Emerging Leadership Quotes

When you practice leadership,The evidence of quality of your leadership, Is known from the type of leaders that emerge out of your leadership

To be a good professional engineer, always start to study late for exams. Because it teaches you how to manage time and tackle emergencies.

Myth 2: Leadership is about individuals. In fact, leadership is a distributed or collective capacity in a system, not just something that individuals do. Leadership is about the capacity of the whole system to sense and actualize the future that wants to emerge.

Strategy is something that emerges from reality, while tactics might be chosen.

The enemy doesn't warn its target. Emergencies do not make appointments, and the greatest battles of life are often surprises.

Reform is usually possible only once a sense of crisis takes hold.... In fact, crises are such valuable opportunities that a wise leader often prolongs a sense of emergency on purpose.

a leadership development plan has to address these three phases: Identifying emerging leaders Investing in the development of emerging leaders Entrusting responsibility to emerging leaders

John Frame’s ‘tri-perspectivalism’ helps me understand Willow. The Willow Creek style churches have a ‘kingly’ emphasis on leadership, strategic thinking, and wise administration. The danger there is that the mechanical obscures how organic and spontaneous church life can be. The Reformed churches have a ‘prophetic’ emphasis on preaching, teaching, and doctrine. The danger there is that we can have a naïve and unBiblical view that, if we just expound the Word faithfully, everything else in the church — leader development, community building, stewardship of resources, unified vision — will just happen by themselves. The emerging churches have a ‘priestly’ emphasis on community, liturgy and sacraments, service and justice. The danger there is to view ‘community’ as the magic bullet in the same way Reformed people view preaching.

The most inspiring leaders are ones who find a clarity of meaning that transcends the tasks at hand. And that meaning emerges through reflection.

The advantage of a permanent emergency for the executive is that even trivial things can routinely be accomplished by the crisis presidency. If everything is an emergency, all power is emergency power.

After visiting these two places (Berchtesgaden and the Eagle's lair on Obersalzberg) you can easily see how that within a few years Hitler will emerge from the hatred that surrounds him now as one of the most significant figures who ever lived. He had boundless ambition for his country, which rendered him a menace to the peace of the world, but he had a mystery about him in the way that he lived and in the manner of his death that will live and grow after him. He had in him the stuff of which legends are made.

The U.S. Navy SEAL Teams were at the forefront of this leadership transformation, emerging from the triumphs and tragedies of war with a crystallized understanding of what it takes to succeed in the most challenging environments that combat presents.

[Ella Baker]'s second defining characteristic was her dislike of top-down leadership... 'She felt leaders were not appointed but the rose up. Someone will rise. Someone will emerge'. It was an attitude Baker shared with some of the older women in the movement.

Leadership is about being better able to listen to the whole than anyone else can.

The major factor that makes a great leader to fail emerge from the decision of people who surround him/her.

I was taught that the most hardworking nurse is found at the dirtiest part of the clinical ward.

Could we imagine that beauty itself doesn’t just exist in society’s version of aesthetic perfection? Beauty also emerges from places and things that tell us stories.

Leadership in its essence is the capacity to shift the inner place from which we operate. Once they understand how, leaders can build the capacity of their systems to operate differently and to release themselves from the exterior determination of the outer circle. As long as we are mired in the viewpoint of the outer two circles, we are trapped in a victim mind-set (“the system is doing something to me”). As soon as we shift to the viewpoint of the inner two circles, we see how we can make a difference and how we can shape the future differently. Facilitating the movement from one (victim) mind-set to another (we can shape our future) is what leaders get paid for.

At times emerging leaders limit their future possibilities by their impatience. They look for shortcuts to success, but God is methodical. He typically lays a foundation of character before building a superstructure of leadership.

Positive energy is unleashed when leaders give themselves permission to connect and express themselves from the core of who they are. When leaders practice authenticity, creativity, engagement, confidence, and a sense of inner resourcefulness emerge.

In an era of globalization, we recognize that we are part of a global society, but we have no idea how to make such a society work. So far, no unified vision or leadership has emerged to guide us in this endeavor. We have not yet found a way to expand the spiritual ideals of democracy so that they pertain to every human being, every animal, and every plant. Until we do, human civilization and the Earth's ecosystem will continue to be in peril.

Most people accept living unhappy lives because it is the only way they know, they refuse to be open to the new emerging possibilities and refuse to make positive changes. Because they are afraid of being outside their own comfort zone and don’t risk anything, they live lives that are far less fulfilling than they could actually have.

The ability to shift from reacting against the past to leaning into and presencing an emerging future is probably the single most important leadership capacity today.

Relational depth often emerges from intentional dialog

Leadership in government doesn’t emerge in a non-resistant vacuum. When the odds appear insurmountable, when the answer is no and should be yes, true leaders reveal themselves.

Trust that as you learn to learn about yourself, you’re developing skills that will catapult your leadership and make you invaluable to your organization and those you lead.

Leaders need to consider three types of hardwiring—Behaviors, Abilities, Motivations—that work together to describe the unique gifts, talents, and spin that you can bring to work.

When work relationships are reciprocal, ethical leadership emerges for both the executive and the participant unless the executive is trying to control the participant.

Everywhere there is much complaining about too few leaders. We have too few because most institutions are structured so that only a few—only one at the time—can emerge.

Leaders emerge, they cannot be recruited.

Management is doing things right; leadership is doing the right things.” Warren Bennis, On Becoming a Leader

Moral leadership emerges from, and always returns to, the fundamental wants and needs, aspirations, and values of the followers.

I was told—by the same people who had long assured me of China’s interest in only a modest leadership role within an emerging multipolar world—that the Communist Party is realizing its long-term goal of restoring China to its “proper” place in the world. In effect, they were telling me that they had deceived me and the American government. With perhaps a hint of understated pride, they were revealing the most systematic, significant, and dangerous intelligence failure in American history. And because we have no idea the Marathon is even under way, America is losing.

A title or promotion does not make anyone a leader. Leadership emerges from the character, qualities, and capacities of the individual. Make no mistake about it, authentic leadership is personal.

Your hardwiring helps you discover your unique way of interacting with and making sense of the world. And it gives you perspective, an ability to see why other people seem to interpret work so differently.

Real growth comes only after the dark night of the soul, when they feel they don’t have what it takes and choose to persist, to reflect on themselves, learn from their mistakes, and struggle to apply what they’ve learned.

An entire subgenre of self-help literature devoted to analyzing his methods emerged, books with titles like Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic Expedition. Another example, Shackleton: Leadership Lessons from Antarctica, included such chapters as “Be My Tent Mate: Keep Dissidents Close,” “Camaraderie at 20 Below Zero: Creating an Optimal Work Environment,” and “Sailing Uncharted Waters: Adapt and Innovate.

Did you know that we’re all created with a built-in desire to love the world, to bless people? It’s the main job description of a Christian. Way back when the term emerging church meant that the church was really emerging, God set up a deal with humanity.

Under one or another Democratic administration, 120,000 Japanese Americans were torn from their homes and livelihoods and thrown into detention camps; atomic bombs were dropped on Hiroshima and Nagasaki with an enormous loss of innocent life; the FBI was given authority to infiltrate political groups; the Smith Act was used to imprison leaders of the Trotskyist Socialist Workers Party and later on leaders of the Communist party for their political beliefs; detention camps were established to round up political dissidents in the event of a “national emergency”; during the late 1940s and 1950s, eight thousand federal workers were purged from government because of their political associations and views, with thousands more in all walks of life witchhunted out of their careers; the Neutrality Act was used to impose an embargo on the Spanish Republic that worked in favor of Franco’s fascist legions; homicidal counterinsurgency programs were initiated in various Third World countries; and the Vietnam War was pursued and escalated. And for the better part of a century, the Congressional leadership of the Democratic party protected racial segregation and stymied all antilynching and fair employment bills. Yet all these crimes, bringing ruination and death to many, have not moved the liberals, the social democrats, and the “democratic socialist” anticommunists to insist repeatedly that we issue blanket condemnations of either the Democratic party or the political system that produced it, certainly not with the intolerant fervor that has been directed against existing communism.

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

I once asked one of the most successful leaders of the telecom industry what she considered to be the essence of her leadership work. She responded, “I am facilitating the opening process so my team can sense and seize emerging opportunities as they arise from the fast paced business environment we are operating in.

... Bezos personifies a new breed of executive that arose with the emergence of the game-changing technologies in the 1980s and 1990s ... a 'productive narcissist'. ... These executives have big enough egos to make up seemingly random rules of business leadership. However, unlike other narcissists, they get the job done.

If one examines the legend in this light, a well-defined personality emerges. It is that of a light-weight; brave and aggressive, physically tough and quick; highly sexed and rather promiscuous; touchily proud, but with a feeling for the underdog; resembling Alexander in his precocious competence, gift of leadership, and romantic sense of destiny.

Mostly we think of people with great authority as higher up, far away, hard to reach. But spiritual authority comes from compassion and emerges from deep inner solidarity with those who are 'subject' to authority. The one who is fully like us, who deeply understands our joys and pains or hopes and desires, and who is willing and able to walk with us, that is the one to whom we gladly give authority and whose 'subjects' we are willing to be. It is the compassionate authority that empowers, encourages, calls forth hidden gifts, and enables great things to happen. True spiritual authorities are located in the point of an upside-down triangle, supporting and holding into the light everyone they offer their leadership to.

successors will agree with Harry Truman’s belief that this unique office carries with it a huge responsibility for America’s destiny. Though political storms may loom and other sorts of upheavals may rage, America’s founders have given us the power to emerge from their darkness and confusion, thanks to the leadership that a president can invoke in the name of liberty and the pursuit of happiness.

As it typically was, my hotel room was alarmed in all kinds of ways, and all around me in the hotel were agents. And as they typically did, the agents gave me a device with a button to push in the event of dire emergency. I was afraid of this thing and always put it far away from me in a hotel room, so I didn’t accidentally touch it during the night. This night, I put it on a countertop in the outer room and went to sleep in the bedroom, far away from it. I didn’t tell Patrice I had put the button on the counter in the outer room, the exact place where she was changing quietly at 2:00 A.M. so as not to wake me. She must have put something on top of the button, because there was pounding on the door about five seconds later. She opened the door a crack to see the lead agent standing at an odd angle, wearing a T-shirt and boxer shorts. He was holding his arm so she couldn’t see his hand behind his back. He looked very tense. “Is everything all right, ma’am?” “Yes. I’m just getting ready for bed.” “Are you sure everything is all right, ma’am?” “Yes.” “Can I see the director, ma’am?” “He’s sleeping in the other room.” “Will you check on him, please?” Patrice walked to the bedroom door, saw me, and reported back. “I see him there sleeping. He’s fine.” “Thank you, ma’am. Sorry to bother you.” What Patrice couldn’t see, but I learned the next morning, was that there were agents stacked down the wall on either side of the door, guns held low and behind their backs. She had touched the button. My bad.

In June 1789 some congressmen wanted Washington to have to gain senatorial approval to fire as well as hire executive officers—the Constitution was silent on the subject; the House duly approved that crippling encroachment on executive authority. When the Senate vote ended in a tie, Vice President Adams cast the deciding vote to defeat the measure, thereby permitting the president to exert true leadership over his cabinet and, for better or worse, preventing the emergence of a parliamentary democracy.

Some emerging markets will check all the boxes—strong population growth, growing middle class, verge of investment grade, great leadership, and hunger for capital—and then be missing the one ingredient that enables you to monetize your investment: scale. Without scale, you don’t have liquidity. You have no optionality. In essence, you’re stuck. Africa is a great example. I think many countries, such as Botswana, have potential, but the upper and middle classes are too small for me to get involved. Chile is another example. It has the institutions and leadership, but only 17 million people—no scale.

Starting with Bacon’s Rebellion in Virginia, by 1760, there had been eighteen uprisings aimed at overthrowing colonial governments. There had also been six black rebellions, from South Carolina to New York, and forty riots of various origins. By this time also, there emerged, according to Jack Greene, “stable, coherent, effective and acknowledged local political and social elites.” And by the 1760s, this local leadership saw the possibility of directing much of the rebellious energy against England and her local officials. It was not a conscious conspiracy, but an accumulation of tactical responses.

It works like this: when your team gathers to kick off a new project, conclude that meeting by pretending to gaze into a crystal ball and say, “Look six months into the future. The news is not good. Despite our hopes, the project has failed. How did this happen?” Give your team members three minutes to run a mental simulation, and ask them to write down why they think their work derailed. All sorts of reasons will emerge. For example, “There were too many distractions,” “The project was overly ambitious,” or “We pushed the project too much toward our own self-interests, without considering those of our partners.

Here are the commons symptoms that result from micromanagement: 1. The team shows a lack of initiative. Members will not take action unless directed. 2. The team does not seek solutions to problems; instead, its members sit and wait to be told about a solution. 3. Even in an emergency, a team that is being micromanaged will not mobilize and take action. 4. Bold and aggressive action becomes rare. 5. Creativity grinds to a halt. 6. The team tends to stay inside their own silo; not stepping out to coordinate efforts with other departments or divisions for fear of overstepping their bounds. 7. An overall sense of passivity and failure to react.

Pleasure Principles What you pay attention to grows. This will be familiar to those who have read Emergent Strategy. Actually, all the emergent strategy principles also apply here! (Insert eggplant emoji). Tune into happiness, what satisfies you, what brings you joy. We become what we practice. I learned this through studying somatics! In his book The Leadership Dojo, Richard Strozzi-Heckler shares that “300 repetitions produce body memory … [and] 3,000 repetitions creates embodiment.”12 Yes is the way. When it was time to move to Detroit, when it was time to leave my last job, when it was time to pick up a meditation practice, time to swim, time to eat healthier, I knew because it gave me pleasure when I made and lived into the decision. Now I am letting that guide my choices for how I organize and for what I am aiming toward with my work—pleasure in the processes of my existence and states of my being. Yes is a future. When I feel pleasure, I know I am on the right track. Puerto Rican pleasure elder Idelisse Malave shared with me that her pleasure principle is “If it pleases me, I will.” When I am happy, it is good for the world.13 The deepest pleasure comes from riding the line between commitment and detachment.14 Commit yourself fully to the process, the journey, to bringing the best you can bring. Detach yourself from ego and outcomes. Make justice and liberation feel good. Your no makes the way for your yes. Boundaries create the container within which your yes is authentic. Being able to say no makes yes a choice. Moderation is key.15 The idea is not to be in a heady state of ecstasy at all times, but rather to learn how to sense when something is good for you, to be able to feel what enough is. Related: pleasure is not money. Pleasure is not even related to money, at least not in a positive way. Having resources to buy unlimited amounts of pleasure leads to excess, and excess totally destroys the spiritual experience of pleasure.

A series of papers by the Princeton economist Dani Rodrik and his colleagues tried to shed light on the impact of policy decisions on economic growth, but found that ‘most instances of economic reform do not produce growth accelerations’, and ‘most growth accelerations are not preceded or accompanied by major changes in economic policies, institutional arrangements, political circumstances, or external conditions’. The economist William Easterly points out that the evidence for a change of leadership being the cause of a growth miracle anywhere in the developing world is wholly lacking: the timing simply does not match. The effect of leaders on growth rates, he says, is close to zero, a conclusion that is ‘almost too shocking to be believed’. South

I meet so many ambitious young politicians and leaders who want to jump to the head of the line. They do not know how we arrived at this point in our history as a nation, but they believe they should be appointed to lead us into the future. They think that because they are educated, articulate, and talented someone should usher them down the red carpet to a throne of leadership. But real leaders are not appointed. They emerge out of the masses of the people and rise to the forefront through the circumstances of their lives. Either their inner journey or their human experience prepares them to take that role. They do not nominate themselves. They are called into service by a spirit moving through a people that points to them as the embodiment of the cause they serve.

I meet so many ambitious young politicians and leaders who want to jump to the head of the line. They do not know how we arrived at this point in our history as a nation, but they believe they should be appointed to lead us into the future. They think that because they are educated, articulate, and talented someone should usher them down the red carpet to a throne of leadership. But real leaders are not appointed. They emerge out of the masses of the people and rise to the forefront through the circumstances of their lives. Either their inner journey or their human experience prepares them to take that role. They do not nominate themselves. They are called into service by a spirit moving through a people that points to them as the embodiment of the cause they serve.

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

POLLARD had known better, but instead of pulling rank and insisting that his officers carry out his proposal to sail for the Society Islands, he embraced a more democratic style of command. Modern survival psychologists have determined that this “social”—as opposed to “authoritarian”—form of leadership is ill suited to the early stages of a disaster, when decisions must be made quickly and firmly. Only later, as the ordeal drags on and it is necessary to maintain morale, do social leadership skills become important. Whalemen in the nineteenth century had a clear understanding of these two approaches. The captain was expected to be the authoritarian, what Nantucketers called a fishy man. A fishy man loved to kill whales and lacked the tendency toward self-doubt and self-examination that could get in the way of making a quick decision. To be called “fishy to the backbone” was the ultimate compliment a Nantucketer could receive and meant that he was destined to become, if he wasn’t already, a captain. Mates, however, were expected to temper their fishiness with a more personal, even outgoing, approach. After breaking in the green hands at the onset of the voyage—when they gained their well-deserved reputations as “spit-fires”—mates worked to instill a sense of cooperation among the men. This required them to remain sensitive to the crew’s changeable moods and to keep the lines of communication open. Nantucketers recognized that the positions of captain and first mate required contrasting personalities. Not all mates had the necessary edge to become captains, and there were many future captains who did not have the patience to be successful mates. There was a saying on the island: “[I]t is a pity to spoil a good mate by making him a master.” Pollard’s behavior, after both the knockdown and the whale attack, indicates that he lacked the resolve to overrule his two younger and less experienced officers. In his deference to others, Pollard was conducting himself less like a captain and more like the veteran mate described by the Nantucketer William H. Macy: “[H]e had no lungs to blow his own trumpet, and sometimes distrusted his own powers, though generally found equal to any emergency after it arose. This want of confidence sometimes led him to hesitate, where a more impulsive or less thoughtful man would act at once. In the course of his career he had seen many ‘fishy’ young men lifted over his head.” Shipowners hoped to combine a fishy, hard-driving captain with an approachable and steady mate. But in the labor-starved frenzy of Nantucket in 1819, the Essex had ended up with a captain who had the instincts and soul of a mate, and a mate who had the ambition and fire of a captain. Instead of giving an order and sticking with it, Pollard indulged his matelike tendency to listen to others. This provided Chase—who had no qualms about speaking up—with the opportunity to impose his own will. For better or worse, the men of the Essex were sailing toward a destiny that would be determined, in large part, not by their unassertive captain but by their forceful and fishy mate.

The young man of leadership caliber will work while others waste time, study while others snooze, pray while others daydream. Slothful habits are overcome, whether in thought, deed, or dress. The emerging leader eats right, stands tall, and prepares himself to wage spiritual warfare. He will without reluctance undertake the unpleasant task that others avoid or the hidden duty that others evade because it wins no public applause. As the Spirit fills his life, he learns not to shrink from difficult situations or retreat from hard-edged people. He will kindly and courageously administer rebuke when that is called for, or he will exercise the necessary discipline when the interests of the Lord's work demand it. He will not procrastinate, but will prefer to dispatch with the hardest tasks first.

But wherever they emerge from, middle class, working class, or underclass—if they are humble, it means they have already reached a certain level of moral maturity. Why? Because humility means two things. One, a capacity for self-criticism. And this is something that we do not have enough of in the Black community, and especially among Black leaders. The second feature is allowing others to shine, affirming others, empowering and enabling others. Those who lack humility are dogmatic and egotistical. And that masks a deep sense of insecurity. They feel the success of others is at the expense of their own fame and glory. If criticism is put forward, they are not able to respond to it. And this produces, of course, an authoritarian sensibility. This is part of our problem in terms of Black leadership, and humility requires maturity.

Time and again I’ve watched hearts break open, so that true and authentic leaders can emerge. But that process depends on a brave first step: facing the reality of what is and not being deluded by the powerful, seductive dreams of what can be. Of course, this doesn’t mean there’s no role for dreams. We need dreams. But willfully ignoring what is true is not the same as dreaming. It’s delusion; and delusion leads to terrible decisions and, even worse, the destruction of trust. The first act of becoming a leader is to recognize this being so. From that place, we get to recognize what skills we need to develop and who we really are (and are not) as leaders, and to share our truth in a way that creates authentic, powerful relationships—with our peers, colleagues, and families. Grant us leaders who can do this and we just may create institutions that are less violent to the self, our communities, and our planet.

There are ideologies of control lying behind the insistence on the need for instrumentally rational tools and techniques. In reflecting these ideologies, some believe that without the tools and techniques organizations would not be able to produce success; indeed, they would be ungovernable. Others believe that without the tools and techniques it would be impossible to improve the human condition or take action to sustain the planet. There is a very powerful belief that ‘we’ must be able to improve whole organizations intentionally. For some, these beliefs are impervious to reason, perhaps because it is too disappointing to accept the humbler realization that success and failure, sustainability and destruction, all emerge across populations through myriad local interactions and all anyone can do is participate as meaningfully and as influentially as possible, acting on practical judgment, in these local interactions.

The enormous spotlight that focused on King, combined with the construction of Rosa Parks as a saintly symbol, hid the women's long struggle in the dimly lit background, obscuring the origins of the MIA and erasing women from the movement. For decades, the Montgomery bus boycott has been told as a story triggered by Rosa Park's spontaneous refusal to give up her seat followed by the triumphant leadership of men like Fred Gray, Martin Luther King, Jr., E. D. Nixon, and Ralph Abernathy. While these men had a major impact on the emerging protest movement, it was black women's decade-long struggle against mistreatment and abuse by white bus drivers and police officers that launched the boycott. Without an appreciation for the particular predicaments of black women in the Jim Crow South, it is nearly impossible to understand why thousands of working-class and hundreds of middle-class black women chose to walk rather than ride the bus for 381 days.

There is a persistent theory, held by those who prate most steadily about "the American way of life" that the average American is a rugged individualist to whom the whole conception of "leadership" is something foreign and distasteful—and this theory would certainly seem to be in accord with our national tradition of lawlessness and disrespect for authority. But it is not entirely consistent with the facts. We Americans are inveterate hero worshipers, to a far greater extent than are the British and the French. We like to personalize our loyalties, our causes. In our political or business or labor organizations, we are comforted by the knowledge that at the top is a Big Boss whom we are free to revere or to hate and upon whom we can depend for quick decisions when the going gets tough. The same is true of our Boy Scout troops and our criminal gangs. It is most conspicuously true of our passion for competitive sport. We are trained from childhood to look to the coach for authority in emergencies. The masterminding coach who can send in substitutes with instructions whenever he feels like it—or even send in an entirely new team—is a purely American phenomenon. In British football the team must play through the game with the same eleven men with which it started and with no orders from the sidelines; if a man is injured and forced to leave the field the team goes on playing with only ten men. In British sport, there are no Knute Rocknes or Connie Macks, whereas in American sport the mastermind is considered as an essential in the relentless pursuit of superiority.

Last year, I did a comprehensive study of T. E. Lawrence—Lawrence of Arabia. Lawrence played a pivotal role in the development of the modern Arab world. He was both pro-Arab and a Zionist. Unlike today, during this time period, this was not a contradiction. I read the entirety of Lawrence’s tome, Seven Pillars of Wisdom, as well as his personal letters. Colonel Lawrence had a comprehensive and personal relation with the emerging Arab political leaders during World War I. He also encountered the Persians (the Iranians of today). He made an interesting and important observation regarding their unique view of Islam. Lawrence observed that the “Shia Mohammedans from Pershia . . . were surly and fanatical, refusing to eat or drink with infidels; holding the Sunni as bad as Christians; following only their own priests and notables.” Each of these three leaders provides valuable insight into the intrigue that is the Middle East today, because the lessons they learned from their leadership in their eras can instruct us on the challenges we face in our own time. A new alliance has developed in the last few years that has created what I call an unholy alliance. History often repeats itself. We no longer have the luxury of simply letting history unfold. We must change the course of events, rewriting the history if needed, to preserve our constitutional republic. In this volume, I discuss and analyze the history and suggest a path of engagement to end what is the latest in a history-spanning line of attempts to export Sharia law and radical jihad around the world. We will win. We must win. We have no option.

Well before the end of the 20th century however print had lost its former dominance. This resulted in, among other things, a different kind of person getting elected as leader. One who can present himself and his programs in a polished way, as Lee Quan Yu you observed in 2000, adding, “Satellite television has allowed me to follow the American presidential campaign. I am amazed at the way media professionals can give a candidate a new image and transform him, at least superficially, into a different personality. Winning an election becomes, in large measure, a contest in packaging and advertising. Just as the benefits of the printed era were inextricable from its costs, so it is with the visual age. With screens in every home entertainment is omnipresent and boredom a rarity. More substantively, injustice visualized is more visceral than injustice described. Television played a crucial role in the American Civil rights movement, yet the costs of television are substantial, privileging emotional display over self-command, changing the kinds of people and arguments that are taken seriously in public life. The shift from print to visual culture continues with the contemporary entrenchment of the Internet and social media, which bring with them four biases that make it more difficult for leaders to develop their capabilities than in the age of print. These are immediacy, intensity, polarity, and conformity. Although the Internet makes news and data more immediately accessible than ever, this surfeit of information has hardly made us individually more knowledgeable, let alone wiser, as the cost of accessing information becomes negligible, as with the Internet, the incentives to remember it seem to weaken. While forgetting anyone fact may not matter, the systematic failure to internalize information brings about a change in perception, and a weakening of analytical ability. Facts are rarely self-explanatory; their significance and interpretation depend on context and relevance. For information to be transmuted into something approaching wisdom it must be placed within a broader context of history and experience. As a general rule, images speak at a more emotional register of intensity than do words. Television and social media rely on images that inflamed the passions, threatening to overwhelm leadership with the combination of personal and mass emotion. Social media, in particular, have encouraged users to become image conscious spin doctors. All this engenders a more populist politics that celebrates utterances perceived to be authentic over the polished sound bites of the television era, not to mention the more analytical output of print. The architects of the Internet thought of their invention as an ingenious means of connecting the world. In reality, it has also yielded a new way to divide humanity into warring tribes. Polarity and conformity rely upon, and reinforce, each other. One is shunted into a group, and then the group polices once thinking. Small wonder that on many contemporary social media platforms, users are divided into followers and influencers. There are no leaders. What are the consequences for leadership? In our present circumstances, Lee's gloomy assessment of visual media's effects is relevant. From such a process, I doubt if a Churchill or Roosevelt or a de Gaulle can emerge. It is not that changes in communications technology have made inspired leadership and deep thinking about world order impossible, but that in an age dominated by television and the Internet, thoughtful leaders must struggle against the tide.

MT: Mimetic desire can only produce evil? RG: No, it can become bad if it stirs up rivalries but it isn't bad in itself, in fact it's very good, and, fortunately, people can no more give it up than they can give up food or sleep. It is to imitation that we owe not only our traditions, without which we would be helpless, but also, paradoxically, all the innovations about which so much is made today. Modern technology and science show this admirably. Study the history of the world economy and you'll see that since the nineteenth century all the countries that, at a given moment, seemed destined never to play anything but a subordinate role, for lack of “creativity,” because of their imitative or, as Montaigne would have said, their “apish” nature, always turned out later on to be more creative than their models. It began with Germany, which, in the nineteenth century, was thought to be at most capable of imitating the English, and this at the precise moment it surpassed them. It continued with the Americans in whom, for a long time, the Europeans saw mediocre gadget-makers who weren't theoretical or cerebral enough to take on a world leadership role. And it happened once more with the Japanese who, after World War II, were still seen as pathetic imitators of Western superiority. It's starting up again, it seems, with Korea, and soon, perhaps, it'll be the Chinese. All of these consecutive mistakes about the creative potential of imitation cannot be due to chance. To make an effective imitator, you have to openly admire the model you're imitating, you have to acknowledge your imitation. You have to explicitly recognize the superiority of those who succeed better than you and set about learning from them. If a businessman sees his competitor making money while he's losing money, he doesn't have time to reinvent his whole production process. He imitates his more fortunate rivals. In business, imitation remains possible today because mimetic vanity is less involved than in the arts, in literature, and in philosophy. In the most spiritual domains, the modern world rejects imitation in favor of originality at all costs. You should never say what others are saying, never paint what others are painting, never think what others are thinking, and so on. Since this is absolutely impossible, there soon emerges a negative imitation that sterilizes everything. Mimetic rivalry cannot flare up without becoming destructive in a great many ways. We can see it today in the so-called soft sciences (which fully deserve the name). More and more often they're obliged to turn their coats inside out and, with great fanfare, announce some new “epistemological rupture” that is supposed to revolutionize the field from top to bottom. This rage for originality has produced a few rare masterpieces and quite a few rather bizarre things in the style of Jacques Lacan's Écrits. Just a few years ago the mimetic escalation had become so insane that it drove everyone to make himself more incomprehensible than his peers. In American universities the imitation of those models has since produced some pretty comical results. But today that lemon has been squeezed completely dry. The principle of originality at all costs leads to paralysis. The more we celebrate “creative and enriching” innovations, the fewer of them there are. So-called postmodernism is even more sterile than modernism, and, as its name suggests, also totally dependent on it. For two thousand years the arts have been imitative, and it's only in the nineteenth and twentieth centuries that people started refusing to be mimetic. Why? Because we're more mimetic than ever. Rivalry plays a role such that we strive vainly to exorcise imitation. MT

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized

people with higher narcissism scores were more likely to emerge as leaders during four-person initially leaderless group discussions.

Just as the book was going to print a new leadership has begun to emerge in North Korea. As one might expect, the emergence of this new leadership has been accompanied by expectations and hopes for a better future for North Korea. As we will see, however, the country’s past gives little ground for optimism, but it is not impossible that the plump and jolly-looking young new Kim may well seek to break with the past and reform the country. He is still surrounded by the advisers and senior lieutenants of his father, but he might not agree with the logic of their survival strategy. There is a distinct possibility that he will attempt to improve the situation. Such attempts might even succeed, but it is also possible that the old guard is right, and that tampering with the system will aggravate the situation and lead to an uncontrollable implosion of the regime—a nightmarish scenario for North Korea’s many neighbors.

For associations to emerge healthy and strong, they must re-engage with their members around the heart-centered why of why they exist, leverage current leadership, and build future leadership while they integrate the balance of technology and face-to-face experiences.

The brain is the coast of many great monuments. Your ability to exploit the power of your brain is what makes you a leader. Leadership emerges from a positive mindset!

India is so chaotic and hard that companies must strive to make it here because most emerging markets look exactly like this. They don’t look like disciplined China, they look like chaotic India. Africa, most of South America, most South East Asian countries like Vietnam, all are just like us. And therefore companies can ill afford to ignore India.

When you think of investments and returns, call Mark 10. If you are depressed, call Psalm 27. If your pocketbook is empty, call Psalm 37. If people seem unkind, call John 15. If discouraged about your work, call Psalm 126. If you find the world growing small and yourself great, call Psalm 19. —AUTHOR UNKNOWN Emergency numbers may be dialed direct. No operator assistance is necessary. All lines to heaven are open 24 hours a day and seven days a week. Prayer: Father God, You say to call on You, that You will never forsake me. Thank You for giving me the Bible so I can be encouraged in times of emergency. Amen.   Action: Call one of the emergency phone numbers today to see what information you receive.   Today’s Wisdom: Without wise leadership, a nation is in trouble; but with good counselors there is safety. —PROVERBS 11:14 TLB

For example; if I’m trying to influence someone to do something that benefits both of us and maybe others we call it leadership. If I’m trying to influence someone to do something that benefits only myself we call it manipulation.

Parity of esteem,” in the parlance of negotiation experts, is a simple concept but requires a fundamental reorientation of behavior on both sides. Each says to the other: “I know your narrative and I reject it in its entirety, yet I accept your right to define your own narrative as you wish, and I will respect that right and its aspirations.” The important component is respect; respect is more embracive than trust. Until each side reaches a level of understanding of the other’s narrative that facilitates a willingness to accord parity of esteem, peace agreements will likely falter, perhaps not immediately but in a corrosive ambience that slowly emerges and is conducive to disregarding some of their provisions. Peace agreements are pieces of paper. The task of translating them into sustainable reconciliation is a long and difficult process; former protagonists are in “recovery.” Unless they nurture that recovery, their peace agreement will fall apart or lapse into “frozen” pacts. In Israel and Palestine there is no parity of esteem for the respective narratives and therefore no trust. This is why the onset of any negotiation is often not welcomed by either the leadership or the constituencies of either side. Instead, the prospect brings latent fears to the foreground, and the leaderships play to these fears, feeding their constituencies the same stale and divisive pronouncements about “the other” that have been repeated ad nauseam over decades. They engage in debilitating tit-for-tat exchanges, talk only about what the other side has to do, what the other side needs to tell its people, never about what they themselves have to do, what their own people need to understand. All this prepares the way, should the talks collapse, for one more repetition of the blame game and violence, which becomes self-fulfilling and self-motivating.

This is a story about the power and impact of “truly human” leadership. It is about bringing our deepest sense of right, authentic caring, and high ideals to business. It is about achieving success beyond success, measured in the flourishing of human lives. It is a story of an approach to business and leadership that emerged only in the last twenty years or so in the life of a 130-year-old company, but that has already built a strong track record of enriching the lives of team members and creating extraordinary shareholder value at the same time. It is an approach that has been tested, refined, and proven to work dozens of times in half a dozen very different countries and in numerous towns and cities across the United States.

A few years ago, a team that sells products to large media companies invited me to help them as a consultant because they were concerned that their engineers were not working hard enough. However, the fault was not in the engineers; it was in the process the whole company was using to make decisions. They had customers but did not know them very well. They were deluged with feature requests from customers, the internal sales team, and the business leadership. Every new insight became an emergency that had to be addressed immediately. As a result, long-term projects were hampered by constant interruptions. Even worse, the team had no clear sense of whether any of the changes they were making mattered to customers. Despite the constant tuning and tweaking, the business results were consistently mediocre.

The ability to solve emerging problems, both those day to day issues that we encounter in normal work, and those complex emergencies that hit us without warning, are pivotal to our personal and organizational survival in difficult economic times. Tactical Decision Games are short, pointed exercises to increase the speed and maturity of problem solving. Used regularly and thoughtfully, tactical Decision Games will train individuals and teams to shorten the time needed to recognize and successfully overcome emergent problems of any type.

I explained a leadership philosophy to her that had been drilled into me for years; and that I firmly believed in.   “Julie, my military training has included the study of leadership. I don’t claim to be an expert on the subject but I have tried to learn from some very smart people. For example, let me ask you this: What would you say the definition of ‘leadership’ is?”   One of the things I liked about Julie is that she was always up for an intellectual challenge. After thinking for a moment she responded, “Being in a position where other people have to do what you tell them.”   “Ok,” I replied. “That’s one type of leadership; it’s called Authoritarian or Rank-Based Leadership and the military and Corporate America are definitely based on it but there’s another type that’s more powerful...   “It’s called Influential Leadership.”   “This type of leadership is used by those that build churches or lead volunteer organizations or lead movements. There is no boss with rank or authority; people follow because they choose to. The definition of leadership that I believe in most is simply the word ‘influence’ – and if you accept that then I have another question for you…”   She nodded for me to continue.   “I first heard a brilliant man named John Maxwell ask this question; What is the difference between leadership and manipulation?”   Julie started to respond but then paused in thought. I thought it was a great question and I remember the impact it had held on me the first time I’d heard it.   She finally answered, “One is good and one is bad.”   “Agreed,” I said. “Here is how I would say it though… There is no physical difference in leadership and manipulation – they are both exercising influence. The only difference is intent.   “For example; if I’m trying to influence someone to do something that benefits both of us and maybe others we call it leadership. If I’m trying to influence someone to do something that benefits only myself we call it manipulation.

You’ve now read the central elements to an optimistic climate, but what exactly does it look like? Here’s what it looks like when it takes root and positively transforms the work environment:37 1. People anticipate good things will come from their work. 2. Personal and professional goals are achieved. 3. Personal and professional worlds are integrated. 4. People make satisfying progress with their work. 5. Financial metrics are achieved. 6. People are viewed as significant and the heart of success. 7. Values-based leadership guides actions and decisions. 8. Partnership and collaboration replaces hierarchy-driven interactions. 9. Community building is encouraged. 10. Organizational and personal purpose guide decisions. 11. Strengths are maximized. Keep in mind that the vibe in your team is constantly changing. So the conditions listed above may not all be present at the same time. That’s okay. What you choose to focus on based on the needs of your team will influence heavily what emerges as important.

We collectively create results that nobody wants because decision-makers are increasingly disconnected from the people affected by their decisions. As a consequence, we are hitting the limits to leadership—that is, the limits to traditional top-down leadership that works through the mechanisms of institutional silos.

In 2000 Martin Seligman took on the presidency of the American Psychological Association. For his presidential address he challenged the profession to shift its focus away from simply describing, studying, and diagnosing the negative aspects of the human condition and to begin devoting more attention to the positive aspects of what it means to be human. Of course, his message was simply a more mainstream embodiment of Abraham Maslow’s ideas from the mid-twentieth century of personal fulfillment as the richest arena of psychology. But since Seligman’s call to action, positive psychology has blossomed into a full-fledged component of the field. The research generated by this change in perspective has been conducted at both the basic and applied levels. It has added to our understanding of a myriad of psychological constructs and has been used to improve the lives of many. Positive psychology is a vast discipline, but a sampling of its relevant aspects includes happiness, psychological well-being, flow/optimal experience, meaning, passion, purpose, authentic leadership, strengths, values, character, and virtue. Graduate education programs in these areas have emerged across the world and continue to expand. How

What some churches have created is a remarkably sophisticated, very efficient system dedicated to creating the surface appearance of people-centricity, while in reality remaining as unresponsive, impenetrable, and clueless regarding the real needs of its people as even the most backward car dealer. The emerging culture is looking for something far less slick and produced. People are not looking for someone to speak to them glibly about relationships. They are looking for a friend. They are not looking for someone to talk with them about getting real. They are looking for those who will be open and honest about their lives.

The ability to shift from reacting against the past to leaning into and presencing an emerging future is probably the single most important leadership capacity today. It is a capacity that is critical in situations of disruptive change, not only for institutions and systems, but also for teams and individuals.

In some republics churches were shuttered and disbanded; in others, the foreign leaders were expelled, leaving the communities to make their way under fledgling local leadership. However, rather than cause the communities to shrivel and die, the new crisis brought about changes in the way the gospel spread in Turkestan. Since it was no longer feasible to rely on Western leadership and institutions for the gospel’s advance, indigenous Turkic believers began to emerge from the crucible of persecution. These new leaders, though less formally trained than their Western predecessors, had the advantages of being native: their language was flawless, their residence irrevocable, their worldview identical, and their skills for living under persecution well honed.

This may not seem like leadership in action, but it is. Successful leadership isn’t dictatorship. It injects fundamental ideas and processes into the bloodstream of an organization and of individuals who see things the same way but lack the leverage to carry them out on their own. As a one-man or one-woman protectorate of a humane, sustainable business process, the leader sees to it that new ideas emerge and bloom when the timing is right. Dictators come and go, and when they go the dictatorship goes with them. When a true leader departs, the company he leaves behind is healthy, self-governing, vibrant, and intact.

Even with commonly identified values, there may be little agreement on the meaning of values statements. The lesson here is that leaders must engage their constituents in a dialogue about values. A common understanding of values emerges from a process, not a pronouncement.

We cannot always build the future for our youth, but we can build our youth for the future.” -Franklin D.  Roosevelt

Pope Demotes U.S. Cardinal Critical of His Reform Agenda By JIM YARDLEY ROME — Pope Francis on Saturday sidelined a powerful American cardinal who has emerged as an unabashed conservative critic of the reform agenda and the leadership style that the Argentine pontiff has brought to the Roman Catholic Church. In an expected move, Cardinal Raymond L. Burke was officially removed as head of the Vatican’s highest judicial authority, known as the Supreme Tribunal of the Apostolic Signatura. He was demoted to the ceremonial position of chaplain for the Knights of Malta, a charity group.

is necessary to remember that the issue of school segregation and the harm it inflicted on black children did not first come to the Court’s attention in the Brown litigation: blacks had been attacking the validity of these policies for 100 years. Yet, prior to Brown, black claims that segregated public schools were inferior had been met by orders requiring merely that facilities be made equal. What accounted, then, for the sudden shift in 1954 away from the separate but equal doctrine and towards a commitment to desegregation? The decision in Brown to break with the Court’s long-held position on these issues cannot be understood without some consideration of the decision’s value to whites, not simply those concerned about the immorality of racial inequality, but also those whites in policymaking positions able to see the economic and political advances at home and abroad that would follow abandonment of segregation. First, the decision helped to provide immediate credibility to America’s struggle with Communist countries to win the hearts and minds of emerging third world peoples. Advanced by lawyers for both the NAACP and the federal government, this point was not lost on the news media. Time magazine, for example, predicted that the international impact of Brown would prove scarcely less important than its effect on the education of black children: “In many countries, where U.S. prestige and leadership have been damaged by the fact of U.S. segregation, it will come as a timely reassertion of the basic American principle that ‘all men are created equal.’”5

Optimism emerges from faith in yourself and in the people who work for you. It's not about saying things are good when they're not, and it's not about conveying some blind faith that "things will work out." It's about believing in your and others' abilities.

Actions Summary The following list of new institutions, policies and actions is my best effort at envisaging what is required for Australia to survive the climate emergency. • A National Target and Plan for 95% or more of electricity to be supplied by renewables by 2030. • State plans to electrify all transport, beginning with the swift retirement of non-electric buses and including a plan for 50% of all new car sales to be EVs by 2030. • Implement planned changes to how we work and live so as to minimise unnecessary travel. • A plan for clean hydrogen to replace bunker fuel in shipping. • A plan for the adoption of e-fuels for aviation, with an aim to have all domestic flights running on e-fuel by 2030. • A National Commission for Climate Adaptation, with a Coastal Defence Fund and a Commission for Primary Production operating under its umbrella. • A National Initiative on Drawdown Innovation to provide leadership in early stage research and fund some on-ground projects. • The Federal Government to help convene a Global Working Group on Geoengineering.

About 35,000 years ago came another sudden upgrade and the emergence of homo sapiens sapiens, the physical form we see today. The Sumerian Tablets name the two people involved in the creation of the slave race. They were the chief scientist called Enki, Lord of the Earth (Ki=Earth) and Ninkharsag, also known as Ninti (Lady Life) because of her expertise in medicine. She was later referred to as Mammi, from which comes mama and mother. Ninkharsag is symbolised in Mesopotamian depictions by a tool used to cut the umbilical cord. It is shaped like a horseshoe and was used in ancient times. She also became the mother goddess of a stream of religions under names like Queen Semiramis, Isis, Barati, Diana, Mary and many others, which emerged from the legends of this all over the world. She is often depicted as a pregnant woman. The texts say of the Anunnaki leadership:

The analytical approach is similar to a map, whereas the emergent model is similar to a compass. Both may be used to guide one to a destination. A map is a convenient metaphor for a predetermined plan, guideline, or method. Maps are better in known worlds – worlds that have been charted before. A compass serves as a useful metaphor for an intuitive sense of direction and leadership. Compasses are helpful when leaders are not sure where they are and have only a general sense of direction.17

If I were young again, I would again cast my lot with a large American business. I would do it because my country is a business-dominated society (not in a formal power sense but simply by the sheer mass of the business presence) and any social advance will move, in part, from forces generated inside business. From my own experience there is enough integrity in the typical business that I would be more useful and my personal growth would be better nourished by working inside rather than by trying to influence it from the outside. I would choose to join a large business firm because there would be more satisfaction in being where the action is (the action, not just the excitement)—at the point where some of the critical issues of society must be resolved if the work of the world is to be done. And I would do it because I believe that if I accept the challenge to cope with the inevitable manipulation within an institution that is responding sensibly and creatively to issues and situations that require new ethics, I will emerge at the end of my career with a better personal value system than I would have if I had chosen a work where I was more on my own and, therefore, freer from being manipulated.

Part of the ambiguity that students need to learn to deal with in the course of their preparation to serve and be served by the present society is that it is a high form of art to ask the right questions. But it is also unrealistic to expect that someone else has answers for them. I said at the outset that many of the questions students have asked me during these days I regard as unanswerable except as one ventures into some experience and learns to respond, in the situation, to the immediate problems one confronts. And to do this one must have learned how to open one’s awareness to receive insight, inspiration, in the moment of need. One must accept that only venturing into uncertainty with faith that if one is adequately prepared to deal with the ambiguity, in the situation, the answer to the questions will come. The certainty one needs to face the demanding situations of life does not lie in having answers neatly catalogued in advance of the experience. That, in fact, is a formula for failure—one is surprised, sometimes demoralized, by the unexpected. Dependable certainty (which we all need a lot of) lies in confidence that one’s preparation is adequate so that one may venture into the experience without pre-set answers but with assurance that creative insight will emerge in the situation when needed, and that it will be right for the situation because it is an answer generated in the situation. A liberal education provides the best context I know of for preparing inexperienced people to venture into the unknown, to face the inexactitude and the wildness, with assurance. But, having said that the conventional liberal arts curriculum is the best context for such preparation, I must also say that it usually does not contain the preparation—and it should.

People can easily become unsettled as their traditional way of doing business begins to erode and a new model emerges. It’s a lot to manage, from a personnel perspective, and the need to be present for your people—which is a vital leadership quality under any circumstances—is heightened even more. It’s easy for leaders to send a signal that their schedules are too full, their time too valuable, to be dealing with individual problems and concerns. But being present for your people—and making sure they know that you’re available to them—is so important for the morale and effectiveness of a company. With a company the size of Disney, this can mean traveling around the world and holding regular town hall–style meetings with our various business units, communicating my thinking and responding to concerns, but it also means responding in a timely way and being thoughtful about any issues brought to me by my direct reports—returning phone calls and replying to emails, making the time to talk through specific problems, being sensitive to the pressures people are feeling. All of this became an even more significant part of the job as we embarked on this new, uncertain path.

She was anxious to monitor the political rumblings back home in the United States.28 A new Black leadership was emerging there and changing the social, cultural, and political landscape.

Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention, so they can review the business in a more holistic, long-term manner. Topics for reflection and discussion at a productive Quarterly Off-Site Review might include the following: Comprehensive Strategy Review: Executives should reassess their strategic direction, not every day as so many do, but three or four times a year. Industries change and new competitive threats emerge that call for different approaches. Reviewing strategies annually or semiannually is usually not often enough to stay current. Team Review: Executives should regularly assess themselves and their behaviors as a team, identifying trends or tendencies that may not be serving the organization. This often requires a change of scenery so that executives can interact with one another on a more personal level and remind themselves of their collective commitments to the team. Personnel Review: Three or four times a year, executives should talk, across departments, about the key employees within the organization. Every member of an executive team should know whom their peers view as their stars, as well as their poor performers. This allows executives to provide perspectives that might actually alter those perceptions based on different experiences and points of view. More important, it allows them to jointly manage and retain top performers, and work with poor performers similarly. Competitive and Industry Review: Information about competitors and industry trends bleeds into an organization little by little over time. It is useful for executives to step back and look at what is happening around them in a more comprehensive way so they can spot trends that individual nuggets of information might not make clear. Even the best executives can lose sight of the forest for the trees when inundated with daily responsibilities.