Exceptional Leadership Quotes

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.

Someday daughters will be trained just as sons by their parents to assume leadership positions. There are the exceptions today where a daughter assumes leadership over a state or corporation, but those are still exceptions today. A shame since women have overtaken men in being the dominant consumers and decision makers in the family. - Strong by Kailin Gow on Raising a Strong Woman Leader

That’s the Celes I know and love. So determined. So strong, but still thinking about everyone else except yourself.”, FADE by Kailin Gow

Now I understand. Average leaders have quotes. Good leaders have a plan. Exceptional leaders have a system.

In an age when nations and individuals routinely exchange murder for murder, when the healing grace of authentic spirituality is usurped by the divisive politics of religious organizations, and when broken hearts bleed pain in darkness without the relief of compassion, the voice of an exceptional poet producing exceptional work is not something the world can afford to dismiss.

If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude.

The present representative of the Dedlocks is an excellent master. He supposes all his dependents to be utterly bereft of individual characters, intentions, or opinions, and is persuaded that he was born to supersede the necessity of their having any. If he were to make a discovery to the contrary, he would be simply stunned — would never recover himself, most likely, except to gasp and die.

If you don’t own the goal and it doesn’t come from your dream, then you won’t have the toughness to persevere when the going gets tough. And I will promise you that the going will get tough. There is never an exception—everyone who wins must push through obstacles, lots of them. You simply will not get up at dawn for your three-mile run because your wife wants you thinner. Big goals require big backbone—wimps need not apply.

I am simply competent... Not a leader except when leadership is lacking.

Do we follow the road life’s placed before us? Or do we dare step up and forge an exceptional path. A path fraught with struggle and sacrifice, Yet one whose outcome places us in destiny’s arms.

Today you are no longer a victor nor victim of the past and future, today is completely independent, there are no restrictions; except for the ones you place upon yourself.

The best leaders...almost without exception and at every level, are master users of stories and symbols.

No man's advice can change you unless you speak to yourself. Bible school or seminars can't change you, going to church can't change you except you decide to change. Psalm 139:23 - 24

The specialty in all life is expecting the exception, while ignorant of real acceptance, until unexpectedly you re-witness your own ignorance to 'be' the cause that awakens others. One does not do this yesterday, or today. You do this with expressing honesty everyday.

I have absolutely no regrets in life except regrets for the things I didn’t do when I had the chance ~ Donald Pillai

You become like that, what you admire most. By admiring excellence and practicing, it can boost you to become excellent.

Cronkite is not a genius at anything except being straight, honest, and normal.

• Front line leaders have the opportunity to see, learn and know more about the customer than any other type of leader in the organization.

Exceptional leaders transfer their vision and aspirations to their team by the way they project themselves.

Average leaders have quotes. Good leaders have a plan. Exceptional leaders have a system.

Because nobody else does it! But you can and you should. People love when you take an extra second out of your day to acknowledge them. It’s the equivalent of a nicely written thank-you note, except it takes less time to do and it doesn’t take two days to get to its destination.

I understand that safety and security are nice to have. But safety and security can become more important to an individual than being exceptional and doing fantastic things over the course of a life. When that happens often enough in a society, the society begins to die. It gives up its leadership role in the world. Accepting the importance and necessity of competition keeps

A properly educated leader, especially when harassed and under pressure, will know from his study of history and the classics that circumstances very much like those he is encountering have occurred from time to time on this earth since the beginning of history. He will avoid the self-indulgent error of seeing himself in a predicament so unprecedented, so unique, as to justify his making an exception to law, custom or morality in favor of himself. The making of such exceptions has been the theme of public life throughout much of our lifetimes. For twenty years, we've been surrounded by gamesmen unable to cope with the wisdom of the ages. They make exceptions to law and custom in favor of themselves because they choose to view ordinary dilemmas as unprecedented crises.

A person with good heart is always happy. However its a myth because most of the time his heart is full of wounds as it except only good thing from others still he love the people who treat it right & pray for the ones who don't

When surprise occurs, such as when the economy enters an unexpected recession or a conflict begins seemingly out the blue, the natural reaction is to immediately ask who made the “obvious” mistake. It is much easier to believe that our leaders are incompetent than to accept the less pleasant reality that ours is a world where uncertainty and surprise are the norm, not the exception.

Incentives and penalties are management tools. Incentives and penalties do not belong to the language of leadership. Good people will follow a great leader whether booty is in the picture or not. If you are in charge, and you cannot influence people in your group except by means of incentives and penalties, you have not served as a leader.

Everything depreciates, except time.

Utilizing a nonlinear approach and companion competencies makes it possible for people to move from good performance to great.

Conflict occurs everywhere except in the cemetery. Everyone experiences conflict except the dead. Thankful for being alive...

Achieving your goal is great Exceeding your goal is exceptional Exceeding your goal and teaching others is Leadership

Abandoning your true self amounts to suicide except that it is less dramatic. Don't commit suicide so that you may appease some folks...

Trademark yourself with the mark of excellence.

When nothing is wrong, there's nothing wrong - except there's nothing wrong. That's when a leader has to be the most alert. Complacency kills.

It’s not sufficient to know that something is wrong. You also have to appreciate why it is wrong, how things might be changed, and then persuade others of the new possibilities.

Be loyal to none except god, otherwise they will drive you away of god. Be honest to all even to those who hate you, you will bring them nearer to god

What separates those who build exceptional lives from others, is the way they use their time.

Don't stop believing, Don't be afraid of change, Don't underestimate yourself, Don't make excuses, Don't cheat yourself, Don't ever ever STOP!

Don’t beat around the bush, it will only get you into the thorns. Say what you mean and mean what you say.

The problem with compromising your principles is that everyone likes you except yourself.

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

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

Every world-class leader listens to and acts on the truth!

I know of no one who would be a good High Commissioner of Palestine except God.

People stop trying when there’s no benefit for being exceptional and no consequence for being mediocre.

A leader does not only discover what people can do better. He teaches, guides and mentor them to do it exceptionally well. When a seed comes into contact with a leader, fruits are produced.

In carrying out a peacekeeping mission where the grand strategy is to maintain peace and order by persuading armed parties or other hostile elements to back away from aggressive activities, military strength is not a definite measure of success; neither could material contribution alone guarantees the "winning of the hearts and minds" of the people. What appears to be important is the day-to-day conduct of the peacekeepers on the ground; those who uphold the principles of neutrality and impartiality, as well as those who are able to carry all aspects of its operational duties exceptionally.

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

What leadership? Tildy thought. The president had been almost entirely absent in the debate about how to deal with the contagion, except to blame the opposing party for ignoring public health needs before he took office.

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

High performance teams have six characteristics that allow them to consistently achieve exceptional levels of results: Common Purpose Crystal Clear Roles Accepted Leadership Effective Processes Solid Relationships Excellent Communication

Put another way, there were thirty-six email chains about topics that could cause “serious” damage to national security and eight that could be expected to cause “exceptionally grave” damage to the security of the United States if released.

although he was not formally relieved until early November. Lincoln’s decision to cashier Frémont served as a cautionary tale for Grant, who noted, “The generals who insisted upon writing emancipation proclamations . . . all came to grief as surely as those who believed that the main object of the war was to protect rebel property, and keep the negroes at work on the plantations while their masters were off in the rebellion.”56 With few exceptions, Grant would qualify as a model general who accepted military subservience to civilian leadership.

There is no greater suffering than constantly measuring yourself and coming up short, except perhaps the realization that your suffering is hurting others. But where do we learn these things? Because, really, they are learned. We don't come crying out of the womb because of our birth weight or because we have no money in this brand new world. We learn to measure and we learn to attach our self-worth to those measurements. These patterns we're stuck in aren't just painful for us, they're also distracting us. Every day, the gap between rich and poor grows while the people of developed societies do nothing, because we are too busy worrying about looking good. We're distracted, but not because we've chosen to be. Being distracted by our illusory inadequacy keeps us from changing the world. And believe me, we all have the power to change the world. If we only make the time. If we only free some head space. If you can't learn to love yourself for yourself (and how could you with such a paradoxical motivation?)... then do it for us. Do it for the world. We need you. We need your mind. We need your attention. We need your thoughts. Change your focus, and you will (not can, but will) change the world. You already matter. You just have to realize it for yourself.

... according to a famous study by the influential management theorist Jim Collins, many of the best performing companies of the late twentieth century were run by what he calls "Level 5 Leaders." These exceptional CEOs were known not for their flash or charisma but for extreme humility coupled with intense professional will.

In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team. This group rarely includes all of the most senior people because some of them just won’t buy in, at least at first. But in the most successful cases, the coalition is always powerful—in terms of formal titles, information and expertise, reputations and relationships, and the capacity for leadership. Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome tradition and inertia except in very small organizations. Weak committees are usually even less effective.

What a waste of time it would be to insist that everyone develop each of the specialties we call upon to an equal level. We'd get bogged down in remedial training programs, trying to get the cornet players up to speed with the computer programmers, sacrificing the tends to be exceptional in so many individual situations in order to be average in all of them.

[A] people needs to understand what freedom is. We Americans are fortunate that the Founders and their generation possessed that understanding. They knew that freedom, per se, is not enough. They knew that freedom must be limited to be preserved. This paradox is difficult for many students to grasp. Young people generally think freedom means authority figures leaving them alone so they can "do their own thing." That's part of what it means to be free, but true freedom involves much, much more. As understood by our Founders and by the best minds of the young republic, true freedom is always conditioned by morality. John Adams wrote, "I would define liberty as a power to do as we would be done by." In other words, freedom is not the power to do what one can, but what one ought. Duty always accompanies liberty. Tocqueville similarly observed, "No free communities ever existed without morals." The best minds concur: there must be borders: freedom must be limited to be preserved. What kinds of limits are we talking about? * The moral limits of right and wrong, which we did not invent but owe largely to our Judeo-Christian heritage. * Intellectual limits imposed by sound reasoning. Again, we did not invent these but are in debt largely to Greco-Roman civilization, from the pre-Socratic philosophers forward. * Political limits such as the rule of law, inalienable rights, and representative institutions, which we inherited primarily from the British. * Legal limits of the natural and common law, which we also owe to our Western heritage. * Certain social limits, which are extremely important to the survival of freedom. These are the habits of our hearts--good manners, kindness, decency, and willingness to put others first, among other things--which are learned in our homes and places of worship, at school and in team sports, and in other social settings. All these limits complement each other and make a good society possible. But they cannot be taken for granted. It takes intellectual and moral leadership to make the case that such limits are important. Our Founders did that. To an exceptional degree, their words tutored succeeding generations in the ways of liberty. It is to America's everlasting credit that our Founders got freedom right.

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some “bosses” say that their employees either have leadership skills or they don’t, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become “distinct” leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders.

The seeds of totalitarian regimes are nurtured by misery and want. They spread and grow in the evil soil of poverty and strife. They reach their full growth when the hope of a people for a better life has died. We must keep that hope alive. The free peoples of the world look to us for support in maintaining their freedoms. If we falter in our leadership, we may endanger the peace of the world—and we shall surely endanger the welfare of our own Nation.

I must add, too, that the only purpose of the book is to solve the intellectual problem raised by suffering; for the far higher task of teaching fortitude and patience I was never fool enough to suppose myself qualified, nor have I anything to offer my readers except my conviction that when pain is to be borne, a little courage helps more than much knowledge, a little human sympathy more than much courage, and the least tincture of the love of God more than all.

declaring that he had made Virginia, under his leadership, “a misery, a ruine, a death, a hell.”18 The real hell was yet to come. In the winter of 1609–10, five hundred colonists, having failed to farm or fish or hunt and having succeeded at little except making their neighbors into enemies, were reduced to sixty. “Many, through extreme hunger, have run out of their naked beds being so lean that they looked like anatomies, crying out, we are starved, we are starved,” wrote the

6. SELFISHNESS. The leader who claims all the honor for the work of his followers, is sure to be met by resentment. The really great leader CLAIMS NONE OF THE HONORS. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. 7. INTEMPERANCE. Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it. 8. DISLOYALTY. Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership. Disloyalty marks one as being less than the dust of the earth, and brings down on one's head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life. 9. EMPHASIS OF THE "AUTHORITY" OF LEADERSHIP. The efficient leader leads by encouraging, and not by trying to instill fear in the hearts of his followers. The leader who tries to impress his followers with his "authority" comes within the category of leadership through FORCE. If a leader is a REAL LEADER, he will have no need to advertise that fact except by his conduct-his sympathy, understanding, fairness, and a demonstration that he knows his job. 10. EMPHASIS OF TITLE. The competent leader requires no "title" to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation. These are among the more common of the causes of failure in leadership. Any one of these faults is sufficient to induce failure. Study the list carefully if you aspire to leadership, and make sure that you are free of these faults.

The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going. The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters. The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story. All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters. Not only this, but as communal beings, every person longs to join a team on a serious and important mission. This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join. Great leaders become great because their mission makes them great. There are no exceptions.

BRITAIN HAD NOT FOUGHT a major continental war in a century, and the high command exhibited a stubborn disconnection from reality so complete as to merge at times with the criminal. A survey conducted in the three years before the war found that 95 percent of officers had never read a military book of any kind. This cult of the amateur, militantly anti-intellectual, resulted in a leadership that, with noted exceptions, was obtuse, willfully intolerant of change, and incapable for the most part of innovative thought or action

After the killings there was a cleanup so perfect that the incident could be flatly denied. It never took place, except in the memory of José Arcadio Segundo, who saw it all. Against ruthlessness, remembering was the only defense. The Chinese leadership knew this: that memory was the enemy. It was not enough that the protesters be killed. They had to be falsely remembered as deviants and rogues, not as brave students who gave their lives for freedom. The Chinese authorities worked hard on this false version of the past and eventually it took root.

In agricultural communities, male leadership in the hunt ceased to be of much importance. As the discipline of the hunting band decayed, the political institutions of the earliest village settlements perhaps approximated the anarchism which has remained ever since the ideal of peaceful peasantries all round the earth. Probably religious functionaries, mediators between helpless mankind and the uncertain fertility of the earth, provided an important form of social leadership. The strong hunter and man of prowess, his occupation gone or relegated to the margins of social life, lost the umambiguous primacy which had once been his; while the comparatively tight personal subordination to a leader necessary to the success of a hunting party could be relaxed in proportion as grain fields became the center around which life revolved. Among predominantly pastoral peoples, however, religious-political institutions took a quite different turn. To protect the flocks from animal predators required the same courage and social discipline which hunters had always needed. Among pastoralists, likewise, the principal economic activity- focused, as among the earliest hunters, on a parasitic relation to animals- continued to be the special preserve of menfolk. Hence a system of patrilineal families, united into kinship groups under the authority of a chieftain responsible for daily decisions as to where to seek pasture, best fitted the conditions of pastoral life. In addition, pastoralists were likely to accord importance to the practices and discipline of war. After all, violent seizure of someone else’s animals or pasture grounds was the easiest and speediest way to wealth and might be the only means of survival in a year of scant vegetation. Such warlikeness was entirely alien to communities tilling the soil. Archeological remains from early Neolithic villages suggest remarkably peaceful societies. As long as cultivable land was plentiful, and as long as the labor of a single household could not produce a significant surplus, there can have been little incentive to war. Traditions of violence and hunting-party organization presumably withered in such societies, to be revived only when pastoral conquest superimposed upon peaceable villagers the elements of warlike organization from which civilized political institutions without exception descend.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

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.

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

Consider almost any public issue. Today’s Democratic Party and its legislators, with a few notable individual exceptions, is well to the right of counterparts from the New Deal and Great Society eras. In the time of Lyndon Johnson, the average Democrat in Congress was for single-payer national health insurance. In 1971, Congress overwhelmingly passed the Comprehensive Child Development Act, for universal, public, tax-supported, high-quality day care and prekindergarten. Nixon vetoed the bill in 1972, but even Nixon was for a guaranteed annual income, and his version of health reform, “play or pay,” in which employers would have to provide good health insurance or pay a tax to purchase it, was well to the left of either Bill or Hillary Clinton’s version, or Barack Obama’s. The Medicare and Medicaid laws of 1965 were not byzantine mash-ups of public and private like Obamacare. They were public. Infrastructure investments were also public. There was no bipartisan drive for either privatization or deregulation. The late 1960s and early 1970s (with Nixon in the White House!) were the heyday of landmark health, safety, environmental, and financial regulation. To name just three out of several dozen, Nixon signed the 1970 Clean Air Act, the 1970 Occupational Safety and Health Act, and the 1973 Consumer Product Safety Act. Why did Democrats move toward the center and Republicans to the far right? Several things occurred. Money became more important in politics. The Democratic Leadership Council, formed by business-friendly and Southern Democrats after Walter Mondale’s epic 1984 defeat, believed that in order to be more competitive electorally, Democrats had to be more centrist on both economic and social issues.

Leaders, some of whom are politicians in this book while others are soldiers, must be able to master four major tasks.2 Firstly, they need comprehensively to grasp the overall strategic situation in a conflict and craft the appropriate strategic approach – in essence, to get the big ideas right. Secondly, they must communicate those big ideas, the strategy, effectively throughout the breadth and depth of their organization and to all other stakeholders. Thirdly, they need to oversee the implementation of the big ideas, driving the execution of the campaign plan relentlessly and determinedly. Lastly, they have to determine how the big ideas need to be refined, adapted and augmented, so that they can perform the first three tasks again and again and again. The statesmen and soldiers who perform these four tasks properly are the exemplars who stand out from these pages. The witness of history demonstrates that exceptional strategic leadership is the one absolute prerequisite for success, but also that it is as rare as the black swan.

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.

Dear Kid President: Kids are awesome because: •     They inspire us to believe in our dreams. •     They know that what really matters in life is hugs, animals, kindness, friendship, and love! •     For kids, words like “can’t,” “don’t,” and “stop” are the real bad words. •     Kids don’t declare wars (except the occasional thumb war, which is harmless). •     Their official language is laughter. •     They believe in things that they can’t see but know are real. •     Kids look beyond race, religion, and ethnicity to recognize that we’re all connected. •     They remind us that life is precious, play is important, and art, dance, and music make the world better. •     They color outside the lines, can turn anything into a toy, and feel lots of feelings. •     Kids are awesome because we are awesome, and if we look deep enough, we’d see that we are all still kids. I believe with all my heart that we should try to be more like kids instead of making them more like us! Let’s listen to their concerns, learn from their wisdom, and be inspired by their imagination. When we empower kids, we change the world. There’s more JOY, more HOPE, more POSSIBILITY. Kids aren’t who we were; they’re who we could be! Kid Ideas + Kid Leadership + Kid Lunches = Awesomesauce!

Unlike many of his contemporaries, Finney did not believe in American exceptionalism—or blind patriotism. “There can scarcely be conceived a more abominable and fiendish maxim,” he wrote, “than ‘our country right or wrong,’” a maxim that, he noted, had been adopted in the case of the 1846 war with Mexico. On a national day of fasting in 1841, he called for a “public confession of national sins,” identifying those he found particularly egregious. One of them was “the outrageous injustice with which this nation has treated the aborigines in this country.” (He was referring in particular to the expulsion of the Cherokees from Georgia in 1838–39.) Another was of course slavery. By 1846 he had confronted the argument that slavery was a lesser evil than the division of the Union. “A nation,” he exclaimed, “who have drawn the sword and bathed in blood in defense of the principle that all men have an inalienable right to liberty, that they are born free and equal. Such a nation… standing with its proud foot on the neck of three millions of crushed and prostrate slaves! Oh horrible! This is less an evil to the world than emancipation, or even than the dismemberment of our hypocritical union! Oh, shame, where is thy blush?” Finney, needless to say, supported war with the South when it came.

The Soviet collapse in 1989 was even more peaceful, despite the eruption of ethnic conflict in the Balkans, the Caucasus and Central Asia. Never before has such a mighty empire disappeared so swiftly and so quietly. The Soviet Empire of 1989 had suffered no military defeat except in Afghanistan, no external invasions, no rebellions, nor even large-scale Martin Luther King-style campaigns of civil disobedience. The Soviets still had millions of soldiers, tens of thousands of tanks and aeroplanes, and enough nuclear weapons to wipe out the whole of humankind several times over. The Red Army and the other Warsaw Pact armies remained loyal. Had the last Soviet ruler, Mikhail Gorbachev, given the order, the Red Army would have opened fire on the subjugated masses. Yet the Soviet elite, and the Communist regimes through most of eastern Europe (Romania and Serbia were the exceptions), chose not to use even a tiny fraction of this military power. When its members realised that Communism was bankrupt, they renounced force, admitted their failure, packed their suitcases and went home. Gorbachev and his colleagues gave up without a struggle not only the Soviet conquests of World War Two, but also the much older tsarist conquests in the Baltic, the Ukraine, the Caucasus and Central Asia. It is chilling to contemplate what might have happened if Gorbachev had behaved like the Serbian leadership – or like the French in Algeria.

Both we and the Drakon look alike externally and we both look like humans. The difference between the two of us is that we, as Nomorians, are a peaceful species who spent their time and energy on scientific advancements. Drakons, on the other hand, are mainly about military and weaponry and going into wars. They were not like this hundreds of years ago but some dramatic event changed all of their priorities and made them what they are now. That is a story that we can discuss later. “They went to wars under the leadership of Zondar. He was a fearless immortal who had been leading Drakons for hundreds of years. No one knew the truth about where he came from or how he became immortal but the Drakons feared and respected him very much. “Due to the fact that we are a peaceful species and our main focus was on the welfare of our kind, except for a small army that we had, we did not have enough firepower to win such a war. “If Gonar had not encouraged the twelve councilors of Nomory to listen to me and start building a weaponry science department, we would not have the chance to escape from our planet. We would have been killed immediately after the invasion. “During my last meeting with the councilors and because all the signs showed we were going to lose this war, I suggested to send one hundred of our best scientists covered by our small army to another planet which we called Bluwenda, the name we used for planet Earth. The idea was to send them to Earth, twenty years in the past to give them a chance to build a stronger army with more advanced weaponry in case we lost the war. So we would be ready to repel the attack and win

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.

I am passionate about... Doing the impossible, taking on big challenges Creating new structures to achieve big results Solving problems, removing obstacles Getting the best out of people I really like ... Working with very bright people who have good values Working with companies that are respected or where respect can be created Building a culture that will succeed and be a place where people can grow and enjoy work My greatest contribution is ... Being able to do many different things well Accomplishing the mission, exceeding expectations Building an organization from scratch Saving the day—taking dire situations, fixing them, and turning them into winners I am particularly good at... Taking things that look like failures and making them into exceptional successes Developing people—getting them to be creative, committed, and accountable Getting the job done quickly with practical, interesting solutions I am known for ... Creative leadership Overcoming challenging obstacles Rising to the occasion Seeing the core issues, problems, solutions Getting to the heart of the matter quickly, and intuitively analyzing the situation I have exceptional ability to ... Devise straightforward solutions that are efficient and practical Take complex problems and quickly develop elegant solutions Create solutions that get the job done Exercise: Passions and Gifts (Downloadable) Now it �s your turn. Complete the following sentences. You may list multiple answers for each of the items below. Keep your responses focused on the career and work aspects of your life. I feel passionate about ... What I really like is... My greatest contribution is... I am particularly good at... I am known for... I have an exceptional ability to... Colleagues often ask for my help with... What motivates me most is... I would feel disappointed, frustrated, or sad if I couldn�t do...

The fascist leaders were outsiders of a new type. New people had forced their way into national leadership before. There had long been hard-bitten soldiers who fought better than aristocratic officers and became indispensable to kings. A later form of political recruitment came from young men of modest background who made good when electoral politics broadened in the late nineteenth century. One thinks of the aforementioned French politician Léon Gambetta, the grocer’s son, or the beer wholesaler’s son Gustav Stresemann, who became the preeminent statesman of Weimar Germany. A third kind of successful outsider in modern times has been clever mechanics in new industries (consider those entrepreneurial bicycle makers Henry Ford, William Morris, and the Wrights). But many of the fascist leaders were marginal in a new way. They did not resemble the interlopers of earlier eras: the soldiers of fortune, the first upwardly mobile parliamentary politicians, or the clever mechanics. Some were bohemians, lumpen-intellectuals, dilettantes, experts in nothing except the manipulation of crowds and the fanning of resentments: Hitler, the failed art student; Mussolini, a schoolteacher by trade but mostly a restless revolutionary, expelled for subversion from Switzerland and the Trentino; Joseph Goebbels, the jobless college graduate with literary ambitions; Hermann Goering, the drifting World War I fighter ace; Heinrich Himmler, the agronomy student who failed at selling fertilizer and raising chickens. Yet the early fascist cadres were far too diverse in social origins and education to fit the common label of marginal outsiders. Alongside street-brawlers with criminal records like Amerigo Dumini or Martin Bormann one could find a professor of philosophy like Giovanni Gentile or even, briefly, a musician like Arturo Toscanini. What united them was, after all, values rather than a social profile: scorn for tired bourgeois politics, opposition to the Left, fervent nationalism, a tolerance for violence when needed.

To-day, I am of the opinion that, generally speaking, a man should not publicly take part in politics before he has reached the age of thirty, though, of course, exceptions must be made in the case of those who are naturally gifted with extraordinary political ability. The reason is that, until they have attained this age, most men are engaged in acquiring a certain general philosophy through the medium of which they can examine the various political problems of their day and adopt a definite attitude towards each. Only after he has acquired a fundamental Weltanschauung and thereby gained stability in the judgment he forms on specific problems of the day, is a man, having now reached maturity, at least of mind, qualified to participate in the government of the community. If this is not so, lie runs the risk of discovering that he has to alter the attitude which he had hitherto adopted with regard to essential questions, or, despite his superior knowledge and insight, he may have to remain loyal to a point of view which his reason and convictions have now led him to reject. If he adopts the former line of action, he will find himself in a difficult situation, because in giving up a position hitherto maintained he will appear inconsistent and will have no right to expect his followers to remain as loyal to him as leader as they were before. This change of attitude on the part of the leader means that his adherents are assailed by doubt and not infrequently by a sense of discomfiture as far as their former opponents are concerned. Although he himself no longer dreams of standing by his political pronouncements to the last—for no man will die in defense of what he does not believe—he makes increasing and shameless demands on his followers. Finally, he throws aside the last vestiges of true leadership and becomes a ‘politician.’ This means that he becomes one of those whose only consistency lies in their inconsistency, which is accompanied by overbearing insolence and oftentimes by an artful mendacity developed to a shamelessly high degree.

Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems.

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

Dye, C. F., & Garman, A. N. (2006). Exceptional leadership: 16 critical competencies for healthcare executives. Chicago, IL: Health Administration Press. Freshman, B., & Rubino, L. (2002).

As a ground-combat force approaches the deadly zone and moves within range of the enemy’s rifles, mortars, and machine guns, the dynamics of war become more art than science. Intangibles such as training, confidence, leadership, and cohesion provide more secure mantle of protection than the possession of superior equipment.” There is as much folklore as science in the accounts of maneuver units that do exceptionally well in close combat. Empirical and anecdotal evidence gathered from combat studies of the Second World War, Korea, and Vietnam has shown conclusively that elite maneuver units, carefully selected and trained, not only perform better in combat but do so with many fewer casualties from all sources of combat incapacitation (for example, from disease and combat fatigue). Such units fight so effectively because they are composed of soldiers of exceptionally quality – better trained and better led as well as coalesced through long-term association that builds familiarity and mutual trust. The difference between carefully trained and led units and those of lesser quality is dramatic.

If you wish to succeed as a leader, you should be capable of transforming the souls of people, which control their intellect, mind and body. A good leader transforms the souls of the people, which then become like his own soul... Once the nature of the followers is changed, they ‘willingly’ follow the path of their leader A leader transforms ordinary men into exceptionally powerful people just like a strong magnet transforms an ordinary piece of iron into a powerful magnet.

Effectiveness achieved by following the ‘Attila the Hun’ school of leadership theory is the exception rather than the norm,

I've many reasons why I believe that every individual I meet is a greatness material; I don't have any reason to think otherwise except that person's self doubt.

LEADERSHIP | Intuit’s CEO on Building a Design-Driven Company Brad Smith | 222 words Although 46 similar products were on the market when Intuit launched Quicken, in 1983, it immediately became the market leader in personal finance software and has held that position for three decades. That’s because Quicken was so well designed that using it is intuitive. But by the time Smith became CEO, in 2008, the company had become overly focused on adding incremental features that delivered ease of use but not delight. What was missing was an emotional connection with customers. He and his team set out to integrate design thinking into every part of Intuit. They changed the layout of the office, reduced the number of cubes, and added more collaboration spaces and places for impromptu work. They increased the number of designers by nearly 600% and now hold quarterly design conferences. They bring in people who have created exceptionally designed products, such as the Nest thermostat and the Kayak travel website, to share insights with Intuit employees. The company acquired one start-up, called Mint, and collaborates with another, called ZenPayroll, to improve customer experience. Although most people don’t think of financial software as a category driven by emotion or design, Smith writes, Intuit’s D4D (“design for delight”) program has paid off. For example, its SnapTax app, inspired by consumers’ migration to smartphones, led one user to write, “I want this app to have my babies.

Success has NO Rules except ONE.. It follows NO rules and most RULES are made on the way!

The Montgomery bus boycott would have happened without King, but King's oratory helped to ensure that the boycott came one of those exceptional local movements for justice that would send ripples of inspiration to oppressed people everywhere.

I truly believe that the single most important career decision that a woman makes is whether she will have a life partner and who that partner is. I don’t know of one woman in a leadership position whose life partner is not fully—and I mean fully—supportive of her career. No exceptions.

Just last year, Mrs. Clinton claimed that as secretary of state she didn’t carry a work phone. It was too cumbersome and inconvenient for her to carry two phones. She didn’t have room for them. Then we learned she carried an iPhone and BlackBerry, neither government issued nor encrypted. Then we learned she carried an iPad and an iPad mini. But she claimed she didn’t do email. Then we learned she had email—on a private server. But then she claimed her email was for personal correspondence, yoga, and wedding planning. Then we learned her email contained government business as well—lots of it. Listen, nobody transmits classified material on the Internet! Nobody! You transmit classified material via a closed-circuit, in-house intranet or even physically via courier. You can’t even photocopy classified data except on a machine specially designed for hush-hush material, and even then you still require permission from whatever agency and issuer the document originated. So the only way for that material to be transmitted over an email is for her or someone in her office to dictate, Photoshop, or white-out the classified material in question, to remove any letterhead, or to duplicate the material by rewriting it in an email. Government email accounts are never allowed to accept emails from nongovernment email accounts. We’re supposed to delete them right away. Exceptions exist for communications with private contractors, but those exceptions are built into the system. I repeat: To duplicate classified material without permission or to send it over an unsecured channel is completely illegal. That’s why every government agency employs burn bags, safes, and special folders for anything marked Confidential, Secret, and Top Secret. People have lost their careers and gone to jail for far less. Yet Hillary Clinton transmitted classified material by the figurative ton. No one else can operate like that in government. But she takes her normal shortcuts and continues to lie about it. There is no greater example of double standards in leadership than First Lady, Senator, and Secretary of State Hillary Clinton. Is it too inconvenient or cumbersome for her to follow the same rules that agents in the field have to follow? Maybe it would make morale too high? Clinton’s behavior harkens to the old motto: “The beatings will continue until morale improves.

On being a King “…. a man who is truly a King need not always wear a crown or be obviously a King except to his closest confidants. His nobility can be disguised in his being humble and having the ability to move through all areas of social and economic ground like an equal. Because of his nature, his quality of care to others, his intellect and his subtle leadership, he will have the respect of those around him

The harsh truth is that those in sales and sales leadership who understand and master the basics thrive, and those who ignore them perpetually struggle.

Wherever problem persist, wisdom is lacking. There is no problem anywhere except wisdom problem. Wisdom provides solutions where there is complications.

That you are a born again Christian does not mean you will automatically succeed except you follow God's principles. Never forget faith without good work is dead.

What do I need to teach for my students to be able to master questions like number 4?” With the assessment as the roadmap to rigor, Steve's teaching process has been transformed. Write the test first, and the way forward is clear. Wait to write the test until the lessons have been taught, though, and you will end up following the route of Mr. Smith.

By “native genius” I mean something even more specific than a strength or a skill that might be highly rated on a 360 degree leadership assessment. A native genius is something that people do, not only exceptionally well, but absolutely naturally. They do it easily (without extra effort) and freely (without condition). What people do easily, they do without conscious effort. They do it better than anything else they do, but they don’t need to apply extraordinary effort to the task. They get results that are head-and-shoulders above others but they do it without breaking a sweat.

Whereas many coaches left to others the minutiae of leading an organization, Walsh broke down the minute-to-minute progression of team practices, defined responsibilities for coaches and players, and set rules for how to handle business matters such as negotiating contracts and dealing with the media. He also dispensed with an authoritarian style of leadership and empowered individuals by teaching them to think independently. These innovations amounted to a comprehensive new approach to coaching, one adopted and refined by a generation of Walsh’s successors.

He lifted the thrashing muskellunge, held it up for the world to see, and let the thrash go out of its body in a final, lurking shudder. He had pierced it through, a third of the way behind its head. Pale out of the water, all dull greenish-bronze and insipid vermiculations, except for reddish fins that reminded Henry of his mother's hard tack candy. It had the teeth of a nasty little dog. Sarsen slid its body down off the staff, leaving a watery braid of blood. Off the pike, its wound seemed to close. He lifted it by the tail and hollered. Sarsen could do anything.