Establish Leadership Quotes

Your words are powerful so what you say goes a long way to either establish or destroy you; this is why you should say things that God has said concerning you, not things that situations or circumstances say.

African leaders should not turn the continent into a giant collector of donations and loans from wealthy nations—they must find other plausible means to help established their economic security so as to minimize poverty. This incoherent blunder on the mainland must be scrutinized.

Leadership begins and ends with relationships

Growth happens in many ways, but a primary way is by giving your team authority equal to their responsibilities. This allows them to learn how to win by giving them the right to lose and, as a result, to learn from the experience

Dependent cultures not only kill the ambition of the people and the organization, they will ultimately drain the energy of the leader and result in the burnout that has killed so many promising careers

What is it that inspires you? What do you love to do? What would you do for free? At the beginning of my busi-ness career, my why was to become a millionaire—not a good why! And why not? Because that is an aspiration rather than a why. Aspirations, I have found, won’t fuel me when the going gets tough. But a true “why” will.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Leadership is not just some empty formulas but establishing deep connection at soul levels through service, integrity, passion, perseverance and equanimity.

To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick.

Good leadership puts the interests of the community as a whole before those of any specific group. Credibility of leadership can only be established through action and not words.

A business is not just a legal entity - it’s a group of people engaged in the voluntary exchange of products, services, agreements and currencies. Buyers and sellers determine whether a business is a business. Not it’s legal entity status given by the state. I think legal status is good, but it’s not what truly establishes a business.

Just because someone is the heir to a throne or company does not mean they are the best fit for the job. Entrusting someone who can lead, has the respect of the people and company, and a vision to where to take the company is more important than bloodline. That is why family companies establish a Board or hire someone outside to run the company. It is what is best for the company. Because as history shows with insane rulers like Nero and Caligula, bloodline may not always be best for the country, company, or civilization." - Kailin Gow, on Choosing a Successor, Leadership

The list of things to be grateful for is so long, if I really give thanks I don’t have time to complain about anything.

Through violence you may murder a murderer, but you can’t murder murder,” he said. “Through violence you may murder a liar but you can’t establish truth. Through violence you may murder a hater, but you can’t murder hate. Darkness cannot put out darkness. Only light can do that.

The ability to establish, grow, extend, and restore trust with all stakeholders—customers, business partners, investors, and coworkers—is the key leadership competency of the new global economy.

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

The desire we so often hear expressed today for “episcopal figures,” “priestly men,” “authoritative personalities” springs frequently enough from a spiritually sick need for the admiration of men, for the establishment of visible human authority, because the genuine authority of service appears to be so unimpressive.

The scientist thus learns truth experimentally or mathematically; the strategist reasons at least partly by analogy with the past – first establishing which events are comparable and which prior conclusions remain relevant.

Establish a clear purpose; challenge the team to work out details; traverse conventional departmental boundaries; set large short-term and long-term targets; create tangible success to generate accelerated growth and momentum.

WHAT MAKES A GOOD LISTENER? 1. Not interrupting. 2. Showing that you empathize: not criticizing, arguing, or patronizing. 3. Establishing a physical sense of closeness without invading personal space. 4. Observing body language and letting yours show you are not distracted but attentive. 5. Offering your own self-disclosures, but not too many, or too soon. 6. Understanding the context of the other person’s life. 7. Listening from all four levels: body, mind, heart, and soul.

Few people make sound or sustainable decisions in an atmosphere of chaos. The more serious the situation, usually accompanied by a deadline, the more likely everyone will get excited and bounce around like water on a hot skillet. At those times I try to establish a calm zone but retain a sense of urgency. Calmness protects order, ensures that we consider all the possibilities, restores order when it breaks down, and keeps people from shouting over each other. You are in a storm. The captain must steady the ship, watch all the gauges, listen to all the department heads, and steer through it. If the leader loses his head, confidence in him will be lost and the glue that holds the team together will start to give way. So assess the situation, move fast, be decisive, but remain calm and never let them see you sweat.

Leadership is a highly personal, individual matter. Each leader must establish his own approach based on an internal compass using a method geared to his personality, his capabilities but always oriented towards accomplishing the mission while knowing and taking care of his men.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

The first grand federalist design...was that of the Bible, most particularly the Hebrew Scriptures or Old Testament... Biblical thought is federal (from the Latin foedus, covenant) from first to last--from God's covenant with Noah establishing the biblical equivalent of what philosophers were later to term Natural Law to the Jews' reaffirmation of the Sinai covenant under the leadership of Ezra and Nehemiah, thereby adopting the Torah as the constitution of their second commonwealth. The covenant motif is central to the biblical world view, the basis of all relationships, the mechanism for defining and allocating authority, and the foundation of the biblical political teaching.

discovering (or creating) new market space (that is, innovation!) should be the goal and ambition of every company.

Take your leadership position, the time to establish your person-hood is now

Pursuing purpose with passion • Practicing solid values • Leading with heart • Establishing enduring relationships • Demonstrating self-discipline

Patricia turned to Al and Tim. “Nice work, you two.” Providing positive feedback would help establish her leadership. “You saved that woman’s life.” Al nodded at this. Tim

When leaders are worthy of respect, the people are willing to work for them. When their virtue is worthy of admiration, their authority can be established.

Leadership is getting results in a way that inspires trust. It’s maximizing both your current contribution and your ability to contribute in the future by establishing the trust that makes it possible.

Parents and leaders must establish a culture in which honest, open, respectful communication takes place, one that involves not just speaking but also listening. Without it, tragedy is waiting in the wings.

One who voluntarily deprives oneself of food may live twice as long as one who is forced to be without food. Similarly, you can choose to go without water for several days, but if you are deprived of it, you die more quickly. The older men survived because they had resaons to live - a garden to finish, a wife to see to, and grandchildren to help raise - whereas the younger men had less encouraging them to return (from battle). Strong wills become more crucial than strong bodies. It was this principle that inspired the establishment of Outward Bound. Yet, more than two millennia earlier, Alexander led his troops out of the desert with this same principle.

Figure 2.2: Model of the leader's agenda (leadership content) based on the definition of leadership. Establish a system to assign credible, challenging goals to everyone. Goals should be based on previously identified gaps (see item 4.5). Promote the team's mastery

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.

The Marxist truth of democratic centralism is that the Party directive coming from higher leadership must be carried out. Because the Party’s highest leader is he who has firmly established himself as a Marxist through a long period of movements and theoretical debates.

Apostolic ministry is not just about founding new churches and movements; it is as much about the renewal of existing organizations, that is, helping the church retain its primal movemental nature and stay vibrant. And so it has ongoing relevance for established churches as well.

...lack of leadership can have fearsome consequences. A dog's mental health, after all, depends to a large degree on leadership: dogs get enormously distressed when they think no one is in charge. Accordingly, it's not only nonsensical to fail to establish rules and limits with a dog...but cruel.

No one wanted the job. What had seemed one of the least challenging tasks facing Franklin D. Roosevelt as newly elected president had, by June 1933, become one of the most intransigent. As ambas-sadorial posts went, Berlin should have been a plum—not London or Paris, surely, but still one of the great capitals of Europe, and at the center of a country going through revolutionary change under the leadership of its newly appointed chancellor, Adolf Hitler. Depending on one’s point of view, Germany was experiencing a great revival or a savage darkening. Upon Hitler’s ascent, the country had undergone a brutal spasm of state- condoned violence. Hitler’s brown- shirted paramilitary army, the Sturmabteilung, or SA—the Storm Troopers—had gone wild, arresting, beating, and in some cases murdering communists, socialists, and Jews. Storm Troopers established impromptu prisons and torture stations in basements, sheds, and other structures. Berlin alone had fi fty of these so- called bunkers. Tens of thousands of people were arrested and placed in “protective custody”— Schutzhaft—a risible euphemism. An esti-mated fi ve hundred to seven hundred prisoners died in custody; others endured “mock drownings and hangings,” according to a police affi davit. One prison near Tempelhof Airport became especially no-torious: Columbia House, not to be confused with a sleekly modern new building at the heart of Berlin called Columbus House. The up-heaval prompted one Jewish leader, Rabbi Stephen S. Wise of New York, to tell a friend, “the frontiers of civilization have been crossed.

Can two walk together, unless they are agreed?’ Amos 3:3 ‘Does This Person Belong in your Life?’ A toxic relationship is like a limb with gangrene: unless you amputate it the infection can spread and kill you. Without the courage to cut off what refuses to heal, you’ll end up losing a lot more. Your personal growth - and in some cases your healing - will only be expedited by establishing relationships with the right people. Maybe you’ve heard the story about the scorpion who asked the frog to carry him across the river because he couldn’t swim. ‘I’m afraid you’ll sting me,’ replied the frog. The scorpion smiled reassuringly and said, ‘Of course I won’t. If I did that we’d both drown!’ So the frog agreed, and the scorpion hopped on his back. Wouldn’t you know it: halfway across the river the scorpion stung him! As they began to sink the frog lamented, ‘You promised you wouldn’t sting me. Why’d you do it?’ The scorpion replied, ‘I can’t help it. It’s my nature!’ Until God changes the other person’s nature, they have the power to affect and infect you. For example, when you feel passionately about something but others don’t, it’s like trying to dance a foxtrot with someone who only knows how to waltz. You picked the wrong dance partner! Don’t get tied up with someone who doesn’t share your values and God-given goals. Some issues can be corrected through counselling, prayer, teaching, and leadership. But you can’t teach someone to care; if they don’t care they’ll pollute your environment, kill your productivity, and break your rhythm with constant complaints. That’s why it’s important to pray and ask God, ‘Does this person belong in my life?

Eisenhower instinctively felt that the gossamer tissue of personal relationships counted for far more than the formal architecture of his table of organization in determining the success or failure of his command. “The problem of establishing unity in any allied command,” he explained to Lord Louis Mountbatten, “involves the human equation.

The Knights of Labor originated in the late 1860s and early 1870s in Philadelphia, but slowly expanded into the rest of Pennsylvania and finally became a national organization with 750,000 members. It encompassed many trade unions and was organized geographically rather than by occupation. “The Knights attempted to organize all American productive workers into ‘one big union’ regardless of skill, trade, industry, race or sex and were divided into local, district and national assemblies, with a centralized structure”155—although substantial autonomy was granted to local assemblies, which took the initiative in establishing hundreds of cooperative stores and factories. The national leadership was less energetic on this score than local leadership. The overarching purpose of the organization was, as its longtime leader Terence Powderly said, “to associate our own labors; to establish co-operative institutions such as will tend to supersede the wage-system, by the introduction of a co-operative industrial system.”156 To this end, the Knights lobbied politically, engaged in numerous strikes, lent their support to other radical social movements, and, of course, organized co-ops. Masses of workers genuinely believed that they could rise from being “rented slaves” to become cooperators in control of their work and wages, living in revitalized and stabilized communities, no longer subject to periods of unemployment. Cooperation was a religion for some of them.

Leadership Philosophy: Understand where we have been; focus on the present and plan for the future. Everything has a triangle which encompasses three major points. Discipline, Competence and Trust comprise the first triangle. Trust was the base of the triangle. We were expected to be able to look in the mirror, not out the window. Confidence and familiarity with even the smallest tasks established this. Competence was next. There was always an expectation to focus on the fundamentals, understand the psychology of war, and do the right thing. The final and most crucial ingredient was discipline; discipline in yourself and in your soldiers. To Lieutenant Colonel Bolduc, discipline was not about power, it was about the judicious use of authority and responsibility. Special Forces had a boatload of both.

That’s what real leadership is: Creating and clarifying the vision (the “what”), and giving that vision greater context and importance (the “why”) for all Whos involved. Once the “what” and “why” have clearly been established, the specified “Who” or “Whos” have all they need to go about executing the “How.” All the leader needs to do at that point is support and encourage the Who(s) through the process.

We are inhabitants of a world where pride and divisiveness have become common in the workplace as people fight for status. It has almost become second nature for people to be overly willful, arrogant, intolerant, and rigid in order to establish dominance within the pecking order. However, leaders with these traits are trouble, for they erode the spirit of the organization by reducing staff resolve and creating chaos.

Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check.

Our leaders are cruel because only those willing to be inordinately cruel and remorseless can hold positions of leadership in the foreign policy establishment. People capable of expressing a full human measure of compassion and empathy toward faraway powerless strangers do not become president of the United States, or vice president, or secretary of state, or national security adviser or secretary of the treasury. Nor do they want to.

Joseph was murdered in Illinois by a mob of Mormon haters in 1844. Brigham Young assumed leadership of the church and led the Saints to the barren wilds of the Great Basin, where in short order they established a remarkable empire and unabashedly embraced the covenant of “spiritual wifery.” This both titillated and shocked the sensibilities of Victorian-era Americans, who tended to regard polygamy as a brutish practice on a par with slavery.

The purpose of today’s civil-rights establishment is not to seek justice, but to seek power for blacks in American life based on the presumption that they are still, in a thousand subtle ways, victimized by white racism,” wrote Shelby Steele of the Hoover Institution in the aftermath of the Zimmerman verdict. The civil-rights leadership rallied to Trayvon’s cause (and not to the cause of those hundreds of black kids slain in America’s inner cities this very year) to keep alive a certain cultural “truth” that is the sole source of the leadership’s dwindling power. Put bluntly, this leadership rather easily tolerates black kids killing other black kids. But it cannot abide a white person (and Mr. Zimmerman, with his Hispanic background, was pushed into a white identity by the media over his objections) getting away with killing a black person without undermining the leadership’s very reason for being.33

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

Under the leadership of Henry Kissinger, first as Richard Nixon’s national security adviser and later as secretary of state, the United States sent an unequivocal signal to the most extreme rightist forces that democracy could be sacrificed in the cause of ideological warfare. Criminal operational tactics, including assassination, were not only acceptable but supported with weapons and money. A CIA internal memo laid it out in unsparing terms:        On September 16, 1970 [CIA] Director [Richard] Helms informed a group of senior agency officers that on September 15, President Nixon had decided that an Allende regime was not acceptable to the United States. The President asked the Agency to prevent Allende from coming to power or to unseat him and authorized up to $10 million for this purpose. . . . A special task force was established to carry out this mandate, and preliminary plans were discussed with Dr. Kissinger on 18 September 1970.

there is no other civilization that can serve as support; we have to face our problems alone. The only prospect offered us as a counterpart of the cyclical laws, and that only hypothetical, is that the process of decline of the Dark Age has first reached its terminal phases with us in the West. Therefore it is not impossible that we would also be the first to pass the zero point, in a period in which the other civilizations, entering later into the same current, would find themselves more or less in our current state, having abandoned—"superseded"—what they still offer today in the way of superior values and traditional forms of existence that attract us. The consequence would be a reversal of roles. The West, having reached the point beyond the negative limit, would be qualified to assume a new function of guidance or command, very different from the material, techno-industrial leadership that it wielded in the past, which, once it collapsed, resulted only in a general leveling. This rapid overview of general prospects and problems may have been useful to some readers, but I shall not dwell further on these matters. As I have said, what interests us here is the field of personal life; and from that point of view, in defining the attitude to be taken toward certain experiences and processes of today, having consequences different from what they appear to have for practically all our contemporaries, we need to establish autonomous positions,

One of the most effective ways to gain acceptance of a philosophy is to show it in your daily actions. In order to stage your leadership style, you must have an audience. By entering your subordinate’s environment – by establishing frequent human contact – you create a sense of commitment, collaboration, and community. You also gain access to vital information necessary to make effective decisions. Additionally, when personal contact is not possible, you can send surrogates to the field to obtain information.

I find it difficult to say whether the leadership's 'second echelon' could have preserved the German Democratic Republic. Helmut Kohl later told me he had never believed that Egon Krenz was capable of getting the situation under control. I do not know — we are all wiser after the event, as the saying goes. For my part, I must admit I briefly had a faint hope that the new leaders would be able to change the course of events by establishing a new type of relations between the two German states — based on radical domestic reforms in East Germany.

Or, as the united Buddhist leadership phrased it at the time: In order to establish eternal peace in East Asia, arousing the great benevolence and compassion of Buddhism, we are sometimes accepting and sometimes forceful. We now have no choice but to exercise the benevolent forcefulness of “killing one in order that many may live” (issatsu tasho). This is something which Mahayana Buddhism approves of only with the greatest of seriousness. No “holy war” or “Crusade” advocate could have put it better. The “eternal peace” bit is particularly excellent. By the end of the dreadful conflict that Japan had started, it was Buddhist and Shinto priests who were recruiting and training the suicide bombers, or Kamikaze (“Divine Wind”), fanatics, assuring them that the emperor was a “Golden Wheel-Turning Sacred King,” one indeed of the four manifestations of the ideal Buddhist monarch and a Tathagata, or “fully enlightened being,” of the material world. And since “Zen treats life and death indifferently,” why not abandon the cares of this world and adopt a policy of prostration at the feet of a homicidal dictator? This

This difference between Eastern and Western education can be traced to the disparity that divides Muslim immigrants from their children. Islamic cultures tend to establish people of high status as authorities whereas the authority in Western culture is reason itself. These alternative seats of authority permeate the mind, determining the moral outlook of whole societies. When authority is derived from position rather than reason, the act of questioning leadership is dangerous because it has the potential to upset the system. Dissention is reprimanded and obedience in rewarded. Correct and incorrect courses of action are assessed socially, not individually. A person’s virtue is thus determined by how well he meets social expectations, not by an individual determination of right and wrong. Thus positional authority yields a society that determines right and wrong based on honor and shame. On the other hand, when authority is derived from reason, questions are welcome because critical examination sharpens the very basis of authority. Each person is expected to criticially examine his own course of action. Correct and incorrect courses of action are assessed individually. A person’s virtue is determined by whether he does what he knows to be right and wrong. Rational authority creates a society which determines right and wrong based on innocence and guilt. Much of the West’s inability to understand the East stems from the paradigmatic schism between honor/ shame cultures and innocence/ guilt cultures. Of course, the matter is quite complex, and elements of both paradigms are present in both the East and the West. But the honor/ shame spectrum is the operative paradigm that drives the East and it is hard for Westerners to understand.

Whatever the motives out of which they were established, the old WASP admissions criteria actually meant something. Athletics were thought to build character - courage and selflessness and team spirit. The arts embodied an ideal of culture. Service was designed to foster a public-minded ethos in our future leaders. Leadership itself was understood to be a form of duty. Now it's all become a kind of rain dance that is handed down from generation to generation, an empty set of rituals known only to propitiate the gods. Kids do them because they know that they're supposed to, not because they, or anybody else, actually believes in them.

The term “leadership” connotes critical experience rather than routine practice. This is suggested in the following comment by Barnard: The overvaluation of the apparatus of communication and administration is opposed to leadership and the development of leaders. It opposes leadership whose function is to promote appropriate adjustment of ends and means to new environmental conditions, because it opposes change either of status in general or of established procedures and habitual routine. This overvaluation also discourages the development of leaders by retarding the progress of the abler men and by putting an excessive premium on routine qualities.[6]  {37}

The prophet died in the year 632 of our own approximate calendar. The first account of his life was set down a full hundred and twenty years later by Ibn Ishaq, whose original was lost and can only be consulted through its reworked form, authored by Ibn Hisham, who died in 834. Adding to this hearsay and obscurity, there is no agreed-upon account of how the Prophet’s followers assembled the Koran, or of how his various sayings (some of them written down by secretaries) became codified. And this familiar problem is further complicated—even more than in the Christian case—by the matter of succession. Unlike Jesus, who apparently undertook to return to earth very soon and who (pace the absurd Dan Brown) left no known descendants, Muhammad was a general and a politician and—though unlike Alexander of Macedonia a prolific father—left no instruction as to who was to take up his mantle. Quarrels over the leadership began almost as soon as he died, and so Islam had its first major schism—between the Sunni and the Shia—before it had even established itself as a system. We need take no side in the schism, except to point out that one at least of the schools of interpretation must be quite mistaken. And the initial identification of Islam with an earthly caliphate, made up of disputatious contenders for the said mantle, marked it from the very beginning as man-made.

Most of the original Jewish freedom fighters who fought to establish Israel against all worldly forces, are now dead. Israel’s David Ben-Gurions and Moshe Dayans are gone. The next generation of Israeli leadership were tough, disciplined and resolute in preserving control over the land that God placed in their hands. Those leaders are now no longer in power. Recently, Israel was led by Prime Minister Ehud Olmert, who was, to put it charitably, no David Ben Gurion. He made it clear that he would deal away the land that the Lord granted to Israel, even saying in his final days in office that to attain peace with the Palestinians, Israel would have to withdraw “from nearly all of the West Bank as well as East Jerusalem.

Leaders nourish and uphold the culture of an organization. They make choices that inevitably limit the size and scope of activities that the organization undertakes. A good leader will only work in a firm where there is clear and effective governance to protect the culture, philosophy and investment discipline of the firm. The most effective leaders create a non-hierarchical environment in which idea sharing is encouraged, and diligent execution is rewarded. They also establish a solid foundation, a durable framework, and processes for successfully managing an organization that can maintain these qualities. And last, a great investment leader has a zero tolerance policy for breaches of integrity. By integrity, we mean not only honesty and fulfillment of fiduciary obligation, but process integrity.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

If Fascism concerns itself less with specific policies than with finding a pathway to power, what about the tactics of leadership? My students remarked that the Fascist chiefs we remember best were charismatic. Through one method or another, each established an emotional link to the crowd and, like the central figure in a cult, brought deep and often ugly feelings to the surface. This is how the tentacles of Fascism spread inside a democracy. Unlike a monarchy or a military dictatorship imposed on society from above, Fascism draws energy from men and women who are upset because of a lost war, a lost job, a memory of humiliation, or a sense that their country is in steep decline. The more painful the grounds for resentment, the easier it is for a Fascist leader to gain followers by dangling the prospect of renewal or by vowing to take back what has been stolen.

Source credibility is one contributing factor that seems to influence change. People have a tendency to look up to authority figures for knowledge and direction. Expert opinion is effective in establishing the legitimacy of change and is tied to information control. Once a source is accepted on one issue, another issue may be established as well on the basis of prior acceptance of the source. The analyst looks for an audience's perceived image of the source. How does the audience regard the source? Are the people deferential, and do they accept the message on the basis of leadership alone? Is the propaganda agent a hero? Does the audience model its behavior after the propagandist's? How does the propagandist establish identification with the audience? Does she or he establish familiarity with the audience's locality, use local incidents, and share interests, hopes, hatreds, and so on?

We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to extend and solidify our current market leadership position. The stronger our market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions have consistently reflected this focus. We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring franchise.

In Spain an exceptionally favourable situation, more favourable than in Russia before the October 1917 revolution, there was no party or leadership capable of making a correct estimate of the situation, drawing the necessary conclusions, and the workers firmly to take power. All that was necessary in the situation was to explain to the workers the real relationship of forces, the necessary and vital steps and to show them how their leaders and organisations stood in the way. Power was in the hands of the workers, but it was not centralised or organised. Committees, Juntas or Soviets, the name does not matter, should have been organised in every factory and district, elected by the workers, housewives and all sections of the working population, including the peasants and of course the workers’ militias. These in turn should have been linked by delegates to form area, regional and an all national committee. This could have formed the framework of a new regime pushing aside the contemptible and powerless government and establishing the dictatorship of the proletariat.

1-Leadership does not mean domination. The world is always well supplied with people who wish to rule and dominate others. The true leader is a different sort; he seeks effective activity which has a truly beneficient purpose. He inspires others to follow in his wake, and holding aloft the torch of wisdom, leads the way for society to realize its genuinely great aspirations”. 2-The progress of science can be said to be harmful to religion only in so far as it is used for evil aims and not because it claims a priority over religion in its revelation to man. It is important that spiritual advancement must keep pace with material advancement”. — 3-Education is a means of sharpening the mind of man both spiritually and intellectually. It is a two-edged sword that can be used either for the progress of mankind or for its destruction. That is why it has been Our constant desire and endeavor to develop our education for the benefit of mankind”. 4-It is no less important that we know whence we came. An awareness of our past is essential to the establishment of our personality and our identity as Africans”. —

... P doth protest to much. It would be one thing if P were merely silent about Midian. But P is hostile to Midian. Its author tells a story of a complete massacre of the Midianites. He wants no Midianites around. And he especially wants no Midianite women around. This author buried the Moses-Midian connection. We can know why he did this. Practically all critical scholars ascribe this Priestly work to the established priesthood at Jerusalem. For most of the biblical period, that priesthood traced its ancestry to Aaron, the first high priest. It was a priesthood of Levites, but not the same Levites who gave us the E text. Some, including me, ascribe the E text to Levites who traced their ancestry to Moses. These two Levite priestly houses, the Aaronids and the Mushites, were engaged in struggles for leadership and in polemic against each other. The E (Mushite) source took pains, as we have seen to connect Moses' Midianite family back to Abraham. That is understandable. E was justifying the Mushite Levites' line in Israel's history. And it is equally understandable why their opponents, the Aaronids, cast aspersions on any Midianite background. That put a cloud over any Levites, or any text, that claimed a Midianite genealogy. We all could easily think of parallel examples in politics and religion in history and today.

The Cost and Expectation of Leadership Leviticus 7:33–35 Aaron, like many leaders throughout history, received a divine calling. God chose Aaron and his sons to serve as Israel’s priests and charged them with carrying out rituals and sacrifices on behalf of all Israelites. Scripture gives meticulous detail to their ordination and calling. Their conduct was to be beyond reproach—and God made it crystal clear that failure to uphold His established guidelines would result in death. Numerous accounts in the Book of Leviticus demonstrate the high cost and expectation that goes with a holy calling to leadership positions. As the high priest, Aaron was the only one authorized to enter the Most Holy Place and appear before the very presence of God. The Lord set Aaron apart for his holy work. Despite his high calling, Aaron struggled with his authority and later caved in to the depraved wishes of the people. He failed at a crucial juncture and led Israel in a pagan worship service, an abomination that led to the deaths of many Israelites. Aaron had been set apart for God’s service, but he chose to live and lead otherwise. The failure of a leader usually results in consequences far more grave than the fall of a non-leader. On the day Aaron failed, “about three thousand men of the people fell [died]” (Ex. 32:28). When leaders fail, followers pay the price.

Towards the end of the last century the pursuit of Utopia entered the political mainstream. In future only one kind of regime would be legitimate: American-style democratic capitalism – the final form of human government, as it was termed in the fleeting and now forgotten mood of hubris that followed the Soviet collapse. Led by the United States, western governments committed themselves to installing democracy throughout the world – an impossible dream that in many countries could only produce chaos. At the same time they launched a ‘war against terror’ that failed to distinguish between new threats and the normal conflicts of history. The Right was possessed by fantasies, and like the utopian visions of the last century – but far more quickly – its grandiose projects have crumbled into dust. In the twentieth century it seemed utopian movements could come to power only in dictatorial regimes. Yet after 9/ 11 utopian thinking came to shape foreign policy in the world’s pre-eminent democracy. In many ways the Bush administration behaved like a revolutionary regime. It was prepared to engage in pre-emptive attacks on sovereign states in order to achieve its goals, while at the same time it has been ready to erode long-established American freedoms. It established a concentration camp in Guantánamo whose inmates are beyond the reach of normal legal protection, denied the protection of habeas corpus to terrorist suspects, set up an apparatus of surveillance to monitor the population and authorized American officials to practise what in any other country would be defined as torture. Under the leadership of Tony Blair, Britain suffered, in a more limited way, a similar transformation.

The Sumerian pantheon was headed by an "Olympian Circle" of twelve, for each of these supreme gods had to have a celestial counterpart, one of the twelve members of the Solar System. Indeed, the names of the gods and their planets were one and the same (except when a variety of epithets were used to describe the planet or the god's attributes). Heading the pantheon was the ruler of Nibiru, ANU whose name was synonymous with "Heaven," for he resided on Nibiru. His spouse, also a member of the Twelve, was called ANTU. Included in this group were the two principal sons of ANU: E.A ("Whose House Is Water"), Anu's Firstborn but not by Antu; and EN.LIL ("Lord of the Command") who was the Heir Apparent because his mother was Antu, a half sister of Anu. Ea was also called in Sumerian texts EN.KI ("Lord Earth"), for he had led the first mission of the Anunnaki from Nibiru to Earth and established on Earth their first colonies in the E.DIN ("Home of the Righteous Ones")—the biblical Eden. His mission was to obtain gold, for which Earth was a unique source. Not for ornamentation or because of vanity, but as away to save the atmosphere of Nibiru by suspending gold dust in that planet's stratosphere. As recorded in the Sumerian texts (and related by us in The 12th Planet and subsequent books of The Earth Chronicles), Enlil was sent to Earth to take over the command when the initial extraction methods used by Enki proved unsatisfactory. This laid the groundwork for an ongoing feud between the two half brothers and their descendants, a feud that led to Wars of the Gods; it ended with a peace treaty worked out by their sister Ninti (thereafter renamed Ninharsag). The inhabited Earth was divided between the warring clans. The three sons of Enlil—Ninurta, Sin, Adad—together with Sin's twin children, Shamash (the Sun) and Ishtar (Venus), were given the lands of Shem and Japhet, the lands of the Semites and Indo-Europeans: Sin (the Moon) lowland Mesopotamia; Ninurta, ("Enlil's Warrior," Mars) the highlands of Elam and Assyria; Adad ("The Thunderer," Mercury) Asia Minor (the land of the Hittites) and Lebanon. Ishtar was granted dominion as the goddess of the Indus Valley civilization; Shamash was given command of the spaceport in the Sinai peninsula. This division, which did not go uncontested, gave Enki and his sons the lands of Ham—the brown/black people—of Africa: the civilization of the Nile Valley and the gold mines of southern and western Africa—a vital and cherished prize. A great scientist and metallurgist, Enki's Egyptian name was Ptah ("The Developer"; a title that translated into Hephaestus by the Greeks and Vulcan by the Romans). He shared the continent with his sons; among them was the firstborn MAR.DUK ("Son of the Bright Mound") whom the Egyptians called Ra, and NIN.GISH.ZI.DA ("Lord of the Tree of Life") whom the Egyptians called Thoth (Hermes to the Greeks)—a god of secret knowledge including astronomy, mathematics, and the building of pyramids. It was the knowledge imparted by this pantheon, the needs of the gods who had come to Earth, and the leadership of Thoth, that directed the African Olmecs and the bearded Near Easterners to the other side of the world. And having arrived in Mesoamerica on the Gulf coast—just as the Spaniards, aided by the same sea currents, did millennia later—they cut across the Mesoamerican isthmus at its narrowest neck and—just like the Spaniards due to the same geography—sailed down from the Pacific coast of Mesoamerica southward, to the lands of Central America and beyond. For that is where the gold was, in Spanish times and before.

One section of the socialists, the Mensheviks, deduced that the leadership in the coming revolution should belong to the liberal bourgeoisie. Lenin and his followers realized that the liberal bourgeoisie was unable and unwilling to cope with such a task, and that Russia's young working class, supported by a rebellious peasantry, was the only force capable of waging the revolutionary struggle to a conclusion. But Lenin remained convinced, and emphatically asserted, that Russia, acting alone, could not go beyond a bourgeois revolution; and that only after capitalism had been overthrown in Western Europe would she too be able to embark on socialist revolution. For a decade and a half, from 1903 till 1917, Lenin wrestled with this problem: how could a revolution led, against bourgeois opposition, by a socialist working class result in the establishment of a capitalist order? Trotsky cut through this dogmatic tangle with the conclusion that the dynamic of the revolution could not be contained within any particular stage, and that once released it would overflow all barriers and sweep away not only tsardom but also Russia's weak capitalism, so that what had begun as a bourgeois revolution would end as a socialist one. Here a fateful question posed itself. Socialism, as understood by Marxists, presupposed a highly developed modern economy and civilization, an abundance of material and cultural wealth, that alone could enable society to satisfy the needs of all its members and abolish class divisions. This was obviously beyond the reach of an underdeveloped and backward Russia. Trotsky, therefore argued that Russia could only begin the socialist revolution, but would find it extremely difficult to continue it, and impossible to complete it. The revolution would run into a dead end, unless it burst Russia's national boundaries and brought into motion the forces of revolution in the West. Trotsky assumed that just as the Russian Revolution could not be contained within the bourgeois stage, so it would not be brought to rest within its national boundaries: it would be the prelude, or the first act, of a global upheaval. Internationally as well as nationally, this would be permanent revolution.

I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while de-emphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I've said this earlier but it's worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, 'I hope you will let it go,' about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to be almost darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay. Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president so brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check...without these checks on our leaders, without those institutions vigorously standing against abuses of power, our country cannot sustain itself as a functioning democracy. I know there are men and women of good conscience in the United States Congress on both sides of the aisle who understand this. But not enough of them are speaking out. They must ask themselves to what, or to whom, they hold a higher loyalty: to partisan interests or to the pillars of democracy? Their silence is complicity - it is a choice - and somewhere deep down they must know that. Policies come and go. Supreme Court justices come and go. But the core of our nation is our commitment to a set of shared values that began with George Washington - to restraint and integrity and balance and transparency and truth. If that slides away from us, only a fool would be consoled by a tax cut or different immigration policy.

Notice that Jesus knows exactly who he is asking to lead his community: a sinner. As all Christian leaders have been, are, and will be, Peter is imperfect. And as all good Christian leaders are, Peter is well aware of his imperfections. The disciples too know who they are getting as their leader. They will not need—or be tempted—to elevate Peter into some semi-divine figure; they have seen him at his worst. Jesus forgives Peter because he loves him, because he knows that his friend needs forgiveness to be free, and because he knows that the leader of his church will need to forgive others many times. And Jesus forgives totally, going beyond what would be expected—going so far as to establish Peter as head of the church.11 It would have made more earthly sense for Jesus to appoint another, non-betraying apostle to head his church. Why give the one who denied him this important leadership role? Why elevate the manifestly sinful one over the rest? One reason may be to show the others what forgiveness is. In this way Jesus embodies the Father in the Parable of the Prodigal Son, who not only forgives the son, but also, to use a fishing metaphor, goes overboard. Jesus goes beyond forgiving and setting things right. A contemporary equivalent would be a tenured professor stealing money from a university, apologizing, being forgiven by the board of trustees, and then being hired as the school’s president. People would find this extraordinary—and it is. In response, Peter will ultimately offer his willingness to lay down his life for Christ. But on the shore of the Sea of Galilee, he can’t know the future. He can’t understand fully what he is agreeing to. Feed your sheep? Which sheep? The Twelve? The disciples? The whole world? This is often the case for us too. Even if we accept the call we can be confused about where God is leading us. When reporters used to ask the former Jesuit superior general Pedro Arrupe where the Jesuit Order was going, he would say, “I don’t know!” Father Arrupe was willing to follow, even if he didn’t know precisely what God had in mind. Peter says yes to the unknowable, because the question comes from Jesus. Both Christ’s forgiveness and Peter’s response show us love. God’s love is limitless, unconditional, radical. And when we have experienced that love, we can share it. The ability to forgive and to accept forgiveness is an absolute requirement of the Christian life. Conversely, the refusal to forgive leads ineluctably to spiritual death. You may know families in which vindictiveness acts like a cancer, slowly eating away at love. You may know people whose marriages have been destroyed by a refusal to forgive. One of my friends described a couple he knew as “two scorpions in a jar,” both eagerly waiting to sting the other with barbs and hateful comments. We see the communal version of this in countries torn by sectarian violence, where a climate of mutual recrimination and mistrust leads only to increasing levels of pain. The Breakfast by the Sea shows that Jesus lived the forgiveness he preached. Jesus knew that forgiveness is a life-giving force that reconciles, unites, and empowers. The Gospel by the Sea is a gospel of forgiveness, one of the central Christian virtues. It is the radical stance of Jesus, who, when faced with the one who denied him, forgave him and appointed him head of the church, and the man who, in agony on the Cross, forgave his executioners. Forgiveness is a gift to the one who forgives, because it frees from resentment; and to the one who needs forgiveness, because it frees from guilt. Forgiveness is the liberating force that allowed Peter to cast himself into the water at the sound of Jesus’s voice, and it is the energy that gave him a voice with which to testify to his belief in Christ.

In all these battles the Labour right has enormous reserves of political power. The Parliamentary Labour Party is overwhelmingly hostile to Jeremy Corbyn. Of the 232 Labour MPs no more than 20 can be relied on to back him. Back bench revolts, leaks, and public attacks by MPs opposed to the leadership are likely to be frequent. Some Labour left wingers hope that the patronage that comes with the leader’s position will appeal to the careerism of the right and centre MPs to provide Jeremy with the support he lacks. No doubt this will have some effect, but it will be limited. For a start it’s a mistake to think that all right wingers are venal. Some are. But some believe in their ideas as sincerely as left wingers believe in theirs. More importantly, the leading figures of the Labour right should not be seen as simply part of the Labour movement. They are also, and this is where their loyalty lies, embedded in the British political establishment. Commentators often talk as if the sociological dividing line in British politics lies between the establishment (the heads of corporations, military, police, civil service, the media, Tory and Liberal parties, etc, etc) on the one hand, and the Labour Party as a whole, the unions and the left on the other. But this is not the case. The dividing line actually runs through the middle of the Labour Party, between its right wing leaders and the left and the bulk of the working class members. From Ramsey MacDonald (who started on the left of the party) splitting Labour and joining the Tory government in 1931, to the Labour ‘Gang of Four’ splitting the party to form the SDP in 1981, to Neil Kinnock’s refusal to support the 1984-85 Miners Strike, to Blair and Mandelson’s neo-conservative foreign policy and neoliberal economic policy, the main figures of the Labour right have always put their establishment loyalties first and their Labour Party membership second. They do not need Jeremy Corbyn to prefer Cabinet places on them because they will be rewarded with company directorships and places in the Lords by the establishment. Corbyn is seen as a threat to the establishment and the Labour right will react, as they have always done, to eliminate this threat. And because the Labour right are part of the establishment they will not be acting alone. Even if they were a minority in the PLP, as the SDP founders were, their power would be enormously amplified by the rest of the establishment. In fact the Labour right today is much more powerful than the SDP, and so the amplified dissonance from the right will be even greater. This is why the argument that a Corbyn leadership must compromise with the right in the name of unity is so mistaken. The Labour right are only interested in unity on their terms. If they can’t get it they will fight until they win. If they can’t win they would rather split the party than unite with the left on the left’s terms. When Leon Trotsky analysed the defeat of the 1926 General Strike it was the operation of this kind of ‘unity’ which he saw as critical in giving the right the ability to disorganise the left. The collapse of the strike came, argued Trotsky, when the government put pressure on the right wing of the Labour movement, who put pressure on the left wing of the movement, who put pressure on the Minority Movement (an alliance of the Labour left and the Communist Party). And the Minority Movement put pressure on the CP…and thus the whole movement collapsed. To this day this is the way in which the establishment transmits pressure through the labour movement. The only effective antidote is political and organisational independence on the far left so that it is capable of mobilising beyond the ranks of the Labour Party and trade union bureaucracy. This then provides a counter-power pushing in the opposite direction that can be more powerful than the pressure from the right.

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

ADDRESSING DIVERSITY The way to reach the sheer diversity of the city is through new churches. New churches are the single best way to reach (1) new generations, (2) new residents, and (3) new people groups. Young adults have always been disproportionately located in newer congregations. Long-established congregations develop traditions (such as time of worship, length of service, emotional responsiveness, sermon topics, leadership styles, emotional atmosphere, and dozens of other tiny customs and mores) that reflect the sensibilities of longtime leaders who have the influence and resources to control the church life. These sensibilities often do not reach the younger generations. THE 1 PERCENT RULE Lyle Schaller talks about the 1 percent rule: “Each year any association of churches should plant new congregations at the rate of 1 percent of their existing total; otherwise, that association is in maintenance and decline. If an association wants to grow 50 percent plus [in a generation], it must plant 2 to 3 percent per year.”6 In addition, new residents are typically better reached by new churches. In older congregations, it may require years of tenure in the city before a person is allowed into a place of influence, but in a new church, new residents tend to have equal power with longtime area residents. Finally, new sociocultural groups in a community are generally better reached by new congregations. For example, if white-collar commuters move into an area where the older residents were farmers, a new church will probably be more receptive to the multiple needs of the new residents, while older churches will continue to be oriented to the original social group. And a new church that is intentionally multiethnic from the start will best reach new racial groups in a community. For example, if an all-Anglo neighborhood becomes 33 percent Hispanic, a new, deliberately biracial church will be far more likely to create “cultural space” for newcomers than will an older church in town. Brand-new immigrant groups can normally only be reached by churches ministering in their own languages. If we wait until a new group is sufficiently assimilated into American culture to come to our church, we will wait for years without reaching out to them. Remember that a new congregation for a new people group can often be planted within the overall structure of an existing church — perhaps through a new Sunday service at another time or a new network of house churches connected to a larger existing congregation. Though it may technically not be a new independent congregation, it serves the same function.

The disparity between the vision and the reality establishes a gap. And what fills that gap is strategy.

Nobody on the outside thought it would work … and on the inside we were not too sure either. In our limited circle of awareness, we did not know of another single church that had done what we were attempting to do—to take an established white church and have it become and stay a multi-ethnic ministry. But we did believe it was right, that it was God’s calling on our lives and consistent with His Word and His purpose for the Church. It was then that we heard those words from our association’s national office, “You’ll lose half of your people and two-thirds of your funding.” Admittedly, a sense of desperation helped the risk-taking part of this. After all, almost anything is better than death. Some of us in leadership argued, “If we’re going to die anyway, why not go out being biblical and attempting to look like the church that Jesus called us to be!

Successful innovators focused on technology as a driver of value, not just as a tool for operational efficiency.

There are few second chances when it comes to establishing your leadership legacy.

Often this shift occurs in reaction to apparent failings of previous generations or leadership. We see the outsider criticizing the previous leader or the church in general for a perceived arrogance and harshness and so, to win their respect or to gain a hearing—for the best possible motives of their salvation—we seek to establish ourselves as distinct from those that are disliked, and then present ourselves in such a way that the sinner is struck by our warmth, care and inclusiveness. This will almost certainly lead to growth. We will gain much positive feedback and on occasion great affirmation as the representatives of a kind of Christianity that is so much more appealing. However, the critical thing to note is that this path will always only buy short-term impact at the cost of long-term gain. Very shortly we will either have to display a very different side—in proclaiming the hard edges of a love that clearly has boundaries (to the disillusionment or greater disdain of the community, for having been conned), or we will shift our presentations so as to never disappoint our newly won audience. In doing this we will have taken the first steps on the path of compromise.

Strengthening consumer data privacy protections in the United States is an important Administration priority. 1 Americans value privacy and expect protection from intrusions by both private and governmental actors. Strong privacy protections also are critical to sustaining the trust that nurtures Internet commerce and fuels innovation. Trust means the companies and technical systems on which we depend meet our expectations for privacy, security, and reliability. 2 In addition, United States leadership in consumer data privacy can help establish more flexible, innovation-enhancing privacy models among our international partners. 3

Friday, January 30 God Has a Plan For I know the thoughts and plans that I have for you, says the Lord, thoughts and plans for welfare and peace and not for evil, to give you hope in your final outcome. JEREMIAH 29:11 AMP When Jeremiah wrote this, Israel was already in captivity in Babylon. Things looked pretty bleak, and many held no hope of returning to the land God had given them generations before under Joshua’s leadership. It was because they refused to listen to the prophets, telling them to repent of their sin of consistently turning away from God’s plan and living the way they wanted to, that they were in this predicament. After the majority of the Jews were taken to Babylon, Jeremiah wrote them a letter telling them to accept where they were. Since they were going to be there the full seventy years God had predicted, they were to settle down, build houses, establish communities, plant gardens, marry, die, celebrate their special days—in other words, live life to the fullest while they were there. The sooner they accepted God’s punishment, the sooner they could begin living again. The letter concluded with a reminder that God had not forgotten them. He still had plans for His people. Good plans, not evil. He wanted to give them hope that this punishment wasn’t for forever. God still has a plan for each one of His children. They are still plans for peace and good, hope-filled plans. Father, thank You for the thoughts and plans You have for each of Your children. Help us to live life to the fullest in the hope of those plans.

For a law enforcement organization to run smoothly it needs positive leadership. Positive leadership is when a leader interacts with the frontline. Interaction is not just getting to know those a leader works with and serves, although knowing your people is an important component to leading. Interaction is as well to continually develop and train and develop not only ourselves but those the leader serves in an effort to build a common outlook. In the end positive leader understands that a strong common outlook between the top and frontline establishes trust, or even better mutual trust. The leader's true work: Be worthy of his or her constituents' trust. Positive leaders know the side with the stronger group feeling has a great advantage.2 Strong trust encourages delegation and reduces the amount of information and tactical direction needed at the top or strategic level. With less information to process and a greater focus on strategic issues, the decision making cycle at the top accelerates and the need for policies and procedures diminishes, creating a more fluid and agile organization. Mutual trust, unity and cohesion underlie everything.

As a boss, you need to establish a pecking order where people who know the most about a problem wield the greatest influence over what is done. You especially need to watch who talks the most (and least). Don’t let your people fall prey to the blabbermouth theory of leadership. At least in Western countries, people who talk first and most frequently usually wield excessive influence over others – even when they spew out nonsense.

An anti-politician is hardly an anti-politician once he starts winning and works to close the deal by working to sew up the Establishment.

Fortunately for the cause of science and of humanity, we had as Governor-General of Cuba at that time General Leonard Wood, of the United States Army. General Wood had been educated as a physician, and had a very proper idea of the great advantages which would accrue to the world if we could establish the fact that yellow fever was conveyed by the mosquito, and his medical training made him a very competent judge as to the steps necessary to establish such fact. General Wood during the whole course of the investigations took the greatest interest in the experiments, and assisted the Board in every way he could.

In what is perhaps its most significant meaning, “to institutionalize” is to infuse with value beyond the technical requirements of the task at hand. The prizing of social machinery beyond its technical role is largely a reflection of the unique way in which it fulfills personal or group needs. Whenever individuals become attached to an organization or a way of doing things as persons rather than as technicians, the result is a prizing of the device for its own sake. From the standpoint of the committed person, the organization is changed from an expendable tool into a valued source of personal satisfaction. Some manifestations of this process are quite obvious; others are less easily recognized. It is a commonplace that administrative changes are difficult when individuals have become habituated to and identified with long-established procedures. For example, the shifting of personnel is inhibited when business relations become personal ones and there is resistance to any change that threatens rewarding ties.

The laws God gave me and I gave you exist not for God’s sake but for ours. God gave us freedom – the most rare, precious, unfathomable thing of all other than life itself. But with freedom comes responsibility. That means that we must take the risk of action. God gave us the land but we must conquer it. God gave us the fields but we must plough, sow, and reap them. God gave us bodies but we must tend and heal them. God is our father; He made us and established us. But parents cannot live their children’s lives. They can only show them by instruction and love how to live.

Conservative elites first turned to populism as a political strategy thanks to Richard Nixon. His festering resentment of the Establishment’s clubby exclusivity prepared him emotionally to reach out to the “silent majority,” with whom he shared that hostility. Nixon excoriated “our leadership class, the ministers, the college professors, and other teachers… the business leadership class… they have all really let down and become soft.” He looked forward to a new party of independent conservatism resting on a defense of traditional cultural and social norms governing race and religion and the family. It would include elements of blue-collar America estranged from their customary home in the Democratic Party. Proceeding in fits and starts, this strategic experiment proved its viability during the Reagan era, just when the businessman as populist hero was first flexing his spiritual muscles. Claiming common ground with the folkways of the “good ole boy” working class fell within the comfort zone of a rising milieu of movers and shakers and their political enablers. It was a “politics of recognition”—a rediscovery of the “forgotten man”—or what might be termed identity politics from above. Soon enough, Bill Clinton perfected the art of the faux Bubba. By that time we were living in the age of the Bubba wannabe—Ross Perot as the “simple country billionaire.” The most improbable members of the “new tycoonery” by then had mastered the art of pandering to populist sentiment. Citibank’s chairman Walter Wriston, who did yeoman work to eviscerate public oversight of the financial sector, proclaimed, “Markets are voting machines; they function by taking referenda” and gave “power to the people.” His bank plastered New York City with clever broadsides linking finance to every material craving, while simultaneously implying that such seductions were unworthy of the people and that the bank knew it. Its $1 billion “Live Richly” ad campaign included folksy homilies: what was then the world’s largest bank invited us to “open a craving account” and pointed out that “money can’t buy you happiness. But it can buy you marshmallows, which are kinda the same thing.” Cuter still and brimming with down-home family values, Citibank’s ads also reminded everybody, “He who dies with the most toys is still dead,” and that “the best table in the city is still the one with your family around it.” Yale preppie George W. Bush, in real life a man with distinctly subpar instincts for the life of the daredevil businessman, was “eating pork rinds and playing horseshoes.” His friends, maverick capitalists all, drove Range Rovers and pickup trucks, donning bib overalls as a kind of political camouflage.

Every time we decide to use our power to influence others, particularly if we`re gleeful and hasty, we damage the relationship. We move from enjoying a healthy partnership based on trust and mutual respect to establishing a police state that requires constant monitoring.

Relational intelligence is the future competitive advantage for leaders. In the new world the capacity to establish, develop, and maintain key relationships both inside and outside your organization is going to become the primary currency of leadership influence.

Mo Ibrahim, a Sudanese telecommunications tycoon, recently established the Ibrahim Prize for Achievement in African Leadership, which awards $5 million (and $200,000 a year for life afterward) to any African leader who serves out his or her term within the limits of a country’s constitution and then leaves office voluntarily.

Teams need both leadership and management. Popular author Stephen R. Covey explains: Leadership deals with direction—with making sure that the ladder is leaning against the right wall. Management deals with speed. To double one’s speed in the wrong direction, however, is the very definition of foolishness. Leadership deals with vision—with keeping the mission in sight—and with effectiveness and results. Management deals with establishing structure and systems to get those results. It focuses on efficiency, cost-benefit analyses, logistics, methods, procedures, and policies.[6]

Once a leadership team has become cohesive and worked to establish clarity and alignment around the answers to the six critical questions, then, and only then, can they effectively move on to the next step: communicating those answers. Or better yet, overcommunicating those answers—over and over and over and over and over and over and over again.

On May 19, Representative Elias Boudinot of New Jersey, Hamilton’s old patron from Elizabethtown, proposed that Congress establish a department of finance. From the clamor that arose over what would become the Treasury Department, it was clear this would be the real flash point of controversy in the new government, the place where critics feared that European-style despotism could take root. Legislators recalled that British tax abuses had spawned the Revolution and that chancellors of the exchequer had directed huge armies of customs collectors to levy onerous duties. To guard against such concentrated power, Elbridge Gerry wanted to invest the Treasury leadership in a board, not an individual. It was Madison who insisted that a single secretary, equipped with all necessary powers, should superintend the department.

5. But – and this is the final ‘do’ – a successful innovation aims at leadership. It does not aim necessarily at becoming eventually a ‘big business’; in fact, no one can foretell whether a given innovation will end up as a big business or a modest achievement. But if an innovation does not aim at leadership from the beginning, it is unlikely to be innovative enough, and therefore unlikely to be capable of establishing itself. Strategies (to be discussed in Chapters 16 to 19) vary greatly, from those that aim at dominance in an industry or a market to those that aim at finding and occupying a small ‘ecological niche’ in a process or market. But all entrepreneurial strategies, that is, all strategies aimed at exploiting an innovation, must achieve leadership within a given environment. Otherwise they will simply create an opportunity for the competition.

They knew it on November 9 at 7:00 p.m. when they were planning on how to rebuild the party from the disaster of nominating a know-nothing racist for president, and they knew it at midnight, when they were all frantically calling the oddballs and kooks Trump had assembled into a campaign to lavishly praise their brilliance. The Republican Party stood by a candidate who ran on a religious test to enter the United States. They knew it was unconstitutional and indecent, but they were silent. All through 2016, I had conversations with what passed for leadership in the Republican Party on the need to stand up to Trump. Most of their responses went like this: “Trump is a disaster and a disgrace. But we have to let him lose on his own. If we, the establishment, put our thumbs on the scale, when he loses it will be our fault and not the fault of his racism, the alt-right, and those idiots at Breitbart. We will have elected Hillary Clinton. We have to let him lose and rebuild.

The rare quality of outstanding leadership can come in many forms. Some inspire their followers with lofty words. Others command respect due to their unrivaled competence. Puller’s ability to motivate men came from a simpler source. His Marines knew that he would ask no more of them than he was willing to put forth himself, and that was everything he had. They knew that when they were putting their lives on the line, he would be right out front with them. They knew that he would zealously look out for their welfare and shield them as much as possible from both the daunting hardships and the petty troubles of a tough profession. They knew that he understood what they were going through and saw things from their point of view. He was, in their eyes, a lofty figure who was right at home among the lowliest of them. Few men can rise to greatness and still genuinely retain the common touch. Medals and rank never changed Puller; he possessed the heart of a private throughout his long career and his men idolized him for that simplicity. One editorial mourning his passing captured the result: “There were few Marines who would not have tried to establish a beachhead in hell at a nod from Chesty Puller.”2

Quoting page 115: The Hispanic civil rights organizations were heavily financed by the Ford Foundation, whose president from the late 1960s through the 1970s was McGeorge Bundy, Harvard alumni veteran of the Kennedy White House and tower of the nation’s eastern liberal establishment. In 1968 Ford had created MALDEF, as a Latino version of the NAACP, with a $2.2 million founding grant. La Raza, given a similar birthing grant of $630,000 by Ford in 1968, received $1,953,700 two years later. Between 1970 and 1999, Ford gave MALDEF $27.9 million and La Raza $21.5 million. In 1981 Ford started funding LULAC, the oldest Hispanic association. Noted since its origins in Texas in 1929 for espousing patriotism, political moderation, self-help ethnic, support for English language mastery, and bourgeois civic boosterism, LULAC in the 1970s adopted the strident tone of Chicano nationalism common to La Raza and MALDEF. In 1983 the Ford Foundation, led by Ford’s first African-American president, Franklin A. Thomas, began funding the National Immigration Forum, an umbrella association modeled on the Leadership Conference on Civil Rights, to coordinate lobbying against [immigration] restrictionist organizations such as FAIR. LULAC, although joining the racialized agenda of MALDEF and La Raza in the 1970s, retained its character as a membership-based organization rooted in the Hispanic (mainly Mexican-American) community. But the constituency represented by MALDEF and La Raza was essentially the Ford Foundation and the tightly networking community of Latino political careerists.