Efficient Leader Quotes

Nagumo was suddenly on his own. At this crucial time, the cost of his failure to learn the complicated factors that played into carrier operations suddenly exploded. Now, when every minute counted, it was too late to learn the complexities involved in loading different munitions on different types of planes on the hangar deck, too late to learn how the planes were organized and spotted on the flight decks, too late to learn the flight capabilities of his different types of planes, and far too late to know how to integrate all those factors into a fast-moving and efficient operation with the planes and ordnance available at that moment. Commander Genda, his brilliant operations officer, couldn’t make the decisions for him now. It was all up to Nagumo. At 0730 on June 4, 1942, years of shipbuilding, training, and strategic planning had all come to this moment. Teams of highly trained pilots, flight deck personnel, mechanics, and hundreds of other sailors were ready and awaiting his command. The entire course of the battle, of the Combined Fleet, and even perhaps of Japan were going to bear the results of his decisions, then and there.

The market rewards business leaders for making things more efficient. Efficiency doesn’t love normal people.

To function efficiently, any group of people or employees must have faith in their leader."- Capt. Bligh(ret.)

Managers maintain an efficient status quo while leaders attack the status quo to create something new.

...certain business leaders mistakenly believe that time on-task equates with task completion and productivity. Even in the industrial era of rote factory work, this was untrue. It is a misguided fallacy, and an expensive one, too.

Businesses are better positioned in cities that prioritize sustainability. For example, business leaders look at the architectural environment - whether or not the buildings in the city designed for efficiency and resiliency. Business leaders look at energy - whether or not solar and other renewable energy sources are designed into the city's systems. And business leaders look at a variety of other factors regarding sustainability when they're deciding where to establish or relocate a business. So cities that prioritize sustainable development are positioning themselves to be hubs of business success.

The real and, to me, inexcusable danger in Dianetics lies in its conception of the amoral, detached, 100 per cent efficient mechanical man—superbly free-floating, unemotional, and unrelated to anything. This is the authoritarian dream, a population of zombies, free to be manipulated by the great brains of the founder, the leader of the inner manipulative clique.

The greatest leaders in the world fight cognitive bias by developing 'rules to live by' and carefully following predetermined routines to maximize efficiency and control of their environment

And yet these Americans, with their helicopters and laser-guided weapons and shock-troop Rangers were going to somehow sort it out in a few weeks? Arrest Aidid and make it all better? They were trying to take down a clan, the most ancient and efficient social organization known to man. Didn’t the Americans realize that for every leader they arrested there were dozens of brothers, cousins, sons, and nephews to take his place? Setbacks just strengthened the clan’s resolve. Even if the Habr Gidr were somehow crippled or destroyed, wouldn’t that just elevate the next most powerful clan? Or did the Americans expect Somalia to suddenly sprout full-fledged Jeffersonian democracy?

Terrorism should be considered a valuable tactic when it is used to put to death some noted leader of the oppressing forces well known for his cruelty, his efficiency in repression, or other quality that makes his elimination useful. But the killing of persons of small importance is never advisable, since it brings on an increase of reprisals, including deaths.

Principles of Liberty 1. The only reliable basis for sound government and just human relations is Natural Law. 2. A free people cannot survive under a republican constitution unless they remain virtuous and morally strong. 3. The most promising method of securing a virtuous and morally strong people is to elect virtuous leaders. 4. Without religion the government of a free people cannot be maintained. 5. All things were created by God, therefore upon him all mankind are equally dependent, and to Him they are equally responsible. 6. All men are created equal. 7. The proper role of government is to protect equal rights, not provide equal things. 8. Men are endowed by their Creator with certain unalienable rights. 9. To protect man's rights, God has revealed certain principles of divine law. 10. The God-given right to govern is vested in the sovereign authority of the whole people. 11. The majority of the people may alter or abolish a government which has become tyrannical. 12. The United States of America shall be a republic. 13. A constitution should be structured to permanently protect the people from the human frailties of their rulers. 14. Life and Liberty are secure only so long as the Igor of property is secure. 15. The highest level of securitiy occurs when there is a free market economy and a minimum of government regulations. 16. The government should be separated into three branches: legislative, executive, and judicial. 17. A system of checks and balances should be adopted to prevent the abuse of power. 18. The unalienable rights of the people are most likely to be preserved if the principles of government are set forth in a written constitution. 19. Only limited and carefully defined powers should be delegated to the government, all others being retained by the people. 20. Efficiency and dispatch require government to operate according to the will of the majority, but constitutional provisions must be made to protect the rights of the minority. 21. Strong human government is the keystone to preserving human freedom. 22. A free people should be governed by law and not by the whims of men. 23. A free society cannot survive a republic without a broad program of general education. 24. A free people will not survive unless they stay strong. 25. "Peace, commerce, and honest friendship with all nations; entangling alliances with none." 26. The core unit which determines the strength of any society is the family; therefore, the government should foster and protect its integrity. 27. The burden of debt is as destructive to freedom as subjugation by conquest. 28. The United States has a manifest destiny to be an example and a blessing to the entire human race.

the leader’s role is to first see the wheels of the machine, and then to get those wheels turning with maximum efficiency.

Efficiency is the foundation for survival. Effectiveness is the foundation of success.

Efficiency is the foundation for survival. Effectiveness is the foundation for success. It’s Not How Hard You Work; It’s How Smart You Work

An interesting side effect of the battle was that Ender emerged at the top of the soldier efficiency list. Since he hadn’t fired a shot, he had a perfect record on shooting—no misses at all. And since he had never been eliminated or disabled, his percentage there was excellent. No one else came close. It made a lot of boys laugh, and others were angry, but on the prized efficiency list, Ender was now the leader.

Many historians, many sociologists and psychologists have written at lenght, and with deep concern, about the price that Western man has had to pay and will go on paying for technological progress. They point out, for example, that democracy can be hardly expected to flourish in societies where political and economic power is being progressively concentrated and centralized.But the progress of technology has led and is still leading to just such a concentration and centralisation of power. As the machinery of mass production is made more efficient it tends to become more complex and more expensive - and so less available to the eterpriser of limited means. Moreover, mass production cannot work without mass distribution; but mass distribution raises problems which only the largest producers can satisfactorily solve. In a world of mass production and mass distribution the Little Man, with his inadequate stock of working capital, is at a grave disadvantage. In competition with Big Man, he loses his money and finally his very existence as an independent producer; the Big Man has grobbled him up. As the Little Men disappear, more and more economic power comes to be wielded by fewer and fewer people. Under a dictatorship the Big Business, made possible by advancing technology and the consequent ruin of Little Business, is controlled by the State - that is to say, by small group of party leaders and soldiers, policemen and civil servants who carry out their orders.

any leader who did not or could not understand the fundamentals of what their teams did should not be leading those teams in the first place. He insisted it made for better decision making and created a more efficiently run department

6. SELFISHNESS. The leader who claims all the honor for the work of his followers, is sure to be met by resentment. The really great leader CLAIMS NONE OF THE HONORS. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. 7. INTEMPERANCE. Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it. 8. DISLOYALTY. Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership. Disloyalty marks one as being less than the dust of the earth, and brings down on one's head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life. 9. EMPHASIS OF THE "AUTHORITY" OF LEADERSHIP. The efficient leader leads by encouraging, and not by trying to instill fear in the hearts of his followers. The leader who tries to impress his followers with his "authority" comes within the category of leadership through FORCE. If a leader is a REAL LEADER, he will have no need to advertise that fact except by his conduct-his sympathy, understanding, fairness, and a demonstration that he knows his job. 10. EMPHASIS OF TITLE. The competent leader requires no "title" to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation. These are among the more common of the causes of failure in leadership. Any one of these faults is sufficient to induce failure. Study the list carefully if you aspire to leadership, and make sure that you are free of these faults.

stronger education leads to stronger technological innovation, which leads to increased productivity and increased shares of trade, greater wealth, more military power, and eventually the establishment of a reserve currency. Further, having strong leaders, a population that is well-educated and civil with each other, a system that efficiently allocates capital and other resources, access to natural resources, and favorable geography all help a lot, and when they decline, they tend to decline together.

Focusing on efficiency rather than innovation. Because something has worked efficiently in the past, it does not mean that it will in the future. This focus on efficiency leads to adhering strictly to certain plans. And causes the leader not to step out of the box.

Our leaders keep saying phrases like, “Let the market decide.” or “The market will get to the efficient outcome.” Really? The market is a very flawed institution that does not deserve the nearly religious kind of endorsement of it that our leaders are eager to provide over and over again.

Only a visionary leadership that can motivate "the better angels of our nature," as Lincoln said, and activate possibilities for a freer, more efficient, and stable America -- only that leadership deserves cultivation and support. / This new leadership must be grounded in grassroots organizing that highlights democratic accountability. Whoever our leaders will be as we approach the twenty-first century, their challenge will be to help Americans determine whether a genuine multiracial democracy can be created and sustained in an era of global economy and a moment of xenophobic frenzy.

Leaders with high emotional intelligence create a culture of trust, respect, and collaboration, where everyone feels valued and heard. They build teams that are not just efficient, but also empowered and fulfilled. Emotional intelligence is not just a nice-to-have for leaders, it's a must-have.

It was no accident that my caste radar worked more efficiently when there was a group of people interacting among themselves. Caste is, in a way, a performance, and I could detect the caste positions of people in a group but not necessarily a single Indian by himself or herself. "There is never caste," the Dalit leader Ambedkar once said. "Only castes.

Define the outcomes you want from your team and its members, and then look for each person’s strength signs to figure out how each person can reach those outcomes most efficiently, most amazingly, most creatively, and most joyfully. The moment you realize you’re in the outcomes business is the moment you turn each person’s uniqueness from a bug into a feature.

And, caught in a Communist trap, the moral courage of some leaders grew less. The pressure on Tokyo to hold down the loss never ceased. In Korea, on tile ground, it intensified. It was no longer possible to permit juniors any latitude, or any possibility for error. What Boatner foresaw happened. Soon battalion commanders led platoons, and general officers directed company actions, for the loss of one patrol could ruin the career of a colonel. In one way, it was an efficient system. It worked, for the lines were stable, and no senior officer had enough to do. But the damage done to the Army command structure would be long in healing. If a new war came someday, there would be colonels and generals—who had been lieutenants and captains in Korea—who had their basic lessons still to learn.

The whole secret lies in confusing the enemy, so that he cannot fathom our real intent.’” To put it perhaps a little more clearly: any attack or other operation is CHENG, on which the enemy has had his attention fixed; whereas that is CH’I,” which takes him by surprise or comes from an unexpected quarter. If the enemy perceives a movement which is meant to be CH’I,” it immediately becomes CHENG.”] 4.    That the impact of your army may be like a grindstone dashed against an egg— this is effected by the science of weak points and strong. 5.    In all fighting, the direct method may be used for joining battle, but indirect methods will be needed in order to secure victory. [Chang Yu says: “Steadily develop indirect tactics, either by pounding the enemy’s flanks or falling on his rear.” A brilliant example of “indirect tactics” which decided the fortunes of a campaign was Lord Roberts’ night march round the Peiwar Kotal in the second Afghan war.76 6.    Indirect tactics, efficiently applied, are inexhausible as Heaven and Earth, unending as the flow of rivers and streams; like the sun and moon, they end but to begin anew; like the four seasons, they pass away to return once more. [Tu Yu and Chang Yu understand this of the permutations of CH’I and CHENG.” But at present Sun Tzu is not speaking of CHENG at all, unless, indeed, we suppose with Cheng Yu-hsien that a clause relating to it has fallen out of the text. Of course, as has already been pointed out, the two are so inextricably interwoven in all military operations, that they cannot really be considered apart. Here we simply have an expression, in figurative language, of the almost infinite resource of a great leader.] 7.    There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. 8.    There are not more than five primary colors (blue, yellow, red, white, and black), yet in combination they produce more hues than can ever been seen. 9.    There are

The desire to “do more in less time” is not a neutral force in our culture; it is the handmaiden of miserable experts, specialists, and leaders. Not everyone has rushed to become efficient. Something else exists on the periphery: an inefficient utopia, a culture of consensus, collectives, and do-it-yourself ethics. A place where time is not bought, sold, or leased and no clock is the final arbiter of our worth. For many people in North America, the problem is not just poverty but lack of time to do the things that are actually meaningful. This is not a symptom of personal failures but the consequence of a time-obsessed society. Today, desire for efficiency springs from the scarcity model, which is the foundation of capitalism. Time is seen as a limited resource when we get caught up in meaningless jobs, mass-produced entertainment, and – the common complaint of activists – tedious meanings.

Earth (481-640) People with this personality type are likely to become successful leaders. You tend to be more disciplined and careful at planning tasks. Loyalty and trust are important equations in your relationships hence they prove to be your strength in hard times. You respect others and keep people united which makes people flourish under your leadership. Earth signs are efficient decision makers hence always remain firm on the step they took.

An organization, however streamlined and efficient, is made up of erring human beings, and in those years when Hitler was shaping his party to take over Germany’s destiny he had his fill of troubles with his chief lieutenants, who constantly quarreled not only among themselves but with him. He, who was so monumentally intolerant by his very nature, was strangely tolerant of one human condition—a man’s morals. No other party in Germany came near to attracting so many shady characters. As we have seen, a conglomeration of pimps, murderers, homosexuals, alcoholics and blackmailers flocked to the party as if to a natural haven. Hitler did not care, as long as they were useful to him. When he emerged from prison he found not only that they were at each other’s throats but that there was a demand from the more prim and respectable leaders such as Rosenberg and Ludendorff that the criminals and especially the perverts be expelled from the movement.

In a company known for its inventiveness, separable, single-threaded leadership has been one of Amazon’s most useful inventions. We discuss it in chapter three. This is the organizational strategy that minimizes the drag on efficiency created by intra-organizational dependencies. The basic premise is, for each initiative or project, there is a single leader whose focus is that project and that project alone, and that leader oversees teams of people whose attention is similarly focused on that one project.

Much of the ability to help other people arises from personal power, but it would be naive to assert that nothing else is required. In large organizations, there are many resources available to a leader—money to pay for training, support staff, office space, tools to make work more efficient, access to helpful people. Such resources are not evenly distributed, and one of the requirements for becoming a problem-solving leader is to acquire organizational power so as to obtain resources for other innovators. Most

The CIO is that one leader who can see everything that is happening within the organization," says Victor Fetter, CIO of LPL Financial. "The CIO looks at every transaction and every customer service experience that takes place on the digital platform. With that unique perspective, the CIO understand where efficiency is happening and where it is not. The position, at its most basic level, has moved from someone who just accepted the way things were, to someone who uses that visibility to create aha moments for all leaders across the organization.

Even Europe joined in. With the most modest friendliness, explaining that they wished not to intrude on American domestic politics but only to express personal admiration for that great Western advocate of peace and prosperity, Berzelius Windrip, there came representatives of certain foreign powers, lecturing throughout the land: General Balbo, so popular here because of his leadership of the flight from Italy to Chicago in 1933; a scholar who, though he now lived in Germany and was an inspiration to all patriotic leaders of German Recovery, yet had graduated from Harvard University and had been the most popular piano-player in his class—namely, Dr. Ernst (Putzi) Hanfstängl; and Great Britain's lion of diplomacy, the Gladstone of the 1930's, the handsome and gracious Lord Lossiemouth who, as Prime Minister, had been known as the Rt. Hon. Ramsay MacDonald, P.C. All three of them were expensively entertained by the wives of manufacturers, and they persuaded many millionaires who, in the refinement of wealth, had considered Buzz vulgar, that actually he was the world's one hope of efficient international commerce.

The people who have been known as PR experts—and still go by that title—have now turned into a combina- tion of publishers, reporters, and editors. We are publishers because we own media. We control the social media profiles and pages of our clients. We have their blogs and their websites. We are reporters because we have to fill up all those media chan- nels with relevant content. We are editors because that content has got to be created, designed, arranged, structured, and presented in the best way pos- sible so that it can be convincing, attention-grabbing, and—most important—efficient.

Groups have powerful self-reinforcing mechanisms at work. These can lead to group polarization—a tendency for members of the group to end up in a more extreme position than they started in because they have heard the views repeated frequently. At the extreme limit of group behavior is groupthink. This occurs when a group makes faulty decisions because group pressures lead to a deterioration of “mental efficiency, reality testing, and moral judgment.” The original work was conducted with reference to the Vietnam War and the Bay of Pigs fiasco. However, it rears its head again and again, whether it is in connection with the Challenger space shuttle disaster or the CIA intelligence failure over the WMD of Saddam Hussein. Groupthink tends to have eight symptoms: 1 . An illusion of invulnerability. This creates excessive optimism that encourages taking extreme risks. [...] 2. Collective rationalization. Members of the group discount warnings and do not reconsider their assumptions. [...] 3. Belief in inherent morality. Members believe in the rightness of their cause and therefore ignore the ethical or moral consequences of their decisions. 4. Stereotyped views of out-groups. Negative views of “enemy” make effective responses to conflict seem unnecessary. Remember how those who wouldn't go along with the dot-com bubble were dismissed as simply not getting it. 5. Direct pressure on dissenters. Members are under pressure not to express arguments against any of the group’s views. 6. Self-censorship. Doubts and deviations from the perceived group consensus are not expressed. 7. Illusion of unanimity. The majority view and judgments are assumed to be unanimous. 8. "Mind guards" are appointed. Members protect the group and the leader from information that is problematic or contradictory to the group's cohesiveness, view, and/or decisions. This is confirmatory bias writ large.

One may suggest that nations, in assessing their relative strength, were influenced by seven main factors: military strength and the ability to apply that strength efficiently in the chosen zone of war; predictions on how outside nations would behave in the event of war; perceptions of internal unity and the unity or discord of the enemy; memory or forgetfulness of the realities and sufferings of war; perceptions of prosperity and of ability to sustain, economically, the kind of war envisaged; nationalism and ideology: and the personality and mental qualities of the leaders who weighted the evidence and decided for peace or war.

Such is Fascist planning-the planning of those who reject the ideal postulates of Christian civilization and of the older Asiatic civilization which preceded ti and from which it derived-the planning of men whose intentions are avowedly bad. Let us now consider examples of planning by political leaders who accept the ideal postulates, whose intentions are good. The first thing to notice is that none of these men accepts the ideal postulates whole-heartedly. All believe that desirable ends can be achieved by undesirable means. Aiming to reach goals diametrically opposed to those of Fascism, they yet persist in taking the same roads as are taken by the Duces and Fuehrers. They are pacifists, but pacifists who act on the theory that peace can be achieved by means of war; they are reformers and revolutionaries, but reformers who imagine that unfair and arbitrary acts can produce social justice, revolutionaries who persuade themselves that the centralization of power and the enslavement of the masses can result in liberty for all. Revolutionary Russia has the largest army in the world; a secret police, that for ruthless efficiency rivals the German or the Italian; a rigid press censorship; a system of education that, since Stalin "reformed" it, is as authoritarian as Hitler's; an all-embracing system of military training that is applied to women and children as well as men; a dictator as slavishly adored as the man-gods of Rome and Berlin; a bureaucracy, solidly entrenched as the new ruling class and employing the powers of the state to preserve its privileges and protect its vested interests; an oligarchical party which dominates the entire country and within which there is no freedom even for faithful members. (Most ruling castes are democracies so far as their own members are concerned. Not so the Russian Communist Party, in which the Central Executive Committee acting through the Political Department, can override or altogether liquidate any district organization whatsoever.) No opposition is permitted in Russia. But where opposition is made illegal, it automatically goes underground and becomes conspiracy. Hence the treason trials and purges of 1936 and 1937. Large-scale manipulations of the social structure are pushed through against the wishes of the people concerned and with the utmost ruthlessness. (Several million peasants were deliberately starved to death in 1933 by the Soviet planners.) Ruthlessness begets resentment; resentment must be kept down by force. As usual the chief result of violence is the necessity to use more violence. Such then is Soviet planning-well-intentioned, but making use of evil means that are producing results utterly unlike those which the original makers of the revolution intended to produce.

You can’t divide the country up into sections and have one rule for one section and one rule for another, and you can’t encourage people’s prejudices. You have to appeal to people’s best instincts, not their worst ones. You may win an election or so by doing the other, but it does a lot of harm to the country.” Truman understood something his legendary immediate predecessor had also grasped: that, as Franklin D. Roosevelt observed during the 1932 campaign, “The Presidency is not merely an administrative office. That’s the least of it. It is more than an engineering job, efficient or inefficient. It is pre-eminently a place of moral leadership. All our great Presidents were leaders of thought at times when certain historic ideas in the life of the nation had to be clarified.

Keeping a population growing was best served by creating conditions in which as many women as possible were having as many babies as they could, raising those children to be useful to the state as future breeders, workers, and warriors. Ancient Mesopotamian cities became concerned with taking censuses – including gender as a category alongside age and location – so they could measure their human resources and collect taxes more efficiently. Categories were needed for hierarchies to function, for leaders to know how many people they had, and how to allocate work and rations between them. People had to be given social codes to follow so the state would keep ticking over efficiently without falling apart. In many ways it was like a machine: every part designed for a particular function.

I’ve written about the giving of trust as though it were a simple formula for building loyalty. But it isn’t simple at all. The talent that is an essential ingredient of leadership tells the leader whom to trust and how much to trust and when to trust. The rule is (as with children) that trust be given slightly in advance of demonstrated trustworthiness. But not too much in advance. You have to have an unerring sense of how much the person is ready for. Setting people up for failure doesn’t make them loyal to you; you have to set them up for success. Each time you give trust in advance of demonstrated performance, you flirt with danger. If you’re risk-averse, you won’t do it. And that’s a shame, because the most effective way to gain the trust and loyalty of those beneath you is to give the same in equal measure.

Anti-government rhetoric appears to offer a vision of greater efficiency, self-reliance, and personal freedom. (For obvious reasons, it also usually enjoys greater financial backing and better organized support.) Unfortunately, this rhetoric ignores what has historically been most valuable about our skepticism toward government—the emphasis it places on personal responsibility from all citizens. Instead, it argues against the excesses of government but not against those of the marketplace, where there is great power to disrupt the lives of workers, families, and communities. It even argues against the basic protections government extends to the well-being of individuals, families, and communities, without offering an alternative way of safeguarding them. In fact, its extreme case against government, often including intense personal attacks on government officials and political leaders, is designed not just to restrain government but to advance narrow religious, political, and economic agendas.

Just prior to that, Henry Ford had instigated operations that used the principles of Frederick Winslow Taylor to promote efficiency in his automobile factories—as did Lenin to advance his super-population in 1920. As extraordinary as it might sound, the name Henry Ford became well known throughout Russian villages in the 1920s—better known, in fact, than the names of many party leaders. Lenin had imported Ford Motor Company tractors in large numbers after the revolution. Peasants affectionately called these tractors “Fordzonishkas” (they also were said to have named their children after Ford in the early years of the Soviet era!), and the terms fordizatsiya and teilorizatsiya (Fordization, Taylorization) were used in Soviet universities in the 1920s. 13 And it was exactly this effect, the mechanizing of Russia, thanks to American industrial thought, that Zamyatin so fiercely satirized in his novel. Indeed, in 1922, Max Eastman, defender of the revolution in Russia, said, “I feel sometimes as though the whole modern world of capitalism and Communism and all were rushing toward some enormous efficient machine-made doom of the true values of life.”14

Senator Lieberman took it as a call to arms. "After watching these society. violent video games," he said, "I personally believe it is irresponsible for some in the video game industry to produce them. I wish we could ban them." This wasn't the first time that America's political and moral estab lishment had tried to save youth from their own burgeoning culture. Shortly after the Civil War, religious leaders assailed pulp novels as "Satan's efficient agents to advance his kingdom by destroying the young. rupter "In the twenties, motion pictures were viewed as the new cors/ of children, inspiring sensational media-effects research that would be cited for decades. In the fifties, Elvis was shown only from the waist up on television; AD magazine's publisher, William Gaines. was brought before Congress. In the seventies, Dungeons and Dragons with all its demons and sorcery, became associated with Satanist particularly after a player enacting the game disappeared under the steam tunnels of a Michigan university. In the eighties, heavy metal artists like Judas Priest and Ozzy Osbourne were sued for allegedly invoking young listeners to commit suicide. In the nineties, video games were the new rock 'n' roll-dangerous and uncontrolled.

As a whole, and at times, the efficiency of the truly national leader consists primarily in preventing the division of the attention of a people, as always concentrating it on a single enemy. The more uniformly the fighting will of a people is put into action, the greater will be the magnetic force of the movement and the more powerful the impetus of the blow. It is part of the genius of a leader to make adversaries of different fields appear as always belonging to one category only, because to weak and unstable characters, the knowledge that there are various enemies will lead only too easily to incipient doubts as to their own cause. As soon as the wavering masses find themselves confronted with too many enemies, objectivity at once steps in, and the question is raised whether actually all the others are wrong and their own nation or their own movement alone is right. Also, with this comes the first paralysis of their own strength. Therefore, a number of essentially different enemies must always be regarded as one in such a way that in the opinion of the mass of one‘s own adherents the war is being waged against one enemy alone. This strengthens the belief in one‘s own cause and increases one‘s bitterness against the attacker.

It is of more than historical interest to reflect that Henry Ford modeled his assembly line car production after visiting a Chicago slaughterhouse in the early 1900s. He watched the suspended animals, legs shackled and heads downward, on a moving conveyor as they traveled from worker to worker, each of whom performed a step in the slaughtering process. Ford immediately saw that it was a perfect model for the automobile industry, creating an assembly method of building cars. More than efficient, the slaughtering assembly line offered workers a newly found detachment in the whole messy business of killing animals. Animals were reduced to factory products and the emotionally deadened workers could see themselves as line workers rather than animal killers. Later, the Nazis used the same slaughterhouse model for their mass murders in the concentration camps. The factory-style assembly line became a way for Nazi soldiers to detach from the killing--seeing the victims as "animals," and themselves as workers. Henry Ford, a rampant anti-Semite, not only developed the assembly line method later used in the Holocaust, he openly admired the Nazis' efficiency. Hitler returned the admiration. The German leader considered "Heinrich Ford" a comrade-in-arms and kept a life-sized portrait of the automobile mogul in his office at the Nazi Party headquarters.

Many historians, many sociologists and psychologists have written at length, and with deep concern, about the price that Western man has had to pay and will go on paying for technological progress. They point out, for example, that democracy can hardly be expected to flourish in societies where political and economic power is being progressively concentrated and centralized. But the progress of technology has led and is still leading to just such concentration and centralization of power. As the machinery of mass production is made more efficient it tends to become more complex and more expensive – and so less available to the enterpriser of limited means. Moreover, mass production cannot work without mass distribution; but mass distribution raises problems which only the largest producers can satisfactorily solve. In a world of mass production and mass distribution the Little Man, with his inadequate stock of working capital, is at a grave disadvantage. In competition with the Big Man, he loses his money and finally his very existence as an independent producer; the Big Man has gobbled him up. As the Little Men disappear, more and more economic power comes to be wielded by fewer and fewer people. Under a dictatorship the Big Business, made possible by advancing technology and the consequent ruin of Little Business, is controlled by the State – that is to say, by a small group of party leaders and the soldiers, policemen and civil servants who carry out their orders.

The founders feared that the central government, once it had united the states, would become too powerful and would impose its will upon the people—or the individual states—without regard to their wishes. This “government knows best” model was one that they were quite familiar with from their extensive studies of other governmental models as well as from their personal experience with the British monarchy. They felt that their best defense against a tyrannical government was to divide the power three ways, with each branch of government having the power to check the other two. They also listed the powers that the federal government would have, being sure to leave the balance of power in the hands of the states and the people. They wisely concluded that the states would not be eager to give additional power to the federal government and limited its power accordingly. Unfortunately, the founders did not realize that the time would come when the federal government would approve a federal taxation system that could control the states by giving or withholding financial resources. Such an arrangement significantly upsets the balance of power between the states and the federal government. As a result, today there are numerous social issues, such as the legalization of marijuana, gay marriage, and welfare reform, that could probably be more efficiently handled at the state level but with which the federal government keeps interfering. The states, instead of standing up for their rights, comply with the interference because they want federal funds. It will require noble leaders at the federal level and courageous leaders at the state level to restore the balance of power, but it is essential that such balance be restored for the sake of the people.

ON THE MODUS OPERANDI OF OUR CURRENT PRESIDENT, DONALD J. TRUMP "According to a new ABC/Washington Post poll, President Trump’s disapproval rating has hit a new high." The President's response to this news was "“I don’t do it for the polls. Honestly — people won’t necessarily agree with this — I do nothing for the polls,” the president told reporters on Wednesday. “I do it to do what’s right. I’m here for an extended period of time. I’m here for a period that’s a very important period of time. And we are straightening out this country.” - Both Quotes Taken From Aol News - August 31, 2018 In The United States, as in other Republics, the two main categories of Presidential motivation for their assigned tasks are #1: Self Interest in seeking to attain and to hold on to political power for their own sakes, regarding the welfare of This Republic to be of secondary importance. #2: Seeking to attain and to hold on to the power of that same office for the selfless sake of this Republic's welfare, irregardless of their personal interest, and in the best of cases going against their personal interests to do what is best for this Republic even if it means making profound and extreme personal sacrifices. Abraham Lincoln understood this last mentioned motivation and gave his life for it. The primary information any political scientist needs to ascertain regarding the diagnosis of a particular President's modus operandi is to first take an insightful and detailed look at the individual's past. The litmus test always being what would he or she be willing to sacrifice for the Nation. In the case of our current President, Donald John Trump, he abandoned a life of liberal luxury linked to self imposed limited responsibilities for an intensely grueling, veritably non stop two year nightmare of criss crossing this immense Country's varied terrain, both literally and socially when he could have easily maintained his life of liberal leisure. While my assertion that his personal choice was, in my view, sacrificially done for the sake of a great power in a state of rapid decline can be contradicted by saying it was motivated by selfish reasons, all evidence points to the contrary. For knowing the human condition, fraught with a plentitude of weaknesses, for a man in the end portion of his lifetime to sacrifice an easy life for a hard working incessant schedule of thankless tasks it is entirely doubtful that this choice was made devoid of a special and even exalted inspiration to do so. And while the right motivations are pivotal to a President's success, what is also obviously needed are generic and specific political, military and ministerial skills which must be naturally endowed by Our Creator upon the particular President elected for the purposes of advancing a Nation's general well being for one and all. If one looks at the latest National statistics since President Trump took office, (such as our rising GNP, the booming market, the dramatically shrinking unemployment rate, and the overall positive emotive strains in regards to our Nation's future, on both the left and the right) one can make definitive objective conclusions pertaining to the exceptionally noble character and efficiency of the current resident at 1600 Pennsylvania Avenue. And if one can drown out the constant communicative assaults on our current Commander In Chief, and especially if one can honestly assess the remarkable lack of substantial mistakes made by the current President, all of these factors point to a leader who is impressively strong, morally and in other imperative ways. And at the most propitious time. For the main reason that so many people in our Republic palpably despise our current President is that his political and especially his social agenda directly threatens their licentious way of life. - John Lars Zwerenz

Earth (481-640) People with this personality type are likely to become successful leaders. You tend to be more disciplined and careful at planning tasks. Loyalty and trust are important equations in your relationships hence they prove to be your strength in hard times. You respect others and keep people united which makes people flourish under your leadership. Earth signs are efficient decision makers hence always remain firm on the step they took. Fire: (400-300) Fire people are smart enthusiastic and energetic to be around. You are very competitive and curious, and more often very passionate about your goals and desires. Trusting people with a job or any important personal task is hard hence making emotional connections are difficult for you. making friends or getting a lover, your life is full of drama and there’s always a lot happening around you. You are intelligent and always find new ways to do things Water (160-320) Water people are kind and empathetic but sensitive. And you sometimes tend to become people pleasers. being quite impulsive and always in a hurry, you make decisions haphazardly. Water people are shy and introverted while partying around with friends on a weekend would be the last thing you want to do. You dread small talk and expressing yourself to a group of people is quite a demanding job. People feel relaxed in your presence you bring out the best in them. Decision-making can be demanding and you are sometimes regretful of overthinking and hence not capable of finding a firm decision. Air: (0-160) You have quite an entrancing personality. People are naturally drawn towards you and find your company comforting and friendly. Air signs are naturally smart and quite efficient in their workplace. While using your challenges and opportunities wisely you are likely to have great careers. you are good at advising your colleagues. But being bound in a relationship sometimes doesn’t seem to help you, rather you respect open free yet intimate emotional connections. Air people who are artistic and creative always look at things from a unique lens. So now you know your element.

Within our own species we have great variation between these two reactions. One man may beat his life away in furious assault on the barrier, where another simply waits for the tide to pick him up. Such variation is also observable among the higher vertebrates, particularly among domestic animals. It would be strange if it were not also true of the lower vertebrates, among the individualistic ones anyway. A fish, like the tuna or the sardine, which lives in a school, would be less likely to vary than this lonely horned shark, for the school would impose a discipline of speed and uniformity, and those individuals which would not or could not meet the school’s requirements would be killed or lost or left behind. The overfast would be eliminated by the school as readily as the over-slow, until a standard somewhere between the fast and slow had been attained. Not intending a pun, we might note that our schools have to some extent the same tendency. A Harvard man, a Yale man, a Stanford man—that is, the ideal—is as easily recognized as a tuna, and he has, by a process of elimination, survived the tests against idiocy and brilliance. Even in physical matters the standard is maintained until it is impossible, from speech, clothing, haircuts, posture, or state of mind, to tell one of these units of his school from another. In this connection it would be interesting to know whether the general collectivization of human society might not have the same effect. Factory mass production, for example, requires that every man conform to the tempo of the whole. The slow must be speeded up or eliminated, the fast slowed down. In a thoroughly collectivized state, mediocre efficiency might be very great, but only through the complete elimination of the swift, the clever, and the intelligent, as well as the incompetent. Truly collective man might in fact abandon his versatility. Among school animals there is little defense technique except headlong flight. Such species depend for survival chiefly on tremendous reproduction. The great loss of eggs and young to predators is the safety of the school, for it depends for its existence on the law of probability that out of a great many which start some will finish. It is interesting and probably not at all important to note that when a human state is attempting collectivization, one of the first steps is a frantic call by the leaders for an increased birth rate—replacement parts in a shoddy and mediocre machine.

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

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.

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

Demonstrating for peace to promote war was nothing new. Totalitarianism always requires a tangible enemy. To the ancient Greeks, a holocaust was simply a burnt sacrifice. Khrushchev wanted to go down in history as the Soviet leader who exported communism to the American continent. In 1959 he was able to install the Castro brothers in Havana and soon my foreign intelligence service became involved in helping Cuba's new communist rulers to export revolution throughout South America. At that point it did not work. In the 1950s and 1960s most Latin Americans were poor, religious peasants who had accepted the status quo. A black version of liberation theology began growing in a few radical-leftist black churches in the US where Marxist thought is predicated on a system pf oppressor class ( white ) versus victim class ( black ) and it sees just one solution: the destruction of the enemy. In the 1950s UNESCO was perceived by many as a platform for communists to attack the West and the KGB used it to place agents around the world. Che Guevara's diaries, with an introduction by Fidel Castro, were produced by the Kremlin's dezinformatsiya machine. Changing minds is what Soviet communism was all about. Khrushchev's political necrophagy ( = blaming and condemning one's predecessor in office. It is a dangerous game. It hurts the country's national pride and it usually turns against its own user ) evolved from the Soviet tradition of sanctifying the supreme ruler. Although the communists publicly proclaimed the decisive role of the people in history, the Kremlin and its KGB believed that only the leader counted. Change the public image of the leader and you change history, I heard over and over from Khrushchev's lips. Khrushchev was certainly the most controversial Soviet to reign in the Kremlin. He unmasked Stalin's crimes, but he made political assassination a main instrument of his own foreign policy; he authored a policy of peaceful coexistence with the West but he pushed the world to the brink of nuclear war; he repaired Moscow's relationships with Yugoslavia's Tito, but he destroyed the unity of the communist world. His close association with Stalin's killings made him aware of what political crime could accomplish and gave him a taste for the simple criminal solution. His total ignorance about the civilized world, together with his irrational hatred of the "bourgeoisie" and his propensity to offend people, made him believe that disinformation and threats were the most efficient and dignified way for a Soviet leader to deal with "bourgeois" governments. As that very clever master of deception Yuri Andropov once told me, if a good piece of disinformation is repeated over and over, after a while it will take on a life of its own and will, all by itself, generate a horde or unwitting but passionate advocates. When I was working for Ceausescu, I always tried to find a way to help him reach a decision on his own, rather than telling him directly what I thought he should do about something. That way both of us were happy. From our KGB advisors, I had learned that the best way to ut over a deception was to let the target see something for himself, with his own eyes. By 1999, President Yeltsin's ill-conceived privatization had enabled a small clique of predatory insiders to plunder Russia's most valuable assets. The corruption generated by this widespread looting penetrated every corner of the country and it eventually created a Mafia-style economic system that threatened the stability of Russia itself. During the old Cold War, the KGB was a state within a state. In Putin's time, the KGB now rechristened FSB, is the state. The Soviet Union had one KGB officer for every 428 citizens. In 2004, Putin's Russia had one FSB officer for every 297 citizens.

Working Group Strong, clearly focused leader Individual accountability The group’s purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates Team Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together

Here are some examples: DON’T DO THIS! DO THIS! Leader-follower Leader-leader Take control Give control Give orders Avoid giving orders When you give orders, be confident, unambiguous, and resolute When you do give orders, leave room for questioning Brief Certify Have meetings Have conversations Have a mentor-mentee program Have a mentor-mentor program Focus on technology Focus on people Think short-term Think long-term Want to be missed after you depart Want not to be missed after you depart Have high-repetition, low-quality training Have low-repetition, high-quality training Limit communications to terse, succinct, formal orders Augment orders with rich, contextual, informal communications Be questioning Be curious Make inefficient processes efficient Eliminate entire steps and processes that don’t add value Increase monitoring and inspection points Reduce monitoring and inspection points Protect information Pass information

Control Find the genetic code for control and rewrite it. Act your way to new thinking. Short, early conversations make efficient work. Use “I intend to . . .” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. Competence Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continually and consistently repeat the message. Specify goals, not methods. Clarity Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience.

THE 10 MAJOR CAUSES OF FAILURE IN LEADERSHIP We come now to the major faults of leaders who fail, because it is just as essential to know WHAT NOT TO DO as it is to know what to do. 1. INABILITY TO ORGANIZE DETAILS. Efficient leadership calls for ability to organize and to master details. No genuine leader is ever "too busy" to do anything which may be required of him in his capacity as leader. When a man, whether he is a leader or follower, admits that he is "too busy" to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable lieutenants. 2. UNWILLINGNESS TO RENDER HUMBLE SERVICE. Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. "The greatest among ye shall be the servant of all" is a truth which all able leaders observe and respect. 3. EXPECTATION OF PAY FOR WHAT THEY "KNOW" INSTEAD OF WHAT THEY DO WITH THAT WHICH THEY KNOW. The world does not pay men for that which they "know." It pays them for what they DO, or induce others to do. 4. FEAR OF COMPETITION FROM FOLLOWERS. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ABILITY TO GET OTHERS TO PERFORM, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid. 5. LACK OF IMAGINATION. Without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently.

High-achieving leaders hone their focus. They know what is most important to their teams and do not let other priorities get in the way. They know when to say “No” to projects and tasks that might diffuse their focus, because they understand their time and energy are limited resources. They cut through a world of complexity to keep things simple - they know simplicity produces teams that are efficient, fast and focused.

Manage to keep the best people. Steve jobs feared what he named ‘the Bozo explosion’, that is a system in which the failure of the management to seek for the best and get rid of the less efficient only leads to mediocrity.

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy. The

Intelligence is the decisive factor in planning guerrilla operations. Where is the enemy? In what strength? What does he propose to do? What is the state of his equipment, his supply, his morale? Are his leaders intelligent, bold, and imaginative or stupid and impetuous? Are his troops tough, efficient, and well disciplined, or poorly trained and soft? Guerrillas expect the members of their intelligence service to provide the answers to these and dozens more detailed questions. “Guerrilla intelligence nets are tightly organized and pervasive. In a guerrilla area, every person without exception must be considered an agent — old men and women, boys driving ox carts, girls tending goats, farm laborers, storekeepers, schoolteachers, priests, boatmen, scavengers. The local cadres “put the heat” on everyone, without regard to age or sex, to produce all conceivable information. And produce it they do.

What are the consequences when the government, the media, and the leaders of commerce all speak with one voice? Why, it means that if you hold opinions other than the ones you are told to, you are out of step, and if so, it is best to bite your tongue and be silent. The most efficient kind of censorship isn’t the heavy-handed black inking of the secret policeman: it’s the self-censorship we impose on ourselves when we’re afraid that if we say what we think everyone around us will think us strange.

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy.

growing, like a storm on the horizon, gathering, the echo of thunder distant but present. For whatever reason, it doesn’t affect me. I am certain that there is something out there, waiting for us. We press on, into the darkness, barreling at maximum speed, the three nuclear warheads on our ship armed and ready. I feel like Ahab hunting the white whale. I am a man possessed. When I launched into space aboard the Pax, my life was empty. I didn’t know Emma. My brother was a stranger to me. I had no family, no friends. Only Oscar. Now I have something to lose. Something to live for. Something to fight for. My time in space has changed me. When I left Earth the first time, I was still the rebel scientist the world had cast out. I felt like an outsider, a renegade. Now I have become a leader. I’ve learned to read people, to try to understand them. That was my mistake before. I trudged ahead with my vision of the world, believing the world would follow me. But the truth is, true leadership requires understanding those you lead, making the best choices for them, and most of all, convincing them when they don’t realize what’s best for them. Leadership is about moments like this, when the people you’re charged with protecting have doubts, when the odds are against you. Every morning, the crew gathers on the bridge. Oscar and Emma strap in on each side of me and we sit around the table and everyone gives their departmental updates. The ship is operating at peak efficiency. So is the crew. Except for the elephant in the room. “As you know,” I begin, “we are still on course for Ceres. We have not ordered the other ships in the Spartan fleet to alter course. The fact that the survey drones have found nothing, changes nothing. Our enemy is advanced. Sufficiently advanced to alter our drones and hide itself. With that said, we should discuss the possibility that there is, in fact, nothing out there on Ceres. We need to prepare for that eventuality.” Heinrich surveys the rest of the crew before speaking. “It could be a trap.” He’s always to the point. I like that about him. “Yes,” I reply, “it could be. The entity, or harvester, or whatever is out there, could be manufacturing the solar cells elsewhere—deeper in the solar system, or from another asteroid in the belt. It could be sending the solar cells to Ceres and then toward the sun, making them look as though they were manufactured on Ceres. There could be a massive bomb or attack drones waiting for us at Ceres.” “We could split our fleet,

A leader expresses loyalty to his subordinates by supporting their needs and ensuring their welfare in a number of ways. Subordinates express loyalty to that sort of caring leadership by positively and efficiently carrying out the leader’s orders or instructions.

The taciturn master of supply-chain efficiency had become the most important business leader in the world; no one on earth had more to gain from open trade or more to lose from a trade war. He knew that his comments would be tracked on both sides of the Pacific to determine whether his loyalty in the trade war lay with China or the United States.

Richard Delury - Proven Leader Richard Delury is highly skilled in the complex field of electric controls. He has over 15 years of experience as an electrician and is keen to continue. Richard Delury also has managerial experience and can keep even the most challenging team running efficiently.

Page 1-2 One of the most serious concerns of the Thai government for the past forty years or so has been the presence within the national society of an economically powerful minority group whose way of life is alien, and in some respects incompatible, to the Thai way of life. How to assimilate this minority, or at least to reduce its influence nationally, is a question which has troubled a succession of Thai monarchs and prime ministers. To speak of the Chinese minority as constituting a problem is only to recognize this concern felt in varying degrees by all Thai political leaders. Yet, the Chinese living in Thailand are peaceful and self-disciplined, a thrifty and very industrious people who have made significant contributions to their adopted land—to what extent, then, can they be regarded as a ‘problem’? While the Chinese problem has many dimensions, at is first of all an economic problem, and it is precisely this aspect which looms largest for the Thai. As they see it, the Chinese, welcomed into the Kingdom years ago by a generous government, have since that time subtly undermined the livelihood of the Thai people themselves. They have driven the latter from various skilled crafts, monopolized new occupations, and through combination of commercial know-how and chicanery have gained a stranglehold over the trade and commerce of the entire Kingdom. The Thai see the Chinese as exploiting unmercifully their advantageous economic position: the Thai are obliged to pay high prices to the Chinese for the very necessities of life, and on the other hand are forced to accept the lowest price for the rice they grow. Through deliberate profiteering, according to standard Thai thinking, this minority has driven up living costs, hitting especially hard government employees on fixed salaries. It is also charged that profits made by the Chinese go out of the country in the form of remittances to China, which means a continuous and gigantic draining away of the Kingdom’s wealth. To protect their favored economic position, one hears, the Chinese have not hesitated to bribe officials, which in turn has undermined the efficiency and morale of the public service. Efforts to protect the economic interests of the Thai people through legislation have been only partially effective, again because of Chinese adeptness at evasion and dissimulation.

self-leadership entails sharpening the leadership skills that you originally possess and the leader in you emerges forth to accomplish what is required of you more efficiently. For example, a simple housewife is a leader. She is a born leader, even as suppressed as she may be depending upon the society she belongs to or her circumstances, she does lead, and she takes the reigns of her household, trains her children in the ways of life, etc. Thereby every human has a leader hidden in them. Self-leadership is about recognizing your leadership traits, sharpening them, and putting them into action.

We are addicted to the idea that the world can be predicted and controlled—that our stoplights are the only way to keep things in check. But when you view the world that way, today’s uncertainty and volatility become triggers for retreating to what has worked in the past. We just need to hire more capable leaders. We just need to squeeze out a little more efficiency and growth. We just need to reorganize. . . . But we know better. The real barrier to progress in the twenty-first century is us.

In order for a capitalist system to thrive, our false beliefs in productivity and labor must remain. We have internalized its teachings and become zombie-like in Spirit and exhausted in body. So we push ourselves and each other under the guise of being hyperproductive and efficient. From a very young age we begin the slow process of disconnecting from our bodies’ need to rest and are praised when we work ourselves to exhaustion. We tell our children to “stop being lazy” when they aren’t participating in work culture with the same intensity as us. We lose empathy for ourselves first and push excessively. We become managers, teachers, and leaders who fall prey to the allure of a capitalist system and treat those we have the honor of working with as human machines. We become rigid and impatient when our checklist isn’t completed to perfection. We become less human and less secure. We believe we are only meant to survive and not thrive. We see care as unnecessary and unimportant. We believe we don’t really have to rest. We falsely believe hard work guarantees success in a capitalist system.

Fear of competition from followers. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ability to get others to perform, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid.

It all comes down to competition. When our industrial revolution first began, Earth was ruled by monarchs. Wars soon took on a scope and scale that formerly would have been unthinkable—besides being beyond the scope of any kingdom to pay for. The monarchies, over time, were replaced by governments which, to varying degrees, allowed for the citizens to participate. It created the wealth that nation-states could call upon in times of war. “I don’t want to give you the impression that our society evolved in lock-step as part of some grand plan. The people living through those changes didn’t even have the concepts to explain what was happening. I have the advantage of having paid attention in my history classes. It was incredibly haphazard—fits and starts, wars, revolutions, counterrevolutions, etc.” “I know you aren’t calling for a revolution here,” Tima pressed. “Continue.” “The new economic systems relied, to varying degrees, on an educated populace, and so did the new political structures. Gradually capitalism, our economic system, became the most efficient way for a nation to harness the energy and spirit of its people. An individual with a great idea could become rich and powerful—good ideas were rewarded by the system itself. Bad ones would die on the vine. The problems started when the rich and powerful became the political leaders—too many laws and rules were created to protect the status quo, and it was no longer good idea versus bad, but which idea had the backing of the powers that be—” “Stop.” Tima held out a hand. “You are getting off into your recent history—the reason for your people leaving Earth and going to Eden. I’m less interested in that, and more in weighing your Earth’s development against that of my world. Why is this development prevented by our culture?”   Ocheltree shrugged and pointed a finger at him. “You yourself have complained to me how hard it is to get others to even consider a new way of thinking. People have to be free to bring new ideas forward. If all you have is dedication to authority, you really are limited to the creativity and genius of your leaders.

Substandard work done efficiently or committed to a slick PowerPoint presentation, illustrated by colorful graphs, photographs, and even video patches, is still substandard work.

This logic also explains why creative work is and ought to be hard, frustrating, and sometimes exhausting. Skilled creators find ways to be somewhat less inefficient, for example, by generating ideas faster, testing promising ideas rather than endlessly arguing about them, and killing bad ideas fast. But piles of academic studies confirm there is no quick and easy path to creativity. Psychologist Teresa Amabile has studied creativity for more than forty years. She says, if you want to kill creativity, insist that people standardize their work methods, spend as little time as possible on every task, have as few failures as possible, and explain and justify how they spend every minute and dollar. Imaginative people, because they live in a cognitive minefield, do poor work when they are forced to be fast and efficient and to avoid mistakes. If they aren’t constantly struggling, feeling confused, failing, and arguing, and trying, modifying, and rejecting new ideas, they are doing it wrong.

As business author David Burkus argues, the genius of zeroing in on safety is “you can’t improve safety without understanding every step in the process—understanding each risk—and then eliminating it.” As a result, hundreds of process improvements “made the plants run more efficiently,” and Paul “gradually changed the systems and the culture” so that “executives began sharing other data and other ideas more rapidly as well.

It was admittedly great to have moved past survival mode, but after it became evident that we would survive—and likely continue to grow—the question “What now?” repeatedly surfaced. Is that all there is? More growth, more financial success? The risk many businesses run at this stage is they can become absorbed in the transactions. More efficient transactions lead to more financial growth and success, generating increasing wealth. In the process, the business can become hollow. Leaders are excited by the growth and financial rewards, but the business can lose meaning as the organization becomes obsessed with continued financial growth. It was in this process of exploring our future at this stage that this deeper purpose took a deeper hold and a clearer view of organization meaning surfaced. A shift of emphasis occurs over time as organizations evolve. Intentionally managing that shift is an essential task for leaders.

Carlos Montoya, a dynamic retail leader, joins Miramar with a track record of success. He rose through the ranks at Winn-Dixie Supermarkets, consistently increasing revenue growth. His expertise in vendor negotiation and supply management ensures efficiency.

Paleoanthropologist Ian Tattersall argues that storytelling is what makes us distinctively human and gave us an evolutionary edge over other primates because stories are such efficient and nuanced means for capturing and sharing group knowledge.

The virtue of objectivity and practicality increases your ability to produce great results with certainty and converts your efficiency to effectiveness.

Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 Introduction to Solar Rooftop Systems Understanding Solar Energy Importance of Solar Rooftop Systems Harnessing the power of the sun to generate clean and renewable energy has become increasingly essential in today's world. Solar rooftop systems offer a sustainable solution for both residential and commercial properties to reduce reliance on traditional grid electricity and lower carbon emissions. By understanding the fundamentals of solar energy and recognizing the significance of solar rooftop installations, individuals and businesses in Bangalore can pave the way towards a more environmentally conscious and cost-effective energy future. # Solar Rooftop in Bangalore - Sunease Solar ## Introduction to Solar Rooftop Systems ### Understanding Solar Energy Solar energy is like the coolest kid on the block when it comes to renewable energy sources. It's basically sunlight transformed into electricity, which is pretty neat if you ask me. ### Importance of Solar Rooftop Systems Solar rooftop systems are like the superheroes of the energy world - they harness the power of the sun right from your rooftop. They not only help you save money but also reduce your carbon footprint. Win-win! ## Benefits of Solar Rooftop Installations ### Financial Savings Imagine cutting down on those hefty electricity bills - that's what solar rooftop installations do. They help you save money in the long run while also increasing the value of your property . It resembles having your cake and eating it as well! ### Environmental Impact By switching to solar energy, you're basically giving Mother Earth a virtual high-five. Solar rooftop installations reduce greenhouse gas emissions and help combat climate change. So, you're not just saving money, you're saving the planet. NBD. ### Energy Independence Who doesn't want to be a little more independent, am I right? Solar Rooftop in Bangaloreprovide you with a sense of self-sufficiency when it comes to energy. You're not at the mercy of fluctuating electricity prices anymore. It's like taking control of your energy destiny. ## Solar Rooftop Initiatives in Bangalore ### Government Policies and Incentives Bangalore is all about that solar love. The government has rolled out various policies and incentives to promote solar rooftop installations. It resembles they're saying, "Here's something special to do your change to sun oriented considerably better." ### Community Programs and Awareness Communities in Bangalore are coming together to spread the good word about solar energy. From awareness campaigns to collective installations, they're making sure everyone knows that solar is the way to go. It's like a solar revolution, but with a cool community twist. ## Sunease Solar: A Leader in Solar Rooftop Solutions ### Company Overview Sunease Solar is basically the Gandalf of solar rooftop solutions - wise, reliable, and always there when you need them. They're experts in the field, making the switch to solar as easy as pie (solar-powered pie, of course). ### Product Offerings From sleek solar panels to cutting-edge inverters, Sunease Solar has it all. They offer top-notch products that are not only efficient but also look pretty darn good on your rooftop. It's like having the Ferraris of solar installations. ### Customer Success Stories Customers love Sunease Solar, and for good reason. Their success stories speak volumes about the quality of service and satisfaction they provide. It's like a feel-good movie, but with solar panels instead of actors. 5. Key Features of Solar Rooftop Systems Panel Efficiency and Durability When it comes to Solar Rooftop in Bangalore, panel efficiency and durability are key factors to consider.

In three hellish months of basic training witnessed firsthand how the Army used language to create a new reality and alter my self-concept. I was told to stand in line and "shut my mouth". My orders were to follow orders. I was not ask why, or question the judgement of my leaders. [...] "You were not issued an opinion". All the sergeants made us repeat mantras such as "BLOOD, BLOOD, BLOOD, MAKES THE GREEN GRASS GROW" and "Two in the chest, one in the head, KILL, KILL, KILL.". The army created a new social reality. I was told over and over, "Killing is what we do; it is a pribilege. You all will learn to do efficiently and without remorse". Only through killing the enemy could we neutralize any threat our republic deemed dangerous.

These were “times of stress and change,” and Roosevelt had thought much of the responsibilities of the Presidency in 1932. “The Presidency is not merely an administrative office,” he told Anne O’Hare McCormick during the campaign. “That’s the least of it. It is more than an engineering job, efficient or inefficient. It is preeminently a place of moral leadership. All our great Presidents were leaders of thought at times when certain historic ideas in the life of the nation had to be clarified.” So Washington had personified the idea of federal union, Jefferson and Jackson the idea of democracy, Lincoln union and freedom, Cleveland rugged honesty. “Isn’t that what the office is—” he suggested, “a superb opportunity for reapplying, applying in new conditions, the simple rules of human conduct we always go back to? I stress the modern application, because we are always moving on; the technical and economic environment changes, and never so quickly as now. Without leadership alert and sensitive to change, we are bogged up or lose our way, as we have lost it in the past decade.

In his book Out of the Crisis, W. Edwards Deming lays out the leadership principles that became known as TQL, or Total Quality Leadership. This had a big effect on me. It showed me how efforts to improve the process made the organization more efficient, while efforts to monitor the process made the organization less efficient.

The payments system is the heart of the financial services industry, and most people who work in banking are engaged in servicing payments. But this activity commands both low priority and low prestige within the industry. Competition between firms generally promotes innovation and change, but a bank can gain very little competitive advantage by improving its payment systems, since the customer experience is the result more of the efficiency of the system as a whole than of the efficiency of any individual bank. Incentives to speed payments are weak. Incrementally developed over several decades, the internal systems of most banks creak: it is easier, and implies less chance of short-term disruption, to add bits to what already exists than to engage in basic redesign. The interests of the leaders of the industry have been elsewhere, and banks have tended to see new technology as a means of reducing costs rather than as an opportunity to serve consumer needs more effectively. Although the USA is a global centre for financial innovation in wholesale financial markets, it is a laggard in innovation in retail banking, and while Britain scores higher, it does not score much higher. Martin Taylor, former chief executive of Barclays (who resigned in 1998, when he could not stop the rise of the trading culture at the bank), described the state of payment systems in this way: ‘the systems architecture at the typical big bank, especially if it has grown through merger and acquisition, has departed from the Palladian villa envisaged by its original designers and morphed into a gothic house of horrors, full of turrets, broken glass and uneven paving.

The Practising Manager’s Growth Mantra -Growth in an enterprise is created through remarkable achievements, not incremental achievements like efficiency or effectiveness. -Remarkable achievements are possible only in complexity. -Only volitional engagement can work in complexity. Luckily, there is no certainty in complexity. Hence, motivational engagement cannot work. -People who make choices based on the purpose can only be volitionally engaged—they are the growth managers, the leaders.

When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.

Efficiency is an important aspect to policing. We must ensure things that need to be done such as information and evidence gathering, dissemination and documentation in reports, etc., is indeed getting done. However it is important for leaders not to get lost in the efficiency of processes as it breeds a zero defects environment that creates a frontline that waits to be told what to think and slowing down considerably the effectiveness of timely decision making and tactical problem solving.

The 10x Rule dictates that your solution has to be at least ten times better than current product options to overcome the position of the existing market leader. Being slightly better, faster, stronger, or cost efficient is not enough. Having an idea that someone will be willing to pay for is a nice start, but the way you make it so that everyone will pay for it is to focus on the 10x Rule.

North Korea’s alleged penchant for irrational and erratic behavior is illusionary: the North Korean leaders actually know perfectly well what they are doing. They are neither madmen nor ideological zealots, but rather remarkably efficient and cold-minded calculators, perhaps the best practitioners of Machiavellian politics that can be found in the modern world.

A good leader guides his team by giving them an example of how things have to be performed.  In order to guide efficiently, a leader must be work together with his ream.  A leader isn’t essentially needed to do the same task but it’s better to work together with them. 

A destination without a route leads to meandering and inefficiency. A route without a destination, however, may be efficient but to what end?

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

If this country is really to go forward along the path of social and economic justice, there must be a new party of nationwide and non-sectional principles, a party where the titular national chiefs and the real state leaders shall be in genuine accord, a party in whose counsels the people shall be supreme, a party that shall represent in the nation and the several states alike the same cause, the cause of human rights and of governmental efficiency. At present both the old parties are controlled by professional politicians in the interests of the privileged classes, and apparently each has set up as its ideal of business and political development a government by financial despotism tempered by make-believe political assassination. Democrat and Republican alike, they represent government of the needy many by professional politicians in the interests of the rich few. This is class government, and class government of a peculiarly unwholesome kind.

But you can’t forget how easy it is to seduce people,” Ben said. “You see that everywhere, be it politics or religion. Even here in Europe, populists have been wildly successful despite the fact that this continent has a lot of experience with fanatical right- and left-wing ideology.” “Most people yearn for guidance,” Fritz said. “They want others to determine their lives for them, at least when all is said and done. In politics, the only people who are respected are so-called ‘strong’ leaders or politicians who show the way. It’s hardly surprising these people don’t have a basic understanding of democracy.” “That’s the problem,” said Ben. “People love to be told what they should do. And the worse they have it, the more grateful they are for a strong hand to push them.” “That said, we don’t exactly have it that bad here in Europe,” Hannes added. “Sure, there’s always some economic crisis and unemployment is rising, but still most people have it good enough that they can’t be enthralled by some dictator.” “Economic crises aren’t the only reason people turn to extremism,” Fritz said. “It’s also about personal crises. Look at the faces on the bus. How many people look happy?” “They’re probably just tired,” Ben joked. “But it’s true. There are plenty of studies which suggest that people in poorer countries are happier than we are. But when did you last hear politicians discuss the question of how we actually want to live? Emotional needs are basically irrelevant. It’s all about growth, recovery, optimization, and efficiency. If you work day after day in some office like a robot, there’s an inner emptiness that reality shows and dramas on television can no longer fill. Take a look at the nonsense the masses tune into night after night. You can’t consume real feelings, you have to live them.” “But that’s exactly what our society has forgotten how to do,” Fritz said. “You need someone to advise you on how to be ‘happy.’ At some schools, students can now choose Happiness as an elective. How sad is that? Have we become so far removed from real life that we have to introduce happiness as a school subject? How can society not understand something so fundamental?” “Now some charismatic, eloquent politician appears who knows exactly how to appeal to people,” Ben said. “Do you really think we would be completely immune to a politician’s temptations and promises today?” “Okay, okay!” Hannes laughed and raised his hands. “I give up. At the next neo-Nazi march, I’ll be standing in the front line of the counterdemonstration, I promise. But speaking of robots—I spent way too long spinning on the hamster wheel today. And Fritz has already given me a list of things to do tomorrow. It’s been lovely chatting, but I have to hit the hay.” “Man! But we’ve only just started planning the revolution,” Ben joked. “No, my young colleague’s right.” Fritz rose from his chair. “I just have to use the bathroom and then I’ll be on my way.” “It’s straight ahead.” Ben showed him the way and handed Hannes another beer. “Come on, you Goody Two-Shoes. Let’s have a

efficiency requires collaboration.

The increases in productivity brought about by Ford’s innovation were startling and revolutionized not just the automobile industry but virtually every industry serving a mass market. Introduction of “Fordist” mass production techniques became something of a fad outside America: German industry went through a period of “rationalization” in the mid-1920s as manufacturers sought to import the most “advanced” American organizational techniques.12 It was the Soviet Union’s misfortune that Lenin and Stalin came of age in this period, because these Bolshevik leaders associated industrial modernity with large-scale mass production tout court. Their view that bigger necessarily meant better ultimately left the Soviet Union, at the end of the communist period, with a horrendously overconcentrated and inefficient industrial infrastructure—a Fordism on steroids in a period when the Fordist model had ceased to be relevant. The new form of mass production associated with Henry Ford also had its own ideologist: Frederick W. Taylor, whose book The Principles of Scientific Management came to be regarded as the bible for the new industrial age.13 Taylor, an industrial engineer, was one of the first proponents of time-and-motion studies that sought to maximize labor efficiency on the factory floor. He tried to codify the “laws” of mass production by recommending a very high degree of specialization that deliberately avoided the need for individual assembly line workers to demonstrate initiative, judgment, or even skill. Maintenance of the assembly line and its fine-tuning was given to a separate maintenance department, and the controlling intelligence behind the design of the line itself was the province of white-collar engineering and planning departments. Worker efficiency was based on a strict carrot-and-stick approach: productive workers were paid a higher piece rate than less productive ones. In typical American fashion, Taylor hid

Hey man’ works equally well as ‘my God’), help me be the best pack leader I can for this great dog Nemo and help me strengthen the connection and bond between his species and mine. For those people to whom I have borne resentments recently, help me remember that I have forgiven them, but I wish their lives to be healthy and meaningful, and it is my hope that they find value in all they do. Help me be a great partner and confidant to my cherished Kate, and uplift her in any way possible. If there are those to whom I can be of service, let them cross my path in such a way as I will be aware of their need, and give me the courage and strength and perseverance to reach out my hand. Help me always to expand my mind and awareness, and continue to seek and strengthen my connection with you at all times. And also help me to train my physical body to function in maximum health and as efficiently and effectively as possible.