can even judge anyone not even myself but watching her back is my Pledge and if a worthless person makes the wrong move towards hurting her ,it's turn will be know who true SNIPERS are and why we have accurate general snipers . Cos a YoungMan claims when that hour arrives can he give all the crew plotting evil against her an accurate shots to hell until we meet there one day

For most of his adult life Coleman Young has been a progressive and militant. Quick-witted, fearless, and feisty, he had distinguished himself as an organizer for the National Negro Labor Council and the National Negro Congress and had become a hero in the black community after he accused the House Un-American Activities Committee itself of being Un-American. Coleman was so bright and so sharp that had he not been black, the idea of him sitting in the Oval Office in the White House would not have seemed far-fetched. But his past had not prepared him for the kind of crisis that today’s cities are in. Having received most of his political education in left-wing circles, he took pride in reducing everything to economics and in minimizing human and social relations. He seemed to think that this added to the image, which he has consciously cultivated, of a hard-nosed, streetwise radical who is always realistic, can’t be pushed around, and doesn’t care what white middle-class people think of him. “Education, drugs, homelessness, unwed mothers, crime, you name it… every social issue is about jobs,” he has written in his autobiography. “Jobs built Detroit, and only jobs will rebuild it.”2 No longer able to count on the industrial corporations for jobs, Young had no hesitation about turning to casino operators. Any jobs would do, even if these jobs were created by a crime-producing industry like casino gambling. To defeat the newest proposal for casino gambling, Jimmy, Shea, and I joined a coalition of community groups, blue collar, white collar, and cultural workers, clergy, political leaders, and

their own. People who do not shy away from critical questions because they’re afraid of being disappointed. Our society needs individuals who are able to distinguish good information from bad and to make good decisions based on that knowledge, instead of relinquishing all personal responsibility to messiahs, leaders, and alpha wolves. I

the ancient ordinance which distinguished the various classes and professions by the colours in their dress. A King or Queen might wear seven colours; a poet or Ollam six; a chieftain five; an army leader four; a land-owner three; a rent-payer two; a serf one colour only. Tighernmas

Leading by example through "Servant Leadership" used to be a badge of honor that distinguished you from the Corps of the Blue Falcon. Present day I see the ranks of the Blue Falcon surging in a flagless flotilla of blurred morals, a low tide of integrity, and selfish ethics adrift with no anchorage. The pulse of the led is directly influenced by the organizational heart rate of the leader.

There was actually little talk about Islam from the first generation of leaders in Muslim countries. They had distinguished themselves as anti-imperialist activists: Atatürk, for instance, derived his charisma and authority as a nation-builder from his comprehensive defeat of Allied forces in Turkey. He went on to abolish the Ottoman office of the Caliphate soon after assuming power, pitilessly killing the political hopes of pan-Islamists around the world. He forbade expressions of popular Islam and arrested Sufi dervishes (executing some of them); he replaced Shariah law with Swiss civil law and Italian criminal law. This partisan of Comtean Positivism expressed publicly what many Muslim leaders, confronted with conservative opposition, may have thought privately: that ‘Islam, the absurd theology of an immoral bedouin, is a rotting cadaver that poisons our lives. It is nothing other than a degrading and dead cause.

What distinguishes leaders in medicine goes far beyond that knowledge, into interpersonal skills like empathy, conflict resolution, and people development.

Distinguish yourself I mentioned Daniel in the previous chapter. The scripture says he had an excellent spirit. As a teenager, he was brought out of Judah into Babylon. The king had all these young men in training and the best of them--the smartest, strongest, and most talented--would be chosen as the next leaders. They had a certain diet for them to eat and certain programs for them to follow. But Daniel had made a vow to God to always honor Him. The Babylonians worshiped idols. Daniel was respectful, but he wouldn’t eat the king’s fancy foods. He didn’t just go along with what everyone else was doing. He made the more excellent choice. Daniel 6:3 says, “Daniel so distinguished himself by his exceptional qualities that the king planned to put him over the whole kingdom.” Notice it doesn’t say: “God distinguished him and he got promoted.” It says Daniel distinguished himself. The message translation says, “Daniel completely outclassed the others.” That’s what happens when, number one, you honor God and, number two, you have an excellent spirit. You don’t compromise. You don’t just go with the flow and do what everyone else is doing. Even if everyone else is late, everyone else cuts corners, and everyone else is undisciplined, you should do as Daniel did and go the extra mile. Make the choice to be excellent. The scripture goes on to say Daniel was ten times smarter than the other young men. He had incredible wisdom and understanding. He could interpret dreams and visions. When you have an excellent spirit, God will give you unprecedented favor, creativity, and ideas so that, like Daniel, you will stand out in the crowd. In humility, you will outclass those who don’t honor God. My question is: Are you distinguishing yourself and not waiting for God to do it? Are you going the extra mile? Are you doing more than you have to? Are you improving your skills? Examine your life. We all have areas in which we can strive for excellence, whether it’s how we treat people, how we present ourselves, or how we develop our skills. Don’t let something small keep you from the big things God wants to do. You are called to be a cut above. You have excellence on the inside. It’s who you are. Now do your part and be disciplined to bring out your excellence. If you’ll have this spirit of excellence, God will breathe in your direction and cause you to stand out. You’ll look up and be more creative, more skilled, more talented, and wiser with more ideas. I believe and declare that like Daniel, you will outperform, you will outclass, and you will outshine, and God will promote you and set you in a place of honor. You can, you will.