Dynamic Leader Quotes

The single best way to develop leaders . . . is to take people out of their safe environment and away from the people they know, and throw them into a new arena they know little about. Way over their head, preferably. In fact, the more demanding their challenges, the more pressure and risk they face, the more likely a dynamic leader will emerge.

Communication through interaction is less about the words spoken than it is about the interaction dynamics that take place at the nonverbal level; it is at this level that trust is established—or not.

The worship leader's job is to help bring others in the congregation to place of submission through worship.

Each of the divine persons centers upon the others. None demands that the others revolve around him. Each voluntarily circles the other two, pouring love, delight, and adoration into them. Each person of the Trinity loves, adores, defers to, and rejoices in the others. That creates a dynamic, pulsating dance of joy and love. The early leaders of the Greek church had a word for this – perichoresis. Notice our word “choreography” within it. It means literally to “dance or flow around”.

The vanities of life:pleasure, possession, position and power.

If the Jewish Pharisees completely missed the mark on seeing the first coming, what makes evangelical leaders of America any less in the dark on the second coming?

That which a team does not want to discuss, it most needs to discuss.

Decisiveness is the number one quality of a dynamic leader; his ability to communicate a decision with passion and integrity is an art form.

Leading large groups of people, motivating and inspiring them to accomplish a common goal regardless of adversity or danger—that’s the essence of dynamic leadership.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

Violent crackdowns against unarmed protests end up exposing the brutality of a ruling force, undermining its legitimacy, and, in many cases, creating wider public unwillingness to cooperate with its mandates. Niccolò Machiavelli recognized this dynamic as early as the 1500s. Of the leader who seeks to impose his rule on a mass of hostile people, he wrote: “the greater his cruelty, the weaker does his regime become.

In the closed circle of the war cabinet, pounded by terrible report after terrible report, there had been uncertainty about whether he could fend off the drift to exploring a deal with Hitler. The determination of the larger group trumped the tentativeness of the smaller, and Churchill fulfilled his role as leader by disentangling himself from defeatism--one of his singular achievements at the end of May 1940.

Sometimes we hear about churches having honor cultures, but they rarely seem to be cultures where everyone is honored. The power dynamics work in such a way that the honor flows uphill to the senior leaders. Honor seems to work much as it would in the world. The most visible receive the most glory; the most gifted, the most attention.

While in principle groups for survivors are a good idea, in practice it soon becomes apparent that to organize a successful group is no simple matter. Groups that start out with hope and promise can dissolve acrimoniously, causing pain and disappointment to all involved. The destructive potential of groups is equal to their therapeutic promise. The role of the group leader carries with it a risk of the irresponsible exercise of authority. Conflicts that erupt among group members can all too easily re-create the dynamics of the traumatic event, with group members assuming the roles of perpetrator, accomplice, bystander, victim, and rescuer. Such conflicts can be hurtful to individual participants and can lead to the group’s demise. In order to be successful, a group must have a clear and focused understanding of its therapeutic task and a structure that protects all participants adequately against the dangers of traumatic reenactment. Though groups may vary widely in composition and structure, these basic conditions must be fulfilled without exception. Commonality with other people carries with it all the meanings of the word common. It means belonging to a society, having a public role, being part of that which is universal. It means having a feeling of familiarity, of being known, of communion. It means taking part in the customary, the commonplace, the ordinary, and the everyday. It also carries with it a feeling of smallness, or insignificance, a sense that one’s own troubles are ‘as a drop of rain in the sea.’ The survivor who has achieved commonality with others can rest from her labors. Her recovery is accomplished; all that remains before her is her life.

power dynamic operates in emotional contagion, determining which person’s brain will more forcefully draw the other into its emotional orbit. Mirror neurons are leadership tools: Emotions flow with special strength from the more socially dominant person to the less. One reason is that people in any group naturally pay more attention to and place more significance on what the most powerful person in that group says and does. That amplifies the force of whatever emotional message the leader may be sending, making her emotions particularly contagious. As I heard the head of a small organization say rather ruefully, “When my mind is full of anger, other people catch it like the flu.

Nobody has to get "better" to come to Jesus.

A small businesses ability to gain an edge for a profitable niche is not by just focusing on the dynamic market gap, but by identifying a market within the gap.

The leader who tries to change the group’s spirit directly—yelling, demanding, disciplining—actually plays into the teenage dynamic and reinforces the desire to rebel.

Dynamic decision making needs dynamic decision makers, who can think on their feet.

Before they are preachers, leaders or church planters, the disciples are to be lovers! This is the test of whether or not they have known Jesus. This remains the case today: this cross-love is the primary, dynamic test of whether or not we have understood the gospel word and experienced its power...It is our cross-love for each other that proclaims the truth of the gospel to a watching and skeptical world. Our love for one another, to the extent that it imitates and conforms to the cross-love of Jesus for us, is evangelistic. pp. 56-7

Assorted theories have been advanced to explain confirmation bias—why people rush to embrace information that supports their beliefs while rejecting information that disputes them: that first impressions are difficult to dislodge, that there’s a primitive instinct to defend one’s turf, that people tend to have emotional rather than intellectual responses to being challenged and are loath to carefully examine evidence. Group dynamics only exaggerate these tendencies, the author and legal scholar Cass Sunstein observed in his book Going to Extremes: insularity often means limited information input (and usually information that reinforces preexisting views) and a desire for peer approval; and if the group’s leader “does not encourage dissent and is inclined to an identifiable conclusion, it is highly likely that the group as a whole will move toward that conclusion.” Once the group has been psychologically walled off, Sunstein wrote, “the information and views of those outside the group can be discredited, and hence nothing will disturb the process of polarization as group members continue to talk.” In fact, groups of like-minded people can become breeding grounds for extreme movements. “Terrorists are made, not born,” Sunstein observed, “and terrorist networks often operate in just this way. As a result, they can move otherwise ordinary people to violent acts.

Helping teacher leaders come to understand their gifts is the first step in developing a specialty. Some leaders are great coaches and should focus on instructional leadership in a district or network where that is valued and supported. Great conceptual thinkers are good in startup mode but the daily grind of leading a school doesn't suit them. Other leaders thrive on the turnaround challenge. The dynamic blended future of education will allow more role specialization.

Change might be the most powerful word in American politics. It’s also one of the hardest to define. In 1992 and 2008, change meant electing dynamic young leaders who promised hope and renewal. In 2016, it meant handing a lit match to a pyromaniac.

Management is about the position; leadership is a disposition that goes beyond positions. Managers minimize risks; leaders maximize contribution. Managers work through structures of stability; leaders work through dynamic change. While managers are defined by their position, leaders can emerge from any position.

For one, there is a heavy price just in terms of human dynamics. The fact is, motivation and cooperation deteriorate when there is a lack of purpose. You can train leaders in communication and teamwork and conduct 360 feedback reports until you are blue in the face, but if a team does not have clarity of goals and roles, problems will fester and multiply.

In the cult, the people in power dictate what cult members are to do. Children raised in cults are systematically stripped of their own autonomous power and forced to feel powerful only in the destructive context allowed by the cult, and always under the power of the leader. Ritual abuse survivors have had to learn to be outer oriented - to perceive what is expected of them and do that, whether it is healthy for them or not. When a therapist creates a context in which he or she is the leader, and the client is to listen, learn, and follow what the therapist says, the therapist has inadvertently replicated the power system of the cult. That is not to say that the therapist has no power; the therapist has a lot of power, but the power the therapist has resides in authority based upon his or her expertise, knowledge, training and sensitivity. The point is to use this authority in a way in which the client can also begin to feel his or her own authority, and begin to develop a healthy feeling of power. The word used quite often now is "empowerment." How do you empower a client?

Rare are the leaders of organizations who will tell you that their people don’t matter. However, there is a big difference between understanding the value of the people inside an organization and actually making decisions that consider their needs. It’s like saying, “my kids are my priority,” but always putting work first. What kind of family dynamic or relationship with our kids do we think results? The same is true in business. When we say our people matter but we don’t actually care for them, it can shatter trust and create a culture of paranoia, cynicism, and self-interest. This is not some highfalutin management theory—it’s biology. We are social animals and we respond to the environments we’re in. Good people put in a bad environment are capable of doing bad things. People who may have done bad things, put in a good environment, are capable of becoming remarkable, trustworthy, and valuable members of an organization. This is why leadership matters. Leaders set the culture. Leaders are responsible for overseeing the environment in which people are asked to work . . . and the people will act in accordance with that culture.

All respected economists know that long periods of prosperity have never been assured by markets, but by political leaders who guarantee a high-quality education, spur a dynamic demography through pro-natal policies, encourage investments by great national programs, keep taxes low, limit imports, assure a free and transparent domestic market, support national entrepreneurs, develop research and strictly control immigration.

The government must realize that it is the leader and not the slave of public opinion; that public opinion is not a static thing to be discovered and classified by public-opinion polls as plants are by botanists, but that it is a dynamic, ever changing entity to be continuously created and recreated by informed and responsible leadership; that it is the historic mission of the government to assert that leadership lest it be the demagogue who asserts it.

agent, the people out there looking for a leader, they want vibrant. They want massive. They want dynamic. Nobody wants a little skinny god. They want a thirty-inch drop between your chest and waist sizes. Big pecs. Long legs. Cleft chin. Big calves. They want more than human. They want larger than life size. Nobody wants just anatomically correct. People want anatomical enhancement. Surgically augmented. New and improved. Silicone-implanted. Collagen-injected.

The cultural forces that help politically sustain both the militaristic and the corporate function of the Deep State, however, are growing more irrational and antiscience. A military tradition that glories in force and appeals to self-sacrifice is the polar opposite of the Enlightenment heritate of rationality, the search for peace, and a belief in the common destiny of mankind. The warrior-leader, like the witch doctor, ultimately appeals to irrational emotionalism; and the cultural psychology that produces the bravest and most loyal warriors is a mind-set that is usually hostile to the sort of free inquiry of which scientific progress depends. This dynamic is observable in Afghanistan: no outside power has been able to conquer and pacify that society for millennia because of the tenacity of its warrior spirit; yet the country has one of the highest illiteracy rates on earth and is barely out of the Bronze Age in social development. p 260

Another preoccupation fed into this dynamic relationship between discovery and denial: does sexual abuse actually matter? Should it, in fact, be allowed? After all, it was only in the 19070s that the Paedophile Information Exchange had argued for adults’ right to have sex with children – or rather by a slippery sleight of word, PIE inverted the imperative by arguing that children should have the right to have sex with adults. This group had been disbanded after the imprisonment of Tom O’Carroll, its leader, with some of its activists bunkered in Holland’s paedophile enclaves, only to re-appear over the parapets in the sex crime controversies of the 1990s. How recent it was, then, that paedophilia was fielded as one of the liberation movements, how many of those on the left and right of the political firmament, were – and still are – persuaded that sex with children is merely another case for individual freedom? Few people in Britain at the turn of the century publicly defend adults’ rights to sex with children. But some do, and they are to be found nesting in the coalition crusading against evidence of sexual suffering. They have learned from the 1970s, masked their intentions and diverted attention on to ‘the system’. Others may not have come out for paedophilia but they are apparently content to enter into political alliances with those who have. We believe that this makes their critique of survivors and their allies unreliable. Others genuinely believe in false memories, but may not be aware of the credentials of some of their advisors.

The great weakness of Christianity lies in the fact that it ignores rhythm. It balances God with Devil instead of Vishnu with Siva. Its dualisms are antagonistic instead of equilibrating, and therefore can never issue in the functional third in which power is in equilibrium. Its God is the same yesterday, to-day, and for ever, and does not evolve with an evolving creation, but indulges in one special creative act and rests on His laurels. The whole of human experience, the whole of human knowledge, is against the likelihood of such a concept being true. The Christian concept being static, not dynamic, it does not see that because a thing is good, its opposite is not necessarily evil. It has no sense of proportion because it has no realisation of the principle of equilibrium in space and rhythm in time. Consequently, for the Christian ideal the part is all too often greater than the whole. Meekness, mercy, purity and love are made the ideal of Christian character, and as Nietzsche truly points out, these are slave virtues. There should be room in our ideal for the virtues of the ruler and leader-courage, energy, justice and integrity. Christianity has nothing to tell us about the dynamic virtues; consequently those who get the world's work done cannot follow the Christian ideal because of its limitations and inapplicability to their problems. They can measure right and wrong against no standard save their own self-respect. The result is the ridiculous spectacle of a civilisation, committed to a one-sided ideal, being forced to keep its ideals and its honour in separate compartments.

Open source philosophies once promised to democratize access to cutting-edge technologies radically. Yet for AI, the eventual outcome of the high-stakes battle between open and closed systems remains highly uncertain. Powerful incentives pull major corporate powers to co-opt open source efforts for greater profit and control, however subtly such dynamics might unfold. Yet independent open communities intrinsically chafe against restrictions and centralized control over capacity to innovate. Both sides are digging in for a long fight.

A lot of time and energy went into dismantling the dynamic between Arthur and Ben, identifying the leader of the pack. Understanding their motives would bring closure to the community, and the information could prevent a recurrence at another school. The country’s most renowned psychologists examined the evidence collected in the aftermath of the attack on Bradley—Ben’s and Arthur’s journals, their academic records, interviews with neighbors and friends of the family—and every single one arrived at the same conclusion: Arthur called it.

Legalism The weight we are describing is called legalism. It is a form of religious perfectionism that focuses on the careful performance and avoidance of certain behaviors. It teaches people to gain a sense of spiritual acceptance based on their performance, instead of accepting it as a gift on the basis of Christ. Why were the leaders of Jesus’ and Paul’s day spreading legalistic teaching? Was it simply a matter of being right? It’s more serious than that. Look at Galatians 6: 12-13: Those who desire to make a good showing in the flesh try to compel you to be circumcised, simply that they may not be persecuted for the cross of Christ. For those who are circumcised do not even keep the Law themselves, but they desire to have you circumcised, that they may boast in your flesh. You see, living with Jesus as your only source of life and acceptance is a confrontation to those who seek God’s approval on the basis of their own religious behavior. This, then, explains the pressure you feel to perform religious behaviors in spiritually abusive contexts. If you perform as they say you must: (1) it will make them look good; (2) their self-righteousness will escape the scrutiny of the cross of Christ as the only means to God’s favor; (3) it will allow them to examine you instead of themselves; (4) they will be able to “boast in” or gain a sense of validation from your religious performance. Can you see the abusive dynamic described in chapter one? Here we have religious people trying to meet their own spiritual needs through someone else’s religious performance. And it’s all cloaked in the language of being holy and helping others to live holy lives.

We make a huge mistake when we define our calling in terms of participation inside the church—nursery work, Sunday school teacher, youth worker, music leader, and so on. Our calling is much bigger than how much time we put into church matters. Calling involves everything we are and everything we do, both inside and, more important, outside the church walls. “Calling,” said Os Guinness, “is the truth that God calls us to himself so decisively that everything we are, everything we do, and everything we have is invested with a special devotion, dynamism, and direction.

Individualism, relationalism, and antistructuralism have built renowned and racially homogenous ministries, but these have been cold comfort to those members of the body of Christ who exist outside the boundaries of racial whiteness. If white Christians are to reckon with racial discipleship, we must also look critically at the deeply held assumptions that have thus far hindered our attempts to address racial segregation and injustice. While it’s been over a hundred years since Ida B. Wells and Dwight L. Moody overlapped in Chicago, the dynamic they illustrate continues today. In the current cultural moment, black Christians are fighting for more equitable criminal justice policies, immigrant churches are advocating for policies that don’t separate asylum-seeking parents from their children, and Native American believers are lamenting as ancient tribal lands are being polluted by oil pipelines. At the same time, there are prominent white Christians publicly debating whether justice, from a biblical vantage point, can ever be social. Some of these leaders wonder whether justice can even be considered Christian when not limited to an individual. As disheartening as this divide is between white Christianity and many Christians of color, white Christianity’s tools help us to see why we haven’t been able to move past it.

Social entrepreneurs are among the most dynamic engines of the cooperative movement. Where corporate moguls work for personal enrichment, these civic-minded business leaders work for the cooperative equivalent, which is a desire to generate community self-reliance, abolish poverty, and enhance community economic well-being by improving housing, food, transportation, energy, health, finance, and a host of other products and services. Their motivations are not selfishly financial; they are far deeper, rooted in both the human spirit and the pervasive sense of community that human beings have striven to express throughout history. As the economist Jean Monnet once said, “Without community, there is crisis.

and state. But for the time being, in summer 1940, she saw a continent that was genuinely impressed by this unprecedented German vitality: ‘Hitler, Europe felt, was a smart guy – disagreeable, but smart. He had gone far in making his country strong. Why not try his way?’ That was how many Europeans felt, and they all expressed it in their own way. In France they spoke of the ‘Pax Hitlérica’. In the upper circles of society, it quickly became fashionable to invite young SS and Wehrmacht officers to dinner. They represented a dynamism that had never been seen before, that could perhaps breathe new life into stuffy old France. The leader of the Dutch Anti-Revolutionary Party (ARP), the former prime minister Hendrik Colijn, wrote in June 1940: ‘Unless a true

Proclamation, the preaching of the Gospel, should be central to Christian worship. The sermon is the central dynamic in the worship experience. It is the fulcrum upon which the entire service of worship hinges. Everything that comes before it should point to it, and everything that comes after it should issue out of it. Because of this, the pastor is the worship leader of the church. In too many places and in too many circumstances, worship is only identified with something we do before the sermon. That is, we think the worship leader is one who leads choruses or spiritual songs. The dynamic of the worship experience is a complete package, and it is the sermon, the preaching of the Gospel, that must be central to it. It is the poastor himself who sets the tone for worship.

The most important political effect of this displacement of civil by enterprise association has been the gradual loss of authority and decision-making from the bottom of society, and its transfer to the top. If you supply society with a dynamic purpose, especially one conceived in these linear terms, as moving always forwards towards greater equality, greater justice, greater prosperity or, in the case of the EU, ‘ever closer union’, you at the same time license the would-be leaders. You give credentials to those who promise to guide society along its allotted path, and you confer on them the authority to conscript, dictate, organize and punish the rest of us, regardless of how we might otherwise wish to lead our lives. In particular, you authorize the invasion of those institutions and associations that form the heart of civil society, in order to impose on them a direction and a goal that may have nothing to do with their intrinsic nature.

The extraordinary value of the I Ching is that it reveals the secrets of dynamic natural law. Working with its changes opens up access to the middle level of the Positive Paradigm Wheel, the “e” energy layer of Einstein's Unified Theory. This middle level serves as mediating, two-directional gate-keeper between the ever-changing surface rim and the universal, timeless center. You can't get from here to there, except through the middle layer which, in Western thinking, is effectively taboo, buried in the inaccessible "unconscious." To the extent that natural law is a blind spot in the prevailing, linear and exclusively empirical paradigm, we are left powerless to move beyond the surface level of experience. The realm of light and conscience which rests beyond, on the far side of the dynamic energy level, remains functionally inaccessible. Moral codes promoted by religionists or politicians are sometimes equated with conscience. But they're no substitute for direct experience. Only by becoming intelligently competent in managing the subtle energies of the middle level is it possible to travel further inwards for the immediate, personal experience of inner light. When the middle level becomes clogged with painful memories, negative emotions and socially taboo urges, it becomes a barrier to deeper knowing. The Book of Change is indispensable as a tool for restoring the unnecessarily "unconscious" to conscious awareness, so that the levels of human potential can be linked and unified. In Positive Paradigm context, survivors who prevail in dangerous times aren't those with the most material wealth, possessions or political power. They're the ones who've successfully navigated the middle realm, reached the far shore of enlightenment and returned to the surface with their new information intact. Those who succeed in linking the levels of experience are genius-leaders in whatever fields they choose to engage. They're the fortunate ones who've acquired the inner wealth necessary to both hear the inner voice of conscience and act on the guidance they receive.

In other words, in the long list, most everything is about a leader’s character; only a single characteristic pertains to giftedness (teaching). Depending on how the traits are counted, the ratio is as drastic as twelve to one. There’s nothing on this list about being a strong leader, being able to cast a vision, or being charismatic or dynamic. I am not suggesting those aspects of leadership are irrelevant, but they certainly are not the heart of God’s concern for a pastor. Nor are they ever to trump God’s concern over character. As the Reformer Martin Bucer noted, “It is better to take those who may be lacking in eloquence and learning, but are genuinely concerned with the things of Christ.”33 When this God-given ratio is reversed and churches prefer giftedness over character, churches inevitably begin to overlook a pastor’s character flaws because he’s so successful in other areas. Leadership performance becomes the shield that protects the pastor from criticism. As Michael Jensen observed, “We frequently promote narcissists and psychopaths. Time and time again, we forgive them their arrogance. We bracket out their abuses of their power, because we feel that we need that power to get things done.”34

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

The experience of the common worship of God is such a moment. It is in this connection that American Christianity has betrayed the religion of Jesus almost beyond redemption. Churches have been established for the underprivileged, for the weak, for the poor, on the theory that they prefer to be among themselves. Churches have been established for the Chinese, the Japanese, the Korean, the Mexican, the Filipino, the Italian, and the Negro, with the same theory in mind. The result is that in the one place in which normal, free contacts might be most naturally established—in which the relations of the individual to his God should take priority over conditions of class, race, power, status, wealth, or the like—this place is one of the chief instruments for guaranteeing barriers. It is in order to quote these paragraphs from a recently published book, The Protestant Church and the Negro, by Frank S. Loescher: There are approximately 8,000,000 Protestant Negroes. About 7,500,000 are in separate Negro denominations. Therefore, from the local church through the regional organizations to the national assemblies over 93 per cent of the Negroes are without association in work and worship with Christians of other races except in interdenominational organizations which involves a few of their leaders. The remaining 500,000 Negro Protestants—about 6 per cent—are in predominantly white denominations, and of these 500,000 Negroes in “white” churches, at least 99 per cent, judging by the surveys of six denominations, are in segregated congregations. They are in association with their white denominational brothers only in national assemblies, and, in some denominations, in regional, state, or more local jurisdictional meetings. There remains a handful of Negro members in local “white” churches. How many? Call it one-tenth of one per cent of all the Negro Protestant Christians in the United States—8,000 souls—the figure is probably much too large. Whatever the figure actually is, the number of white and Negro persons who ever gather together for worship under the auspices of Protestant Christianity is almost microscopic. And where interracial worship does occur, it is, for the most part, in communities where there are only a few Negro families and where, therefore, only a few Negro individuals are available to “white” churches. That is the over-all picture, a picture which hardly reveals the Protestant church as a dynamic agency in the integration of American Negroes into American life. Negro membership appears to be confined to less than one per cent of the local “white” churches, usually churches in small communities where but a few Negroes live and have already experienced a high degree of integration by other community institutions—communities one might add where it is unsound to establish a Negro church since Negroes are in such small numbers. It is an even smaller percentage of white churches in which Negroes are reported to be participating freely, or are integrated

Think about it,” Obama said to us on the flight over. “The Republican Party is the only major party in the world that doesn’t even acknowledge that climate change is happening.” He was leaning over the seats where Susan and I sat. We chuckled. “Even the National Front believes in climate change,” I said, referring to the far-right party in France. “No, think about it,” he said. “That’s where it all began. Once you convince yourself that something like that isn’t true, then…” His voice trailed off, and he walked out of the room. For six years, Obama had been working to build what would become the Paris agreement, piece by piece. Because Congress wouldn’t act, he had to promote clean energy, and regulate fuel efficiency and emissions through executive action. With dozens of other nations, he made climate change an issue in our bilateral relationship, helping design their commitments. At international conferences, U.S. diplomats filled in the details of a framework. Since the breakthrough with China, and throughout 2015, things had been falling into place. When we got to Paris, the main holdout was India. We were scheduled to meet with India’s prime minister, Narendra Modi. Obama and a group of us waited outside the meeting room, when the Indian delegation showed up in advance of Modi. By all accounts, the Indian negotiators had been the most difficult. Obama asked to talk to them, and for the next twenty minutes, he stood in a hallway having an animated argument with two Indian men. I stood off to the side, glancing at my BlackBerry, while he went on about solar power. One guy from our climate team came over to me. “I can’t believe he’s doing this,” he whispered. “These guys are impossible.” “Are you kidding?” I said. “It’s an argument about science. He loves this.” Modi came around the corner with a look of concern on his face, wondering what his negotiators were arguing with Obama about. We moved into the meeting room, and a dynamic became clear. Modi’s team, which represented the institutional perspective of the Indian government, did not want to do what is necessary to reach an agreement. Modi, who had ambitions to be a transformative leader of India, and a person of global stature, was torn. This is one reason why we had done the deal with China; if India was alone, it was going to be hard for Modi to stay out. For nearly an hour, Modi kept underscoring the fact that he had three hundred million people with no electricity, and coal was the cheapest way to grow the Indian economy; he cared about the environment, but he had to worry about a lot of people mired in poverty. Obama went through arguments about a solar initiative we were building, the market shifts that would lower the price of clean energy. But he still hadn’t addressed a lingering sense of unfairness, the fact that nations like the United States had developed with coal, and were now demanding that India avoid doing the same thing. “Look,” Obama finally said, “I get that it’s unfair. I’m African American.” Modi smiled knowingly and looked down at his hands. He looked genuinely pained. “I know what it’s like to be in a system that’s unfair,” he went on. “I know what it’s like to start behind and to be asked to do more, to act like the injustice didn’t happen. But I can’t let that shape my choices, and neither should you.” I’d never heard him talk to another leader in quite that way. Modi seemed to appreciate it. He looked up and nodded.

The downside of attending to the emotional life of groups is that it can swamp the ability to get anything done; a group can become more concerned with satisfying its members than with achieving its goals. Bion identified several ways that groups can slide into pure emotion - they can become "groups for pairing off," in which members are mainly interested in forming romantic couples or discussing those who form them; they can become dedicated to venerating something, continually praising the object of their affection (fan groups often have this characteristic, be they Harry Potter readers or followers of the Arsenal soccer team), or they can focus too much on real or perceived external threats. Bion trenchantly observed that because external enemies are such spurs to group solidarity, some groups will anoint paranoid leaders because such people are expert at identifying external threats, thus generating pleasurable group solidarity even when the threats aren't real.

If you make disciples, you always get the church. But if you make a church, you rarely get disciples. A gifted discipler is someone who invites people into a covenantal relationship with him or her, but challenges that person to live into his or her true identity in very direct yet graceful ways. Without both dynamics working together, you will not see people grow into the people God has created them to be. Challenge may be given from the pulpit or stage on Sunday mornings, but challenge is always given best in the context of personal relationships. No one accidentally creates disciples. Discipleship is an intentional pursuit. In life, when we want to learn how to do something, we find someone with real flesh and blood and have that person teach us how to do what they do. The truth of Scripture is meant to be worked out in us, not something that we hold as an abstract reality. If there’s anything any of us should become great at, it’s making disciples who can make disciples. Every disciple disciples. You can’t be a disciple if you aren’t willing to invest in and disciple others. That’s simply the call of the Great Commission. From the beginning, members know that one day they will start a group of their own. Leaders tell members from the beginning that the expectation is that in 6-12 months they will start one of their own. People often become stunted in their spiritual development if they assume it is only affecting them (though this is never really the case), but knowing that other people are depending on them changes the game in their minds and makes them take their own spiritual development more seriously. When the bar is raised, people either bow out or step up. Most of the time people step up. It is our experience that people want to grow but are unable to will themselves to transformation. They need relationships and structures that keep them accountable and moving toward Jesus. They also know the only way this can happen is with high commitment.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

Could it be that our dynamic and “non-threatening” evangelistic events at church have had the unintended consequence of Christian families and Christian individuals not being evangelistic in their own homes and neighborhoods? The evangelistic call to the Christian has changed from “Invite your neighbors into your home. Share your life with them. Pray for God to give you an opportunity to share the Gospel” to “We have an incredible outreach event here at church next month. Pray about who you can invite to church so they can hear the gospel from our special speaker.” Is it possible that the more pastors and church leaders focus on running outreach events at church, the less Christians share their faith in their neighborhoods and workplaces?

Marlan Rico Lee Timeline Recent Status Photo / Video Place Life Event Status Photo / Video Place Life Event What's on your mind? Marlan Rico Lee 15 hours ago 16th annual individual car show. Play Video0:17 LikeLike · · Promote · Share Marlan Rico Lee 23 hours ago · Edited PIONEERS People who become leaders first learn what it means to be able to follow. They also are idealist in the fact that they must think outside of the norm. You don't become original by following everyone else but you get your idea of how people feel when you need them to adhere to your ideas. First In order to have an original idea you use what you have learned but take old ideas and put a dynamic twist to it recreating the idea. You must think the idea first before it can be manifested. But know that as long as an idea stays in your mind it really means nothing to the world and it stays only a figment of your imagination.

DEVOTION TO GOD’S KINGDOM OVER SELF OR TRIBE ENABLES SACRIFICE People in a church with movement dynamics put the vision ahead of their own interests and needs. What matters to the members and staff is not their own individual interests, power, and perks, but the fulfillment of the vision. They want to see it realized through them, and this satisfaction is their main compensation. The willingness to sacrifice on the part of workers and members is perhaps the key practical index of whether you have become a movement or have become institutionalized. Members of a church with movement dynamics tend to be more self-motivated and need less direct oversight. They are self-starters. How does this happen? Selfless devotion is not something that leaders can create — indeed, it would be dangerous emotional manipulation to try to bring this about directly. Only leaders who have the vision and devotion can kindle this sacrificial spirit in others. A dynamic Christian movement convinces its people — truthfully — that they are participating in God’s redemptive plan in a profoundly important and practical way. Participants say things like, “I’ve never felt more useful to the Lord and to others.” Church meetings in movement-oriented churches feel deeply spiritual. There is much more “majoring in the majors” — the cross, the Spirit, the grace of Jesus. People spend more time in worship and prayer.

Without an acceptance of multiple biblical church models, your own movement and network may plant cookie-cutter churches in neighborhoods where that model is inappropriate or may employ leaders whose gifts don’t fit it. Your own movement would risk becoming too homogeneous, reaching only one kind of neighborhood or one kind of person, and fail to reflect the God-ordained diversity of humanity in your church. As much as we want to believe that most people will want to become our particular kind of Christian, it is not true. The city will not be won unless many different denominations become dynamic mini-movements.

When he summarizes his mission among them, Paul reminds the Ephesian elders that he went around ‘preaching the kingdom’.32 What does this expression mean? The kingdom is not a static place that you physically go into, like the United Kingdom. To enter God’s kingdom is to benefit from the rule of its King by submitting to the benevolent rule of King Jesus. Wherever the rule of Jesus goes, there is a manifestation of the kingdom. It is a dynamic, not a static, concept. If the sick are healed, the kingdom extends; as the demonized are set free, so the kingdom comes; as good news is brought to the poor, so the kingdom of God is expressed; as justice comes into situations of injustice, so the kingdom of God is growing. Wherever God is obeyed, his kingdom comes. The evidence of the kingdom on earth is his will being done here as it is in heaven.

The dynamic tension between daring and serving creates the conditions for superior performance.

My mission is to enhance and perhaps even transform the minds of young people around the world. I hope to see an exciting world in which a dynamic global network of my mentees, students, and readers will shine as value-added, good-hearted leaders and citizens around the world.

Steve was always hell-bent on hiring the very best people in the world, especially engineers. “In most businesses, the difference between average and good is at best 2 to 1,” Steve once told me. “Like, if you go to New York and you get the best cabdriver in the city, you might get there thirty percent faster than with an average taxicab driver. A 2 to 1 gain would be pretty big. In software, it’s at least 25 to 1. The difference between the average programmer and a great one is at least that. We have gone to exceptional lengths to hire the best people in the world. And when you’re in a field where the dynamic range is 25 to 1, boy, does it pay off.

encompasses school culture, academics, social dynamics, extracurricular opportunities, internship/job opportunities, geography, financial aid, and any other criteria profoundly important to you. Choose the school based on true fit, not on just brand name. College life Frankly, most of the success habits that were key in high school still apply in college, so there’s no need to repeat them in this section. What defines a successful time in in college, however, is commonly judged in terms of your summer internships and ultimately the job you undertake post-college. Be careful in choosing your classes … or

open-minded always Inspire and empower my mentees/students, clients, and teammates Learn and grow continuously, and innovate often Execute pragmatically and with integrity Have some fun and don’t hold back on humor What is next for Young Leaders 3.0? My mission forward is to enhance and perhaps even transform the minds of teenagers and young adults and to influence parents and business executives around the world. My vision includes an exciting world in which a dynamic global

Like, if you go to New York and you get the best cabdriver in the city, you might get there thirty percent faster than with an average taxicab driver. A 2 to 1 gain would be pretty big. In software, it’s at least 25 to 1. The difference between the average programmer and a great one is at least that. We have gone to exceptional lengths to hire the best people in the world. And when you’re in a field where the dynamic range is 25 to 1, boy, does it pay off.

I would argue that my Chicago study sustains Putnam’s emphasis on the importance of dynamic social capital – extensive opportunities for interaction through ethnic organizations, churches, neighborhoods, factory floors, and the like – for workers’ successful mobilization as unionists, voters, and citizens. But it also demonstrates that institutions and local leaders matter as well. Here I refer not to bigwigs sitting in Washington or Pittsburgh, but rather to the dozens, probably hundreds, of human spark plugs who coaxed thousands of Chicago workers into political motion. I doubt very much that without the guiding hand of CIO organizers – many of them committed communists – and other locally based political activists of the 1930s, ordinary workers would have been able to turn their resource bank of social capital into winning political currency.

RULE 3. Leaders get into everyone’s skin, exuding positive energy and optimism. You know that old saying “The fish rots from the head.” It’s mainly used to refer to how politics and corruption filter down into an organization, but it could just as easily be used to describe the effect of a bad attitude at the top of any team, large or small. Eventually, everyone’s infected. The leader’s mood is, for lack of a better word, catching. You’ve seen the dynamic a hundred times. An upbeat manager who goes through the day with a positive outlook somehow ends up running a team or organization filled with…well, upbeat people with positive outlooks. A pessimistic sourpuss somehow ends up with an unhappy tribe all his own. Unhappy tribes have a tough time winning. Of course, sometimes there are good reasons to be down. The economy is bad, competition is brutal—whatever. Work can be hard. But your job as leader is to fight the gravitational pull of negativism. That doesn’t mean you sugarcoat the challenges your team faces. It does mean you display an energizing, can-do attitude about overcoming them. It means you get out of your office and into everyone’s skin, really caring about what they’re doing and how they’re faring as you take the hill together.

And, most disappointing of all, Obama turned out to be a cautious, hesitant, almost timid chief executive, not the dynamic, bold, fearless leader we were all counting on.

If nothing of spiritual significance is happening in your church, your Bible study, your small group, or your family, it may be because nothing spiritually significant is happening in your life. I love the line from Robert Murray M’Cheyne: “My people’s greatest need is my personal holiness.” I’ve given that advice to others dozens of times, and I’ve repeated it to myself a hundred times. Almost my whole philosophy of ministry is summed up in M’Cheyne’s words. My congregation needs me to be humble before they need me to be smart. They need me to be honest more than they need me to be a dynamic leader. They need me to be teachable more than they need me to teach at conferences. If your walk matches your talk, if your faith costs you something, if being a Christian is more than a cultural garb, they will listen to you.

Groupthink is the term Irving Janis coined for this phenomenon: the kind of flawed group dynamics that lets bad ideas go unchallenged by questions and disagreement and that can sometimes yield disastrous outcomes.

Georgi M. Derluguian's Bourdieu's Secret Admirer in the Caucasus tells the extraordinary story of Musa Shanib from Abkhazia, the leading intellectual of this turbulent region whose incredible career passed from Soviet dissident intellectual through democratic political reformer and Muslim fundamentalist war leader up to respected professor of philosophy, his entire career marked by the strange admiration for Pierre Bourdieu's thought. There are two ways to approach such a figure. The first reaction is to dismiss it as local eccentricity, to treat it with benevolent irony - "what a strange choice, Bourdieu - who knows what this folkloric guy sees in Bourdieu...". The second reaction is to directly assert the universal scope of theory - "see how universal theory is: every intellectual from Paris to Chechenia and Abkhazia can debate his theories..." The true task, of course, is to avoid both these options and to assert the universality of a theory as the result of a hard theoretical work and struggle, a struggle that is not external to theory: the point is not (only) that Shanib had to do a lot of work to break the constraints of his local context and penetrate Bourdieu - this appropriation of Bourdieu by an Abkhazian intellectual also affects the substance of the theory itself, transposing it into a different universe. Did - mutatis mutandis - Lenin not do something similar with Marx? The shift of Mao with regard to Lenin AND Stalin concerns the relationship between the working class and peasants: both Lenin and Stalin were deeply distrustful towards the peasants, they saw as one of the main tasks of the Soviet power to break the inertia of the peasants, their substantial attachment to land, to "proletarize" them and thus fully expose them to the dynamics of modernization - in clear contrast to Mao who, in his critical notes on Stalin's Economic Problems of Socialism in the USSR (from 1958) remarked that "Stalin's point of view /.../ is almost altogether wrong. The basic error is mistrust of the peasants." The theoretical and political consequences of this shift are properly shattering: they imply no less than a thorough reworking of Marx's Hegelian notion of proletarian position as the position of "substanceless subjectivity," of those who are reduced to the abyss of their subjectivity.

Hockey and cooking are similar in so many ways, especially if you are a player-coach, the guy in charge on the ice, a role I would closely relate to that of a chef in the kitchen - they are both contact sports. You've gotta keep your head up, keep moving and communicate well. Even though you might be the leader in the kitchen or on the ice, you need to understand that that you're part of a working machine and that machine stops working if one of the pieces isn't working in unison with the others. I learned from a very young age the importance of being part of this team dynamic and how hard work can take you to so many different places. (Chef Duane Keller)

Since leaders do inevitably shape the culture of the church, the vital question is whether we are shaping that culture into a living expression of the reign of God or an expression of a different agenda. Many will have experienced the pain of merely human priorities that were stamped onto a church by a few powerful personalities, or will have encountered situations in which the politics of denominational leadership drove the agenda of a church’s life with little regard for Jesus’ own priorities. How much better it is when such leadership power and influence are used to enable the church humbly to seek the Lord’s agenda and to cooperate in the work of fulfilling it.

Dynamic Leaders value and nurture relationships to create long term associations that create and achieve professional respect~bns

Group dynamics include team member interactions and emotions. You aren’t responsible for other people’s emotions, but as retrospective leader, you are responsible for keeping the session productive. And that means you need to be prepared to handle emotional interactions and situations.

But perhaps most important of all, having too many people on a team makes team dynamics during meetings and other decision-making events almost impossible. That’s because a good team has to engage in two types of communication in order to optimize decision making, but only one of these is practical in a large group. According to Harvard’s Chris Argyris, those two types of communication are advocacy and inquiry. Basically, advocacy is the statement of ideas and opinions; inquiry is the asking of questions for clarity and understanding. When a group gets too large, people realize they are not going to get the floor back any time soon, so they resort almost exclusively to advocacy. It becomes like Congress (which is not designed to be a team) or the United Nations (ditto).

Guna impact not just matter but also the mind. Thus, thought and emotions also display the three tendencies. Therefore some people are lazy followers, some are driven leaders who want to change the world and some decide when to follow and when to lead, and know that the world can be changed only cosmetically with technology, but not in essence, at a psychological level. Tamas guna stops us from thinking, so we follow the trend. Rajas guna stops us from trusting anyone but ourselves. Sattva guna makes us care for those who are frightened, intimidated by the diverse and dynamic reality of the world.

When bishops, abbots, prelates, and other church officials arrived in the spring of 1140, they had to step over piles of masonry and dodge ropes from cranes as they assembled in the cathedral’s new choir. They were there for a church council, the most important in France ever. In terms of the history of Western civilization, perhaps the most important of all. The Sens council had been summoned to hear Peter Abelard defend his strange new doctrines. His judges included a monk in his early fifties who was a particular friend of Sens’s archbishop and the acknowledged leader of Europe’s most dynamic new monastic order, the Cistercians. He was Bernard of Clairvaux, later to be canonized as Saint Bernard.

A leader should not try to avoid tension, crisis, or confrontation.

MYTH It’s not possible to learn how to be a dynamic leader. TRUTH Leadership presence can be cultivated and is available to me.

He saw his judgments as “something you polish.” You look for confirming evidence and get tunnel vision. Judgments close your mind in dynamic situations, and you miss important but subtle bits of information that are critical to success. In many instances Gleason believed that if the leader made sense he could let go and have the crews make their own decisions.

Can the leader articulate a vision that’s interesting, dynamic, and compelling? More important, can the leader do this when things fall apart? More specifically, when the company gets to a point when it does not make financial sense for any employee to continue working there, will the leader be able to articulate a vision that’s compelling enough to make people stay?

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.

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

Long argued that both Democrats and Republicans had failed the country at one time or another. Power was concentrated in the hands of a self-serving financial and political elite. Only radical change, brought about by dynamic, unconventional leaders—leaders like Long—could make the nation the property of the people once more:

A leader’s movement is dynamic, purposeful, and ordered. The very perception of movement often gives vitality to a leader’s mission and engenders dynamism in one’s co-workers. Joan of Arc seemed to have an intuitive grasp of this when she traversed the entire length of Northern France on horseback several times in a few months. This was six hundred years before modern transportation made that an easy feat. Prior to that, Joan had never left the confines of her local community.

But business leaders sometimes find themselves thrust back into questioning mode during dire or dynamic times, when those rules and methods they’ve come to rely on no longer work. Such is the case in today’s business market, where the speed of, and need for, innovation has been ratcheted up—forcing some companies to ask bigger and more fundamental questions than they’ve asked in years about everything from the company’s identity, to its mission, to a reexamination of who the customer is and what the core competencies should be. Much of it boils down to a fundamental question that a lot of companies find themselves asking right now: With all that’s changing in the world and in our customers’ lives, what business are we really in?

While Mussolini toiled long hours at his desk, Hitler continued to indulge in the lazy bohemian dilettantism of his art-student days. When aides sought his attention for urgent matters, Hitler was often inaccessible. He spent much time at his Bavarian retreat; even in Berlin he often neglected pressing business. He subjected his dinner guests to midnight monologues, rose at midday, and devoted his afternoons to personal passions such as plans by his young protege Albert Speer to reconstruct his hometown of Linz and the center of Berlin in a monumental style benefiting the Thousand-Year Reich. After February 1938 the cabinet ceased to meet; some cabinet ministers never managed to see the Fuhrer at all. Hans Mommsen went so far as to call him a 'weak dictator.' Mommsen never meant to deny the unlimited nature of Hitler's vaguely defined and haphazardly exercised power, but he observed that the Nazi regime was not organized on rational principles of bureaucratic efficiency, and that its astonishing burst of murderous energy was not produced by Hitler's diligence. Neither an extreme intentionalist view of the all-powerful leader ruling alone nor an extreme structuralist view that initiatives from below are the main motor of fascist dynamism is tenable. In the 1990s, the most convincing work established two-way explanations in which competition among midlevel officials to anticipate the leader's intimate wishes and 'work toward' them are given due place, while the leader's role in establishing goals and removing limits and rewarding zealous associates plays its indispensable role.

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.

Franklin D. Roosevelt, when addressing the Great Depression, realized that it was far too complex to understand and know how to intervene effectively. So he decided to begin as many positive initiatives as possible, thanking that it would increase the odds that some of them would help. To some degree, this is how we should view the Israeli-Palestinian conflict. What would help is vision of how a comprehensive set of initiatives can increase the probabilities for constructive dynamics and decrease the probabilities of destructive dynamics or war. These activities can come from many sources: from grassroots to national leaders to international powers and agencies.

As control of the regime passed from Kim Il-sung to Kim Jong-il to Kim Jong-un, my personal assessment of the threat posed by the Hermit Kingdom never changed. If anything, the actions and public pronouncements of the 'Dear Leaders' over the decades reinforced my conclusion that none of them wanted to go back to fighting, but that they've kept the mechanics of war set on a hair trigger, and that any sane US policy on North Korea needed to be based on an understanding of that dynamic.

a third dynamic that inflicts overload on many unwilling victims is “follow the leader.” Our economy and our society are run by the driven. They climb to positions of power by force and then demand the same over-commitment from those under them. That our leaders should require of us an honest day’s work is not disputed. But when they require overloading that destroys the worker, then they have exceeded the moral mandate for leadership.

If someone’s performance is struggling or if they are acting in a way that is negatively impacting team dynamics, the primary question a leader needs to ask is, “Are they coachable?” Our goal, as leaders, is to ensure that our people have the skills—technical skills, human skills or leadership skills—so that they are equipped to work to their natural best and be a valuable asset to the team.

Leaders must embed their own sense of purpose into the heart and soul of every follower. The purpose starts from the leader at the top, and through infectious, dynamic, passionate leadership, it is driven down throughout the organization. Every follower has his own organizational purpose that connects with the leader’s overall purpose.

In the short term, as liberal economies floundered in the early 1930s, fascist economies could look more capable than democracies of performing the harsh task of reconciling populations to diminished personal consumption in order to permit a higher rate of savings and investment, particularly in the military. But we know now that they never achieved the growth rates of postwar Europe, or even of pre-1914 Europe, or even the total mobilization for war achieved voluntarily and belatedly by some of the democracies. This makes it difficult to accept the definition of fascism as a “developmental dictatorship” appropriate for latecomer industrial nations. Fascists did not wish to develop the economy but to prepare for war, even though they needed accelerated arms production for that. Fascists had to do something about the welfare state. In Germany, the welfare experiments of the Weimar Republic had proved too expensive after the Depression struck in 1929. The Nazis trimmed them and perverted them by racial forms of exclusion. But neither fascist regime tried to dismantle the welfare state (as mere reactionaries might have done). Fascism was revolutionary in its radically new conceptions of citizenship, of the way individuals participated in the life of the community. It was counterrevolutionary, however, with respect to such traditional projects of the Left as individual liberties, human rights, due process, and international peace. In sum, the fascist exercise of power involved a coalition composed of the same elements in Mussolini’s Italy as in Nazi Germany. It was the relative weight among leader, party, and traditional institutions that distinguished one case from the other. In Italy, the traditional state wound up with supremacy over the party, largely because Mussolini feared his own most militant followers, the local ras and their squadristi. In Nazi Germany, the party came to dominate the state and civil society, especially after war began. Fascist regimes functioned like an epoxy: an amalgam of two very different agents, fascist dynamism and conservative order, bonded by shared enmity toward liberalism and the Left, and a shared willingness to stop at nothing to destroy their common enemies.

the fact that there was a thing called apartheid and it was ending and that was a big deal, but I didn’t understand the intricacies of it. What I do remember, what I will never forget, is the violence that followed. The triumph of democracy over apartheid is sometimes called the Bloodless Revolution. It is called that because very little white blood was spilled. Black blood ran in the streets. As the apartheid regime fell, we knew that the black man was now going to rule. The question was, which black man? Spates of violence broke out between the Inkatha Freedom Party and the ANC, the African National Congress, as they jockeyed for power. The political dynamic between these two groups was very complicated, but the simplest way to understand it is as a proxy war between Zulu and Xhosa. The Inkatha was predominantly Zulu, very militant and very nationalistic. The ANC was a broad coalition encompassing many different tribes, but its leaders at the time were primarily Xhosa. Instead of uniting for peace they turned on one another, committing acts of unbelievable savagery.

Dissident psychiatrist John Weir Perry had a theory. He believed that visionaries, prophets, and mad persons are able to descend into the deepest level of the unconscious and access new myths that guide societies in making transitions in times of crisis. Those who are leaders may 'deliver the new myth' that is going to be accepted for the next phase of the culture's evolution. He explained the dynamic in The Heart of History, 'The poetic and prophetic souls possessing the great vision of the new way would become the mouthpieces of the psyche in its dynamic upheaval of renewal. Their effect upon the culture of the world would be to stir a momentous rush of enthusiasm into new concerns.

The recent history of human population dynamics resembles the ‘boom-bust’ cycle of any other species introduced to a new habitat with abundant resources and no predators, therefore little negative feedback. [...] The population expands rapidly (exponentially), until it depletes essential resources and pollutes its habitat. Negative feedback (overcrowding, disease, starvation, resource scarcity/competition/conflict) then reasserts itself and the population crashes to a level at or below theoretical carrying capacity (it may go locally extinct). Some species populations, in simple habitats, cycle repeatedly through boom and bust phases. The height of the boom is called the ‘plague phase’ of such cycles. Hypothesis: Homo sapiens are currently approaching the peak of the plague phase of a one-off global population cycle and will crash because of depleted resources, habitat deterioration and psycho-social feedback, including possible war over remaining ‘assets,’ sometime in this century. (“But wait,” I hear you protest. “Humans are not just any other species. We’re smarter; we can plan ahead; we just won’t let this happen!” Perhaps, but what is the evidence so far that our leaders even recognize the problem?) [...] climate change is not the only existential threat confronting modern society. Indeed, we could initiate any number of conversations that end with the self-induced implosion of civilization and the loss of 50 per cent or even 90 per cent of humanity. And that places the global community in a particularly embarrassing predicament. Homo sapiens, that self-proclaimed most-intelligent-of-species, is facing a genuine, unprecedented, hydra-like ecological crisis, yet its political leaders, economic elites and sundry other messiahs of hope will not countenance a serious conversation about of any of its ghoulish heads. Climate change is perhaps the most aggressively visible head, yet despite decades of high-level talks — 33 in al — and several international agreements to turn things around, atmospheric CO2 and other GHG concentrations have more than doubled to over 37 billion tonnes and, with other GHG concentrations, are still rising at record rates.

Local power is also the realm of the small nonprofit, church, and civic association. A handful of people, properly organized, can drive enormous changes in a city’s dynamics. I’ll offer yet another example from Portland, Oregon. A group of water-conservation enthusiasts, frustrated at the illegal status of graywater reuse in the city and state, formed an organization called Recode. Although many in the group were young, among them they had built solid relationships with a number of local officials, business leaders, and other key people in the politics of the area. Recode pooled their respective connections to gather together relevant stakeholders, such as health officials, state legislature staff, the plumbing board, and developers. To the surprise of all, everyone at the meeting supported graywater use. So, everyone wondered, what was up? A state legislature staffer in attendance zeroed in on the main obstacle: There was no provision in the state codes for graywater. Legally, all of Oregon’s water fell into one of two categories, potable water or sewage. Since graywater was not potable, it had to be considered sewage. The staffer told them, “So, all we need to do is create a third water category, graywater.” They drafted a resolution doing that, got it to their state representative, and it passed at the next legislative session. After three subsequent years of bureaucratic wrangling and gentle pressure from Recode, graywater use became legal in Oregon. Recode then tackled urban composting toilets as their next target for legalization.

It may seem to readers that I talk too much about the bankers and corporate CEOs, too much about the financial crisis of 2008 and its aftermath, especially (as I’ll explain) since the problems of inequality in America are of longer standing. It is not just that they have become the whipping boys of popular opinion. They are emblematic of what has gone wrong. Much of the inequality at the top is associated with finance and corporate CEOs. But it’s more than that: these leaders have helped shape our views about what is good economic policy, and unless and until we understand what is wrong with those views—and how, to too large an extent, they serve their interests at the expense of the rest—we won’t be able to reformulate policies to ensure a more equitable, more efficient, more dynamic economy. Any

This recalibration of the “victim–oppressor dynamic” is exactly what Christian conservatives, with the aid of right-wing bloggers, put into motion after Brendan Eich resigned as CEO of Mozilla. They cast him as a victim of ruthless, organized gay activist groups that were taking away his “religious liberties”—a claim that could not be further from the truth. Too many gay opinion makers fell right into the trap, accepting this reframing, becoming fearful, and running away, fretting about the “optics” rather than challenging the accusation for what it was: a vicious lie and a deception, part of a plot to recast enemies of LGBT equality as victims while they trample hard-won rights. These LGBT thought leaders spoke for all of us who have been overcome with victory blindness and have impulsively reverted to covering our anger and our conviction. And we can’t let that happen again.

Japanese tragedy illustrates this aspect of the Trinity better than Greek tragedy, Kitamori taught, because it is based on the feeling expressed by the word tsurasa. This is the peculiar pain felt when someone dies in behalf of another. yet the term implies neither bitterness nor sadness. Nor is tsurasa burdened with the dialectical tension in the struggle with fate that is emphasized in Greek drama, since dialectic is a concept foreign to Japan. Tsurasa is pain with resignation and acceptance. Kitamori called our attention to a Kabuki play, The Village School. The feudal lord of a retainer named Matsuo is defeated in battle and forced into exile. Matsuo feigns allegiance to the victor but remains loyal to his vanquished lord. When he learns that his lord's son and heir, Kan Shusai, has been traced to a village school and marked for execution, Matsuo resolves to save the boy's life. The only way to do this, he realizes, is to substitute a look-alike who can pass for Kan Shusai and be mistakenly killed in his place. Only one substitute will likely pass: Matsuo's own son. So when the enemy lord orders the schoolmaster to produce the head of Kan Shusai, Matsuo's son consents to be beheaded instead. The plot succeeds: the enemy is convinced that the proffered head is that of Kan Shusai. Afterwards, in a deeply emotional scene, the schoolmaster tells Matsuo and his wife that their son died like a true samurai to save the life of the other boy. The parents burst into tears of tsurasa. 'Rejoice my dear,' Matsuo says consolingly to his wife. 'Our son has been of service to our lord.' Tsurasa is also expressed in a Noh drama, The Valley Rite. A fatherless boy named Matsuwaka is befriended by the leader of a band of ascetics, who invites him to accompany the band on a pilgrimage up a sacred mountain. On the way, tragically, Matsuwaka falls ill. According to an ancient and inflexible rule of the ascetics, anyone who falls ill on a pilgrimage must be put to death. The band's leader is stricken with sorrow; he cannot bear to sacrifice the boy he has come to love as his own son. He wishes that 'he could die and the boy live.' But the ascetics follow the rule. They hurl the boy into a ravine, then fling stones and clods of dirt to bury him. The distressed leader then asks to be thrown into the ravine after the boy. His plea so moves the ascetics that they pray for Matsuwaka to be restored to life. Their prayer is answered, and mourning turns to celebration. So it was with God's sacrifice of his Son. The Son's obedience to the Father, the Father's pain in the suffering and death of the Son, the Father's joy in the resurrection - these expressions of a deep personal relationship enrich our understanding of the triune God. Indeed, the God of dynamic relationships within himself is also involved with us his creatures. No impassive God, he interacts with the society of persons he has made in his own image. He expresses his love to us. He shares in our joys and sorrows. This is true of the Holy Spirit as well as the Father and Son... Unity, mystery, relationship - these are the principles of Noh that inform our understanding of the on God as Father, Son, and Spirit; or as Parent, Child, and Spirit; or as Creator, Redeemer, Sanctifier...this amazing doctrine inspires warm adoration, not cold analysis. It calls for doxology, not definition.

There is no sector the new model will not touch. Everywhere it goes, it brings a wholly new dynamic characterized by greater levels of innovation; devolution of risk to smaller companies; a significant dependency on open-source communities that work with their own rules and values; and a vastly accelerated economic pace where commentators now talk of innovation as “continuous deployment” or “continuous delivery.

To reset the accountability dynamic internally, Friends should have a level-setting conversation with each member of their team, to clarify goals, roles, and responsibilities. And, crucially for all leaders who are learning about themselves, Friends must take 100 percent ownership for the dynamic they’ve created up to this point. You earn the right to ask people to adapt to a new agreement by acknowledging your role in creating and perpetuating the old one. The