Diversity Leadership Quotes

Good leadership requires you to surround yourself with people of diverse perspectives who can disagree with you without fear of retaliation.

Diversity of character is due to the unequal time given to values. Only through each other will we see the importance of the qualities we lack and our unfinished soul's potential.

Poetry empowers the simplest of lives to confront the most extreme sorrows with courage, and motivates the mightiest of offices to humbly heed lessons in compassion.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the welder, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

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

Silence is for fools. Communication is for leaders. Justice is for those brave enough to not stand another moment dealing with people that feel the solution to any problem is through cold indifference because of their lack of courage and insecurities.

To be a jazz freedom fighter is to attempt to galvanize and energize world-weary people into forms of organization with accountable leadership that promote critical exchange and broad reflection. The interplay of individuality and unity is not one of uniformity and unanimity imposed from above but rather of conflict among diverse groupings that reach a dynamic consensus subject to questioning and criticism. As with a soloist in a jazz quartet, quintet or band, individuality is promoted in order to sustain and increase the creative tension with the group--a tension that yields higher levels of performance to achieve the aim of the collective project. This kind of critical and democratic sensibility flies in the face of any policing of borders and boundaries of "blackness", "maleness", "femaleness", or "whiteness".

At the different stages of recognition, reflection, and redress, practicing compassion provides potentially world-saving opportunities which otherwise likely would not exist.

I once knew one person in a leadership position who promoted diversity, unfortunately their policy excluded groups that were not aligned to his demeanour

The world does not belong to: one class, one gender, one race, one tribe, one religion, nor one nation, nor one people. The world belongs to everyone.

Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

You won't benefit from diverse perspectives if you aren't open to utilizing differences.

Urging an organization to be inclusive is not an attack. It's progress.

Channeled correctly and integrated properly, our diversity can be our greatest strength.

I realize that what happened in Bosnia could happen anywhere in the world, particularly in places that are diverse and have a history of conflict. It only takes bad leadership for a country to go up in flames, for people of different ethnicity, color, or religion to kill each other as if they had nothing in common whatsoever. Having a democratic constitution, laws that secure human rights, police that maintain order, a judicial system, and freedom of speech don't ultimately guarantee long lasting peace. If greedy or bloodthirsty leaders come to power, it can all go down. It happened to us. It can happen to you.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

Business leaders should value diversity of thought and experience, just as nature thrives on diversity.

a workplace can look as diverse as the United Nations, but if the employees are not truly respected, not truly valued, not truly involved, and not truly treated with dignity, what you have is a great photo opportunity, not real inclusion.

I work to make human beings out of human bodies. I work to make conscience out of mindlessness. I work to make Gods out of obedient worshippers.

Never embrace a version of the gospel that doesn't require you to do life with someone who isn't like you.

In a crowd do not lose your individuality, and in your individuality do not lose the crowd.

It’s through diverse opinions and perspectives that a dynamic organisation can drive innovation and create its competitive advantage.

The boardroom is more than just a meeting space; it's a crucible where the future of a company is forged. It's a dynamic arena where individuals with diverse backgrounds, experiences, and perspectives converge to make decisions that can profoundly impact the lives of employees, shareholders, customers, and communities.

DIVERSITY IS ABOUT RECOGNISING, VALUING AND TAKING ACCOUNT OF PEOPLE'S DIFFERENT BACKGROUNDS, KNOWLEDGE, SKILLS, AND EXPERIENCES. HEALTH AND SAFETY SHOULD NOT BE USED TO JUSTIFY DISCRIMINATING AGAINST CERTAIN GROUPS OF EMPLOYEES

When hiring, we look at a variety of factors, including education, experience, and skills. The biggest factor by far, though, is a candidate’s ability to fit in with our existing culture. Some might say this is why we seem to only hire the same type of people, but who knows?

The greatest risk most of us will take in our lifetime is that of repression or denial of basic rights of another person. The great risk is that you have no idea what will happen if that person you think so small or insignificant of stands up and totally eclipses the Sun in the universe of those lacking in empathy, humility, and humbleness.

Leaders who changed the world never enrolled in a “leadership course”; they deeply cared about people, engaged them, and acted with courage, thoughtfulness and integrity.

India, created by collective leadership and built on principles of diversity and tolerance, has become a country addicted to debate; Pakistan,

1. Get male leaders to attend women’s conferences. One technique is to encourage male senior leaders to attend women’s leadership conferences.

Diversity is being invited to the party; inclusiveness is being asked to dance.

It’s not sufficient to know that something is wrong. You also have to appreciate why it is wrong, how things might be changed, and then persuade others of the new possibilities.

How he handled those different perspectives would reflect his true strength as a leader – his ability to manage the paradox of diverse viewpoints on a single piece of the truth.

People of color are allowed, even required to perform, and, especially these days on issues of race, to edify as well. 'Here you are, now entertain us'. But are we allowed to lead?

We live in a culture of reductionism. Or better, we are living in the aftermath of a culture of reductionism, and I believe we have reduced the complexity and diversity of the Scriptures to systematic theologies that insist on ideological conformity, even when such conformity flattens the diversity of the Scriptural witness. We have reduced our conception of gospel to four simple steps that short-circuit biblical narratives and notions of the kingdom of God on earth as it is in heaven in favor of a simplified means of entrance to heaven. Our preaching is often wed to our materialistic, consumerist cultural assumptions, and sermons are subsequently reduced to delivering messages that reinforce the worst of what American culture produces: self-centered end users who believe that God is a resource that helps an individual secure what amounts to an anemic and culturally bound understanding of the 'abundant life.

1. Experience: People who have been down the road of life and understand it. 2. Heart for God: People who place God first and uphold His values. 3. Objectivity: People who see the pros and cons of the issues. 4. Love for people: People who love others and value them more than things. 5. Complementary gifts: People who bring diverse gifts to the relationship. 6. Loyalty to the leader: People who truly love and are concerned for the leader. The Maxwell Leadership Bible

The Roman empire lasted 450 years by granting citizenship and leadership opportunities to people of all customs and religions. The Ottoman empire lasted 500 years, and tolerated local customs and religions. The Third Reich lasted 8 years.

Imagine going to work every day to do only and exactly what you love!! All the work gets done because of the abundant diversity of your team. Different skills, interests and talents are woven together into a whole that is much greater than the sum of the parts!

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

Want to become a better leader? It's not about making yourself into a different person or being different than everyone else. Real leadership is recognizing the power of difference in others and learning how to leverage those diverse viewpoints to get amazing results.

At the time of the 1 996 terror bombing in Oklahoma City, I heard a radio commentator announce: "Lenin said that the purpose of terror is to terrorize." U.S. media commentators have repeatedly quoted Lenin in that misleading manner. In fact, his statement was disapproving of terrorism. He polemicized against isolated terrorist acts which do nothing but create terror among the populace, invite repression, and isolate the revolutionary movement from the masses. Far from being the totalitarian, tight-circled conspirator, Lenin urged the building of broad coalitions and mass organizations, encompassing people who were at different levels of political development. He advocated whatever diverse means were needed to advance the class struggle, including participation in parliamentary elections and existing trade unions. To be sure, the working class, like any mass group, needed organization and leadership to wage a successful revolutionary struggle, which was the role of a vanguard party, but that did not mean the proletarian revolution could be fought and won by putschists or terrorists.

Washington not only fit the bill physically, he was also almost perfect psychologically, so comfortable with his superiority that he felt no need to explain himself. (As a young man during the French and Indian war he had been more outspoken, but he learned from experience to allow his sheer presence to speak for itself.) While less confident men blathered on, he remained silent, thereby making himself a vessel into which admirers for their fondest convictions, becoming a kind of receptacle for diverse aspirations that magically came together in one man.

America feels itself to be humanity in miniature. When in this crucial time the international leadership passes to America, the great reason for hope is that this country has a national experience of uniting racial and cultural diversities and a national theory, if not a consistent practice, of freedom and equality for all. What America is constantly reaching for is democracy at home and abroad. The main trend in its history is the gradual realization of the American Creed. In this sense the Negro problem is not only America's greatest failure but also America's incomparably great opportunity for the future.

India’s post-independence leadership eschewed parochial nationalism in favor of civic nationalism where the rights and privileges of being Indian were conceived as arising not from some pre-existent modes of belonging—religion, race, or ethnicity—but instead from participation in a collective political endeavor.

O my brave Almighty Human, with the ever-effulgent flow of courage, conscience and compassion, turn yourself into a vivacious humanizer, and start walking with bold footsteps while eliminating racism, terminating misogyny, destroying homophobia and all other primitiveness that have turned humanity into the most inhuman species on earth.

Shackleton faced many of the same problems encountered by managers today: bringing a diverse group together to work toward a common goal; handling the constant naysayer; bucking up the perpetual worrier; keeping the disgruntled from poisoning the atmosphere; battling boredom and fatigue; bringing order and success to a chaotic environment; working with limited resources.

If you find yourself in a leadership position in a Catholic organization on campus, you’ll need to accept that there are other ways of looking at the Faith apart from your own. If you try to force your views on everyone else, you will waste time and damage the community. Instead, try to appreciate the incredible diversity that comes from being part of the universal Church.

{D]iversity, equity, and inclusion' represents a new mode of institutional governance. Diversity is the new system of racial standing, equity is the new method of power transfer, inclusion is the new method of enforcement. All of this could be presented to institutional leadership in a language that appears to be soft, benign, tolerant, and open-minded — something that, combined with the threat of accusation, elite administrators were culturally incapable of resisting.

I think you have a great women's ministry when the women of your community fall wildly in love with Jesus. Church ladies like this are the overflow of women who are empowered to lead, to challenge, to seek justice and love mercy, to follow Jesus to the ends of the earth like our church mothers and fathers of the past. You have a great women's ministry when there is room for everyone. You have a great women's ministry when you have detoxed from the world's views and unattainable standards for women and begun to celebrate the everyday women of valor, sitting next to you, and when you encourage, affirm, and welcome the diversity of women—their lives, their voices, their experiences—to the community. You have a great women's ministry when your women are ministering—to the world, to the church, to one another—pouring out freely the grace they have received, however God has gifted them, including cooking and crafts, strategy and leadership.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

It has become fashionable for modern workplaces to relax what are often seen as outmoded relics of a less egalitarian age: out with stuffy hierarchies, in with flat organisational structures. But the problem with the absence of a formal hierarchy is that it doesn’t actually result in an absence of a hierarchy altogether. It just means that the unspoken, implicit, profoundly non-egalitarian structure reasserts itself, with white men at the top and the rest of us fighting for a piece of the small space left for everyone else. Group-discussion approaches like brainstorming, explains female leadership trainer Gayna Williams, are ‘well known to be loaded with challenges for diverse representation’, because already-dominant voices dominate.

That was the conclusion of a study conducted by BI Norwegian Business School, which identified the five key traits (emotional stability, extraversion, openness to new experiences, agreeableness and conscientiousness) of a successful leader. Women scored higher than men in four out of the five. But it may also be because the women who do manage to make it through are filling a gender data gap: studies have repeatedly found that the more diverse a company’s leadership is, the more innovative they are. This could be because women are just innately more innovative – but more likely is that the presence of diverse perspectives makes businesses better informed about their customers. Certainly, innovation is strongly linked to financial performance.

Values constitute your personal “bottom line.” They serve as guides to action. They inform the priorities you set and the decisions you make. They tell you when to say yes and when to say no. They also help you explain the choices you make and why you made them. If you believe, for instance, that diversity enriches innovation and service, then you should know what to do if people with differing views keep getting cut off when they offer fresh ideas. If you value collaboration over individualistic achievement, then you’ll know what to do when your best salesperson skips team meetings and refuses to share information with colleagues. If you value independence and initiative over conformity and obedience, you’ll be more likely to challenge something your manager says if you think it’s wrong.

It will place a high value on communal life, more open leadership structures, and the contribution of all the people of God. It will be radical in its attempts to embrace biblical mandates for the life of locally based faith communities without feeling as though it has to reconstruct the first-century church in every detail. We believe the missional church will be adventurous, playful, and surprising. Leonard Sweet has borrowed the term “chaordic” to describe the missional church’s inclination toward chaos and improvisation within the constraints of broadly held biblical values. It will gather for sensual-experiential-participatory worship and be deeply concerned for matters of justice-seeking and mercy-bringing. It will strive for a type of unity-in-diversity as it celebrates individual differences and values uniqueness, while also placing a high premium on community.

Ottawa, Ontario July 1, 2017 The Prime Minister, Justin Trudeau, today issued the following statement on Canada Day: Today, we celebrate the 150th anniversary of Confederation. We come together as Canadians to celebrate the achievements of our great country, reflect on our past and present, and look boldly toward our future. Canada’s story stretches back long before Confederation, to the first people who worked, loved, and built their lives here, and to those who came here centuries later in search of a better life for their families. In 1867, the vision of Sir George-Étienne Cartier and Sir John A. Macdonald, among others, gave rise to Confederation – an early union, and one of the moments that have come to define Canada. In the 150 years since, we have continued to grow and define ourselves as a country. We fought valiantly in two world wars, built the infrastructure that would connect us, and enshrined our dearest values – equality, diversity, freedom of the individual, and two official languages – in the Charter of Rights and Freedoms. These moments, and many others, shaped Canada into the extraordinary country it is today – prosperous, generous, and proud. At the heart of Canada’s story are millions of ordinary people doing extraordinary things. They exemplify what it means to be Canadian: ambitious aspirations, leadership driven by compassion, and the courage to dream boldly. Whether we were born here or have chosen Canada as our home, this is who we are. Ours is a land of Indigenous Peoples, settlers, and newcomers, and our diversity has always been at the core of our success. Canada’s history is built on countless instances of people uniting across their differences to work and thrive together. We express ourselves in French, English, and hundreds of other languages, we practice many faiths, we experience life through different cultures, and yet we are one country. Today, as has been the case for centuries, we are strong not in spite of our differences, but because of them. As we mark Canada 150, we also recognize that for many, today is not an occasion for celebration. Indigenous Peoples in this country have faced oppression for centuries. As a society, we must acknowledge and apologize for past wrongs, and chart a path forward for the next 150 years – one in which we continue to build our nation-to-nation, Inuit-Crown, and government-to-government relationship with the First Nations, Inuit, and Métis Nation. Our efforts toward reconciliation reflect a deep Canadian tradition – the belief that better is always possible. Our job now is to ensure every Canadian has a real and fair chance at success. We must create the right conditions so that the middle class, and those working hard to join it, can build a better life for themselves and their families. Great promise and responsibility await Canada. As we look ahead to the next 150 years, we will continue to rise to the most pressing challenges we face, climate change among the first ones. We will meet these challenges the way we always have – with hard work, determination, and hope. On the 150th anniversary of Confederation, we celebrate the millions of Canadians who have come together to make our country the strong, prosperous, and open place it is today. On behalf of the Government of Canada, I wish you and your loved ones a very happy Canada Day.

It is quite unfathomable why the EU leadership fails to anticipate these potentially catastrophic possibilities, and fails to respond to popular concerns with more moderate immigration policies. One possible explanation for these perverse policies that has been put forward by highly regarded scholars, such as Samuel Huntington, is that the current leadership of the EU is composed of left-wing authoritarians who are enemies of the Western liberal tradition. According to Huntington, “Multiculturalism is in its essence anti-European... "and opposes its civilization. The official repression of dissent and pursuance of unpopular policies by undemocratic means suggests that such ideologues wish to turn the EU into a centrally controlled empire similar to the Soviet Union. If that is the case, then their current policies make a good deal of sense, in that they flood the continent with people who have lived under autocratic regimes and never lived in democratic republics. Such people may well be willing to tolerate repressive regimes provided they can maintain a moderate standard of living and their own traditional religious practices. As Hunnngton points out, imperial regimes often promote ethnic conflict among their minority citizens to strengthen the power of the central authority, with the not unrealistic claim that a powerful central authority is essential to maintain civil order. But if that is the case, then Europe will be transformed into an authoritarian and illiberal multiethnic empire, undemocratic, economically crippled and culturally retrograde. Is it any wonder that so many see Europe as committing suicide and its end coming "not with a bang, but a whimper?

The fascist leaders were outsiders of a new type. New people had forced their way into national leadership before. There had long been hard-bitten soldiers who fought better than aristocratic officers and became indispensable to kings. A later form of political recruitment came from young men of modest background who made good when electoral politics broadened in the late nineteenth century. One thinks of the aforementioned French politician Léon Gambetta, the grocer’s son, or the beer wholesaler’s son Gustav Stresemann, who became the preeminent statesman of Weimar Germany. A third kind of successful outsider in modern times has been clever mechanics in new industries (consider those entrepreneurial bicycle makers Henry Ford, William Morris, and the Wrights). But many of the fascist leaders were marginal in a new way. They did not resemble the interlopers of earlier eras: the soldiers of fortune, the first upwardly mobile parliamentary politicians, or the clever mechanics. Some were bohemians, lumpen-intellectuals, dilettantes, experts in nothing except the manipulation of crowds and the fanning of resentments: Hitler, the failed art student; Mussolini, a schoolteacher by trade but mostly a restless revolutionary, expelled for subversion from Switzerland and the Trentino; Joseph Goebbels, the jobless college graduate with literary ambitions; Hermann Goering, the drifting World War I fighter ace; Heinrich Himmler, the agronomy student who failed at selling fertilizer and raising chickens. Yet the early fascist cadres were far too diverse in social origins and education to fit the common label of marginal outsiders. Alongside street-brawlers with criminal records like Amerigo Dumini or Martin Bormann one could find a professor of philosophy like Giovanni Gentile or even, briefly, a musician like Arturo Toscanini. What united them was, after all, values rather than a social profile: scorn for tired bourgeois politics, opposition to the Left, fervent nationalism, a tolerance for violence when needed.

ADDRESSING DIVERSITY The way to reach the sheer diversity of the city is through new churches. New churches are the single best way to reach (1) new generations, (2) new residents, and (3) new people groups. Young adults have always been disproportionately located in newer congregations. Long-established congregations develop traditions (such as time of worship, length of service, emotional responsiveness, sermon topics, leadership styles, emotional atmosphere, and dozens of other tiny customs and mores) that reflect the sensibilities of longtime leaders who have the influence and resources to control the church life. These sensibilities often do not reach the younger generations. THE 1 PERCENT RULE Lyle Schaller talks about the 1 percent rule: “Each year any association of churches should plant new congregations at the rate of 1 percent of their existing total; otherwise, that association is in maintenance and decline. If an association wants to grow 50 percent plus [in a generation], it must plant 2 to 3 percent per year.”6 In addition, new residents are typically better reached by new churches. In older congregations, it may require years of tenure in the city before a person is allowed into a place of influence, but in a new church, new residents tend to have equal power with longtime area residents. Finally, new sociocultural groups in a community are generally better reached by new congregations. For example, if white-collar commuters move into an area where the older residents were farmers, a new church will probably be more receptive to the multiple needs of the new residents, while older churches will continue to be oriented to the original social group. And a new church that is intentionally multiethnic from the start will best reach new racial groups in a community. For example, if an all-Anglo neighborhood becomes 33 percent Hispanic, a new, deliberately biracial church will be far more likely to create “cultural space” for newcomers than will an older church in town. Brand-new immigrant groups can normally only be reached by churches ministering in their own languages. If we wait until a new group is sufficiently assimilated into American culture to come to our church, we will wait for years without reaching out to them. Remember that a new congregation for a new people group can often be planted within the overall structure of an existing church — perhaps through a new Sunday service at another time or a new network of house churches connected to a larger existing congregation. Though it may technically not be a new independent congregation, it serves the same function.

In a morally and religiously diverse culture such as ours, humility is a much-needed key to harmony.

Contrary to popular opinion, then, Christianity is not a Western religion that destroys local cultures. Rather, Christianity has taken more culturally diverse forms than other faiths.25 It has deep layers of insight from the Hebrew, Greek, and European cultures, and over the next hundred years will be further shaped by Africa, Latin America, and Asia. Christianity may become the most truly “catholic vision of the world,”26 having opened its leadership over the centuries to people from every tongue, tribe, people and nation.

At times, staying in the same functional area and in the same organization creates inertia and limits opportunities to expand. Seeking out diverse experiences is useful preparation for leadership. (p.62)

When leadership at the highest levels feel more comfortable with behavior that excludes than with inclusive behavior toward peers, “Houston we have a problem.

After only eight months in office, Meadows made national headlines by sending an open letter to the Republican leaders of the House demanding they use the “power of the purse” to kill the Affordable Care Act. By then, the law had been upheld by the Supreme Court and affirmed when voters reelected Obama in 2012. But Meadows argued that Republicans should sabotage it by refusing to appropriate any funds for its implementation. And, if they didn’t get their way, they would shut down the government. By fall, Meadows had succeeded in getting more than seventy-nine Republican congressmen to sign on to this plan, forcing Speaker of the House John Boehner, who had opposed the radical measure, to accede to their demands. Meadows later blamed the media for exaggerating his role, but he was hailed by his local Tea Party group as “our poster boy” and by CNN as the “architect” of the 2013 shutdown. The fanfare grew less positive when the radicals in Congress refused to back down, bringing virtually the entire federal government to a halt for sixteen days in October, leaving the country struggling to function without all but the most vital federal services. In Meadows’s district, day-care centers that were reliant on federal aid reportedly turned distraught families away, and nearby national parks were closed, bringing the tourist trade to a sputtering standstill. National polls showed public opinion was overwhelmingly against the shutdown. Even the Washington Post columnist Charles Krauthammer, a conservative, called the renegades “the Suicide Caucus.” But the gerrymandering of 2010 had created what Ryan Lizza of The New Yorker called a “historical oddity.” Political extremists now had no incentive to compromise, even with their own party’s leadership. To the contrary, the only threats faced by Republican members from the new, ultraconservative districts were primary challenges from even more conservative candidates. Statistics showed that the eighty members of the so-called Suicide Caucus were a strikingly unrepresentative minority. They represented only 18 percent of the country’s population and just a third of the overall Republican caucus in the House. Gerrymandering had made their districts far less ethnically diverse and further to the right than the country as a whole. They were anomalies, yet because of radicalization of the party’s donor base they wielded disproportionate power. “In previous eras,” Lizza noted, “ideologically extreme minorities could be controlled by party leadership. What’s new about the current House of Representatives is that party discipline has broken down on the Republican side.” Party bosses no longer ruled. Big outside money had failed to buy the 2012 presidential election, but it had nonetheless succeeded in paralyzing the U.S. government. Meadows of course was not able to engineer the government shutdown by himself. Ted Cruz, the junior senator from Texas, whose 2012 victory had also been fueled by right-wing outside money, orchestrated much of the congressional strategy.

Take time to create structure that embraces the richness of human diversity and possibility.

Diverse administrators happen to be rare gems. Yet many diverse leaders feel they are too often discarded after getting negative feedback from those who want to stop the very foundational change that the diverse administrators are hired to pursue.

The recommendations were presented as twelve overarching ideas called “Imperatives.” In brief, they included strengthening the faculty both in excellence and in size, enhancing both the graduate and the undergraduate academic experiences, emphasizing the liberal arts, increasing ethnic and geographic diversity, expanding and enhancing the physical plant and landscape, developing more “enlightened” governance, attracting more financial resources, and building closer ties with the local community and the state of Texas.

Only by putting all fresh views out there to provoke “diversity of thought,” can IT possibly enact or act as a catalyst for change.

All ten of the top ten presidents in C-SPAN’s survey were hackers. Only one, JFK, climbed a semblance of a traditional ladder; he served in both houses of Congress, but was a war hero and author of a Pulitzer Prize–winning book—clearly not the average ladder climber. Each of the men on this list worked hard in his career, learned and proved leadership through diverse experiences, and switched ladders multiple times. They continuously parlayed their current success for something more, and they didn’t give up when they lost elections (which most of them did). The ladder switching made them better at getting elected and better at the job. To be a good president, Wead says, “You’ve got to be able to think on your feet.” Stubbornness and tradition make for poor performance—as we see with Andrew Johnson and other presidents at the bottom of history’s rankings. The fact that our best presidents—and history’s other greatest overachievers—circumvented the system to get to the top speaks to what’s wrong with our conventional wisdom of paying dues and climbing the ladder. Hard work and luck are certainly ingredients of success, but they’re not the entire recipe. Senators and representatives, by contrast, generally play the dues-and-ladder game of hierarchy and formality. And they get stuck in the congressional spiderweb. “The people that go into Congress go step by step by step,” Wead explains. But presidents don’t. It begs the question: should we?

Anishanaabeg women hunted, trapped, fished, held leadership positions, and engaged in warfare as well as engaged in domestic affairs and looked after children. They were encouraged to show a broad range of emotions, and express their gender and sexuality in a way that was true to their own being, as a matter of both principle and survival. Anishinaabeg men hunted, trapped, fished, held leadership positions, engaged in warfare, and also knew how to cook, sew, and look after children. They were encouraged to show a broad range of emotions, and express their gender and sexuality in a way that was true to their own being, as a matter of both principle and survival. This is true for other genders as well. The degree to which individuals engaged in each of these activities depended on their name, clan, extended family, skill, interest, and most important, individual self-determination or agency. Agency was valued, honored, and respected, because it produced a diversity of highly self-sufficient individuals, families, and communities. This diversity of highly self-sufficient and self-determining people ensured survival and resilience that enabled the community to withstand difficult circumstances. Not Murdered and Not Missing: Rebelling against Colonial Gender Violence. March 15, 2014. Nations Rising. Thanks to Miigwech/Nia:wen/Mahsi Cho, Tara Williamson, Melody McKiver, Jessica Danforth, Glen Coulthard, and Jarrett Martineau.

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

Diversity is a very popular business topic today while the negative side of diversity, discrimination, remains a touchy and sensitive topic. Even in organisations which follow the letter of the law in terms of not discriminating against any individuals, it is common for people to show prejudice and bias...Have the courage to stand out from your colleagues by being very open to and comfortable with all kinds of diversity amongst your colleagues and stakeholders. When you sense someone is being ignored or marginalized spend time with them and bring them into discussions encouraging them to speak up as needed.

No matter what room I was in, I always knew I was not the smartest person there. This was not false modesty. A D in freshman calculus and being in the presence of anyone who had mastered biochemistry, mathematics, or engineering—which I could never have done—were constant reminders to me of my limitations. What I brought into the room was a willingness to listen (I got better at that with every passing year), an ability to analyze and synthesize large and diverse amounts of information, opinions, and recommendations and come up with practical solutions to problems and proposals for reform. That, and a willingness to be bold.

Message to Extraterrestrial Civilizations First Draft [Complete Text] Attention, you who have received this message! This message was sent out by a country that represents revolutionary justice on Earth! Before this, you may have already received other messages sent from the same direction. Those messages were sent by an imperialist superpower on this planet. That superpower is struggling against another superpower for world domination so that it can drag human history backwards. We hope you will not listen to their lies. Stand with justice, stand with the revolution! [Instructions from Central Leadership] >This is utter crap! It’s enough to put up big-character posters27 everywhere on the ground, but we should not send them into space. The Cultural Revolution leadership should no longer have any involvement with Red Coast. Such an important message must be composed carefully. It’s probably best to have it drafted by a special committee and then discussed and approved by a meeting of the Politburo. Signed: XXX Date: XX/XX/196X Second Draft [omitted] Third Draft [omitted] Fourth Draft [Complete Text] We extend our best wishes to you, inhabitants of another world. After reading the following message, you should have a basic understanding of civilization on Earth. By dint of long toil and creativity, the human race has built a splendid civilization, blossoming with a multitude of diverse cultures. We have also begun to understand the laws governing the natural world and the development of human societies. We cherish all that we have accomplished. But our world is still flawed. Hate exists, as does prejudice and war. Because of conflicts between the forces of production and the relations of production, wealth distribution is extremely uneven, and large portions of humanity live in poverty and misery. Human societies are working hard to resolve the difficulties and problems they face, striving to create a better future for Earth civilization. The country that sent this message is engaged in this effort. We are dedicated to building an ideal society, where the labor and value of every member of the human race are fully respected, where everyone’s material and spiritual needs are fully met, so that civilization on Earth may become more perfect. With the best of intentions, we look forward to establishing contact with other civilized societies in the universe. We look forward to working together with you to build a better life in this vast universe.

Message to Extraterrestrial Civilizations First Draft [Complete Text] Attention, you who have received this message! This message was sent out by a country that represents revolutionary justice on Earth! Before this, you may have already received other messages sent from the same direction. Those messages were sent by an imperialist superpower on this planet. That superpower is struggling against another superpower for world domination so that it can drag human history backwards. We hope you will not listen to their lies. Stand with justice, stand with the revolution! [Instructions from Central Leadership] This is utter crap! It’s enough to put up big-character posters everywhere on the ground, but we should not send them into space. The Cultural Revolution leadership should no longer have any involvement with Red Coast. Such an important message must be composed carefully. It’s probably best to have it drafted by a special committee and then discussed and approved by a meeting of the Politburo. Signed: XXX Date: XX/XX/196X Second Draft [omitted] Third Draft [omitted] Fourth Draft [Complete Text] We extend our best wishes to you, inhabitants of another world. After reading the following message, you should have a basic understanding of civilization on Earth. By dint of long toil and creativity, the human race has built a splendid civilization, blossoming with a multitude of diverse cultures. We have also begun to understand the laws governing the natural world and the development of human societies. We cherish all that we have accomplished. But our world is still flawed. Hate exists, as does prejudice and war. Because of conflicts between the forces of production and the relations of production, wealth distribution is extremely uneven, and large portions of humanity live in poverty and misery. Human societies are working hard to resolve the difficulties and problems they face, striving to create a better future for Earth civilization. The country that sent this message is engaged in this effort. We are dedicated to building an ideal society, where the labor and value of every member of the human race are fully respected, where everyone’s material and spiritual needs are fully met, so that civilization on Earth may become more perfect. With the best of intentions, we look forward to establishing contact with other civilized societies in the universe. We look forward to working together with you to build a better life in this vast universe.

Dampen Overoptimism and Excessive Pessimism. Counter the hubris of success, focus attention on latent threats and unresolved problems, and protect against taking unwarranted risks; at the same time, bolster confidence in coming back from downturns and setbacks. Build a Diverse Top Team. Leaders need to take final responsibility, but leadership is also a team sport best played with an able and varied roster of those collectively capable of resolving the key challenges. Place Common Interest First. In setting strategy, communicating vision, and reaching decisions, common purpose comes first, personal self-interest last. Think Like a CEO. Work through what a company CEO—or even a country’s president or top leader—would expect of you at that moment, and bring that expectation into your actions.

Surround yourself with leaders who have their own thoughts and opinions. This is an incredible way to sharpen your mind, learn from diverse perspectives, and merge genius ideas.

14. Build a Diverse Top Team. Have you drawn quality performers into your inner circle? Are they diverse in expertise but united in purpose? Are they as engaged, energized, and included as you? 15. Place Common Interest First. Have you contributed to or even helped define the enterprise’s purpose? In all decisions, have you placed shared resolve ahead of private gain? Do the firm’s vision and strategy embody the organization’s mission? 16. Think Like a Chief Executive. Are you reasoning like a president or CEO even if you are unlikely to become one? If you were the company CEO, what would she or he expect of your leadership now? Have you pulled all your functions and operations under a common umbrella?

The most accurate way to gauge DE&I progress is to understand the reactions of the stakeholders who matter the most: employees.

Effective inclusion leadership needs to start at the top of the organization.

First of all, the GOP must rebuild its own establishment. This means regaining leadership control in four key areas: finance, grassroots organization, messaging, and candidate selection. Only if the party leadership can free itself from the clutches of outside donors and right-wing media can it go about transforming itself. This entails major changes: Republicans must marginalize extremist elements; they must build a more diverse electoral constituency, such that the party no longer depends so heavily on its shrinking white Christian base; and they must find ways to win elections without appealing to white nationalism, or what Republican Arizona senator Jeff Flake calls the “sugar high of populism, nativism, and demagoguery.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Success in today's competitive marketplace favors leaders who are transparent and forward thinking, those who promote and celebrate diversity, and individuals who maintain a commitment to inclusion.

Talking about diversity and inclusion in the workplace is one of the most important conversations you will ever have with your employees.

All too often, white-led organizations treat racial diversity as a commodity that can be used to build the institution. They are fine with our slang as long as they can co-opt it to make themselves look cool, but when we bring our words and phrases with us into the classroom, boardroom, or pulpit, they start to question our fitness for leadership. They’re fine with our clothes and our hairstyles when they can post pictures of us on their websites and social media, but if we’re going to hold any position of power or influence, they want us to look more “professional.” They can post #BlackLivesMatter on their socials, but when someone files a formal complaint about racism in the organization, they suddenly don’t understand how racism works.

The new leadership structure in the quarter revealed the complexity of intra- (and inter-) plantation politics and economies. Diverse origins and competing ambitions fractured plantations and neighborhoods as often as they created new solidarities. Differences among slaves fueled powerful and often deadly disputes - rivalries rooted in petty accumulations of wealth or the other small rewards of plantation life. Still other conflicts arose between older residents and new arrivals. Slaveholders became maestros at recognizing and manipulating these rivalries, seizing upon their slaves' diverse personalities, abilities, aspirations, and petty jealousies to promote one individual, family, or faction at the expense of others. Planters understood that small privileges distributed to slaves could reap large advantages for themselves. But, if masters appreciated the strategy of divide and conquer, slaves also understood that, despite their internal differences, they had a common foe whose power knew few bounds and whose compunctions about using it had even fewer limitations. Fear from above, as well as common experience, compelled slaves to stand together, and as they did, the terrain of struggle between master and slave shifted once again.

We operate on the belief that every business is unique and requires tailored strategies. This is why we focus on understanding your business before offering solutions. We offer a unique approach to consulting, have a diverse experienced team, and specialize in many types of business verticals. Our services include business strategy, leadership development, operational efficiency, market analysis, customer engagement, and financial planning.

Crafting learning experiences that cater to diverse needs and backgrounds.

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

Leadership is not always an open or closed case but the continuous action of leading. It is not a Win, Lose; Winner Takes All; but a Win, Win if you never stop learning to lead. A leader that falls short of the mark and uses the wisdom of their past history of pitfalls and blunders can develop into a more effective leader than before. This successful leadership style can be proven and altered over time, therefore; nothing is instant gratification. It takes time, hard work, planning, and prayer to become a great leader and maintain leadership.

the communities of learning she has joined: “The successful ones always seem to create diversity of opportunities—to offer different types of learning experiences as well as avenues for their members to create connections between one another and indicate their specializations. Successful learning communities are all about finding and sustaining a sense of shared effort and interest and also speaking usefully to an area of actual, practical need.

You may have desegregated your leadership team, but that does not mean you have an integrated team. Integration means incorporating diverse perspectives, people, and practices into an organization so that the culture expands to include diversity while maintaining unity.

At the heart of every successful organization lies a culture of inclusion—one that not only accepts but also celebrates individual differences, viewing diversity as a wellspring of strength rather than a mere obligation to be fulfilled.

Be the Change and Watch the Ripples Spread. It's not about being famous for making change happen. Just stand up for what you believe in."​

Cooperages typically specialized in one or the other because they each had different customer bases and wood requirements. They were often located in major towns to be close to their customers. Slack cooperage demand was more fragmented than tight cooperage, and therefore had a more diverse customer base. While most of the industry was tight cooperage, Greif focused on slack, with the company having the most slack capacity of any player. The cooperage industry had grown increasingly concentrated over time, with the top four companies’ share of total production increasing from 26% in 1935 to 47% in 1947.66 John Raible acquired control of the company from the Greif brothers in 1913. Raible was a wealthy investor, not terribly interested in the cooperage business. But his leadership was valuable, helping the company grow revenue from $1 million when he took over to $10 million when he took Greif public in 1926. But Raible’s reign came to an end in 1947, undone by a fellow board member. John Dempsey, an accountant in his early 30s, had joined the firm as a director and company secretary in 1946. After Raible tried to buy shares held by Dempsey’s wife and mother-in-law at a price the young accountant thought too cheap, Dempsey accumulated enough voting shares to take control of the company. Dempsey, claiming to be motivated by Raible calling Greif ‘my wood company,’ purchased over 50% of the voting shares and made himself chairman.67

Below, are quotes from one of the most insightful, and cherished, spiritual leaders of our time:  “Women are the ones who can heal this nation” “I question that man has the ability to save himself” “We (as women) are the force that can make the difference between destruction and survival” “Women cannot afford to ignore this opportunity” These are the words of CORETTA SCOTT KING and we can feel grateful that she and Martin have been here when we really needed their example and leadership most. WE Can Feel Blessed, that Coretta, and Martin, were here with us to help open our eyes and share their wonderful Vision of the world with us.  They are still with us today and still serve as shinning examples of so very much of the GOOD that our great nation has represented in the world.  Coretta, and Martin, have shown us all the value that diversity and understanding brings to all of our humanity.  They have contributed so very much good to the entire world for all to see. Coretta, and Martin have shown us all that we must fight for what we know in our heart of hearts is RIGHT! 

Systematically shifting instructional pedagogy in the classroom, and supporting the needs of diverse learners, is the hard part; but the part that matters most.

The theoretical frameworks we bring to our praxis and our own experiences as scholars of color coalesce with a fundamental assumption in ACL, that identity is central to our praxis as leaders, and that our work as scholars advocating for increased diversity of leadership in spaces of higher learning is very much informed by our own identities.

Seduction, marginalization, diversion, and attack all serve a function.

Consistency in right thinking and right doing is how you stay up in a down world.