Entry Leadership Quotes

There is a significant moral difference between a person who commits a violent crime and a person who tries to cross a border illegally in order to put food on the family table. Such migrants may violate our laws against illicit entry, but if that's all they do they are trespassers, not criminals. They deserve to have their dignity respected.

Under fire, trying to get a fugitive out of Honduras: “Their pilot hopped out of the cockpit to allow them entry room. Pack sent Keto [Belgian Malinois K-9] up first. Then he dragged Triandos up. The prisoner’s head pinged off every step on the way up. His head struck the bulkhead as Pack flung his bulk into the cabin. ‘I know there’s a protocol,’ Pack thought, ‘but whoever wrote it was never in this situation.

Any bridge you refuse to burn gives Satan an invitation and re-entry point into your life.

There has been so much misinformation spread about the nature of this interview that the actual events that took place merit discussion. After being discreetly delivered by the Secret Service to the FBI’s basement garage, Hillary Clinton was interviewed by a five-member joint FBI and Department of Justice team. She was accompanied by five members of her legal team. None of Clinton’s lawyers who were there remained investigative subjects in the case at that point. The interview, which went on for more than three hours, was conducted in a secure conference room deep inside FBI headquarters and led by the two senior special agents on the case. With the exception of the secret entry to the FBI building, they treated her like any other interview subject. I was not there, which only surprises those who don’t know the FBI and its work. The director does not attend these kinds of interviews. My job was to make final decisions on the case, not to conduct the investigation. We had professional investigators, schooled on all of the intricacies of the case, assigned to do that. We also as a matter of procedure don’t tape interviews of people not under arrest. We instead have professionals who take detailed notes. Secretary Clinton was not placed under oath during the interview, but this too was standard procedure. The FBI doesn’t administer oaths during voluntary interviews. Regardless, under federal law, it would still have been a felony if Clinton was found to have lied to the FBI during her interview, whether she was under oath or not. In short, despite a whole lot of noise in the media and Congress after the fact, the agents interviewed Hillary Clinton following the FBI’s standard operating procedures.

Ministry challenge describes the means whereby a leader is prompted to sense God’s guidance and to accept a new assignment. The most common means of entry into a ministry assignment in all three sub-phases is an external challenge by a person to work in an established ministry. The rarest entry pattern in all three sub-phases involves self-initiated challenges to create new ministry roles and structures. This leads to some important implications: The majority of leaders will emerge via common entry patterns. It is self-initiation in the entry patterns that indicates strong potential for upper-level leadership. Plateauing in a leader’s development is indicated by a declining frequency of initiative and response to ministry challenges and ministry assignments.

The material in this work demonstrates that the Nazi leadership viewed radical anti-Semitism and anti-Zionism as indispensable points of entry into Arab and Muslim hearts and minds.29 Throughout the war, Nazi Arabic radio repeated the charge that World War II was a Jewish war whose purpose in the region was to establish a Jewish state in Palestine that would expand into and dominate the entire Arab and Muslim world. Moreover, the broadcasts asserted that the Jews in the mid-twentieth century were attempting to destroy Islam just as their ancestors had been attempting to do for thirteen centuries. They claimed that an Allied victory would be a victory for the Jews, whereas an Axis victory would bring liberation from first British and then American and also “Jewish” imperialism

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In about 1920 E.V. Ramaswami became active in the Congress Party. He energetically adopted the Gandhian credo, promoting homespun cloth, temple entry for the Untouchables and the like. In 1925 he left the Congress because he found that its leadership was overwhelmingly Brahmin and, with only the rare exception, was insensitive to the claims of the lower castes. A catalytic incident related to a Congress-run hostel whose management insisted, despite Ramaswami’s protests, on serving food separately to Brahmin and non-Brahmin students.

Future battlefields require a more liberally educated, mentally adaptable leadership to coexist in a culture with high standards of cohesion and discipline. An adaptive Army will require very high standards of entry training for commissioned members, to acculturate tactical knowledge in the force at a very early stage.”144 Col. Robert B. Killebrew, U.S. Army, (Ret.)

When I learn that in 1913, mass women's marches were held in South Africa which caused the rescinding of entry permit laws; that in 1956, 20,000 women assmesbled in Pretoria to protest pass laws for women, that resistance to these laws was carried out in remote country villages and punished bu shootings, beatings, and burnings; that in 1959, 2,000women demonstrated in Durban against laws which provided beerhalls for African men and criminalized women's traditional home brewing; that at one and the same time, African women have played a majow role alongside men in resisting apartheid, I have to ask myself why it took me so long to learn these chapters of women's history, why the leadership and strategies of African women have been son unrecognized as theory in action by white Western feminist thought. -Notes Toward a Politics of Location

The pipeline that supplies the educated workforce is clock-full of women at the entry level, but by the time that same pipeline is filling leadership positions, it is overwhelmingly stocked with men.

The following approaches are likely to fall flat, with less than 10 percent of the churchless reporting they might be attracted by such efforts: information about a church provided through the mail advertising for a church on TV, in a newspaper, or on the radio an unsolicited phone call from someone representing a church in the community to describe the church and offer an invitation to attend advertising for the church on a local billboard a website that describes the church and invites people to attend a sermon from the pastor on CD or podcast emphasizing that the church has multiple locations in the community providing entry to a “video church”—a ministry that has a real-time video feed of live teaching from the main location, with live music and leadership at the remote location a contemporary seeker service showing a Hollywood-quality movie at the church that deals with issues like marriage, faith, or parenting providing a book club that discusses books about faith and life offering an open-mic discussion group or online chat that focuses on questions related to faith and spirituality a celebrity guest speaker appearing at a church’s worship services

Sun Tzu's definition of speed is often misconstrued and shown through quick responses such as; doors being immediately kicked in upon arrival. You see knee jerk reactions to the report of a single gunshot and immediate entry made without knowing anymore than the fact that a gun went off. You see it in tactical responses and approaches to various calls for service where the possibility of danger exists.

Strong leaders, in contrast, extend the Circle of Safety to include every single person who works for the organization. Self-preservation is unnecessary and fiefdoms are less able to survive. With clear standards for entry into the Circle and competent layers of leadership that are able to extend the Circle’s perimeter, the stronger and better equipped the organization becomes. It is easy to know when we are in the Circle of Safety because we can feel it. We feel valued by our colleagues and we feel cared for by our superiors. We become absolutely confident that the leaders of the organization and all those with whom we work are there for us and will do what they can to help us succeed. We become members of the group. We feel like we belong. When we believe that those inside our group, those inside the Circle, will look out for us, it creates an environment for the free exchange of information and effective communication. This is fundamental to driving innovation, preventing problems from escalating and making organizations better equipped to defend themselves from the outside dangers and to seize the opportunities.

Before Entry Read internal and external perspectives on the market and consumers. You won’t become an expert, but that’s OK; awareness is what you’re after. Identify local consultants who can brief you on the state of the market and the competitive environment. Learn the language—it’s not about fluency; it’s about respect. Develop some hypotheses about the business situation you are entering. – Use the STARS model to talk with your new boss and other stakeholders about the situation. – Assess the leadership team—is it functioning well, and does it comprise a good mix of new and veteran, or local and expatriate, talent? – Assess the overall organization using any available corporate performance and talent-pool data. – If possible, talk to some team members to gather their insights and test some of your early hypotheses. After Entry Your first day, first week, and first month are absolutely critical. Without the following four-phase plan, you risk getting drawn into fighting fires rather than proactively leading change. Diagnose the situation and align the leadership team around some early priorities. Establish strategic direction and align the organization around it. Repair critical processes and strive for execution consistency. Develop local leadership talent to lay the foundation for your eventual exit.

The phase-out thread is based on the notion that the team begins with its end in mind. The team intentionally plans to remove itself physically from the new church, even before they arrive on the field. In light of such thinking, the team allows their end desire (that is, a local church engaged in mission with its own leaders) to influence everything they do from the pre-entry stage to the church formation/leadership development stage. If phase-out shapes their thinking, then the team will be careful to develop their strategy with methods that are simple, highly reproducible and imitable so that the gospel may ring out from the new church (1 Thess 1:6-8).

Located far beyond the reach of government authorities, the Zaporozhian Sich continued to flourish even after the death of its founder. Any Christian male, irrespective of his social background, was free to come to this island fortress, with its rough wood-and-thatch barracks, and to join the Cossack brotherhood. He was also free to leave at will. Women and children, regarded as a hindrance in the steppe, were barred from entry. Refusing to recognize the authority of any ruler, the Zaporozhians governed themselves according to traditions and customs that evolved over the generations. All had equal rights and could participate in the frequent, boisterous councils (rady) in which the side that shouted loudest usually carried the day. These volatile gatherings elected and, with equal ease, deposed the Cossack leadership, which consisted of a hetman or otaman who had overall command, adjutants (osavuly), a chancellor (pysar), a quartermaster (obozny), and a judge (suddia). Each kurin, a term that referred to the Sich barracks and, by extension, to the military unit that lived in them, elected a similar subordinate group of officers, or starshyna. During campaigns, the authority of these officers was absolute, including the right to impose the death penalty. But in peacetime their power was limited. Generally, the Zaporozhians numbered about 5000-6000 men of whom about 10% served on a rotating basis as the garrison of the Sich, while the rest were engaged in campaigns or in peacetime occupations. The economy of the Sich consisted mainly of hunting, fishing, beekeeping, and salt making at the mouth of the Dnieper. Because the Sich lay on the trade route between the Commonwealth and the Black Sea, trade also played an important role.

It is nothing new that there is a lot of money to be made in religion. The sixth-century Quraysh knew this as well as any modern televangelist. In the equivalent of a Wall Street bull market, the elite of Mecca ran the city as a kind of oligarchy, with power in the hands of the wealthy few. Access was always mediated, and always for a fee. Selling the special ihram clothing was part of the business of pilgrimage, as was the provision of water and food for the pilgrims, and the sale of fodder for their camels and donkeys and horses. Which clans controlled which franchises was determined by the Quraysh leadership, who essentially parceled out monopolies (Muhammad’s own clan, the Hashims, held the one on providing water, thanks to Abd al-Muttalib’s ownership of the treasured Zamzam well). Every aspect of the pilgrimage had been carefully calculated down to the last gram of silver or gold or its equivalent in trade. Fees for the right to set up a tent, for entry to the Kaaba precinct, for the officials who cast arrows in front of Hubal or cut the throats of sacrificial animals and divided up the meat—all these and more were predetermined, and to the sole profit of the Quraysh. Their business was faith, and their faith was in business.

To grow and create profits, you need to differentiate based on market needs and your competitive strengths. The entry wedge can take many forms and can include new technologies (Medtronic), new business models (Dell), new locations (Walmart), or better leadership (Jobs, Bezos). The first step is to know where your venture can get an edge over your competitors and then develop marketing, operations, management, and resource strategies that are consistent with that edge.

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