Endorsement Leadership Quotes

If you are going to hide yourself and you will not stand against the work of the bad people, you have given them an endorsement.

When people have rejected aristocracy, no longer believe that leadership is inherited at birth, no longer assume that the ruling class is endorsed by God, the argument about who gets to rule—who is the elite—is never over.

Christians are commanded to pray for those in political leadership, but they have no biblical mandate to use the Christian ministry or the cause of Christ to endorse or campaign for any politician. They are entitled to their own views and opinions, but they are not entitled to equate those views and opinions with Christian dogma.

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.

on November 1 he issued a statement that stopped just short of an endorsement. “I want to make it palpably clear,” King said, “that I am deeply grateful to Senator Kennedy for the genuine concern he expressed.… [He] exhibited moral courage of a high order.” In private, he added that the contrast between Kennedy’s call and Nixon’s inaction was very real to him. Even though Nixon had known him longer, he had done nothing. “I really considered him a moral coward,” King remarked.

When people have rejected aristocracy, no longer believe that leadership is inherited at birth, no longer assume that the ruling class is endorsed by God, the argument about who gets to rule--who is the elite--is never over. For a long time, some people in Europe and North America settled on the idea that various forms of democratic, meritocratic, and economic competition are the fairest alternative to inherited or ordained power. But even in countries that were never occupied by the Red Army and never ruled by Latin American populists, democracy and free markets can produce unsatisfying outcomes, especially when badly regulated, or when nobody trusts the regulators, or when people are entering the contest from very different starting points. The losers of these competitions were always, sooner or later, going to challenge the value of the competition itself.

A striking result of this experiment was the consistency with which the subjects differentiated the roles of task specialist and socioemotional specialist (or process specialist). The task specialist typically took the initiative in conversation, defined the nature of the objective, and kept the discussion focused on the requirements of the task. His success might be measured by the extent to which he devised a viable plan of action and elicited sufficient agreement (not necessarily unanimity) within the group to realize that plan. The socioemotional specialist typically listened and responded more to others, endorsed their suggestions, encouraged their participation, and sometimes relieved tension with jokes. He was usually better liked than the task specialist. His success might be gauged as a function of the group’s ability to maintain a sense of corporate identity and purpose. Virtually all groups expressed these distinct functions, and significantly, they were nearly always performed by different individuals.

Endorsement of the ordination of women is not the final step in the process, however. If we look at the denominations that approved women’s ordination from 1956–1976, we find that several of them, such as the United Methodist Church and the United Presbyterian Church (now called the Presbyterian Church–USA), have large contingents pressing for (a) the endorsement of homosexual conduct as morally valid and (b) the approval of homosexual ordination. In fact, the Episcopal Church on August 5, 2003, approved the appointment of an openly homosexual bishop.16 In more liberal denominations such as these, a predictable sequence has been seen (though so far only the Episcopal Church has followed the sequence to point 7): 1. abandoning biblical inerrancy 2. endorsing the ordination of women 3. abandoning the Bible’s teaching on male headship in marriage 4. excluding clergy who are opposed to women’s ordination 5. approving homosexual conduct as morally valid in some cases 6. approving homosexual ordination 7. ordaining homosexuals to high leadership positions in the denomination17 I am not arguing that all egalitarians are liberals. Some denominations have approved women’s ordination for other reasons, such as a long historical tradition and a strong emphasis on gifting by the Holy Spirit as the primary requirement for ministry (as in the Assemblies of God), or because of the dominant influence of an egalitarian leader and a high priority on relating effectively to the culture (as in the Willow Creek Association). But it is unquestionable that theological liberalism leads to the endorsement of women’s ordination. While not all egalitarians are liberals, all liberals are egalitarians. There is no theologically liberal denomination or seminary in the United States today that opposes women’s ordination. Liberalism and the approval of women’s ordination go hand in hand.

It can be dangerous to be right at the outset. Managers in some LCD-first companies interpreted the pivot point as an unconditional endorsement of everything they had been doing. As a result, they failed to recognize the need to rethink some details of their technology, such as the importance of color displays, and their complacency helped former plasma companies pull ahead.

An individual with employee work passion demonstrates these five positive intentions:6 • Performs above standard expectations • Uses discretionary effort on behalf of the organization • Endorses the organization and its leadership to others outside the organization • Uses altruistic citizenship behaviors toward all stakeholders • Stays with the organization

Youth ministers have usurped the roles of fathers, and fathers have gladly relegated their duty to youth ministers without a fight or affliction of conscience. The harsh reality of our secular age is that an entire generation is without fathers who will walk beside them and teach them the Word of God. Because fathers would not train their children, we (the modern church) have risen up to do it for them. The practical result is that fathers are eliminated from the discipleship equation, and the church facilitates and endorses the practice. Because man’s ways are never better than God’s, this was not an upgrade. This practice of usurping the father’s role has instead generated an unrelenting cycle of the breakdown of fatherly leadership in the home.

His promoting me endorsed the idea that you have to rise to the performance level of the job you want to have, which means that you have to just freakin

Business, in its current form, is a low-consciousness game of Greedership, for a select few ego-based shareholders, where "success" is measured, purely in financial terms, and is unwisely, endorsed as "outstanding behavior".

public statements condemning segregation, sharply worded telegrams to Washington, and meetings with White House officials—were demonstrably ineffectual. New and more dramatic measures were in order. Mass action, Randolph reasoned, would be required, and he proposed a protest of 10,000 black people marching down Pennsylvania Avenue to demand an end to segregation in the armed forces and exclusion from jobs in the defense industry. Drawing on community organizing and protest networks developed during the 1920s and 1930s, this would be a broad, national mobilization of African Americans. The substance of their demand would be full and equal participation in the national defense effort, and the form of the demand would be a mass mobilization designed to compel the federal government to action. The MOWM, in effect, pioneered the type of protest politics that was used to considerable effect during the civil rights movement to push the federal government to enforce or enact African American citizenship rights. Randolph announced the March on Washington proposal in a January 1941 statement to the press. He declared that “power and pressure do not reside in the few, and intelligentsia, they lie in and flow from the masses.… Power is the active principle of only the organized masses, the masses united for a definitive purpose.” 19 Two months later Randolph issued the official call for the march, set for July 1, 1941. Drawing on his standing as a prominent black leader, and especially as the head of the Brotherhood of Sleeping Car Porters (BSCP), Randolph made his case that the time was right. “In this period of power politics, nothing counts but pressure, more pressure, and still more pressure,” he wrote in the call to march. “To this end we propose that 10,000 Negroes MARCH ON WASHINGTON FOR JOBS IN NATIONAL DEFENSE AND EQUAL INTEGRATION IN THE FIGHTING FORCES.” 20 To coordinate this massive effort, organizers established a March on Washington Committee, headed by Randolph, along with a sponsoring committee and regional committees in cities across the country. Galvanized by a rising desire for action within black communities, the idea found enthusiastic approval in the black press and eventually won the endorsement of the National Association for the Advancement of Colored People (NAACP), the National Urban League, and other elements of black leadership. 21 By the end of May, Randolph estimated that 100,000 black Americans would march. A national grassroots movement was afoot, and Randolph grew even more confident in his vision for the demonstration. “Let the Negro masses march!” he declared. “Let the Negro masses speak!” 22

I am sharing this wonderful information with the caveat that I am not promising, endorsing, guaranteeing, judging, or predicting any outcomes for you. I’m simply providing you with tools which I have enjoyed and hope you will too!

In New York the curriculum guide for 11th-grade American history tells students that there were three "foundations" for the Constitution: the European Enlightenment, the "Haudenosaunee political system", and the antecedent colonial experience. Only the Haudenosaunee political system receives explanatory subheadings: "a. Influence upon colonial leadership and European intellectuals (Locke, Montesquieu, Voltaire, Rousseau); b. Impact on Albany Plan of Union, Articles of Confederation, and U.S. Constitution". How many experts on the American Constitution would endorse this stirring tribute to the "Haudenosaunee political system"? How many have heard of that system? Whatever influence the Iroquois confederation may have had on the framers of the Constitution was marginal; on European intellectuals it was marginal to the point of invisibility. No other state curriculum offers this analysis of the making of the Constitution. But then no other state has so effective an Iroquois lobby.

Break Destiny (The Sonnet) Be the one to make and break destiny, For all powers of universe are in you. Be the one to make and break paradigm, For the very source of creation is you. Cowards and vegetables talk of fate, While the valiant is up and working. Those who can't do mock the doer, Yet there's no progress without a dingaling. If taking a stand makes you a nutcase, Be the nuttiest case that has ever walked. But never you compromise with insanity, Even if it is endorsed by the whole world. You are the defender of all society. Even in hardship never forget your duty.

The lack of knowledge on the part of followers perpetuates a culture of abuse by bad leadership. Every day, issues are being endorsed in the name of standing for the ignorant masses, only to benefit those who sponsor the agendas. Priorities are set and resources allocated, never to benefit or reach those cited as the underlying justification for sourcing the funds or setting the priorities.

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.