Ethical Leadership Quotes

Rejection is an opportunity for your selection.

Whenever I am in a difficult situation where there seems to be no way out, I think about all the times I have been in such situations and say to myself, "I did it before, so I can do it again.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Leadership begins and ends with relationships

Ethical leaders do not run from criticism, especially self-criticism, and they don’t hide from uncomfortable questions. They welcome them.

Unless today is well lived, tomorrow is not important.

Democracy is not simply a license to indulge individual whims and proclivities. It is also holding oneself accountable to some reasonable degree for the conditions of peace and chaos that impact the lives of those who inhabit one’s beloved extended community.

Randomness rarely works for businesses.

It’s very possible that your inexperienced intern knows more than you think, even if you have been part of the industry for over thirty years.

Leadership begins and ends with relationships

Ethical leaders choose a higher loyalty to those core values over their own personal gain.

Tweet others the way you want to be tweeted.

Ethics and oversight are what you eliminate when you want absolute power.

Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.

Your life is a trajectory. Every choice you make alters that trajectory, in a positive or negative way. Will you categorize that dinner with friends as a business expense? Will you be honest with your daughter? Will you take more credit than you’re due? These are just the small questions that we face every day, and little by little, the answers influence the trajectory of our lives and beings.

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

Leadership is never an avenue to be self-serving but,a platform to render great service to people.

Professionalism shouldn't be defined by a persons paycheck, role or title. It should be defined by a persons work ethic

No matter what type of leader you are or how widespread your influence, you face personal temptations, challenges, and stresses. And only a foundation of character will sustain you and your leadership.

Freedom flourishes upon the bedrock of ethics and integrity.

Your actions define your character, your words define your wisdom, but your treatment of others defines REAL you.

Ethical leaders never ask for loyalty.

When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance.

When you press the pause button on a machine, it stops. But when you press the pause button on human beings they start,” argues my friend and teacher Dov Seidman, CEO of LRN, which advises global businesses on ethics and leadership. “You start to reflect, you start to rethink your assumptions, you start to reimagine what is possible and, most importantly, you start to reconnect with

I am not smart, I pay attention. I am not considerate, I listen. I am not patient, I make time. I’m not lucky, I work hard.

You are responsible for everything you TWEET and RETWEET.

To be an ethical leader is indeed to be different. This kind of leader acknowledges the complexity of running a responsible business, yet tries to do it anyway.

For me the starting point for everything - before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience - is work ethic.

Ethical leadership in business sets the tone for a culture of integrity and accountability.

Ethical leaders do not run from criticism, especially self-criticism, and they don’t hide from uncomfortable questions.

There is no check-box for ethical leadership. It is an ongoing individual and organizational journey. We will never know everything that there is to know.

Gray is not a substitute for black and white. You don’t bump into people without saying you’re sorry. When you shake hands, it’s supposed to mean something. If someone is in trouble, you reach out.

If we as a nation don't start to put some of America's old fashoned morals, ethics, honesty, religion, standards, national leadership, and military backbone back into this great nation, we as a nation, will fall by the wayside of history..." ---2014, American Patriot, Allen Berberick

Conformity is a problem for many small groups. Members put a higher priority on cohesion than on coming up with a well-reasoned choice. They pressure dissenters, shield themselves from negative feedback, keep silent when they disagree ...

Most of us care about one another. Human beings have considerably more in common with one another than they do differences. One’s religion, political persuasion, family, financial and social status, or vocation does not hamper the common thread of personal decency running through most of humankind.

I do not know what came first, the brown-nose worker or the arrogant boss; I simple hate it and I not be part of it.

I don't know what came first, the brown-nose worker or the arrogant boss; I simple hate it and I won't be part of it.

The reputation of a great work ethic that took years to build can be forgotten with one act of misjudgment.

If records refuse to be broken, shatter them.

A Star is always a star no matter what stage they are on or at

[T]hese leaders must not believe they are actually being watched, for their behavior in no way reflects the possible existence of a set of values or ethical laws that supersedes their own dominion.

We would teach that great leaders are (1) people of integrity and decency; (2) confident enough to be humble; (3) both kind and tough; (4) transparent; and (5) aware that we all seek meaning in work. We would also teach them that (6) what they say is important, but what they do is far more important, because their people are always watching them. In short, we would demand and develop ethical leaders.

Amid all the information available in our environment, which identity filter(s) do you use? Are you dedicated to popularity, to a role, to a cause, an ethic, a nation, an ethnicity? What identity gives meaning to your life?

We are endowed with different kinds of gifts for different kinds of services.

People who change their values, their ethics, are not trustworthy and should be avoided.

A true leader does not derive power from his position, but from his ethics, from people’s love for him, and from his knowledge, education and excellence in his field of work.

Board of Directors members should hold management accountable for performance and ensure the company is operating ethically and responsibly.

Don't downgrade your dreams to upgrade your relationships.

While mistakes may be local, in today’s connected world embarrassment is global

The greatest men stand on their values and pray on their knees.

A hunter’s meal is in proportion to his skill.

Remember that no matter how great a leader you become, you could lose everything that you've gained due to a lack of character.

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

Resist the short term temptation of procrastination; the immediate pleasure and relief that it brings does not fair in comparison to the long lasting damage it does to your dreams and goals.

this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it.

great leaders are (1) people of integrity and decency; (2) confident enough to be humble; (3) both kind and tough; (4) transparent; and (5) aware that we all seek meaning in work. We would also teach them that (6) what they say is important, but what they do is far more important, because their people are always watching them. In short, we would demand and develop ethical leaders.

Clearly, if leaders have a strong set of ethical values and live them out, then people will respect them, not just their position. Immature leaders try to use their position to drive high performance.

How does one undermine the framework of racial reasoning? By dismantling each pillar slowly and systematically. The fundamental aim of this undermining and dismantling is to replace racial reasoning with moral reasoning, to understand the black freedom struggle not as an affair of skin pigmentation and racial phenotype but rather as a matter of ethical principles and wise politics, and to combat the black nationalist attempt to subordinate the issues and interests of black women by linking mature black self-love and self-respect to egalitarian relations within and outside black communities. The failure of nerve of black leadership is its refusal to undermine and dismantle the framework of racial reasoning.

Inequality and poverty, unhealth and no wealth are hand in hand. And if we are all born equal that should be true in all lands. We cannot divide the world between poor and rich countries. It's like saying the ones are good, the others are junkies. That can only increase more prejudice, miseries and sorrow. Turning the wheel today it will lead to a better tomorrow.

How could the pearls of grace and wisdom he [Mike Pence] had brought to the table retain any value when they were constantly being sloshed with more and more foul-smelling slime? If anyone deserved better––aside from the American people themselves and women as a whole––it seemed to me that it might have been this man who had proven to be such a capable champion and ally.

Every coach, every executive, every leader: They all know right from wrong. Even those Enron guys. When someone uncovers a scandal in their company, I don't think they can say, "I didn't know that was going on." They're just saying they're too dumb to do their job! And if they really are too dumb, then why are they getting paid millions of dollars to do it? They know what's going on.

People disdain unskilled leaders, loathe unjust leaders, dread ruthless leaders, honor righteous leaders, and cherish enlightened leaders. Leaders disdain idle subordinates, loathe incompetent subordinates, dread disloyal subordinates, honor ethical subordinates, and cherish resourceful subordinates.

Ethical leaders care deeply about those they lead, and offer them honesty and decency, commitment and their own sacrifice. They have a confidence that breeds humility. Ethical leaders know their own talent but fear their own limitations — to understand and reason, to see the world as it is and not as they wish it to be. They speak the truth and know that making wise decisions requires people to tell them the truth. And to get that truth, they create an environment of high standards and deep consideration —“love” is not too strong a word—that builds lasting bonds and makes extraordinary achievement possible. It would never occur to an ethical leader to ask for loyalty.

A competitive advantage is not just strength versus weakness but how you are better than others in what you do.

Integrity, by its definition, means adhering consistently to a strong, reliable code of ethics, whatever that code is.

Be true to yourself-at the core of your leadership are your values and morals.

At its best, leadership development is not an “event.” It’s a capacity-building endeavor. It’s a process of human growth and development.

Hiring is about alignment, personality, culture, heart, and work ethic.

No one should think he is too smart or too safe to avoid consequences of a lack of character.

Never underestimate the power of a tweet.

Leadership responsibility is multidimensional and cannot be described in one or two words. It is personal, interpersonal, environmental and societal.

Failure is the ultimate motivator, the supreme teacher, and the definitive guarantee of life. Failure is what makes success so addictive.

In a human development sense, our understanding of leadership has essentially “grown up” and moved past personal ego and a self-centered view of things.

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. 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 deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally 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 almost be 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.

The respect that leadership must have requires that one’s ethics be without question. A leader not only stays above the line between right and wrong, he stays well clear of the ‘gray areas.

Ethical leaders never ask for loyalty. Those leading through fear—like a Cosa Nostra boss—require personal loyalty. Ethical leaders care deeply about those they lead, and offer them honesty and decency, commitment and their own sacrifice. They have a confidence that breeds humility. Ethical leaders know their own talent but fear their own limitations—to understand and reason, to see the world as it is and not as they wish it to be. They speak the truth and know that making wise decisions requires people to tell them the truth. And to get that truth, they create an environment of high standards and deep consideration—“love” is not too strong a word—that builds lasting bonds and makes extraordinary achievement possible. It would never occur to an ethical leader to ask for loyalty.

I saw the figure of 178 Billion wasted/stolen from the people of a country by its corrupt and inept government. Such a figure could truly transform the entire country; education, health, roads, schooling, entrepreneurial environment... of millions of people, rather than be secreted away as a few more 0000's in global bank accounts for the greeders. We need to Rethink Public Service, Values, Ethics and Leadership.

Through your influence, vision, ethics and authenticity you create a better reality for your family, community and organisation, where those around you and those who follow you are inspired to dream, learn and act

Tomorrow’s leaders will be brave enough to scale the dangerous peaks of an increasingly competitive and ethically challenging mountain range. They will drive the problematic conversations that illuminate the valleys in between. T

In that moment, something else occurred to me: The “leader of the free world,” the self-described great business tycoon, didn’t understand leadership. Ethical leaders never ask for loyalty. Those leading through fear – like a Cosa Nostra boss- require personal loyalty. Ethical leaders care deeply about those they lead, and offer them honesty and decency, commitment and their own sacrifice. They have a confidence that breeds humility. Ethical leaders know their own talent but fear their own limitations-to understand and reason, to see the world as it is and not as they wish it to be. They speak the truth and know that making wise decisions requires people to tell them the truth. And to get that truth, they create an environment of high standards and deep consideration – “love” is not too strong a word – that builds lasting bonds and makes extraordinary achievement possible. It would never occur to an ethical leader to ask for loyalty.

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

Power and influence: things that should be obtained not for means of greed, nor pride, nor ego, but rather to ensure that in the right moment, when your wisdom and benevolence are required to keep humanity strong and united, you can deliver and orchestrate others toward the greater good.

Dishonest leaders have the same ability to shape a culture, by showing their people dishonesty, corruption, and deception. A commitment to integrity and a higher loyalty to truth are what separate the ethical leader from those who just happen to occupy leadership roles. We cannot ignore the difference.

An American Badass doesn't start fights, but knows if he must fight, he can with courage and conviction. An American Badass doesn't steal, lie, or subvert the society that he lives in. He lives by a code of unwavering morality, and ethics that are tempered with honor, honesty, integrity, leadership, and loyalty to family, friends, and America.

AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it.

Sonnet of Human Resources There is no blue collar, no white collar, just honor. And honor is defined by character not collar. There is no CEO, no janitor, just people. Person's worth lies, not in background, but behavior. Designation is reference to expertise, not existence. Respect is earned through rightful action, not label. Designation without humanity is resignation of humanity, For all labels without love cause nothing but trouble. The term human resources is a violation of human rights. For it designates people as possession of a company. Computers are resources, staplers are resources, but people, Aren't resources, but the soul of all company and society. I'm not saying, you oughta rephrase it all in a civilized way. But at the very least, it's high time with hierarchy we do away.

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

I am a congenital optimist about America, but I worry that American democracy is exhibiting fatal symptoms. DC has become an acronym for Dysfunctional Capital: a swamp in which partisanship has grown poisonous, relations between the White House and Congress have paralyzed basic functions like budgets and foreign agreements, and public trust in government has all but disappeared. These symptoms are rooted in the decline of a public ethic, legalized and institutionalized corruption, a poorly educated and attention-deficit-driven electorate, and a 'gotcha' press - all exacerbated by digital devices and platforms that reward sensationalism and degrade deliberation. Without stronger and more determined leadership from the president and a recovery of a sense of civic responsibility among the governing class, the United States may follow Europe down the road of decline.

We discussed how wonderful it would be if a man could train himself to be both ethical and brave, and to earn all he needed for his household and himself. That kind of man, we agreed, would be appreciated by the whole world. But if a man went further still, if he had the wisdom and the skill to be the guide and governor of other men, supplying all their needs and making them all they ought to be, that would be the greatest thing of all.

It is especially important for Christian leaders to consider how they can lead in such a way that nonbelievers feel compelled to consider Jesus. “So far as it depends on you,” Scripture says, “live peaceably with all” (Romans 12:18). Instead of using our platforms and influence to persuade other people of faith to take a moral stand against secular ethics, what if we focused on embodying Jesus’s Spirit-filled, life-giving ethics beautifully and compellingly?

We have no obligation to endure or enable certain types of certain toxic relationships. The Christian ethic muddies these waters because we attach the concept of long-suffering to these damaging connections. We prioritize proximity over health, neglecting good boundaries and adopting a Savior role for which we are ill-equipped. Who else we'll deal with her?, we say. Meanwhile, neither of you moves towards spiritual growth. She continues toxic patterns and you spiral in frustration, resentment and fatigue. Come near, dear one, and listen. You are not responsible for the spiritual health of everyone around you. Nor must you weather the recalcitrant behavior of others. It is neither kind nor gracious to enable. We do no favors for an unhealthy friend by silently enduring forever. Watching someone create chaos without accountability is not noble. You won't answer for the destructive habits of an unsafe person. You have a limited amount of time and energy and must steward it well. There is a time to stay the course and a time to walk away. There's a tipping point when the effort becomes useless, exhausting beyond measure. You can't pour antidote into poison forever and expect it to transform into something safe, something healthy. In some cases, poison is poison and the only sane response is to quit drinking it. This requires honest self evaluation, wise counselors, the close leadership of the Holy Spirit, and a sober assessment of reality. Ask, is the juice worth the squeeze here. And, sometimes, it is. You might discover signs of possibility through the efforts, or there may be necessary work left and it's too soon to assess. But when an endless amount of blood, sweat and tears leaves a relationship unhealthy, when there is virtually no redemption, when red flags are frantically waved for too long, sometimes the healthiest response is to walk away. When we are locked in a toxic relationship, spiritual pollution can murder everything tender and Christ-like in us. And a watching world doesn't always witness those private kill shots. Unhealthy relationships can destroy our hope, optimism, gentleness. We can lose our heart and lose our way while pouring endless energy into an abyss that has no bottom. There is a time to put redemption in the hands of God and walk away before destroying your spirit with futile diligence.

and in life. I’ve noticed that leadership is not a skill. It’s character. Successful, happy, and fulfilled people embody core values such as honor, courage, and commitment to personal excellence. Real leaders command from the heart. They’ve developed an ethical code that makes them both a good teammate and a good leader. When things go wrong, they look within and seek to be better people. Authentic leadership starts with knowing your stand—your purpose in life, against which you will measure all decisions.

Until you can say "I am my master," you cannot say "I am your servant." In other words, we might profess a service ethic, but under pressure or stress we might be controlled by a particular passion or appetite. We lose our temper. We become jealous, envious, lustful, or slothful. Then we feel guilty. We make promises and break them, make resolutions and break them. We gradually lose faith in our own capacity to keep any promises. Despite our ethic to be the "servant of the people," we become the slave of whatever masters us.

presidency weaker and Congress and the courts stronger, just as the forest fire of Watergate did. There is a lot of good in that. Thoughtful people are staring at the vicious partisanship that has grown all around us. Far from creating a new norm where lying is widely accepted, the Trump presidency has ignited a focus on truth and ethics. Parents are talking to their children about truth-telling, about respect for all people, about rejecting prejudice and hate. Schools and religious institutions are talking about values-driven leadership. The next president, no matter the party, will surely emphasize values—truth, integrity, respect, and tolerance—in ways an American leader hasn’t needed to for more than forty years. The fire will make something good grow. I wrote this book because I hope it will be useful to people living among the flames who are thinking about what comes next. I also hope it will be useful to readers long after the flames are doused, by inspiring them to choose a higher loyalty, to find truth among lies, and to pursue ethical leadership.

None of this is simply a matter of “ethics.” Ethics involves fulfilling legal responsibilities, avoiding obvious conflicts of interest, and behaving in an aboveboard manner. As now routinely taught in graduate schools of business and as required for obtaining many professional licenses, ethics is about how to avoid legal troubles or public relations disasters. Leadership as trusteeship extends way beyond ethics. It goes to the heart of the job. It requires a different way of thinking about the central obligation of leading any institution.

Christopher Lasch explains the process by which the therapeutic segment of the managerial elite win moral acceptance. Despite the fact that its claims to be providing “mental health” where always self-serving and highly subjective, the theapeutic class offered ethical leadership in the absence of shared principles. By defining emotional well-being as both a social good and the overcoming of what is individually and collectively dangerous, the behavioral scientists have been able to impose their absolutes upon the culturally fluid society. In “The True and Only Heaven” Lasch explores the implications for postwar politics of the “Authoritarian Personality.” A chief contributor to this anthology, Theodro Adorno, abandoned his earlier work as a cultural critic to become a proponent of governmentally imposed social therapy. According to Lasch, Adorno condemns undesirable political attitudes as “prejudice” and “by defining prejudice as a ‘social disease’ substituted a medical for a political idiom. In the end, Adorno and his colleagues “relegated a broad range of controversial issues to the clinic – to scientific study as opposed to philosophical and political debate.

The focus on “need fulfillment” that so often accompanies an emphasis on empathy leaves out the possibility that what another may really “need” (in order to become more responsible) is not to have their needs fulfilled. Indeed, it is not even clear that feeling for others is a more caring stance (or even a more ethical stance) than challenging them to take responsibility for themselves. As mentioned earlier, increasing one’s threshold for another’s pain (which is necessary before one can challenge them) is often the only way the other will become motivated to increase their own threshold, thus becoming better equipped to face the challenges of life. Ultimately,

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

From working with black males for more than a dozen years, I can say with confidence that many black males are both lazy and irresponsible. This view isn't popular with problem profiteers who blame all black woes upon white racism or poverty, but it is true, nonetheless. The young men I work with represent just the tip of the iceberg of a far larger laziness problem within the black male population. The typical black male I work with has no work ethic, has little sense of direction in his life, is hostile toward whites and women, has an attitude of entitlement, and has an amoral outlook on life. He has no strong male role model in his life to teach him the value of hard work, patience, self-control, and character. He is emotionally adrift and is nearly illiterate-either because he dropped out of school or because he's just not motivated enough to learn. Many of the black males I've worked with have had a "don't give a damn" attitude toward work and life and believe that "white America" owes them a living. They have no shame about going on welfare because they believe whites owe them for past discrimination and slavery. This absurd thinking results in a lifetime of laziness and blaming, while taxpayers pick up the tab for individuals who lack character and a strong work ethic. Frequently, blacks who attempt to enter the workforce often become problems for their employers. This is because they also have an entitlement mentality that puts little emphasis on working hard to get ahead. They expect to be paid for doing little work, often show up late, and have bad attitudes while on the job. They're so sensitized to "racism" that they feel abused by every slight, no matter if it's intentional, unconscious, or even based in reality.