Exercising Leadership Quotes

Exercising leadership is an expression of your aliveness... But when you cover yourself up, you risk losing something as well. In the struggle to save yourself, you can give up too many of those qualities that are the essence of being alive, like innocence, curiosity, and compassion.

The more varied the environments in which you exercise your leadership gift, the stronger that gift will become. You will become a far more effective leader.

A year of intense exercise and watching what you eat will likely change the trajectory of your life physically. You will melt away fat, tone up muscle, feel better, and change your habits, likely for life. But only ten days of that exercise program won’t move the needle on the scale. To create big-time success you have to stay focused and stay intense over an extended period of time.

To survive and succeed in exercising leadership, you must work as closely with your opponents as you do with your supporters.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION

(Patrick Henry) He understood that the home was the foundation of a stable society and that the authority a man "exercised within the larger society was rooted in the authority exercised at home." Thus ... the training ground for all sound leadership is the family.

In your emotions: exercise Joy over sadness.

By constant practices, deliberate repetitions and uninterrupted exercises, leaders go from zero to hero. They don't quit.

Good leadership is like exercise. We do not see any improvement to our bodies with day-to-day comparisons.

What I hope is clear at this point is that you don't have to be the boss to be a leader. The leader's job is to create and nurture the culture we all need to do our best work. And so anytime you play a role in doing that, you are exercising leadership.

Submission means that a wife acknowledges her husband’s headship as spiritual leader and guide for the family. It has nothing whatsoever to do with her denying or suppressing her will, her spirit, her intellect, her gifts, or her personality. To submit means to recognize, affirm, and support her husband’s God-given responsibility of overall family leadership. Biblical submission of a wife to her husband is a submission of position, not personhood. It is the free and willing subordination of an equal to an equal for the sake of order, stability, and obedience to God’s design. As a man, a husband will fulfill his destiny and his manhood as he exercises his headship in prayerful and humble submission to Christ and gives himself in sacrificial love to his wife. As a woman, a wife will realize her womanhood as she submits to her husband in honor of the Lord, receiving his love and accepting his leadership. When a proper relationship of mutual submission is present and active, a wife will be released and empowered to become the woman God always intended her to be.

5. Each person’s leadership is best exercised in his or her area of giftedness (v. 31). When we discover our gifts, we will naturally lead in those areas where we are most productive, intuitive, comfortable, influential, and satisfied.

Without persistent, focused action everything you know is virtually useless—a series of interesting mental exercises—nothing more.

To impart a moral responsibility to exercise fairness in leadership builds greater leaders of strong character.

Exercising adaptive leadership is about giving meaning to your life beyond your own ambition.

(1) He must be competent, (2) he must exercise good judgment, and (3) he must have character. By itself, competence is meaningless without character and good judgment. If

Once a man and woman have married, the only thing they should receive from their parents is advice and counsel, and then only when they ask for it. Parents should not offer opinions or advice without being asked. To do so undermines the development of the leadership and self-determination of the couple. When they married, the leadership and decision-making responsibilities transferred from their former homes to the new home they are building together. All leadership now devolves on them. They are responsible for making their own decisions. Part of cultivating companionship is learning how to exercise these responsibilities effectively together.

The most powerful way of being able to listen to your own intuition is by being silent. Find a quiet space, slow down and calm your mind. Your goal is to eliminate all that noise going through your head – all those thoughts that appear from nowhere.

When exercising leadership, you risk getting marginalized, diverted, attacked, or seduced. Regardless of the form, however, the point is the same. When people resist adaptive work, their goal is to shut down those who exercise leadership in order to preserve what they have.

I believe that the great tragedy of the church in our time has been its failure to recognize the importance of the spiritual gift of leadership. It appears to me that only a fraction of pastors worldwide are exercising the spiritual gift of leadership, organizing the church around it, and deploying church members through it. The results, in terms of church growth and worldwide spiritual impact, are staggering.

True nobility is to exercise power as a servant to all and master of none.

Rather than saying our leaders aren't leading, we can, using this distinction, say instead that the people with authority aren't exercising any leadership.

The new disease of our age is being OK doing everything at exactly the same time.

good leaders exercise judgment, which is a different thing from intelligence.

That being said, experiential team exercises can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes.

A leader is paid to do three things: Get the job done and get it done well. Plan ahead—be proactive, not reactive. Exercise good, sound judgment in doing all of the above.

The modern church encourages African-American women to keep others’ vineyards, while neglecting their own, in two ways: by venerating Black women’s performance of strength and depending upon women’s labor and financial support to maintain the church, without providing equal opportunity for Black women to exercise their gifts in ministerial leadership; and by distorting Scripture in a way that encourages suffering and self-sacrifice among Black women.

Liberality exercised in a way that does not bring you the reputation for it, injures you; for if one exercises it honestly and as it should be exercised, it may not become known, and you will not avoid the reproach of its opposite.

Life offers us this great gift of self-organization, how we can be held in the basin of shared meaning and, within that, exercise individual freedom. It is such a shame to waste it on fear and doubt. Or to seek to contain and control it.

Most such criticism and confrontation, usually made impulsively in anger or annoyance, does more to increase the amount of confusion in the world than the amount of enlightenment. For the truly loving person the act of criticism or confrontation does not come easily; to such a person it is evident that the act has great potential for arrogance. To confront one’s beloved is to assume a position of moral or intellectual superiority over the loved one, at least so far as the issue at hand is concerned. Yet genuine love recognizes and respects the unique individuality and separate identity of the other person. (I will say more about this later.) The truly loving person, valuing the uniqueness and differentness of his or her beloved, will be reluctant indeed to assume, “I am right, you are wrong; I know better than you what is good for you.” But the reality of life is such that at times one person does know better than the other what is good for the other, and in actuality is in a position of superior knowledge or wisdom in regard to the matter at hand. Under these circumstances the wiser of the two does in fact have an obligation to confront the other with the problem. The loving person, therefore, is frequently in a dilemma, caught between a loving respect for the beloved’s own path in life and a responsibility to exercise loving leadership when the beloved appears to need such leadership. The dilemma can be resolved only by painstaking self-scrutiny, in which the lover examines stringently the worth of his or her “wisdom” and the motives behind this need to assume leadership. “Do I really see things clearly or am I operating on murky assumptions? Do I really understand my beloved? Could it not be that the path my beloved is taking is wise and that my perception of it as unwise is the result of limited vision on my part? Am I being self-serving in believing that my beloved needs redirection?” These are questions that those who truly love must continually ask themselves. This self-scrutiny, as objective as possible, is the essence of humility or meekness. In the words of an anonymous fourteenth-century British monk and spiritual teacher, “Meekness in itself is nothing else than a true knowing and feeling of

The Pivotal Lever: Disproportionate Influence Factors The key to tipping point leadership is concentration, not diffusion. Tipping point leadership builds on the rarely exploited corporate reality that in every organization, there are people, acts, and activities that exercise

Success requires a focused attention of your time and energy. This is true no matter what you want to achieve – to change the world or simply change apartments. All success stories come down to one person having a focused aim – so focused at times it can look like an obsession.

That being said, experiential team exercises can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes. While each of these tools and exercises can have a significant short-term impact on a team’s ability to build trust,

unity is possible among the people of our nation with the right kind of leadership. But we the people must for ourselves determine that we will be indivisible regardless of the leadership, and we must exercise our ability to identify the divisive forces and vote them out of office.

It’s true that historical memory about female leadership empowered later women like Margery Kempe to preach, teach, and lead. But it’s also true that patriarchal beliefs about the inferiority and impurity of female bodies made it more difficult for women to exercise these spiritual gifts.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

Being humble is not based on your personality type. It’s far deeper than that. It’s a spiritual posture—an internal bending of the knee, the heart bowing in honor and service, both to God and others. It’s the willingness to exercise our gifts at floor level, if that’s where we’re needed and where we can make a difference.

When a person in authority demands obedience of another, irrespective of the latter's reason and conscience, this is tyranny. On the other hand, when by the exercise of tact and sympathy, prayer, spiritual power and sound wisdom, one is able to influence and enlighten another, so that a life course is changed, that is spiritual leadership.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove.

Stop worrying about what you cannot control. It’s a total waste of your energy, energy that could otherwise be used to help you focus on what you can influence. I spend large parts of my coaching sessions helping people to sift through their challenges and concerns – helping them to determine what they can change and what they have no control over.

On two occasions, the person I had chosen as airplane captain came through as environmental leader in this second exercise. These exercises reinforced my belief that leadership indeed depends on the situation. As circumstances change, leadership must change. A certain set of skills, instincts, and personality traits may be perfect today, but useless tomorrow.

If we ask a random orthodox religious person, what is the best religion, he or she would proudly claim his or her own religion to be the best. A Christian would say Christianity is the best, a Muslim would say Islam is the best, a Jewish would say Judaism is the best and a Hindu would say Hinduism is the best. It takes a lot of mental exercise to get rid of such biases.

In abdicating responsibility throughout God's kingdom at large, Christians have created a cultural vacuum of labor, influence, and leadership which the ungodly have come in to fill. The fact of the matter is, someone is going to exercise rulership in the earth. If not the godly, then the ungodly. If the righteous retreat completely, they have no reason to be surprised when they wake up one day to find their inheritance usurped by those who do not know God.

If the people merely have the right to vote, but no right of extensive participation, in other words, if they are awakened only at election time but go into hibernation afterwards, this is token democracy. Reviewing our experience with people's democracy since the founding of the PRC, we have made it clear that in such a vast and populous socialist country, extensive deliberation under the leadership of the CPC on major issues affecting the economy and the people's quality of life embodies the unity of democracy and centralism. Chinese socialist democracy takes two important forms: in one the people exercise their right to vote in elections, and in the other, people from all sectors of society undertake extensive deliberations before major decisions are made. In China, these two forms do not cancel one another out, nor are they contradictory; they are complimentary. They constitute institutional features and strengths of Chinese socialist democracy.

Only a leader who has followed well knows how to lead others well. Good leadership requires an understanding of the world that followers live in. Connecting with your people becomes possible because you have walked in their shoes. You know what it means to be under authority and thus have a better sense of how authority should be exercised. In contrast, leaders who have never followed well or submitted to authority tend to be prideful, unrealistic, rigid, and autocratic. “Civilization

Side by side with the limitless possibilities opened up by the new technologies, reflection about international order must include the internal dangers of societies driven by mass consensus, deprived of the context and foresight needed on terms compatible with their historical character. In every other era, this has been considered the essence of leadership; in our own, it risks being reduced to a series of slogans designed to capture immediate short-term approbation. Foreign policy is in danger of turning into a subdivision of domestic politics instead of an exercise in shaping the future. If the major countries conduct their policies in this manner internally, their relations on the international stage will suffer concomitant distortions. The search for perspective may well be replaced by a hardening of differences, statesmanship by posturing. As diplomacy is transformed into gestures geared toward passions, the search for equilibrium risks giving way to a testing of limits.

Grant had a theory about which kinds of circumstances would call for introverted leadership. His hypothesis was that extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees. To test his idea, he and two colleagues, professors Francesca Gino of Harvard Business School and David Hofman of the Kenan-Flagler Business School at the University of North Carolina, carried out a pair of studies of their own. In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent. In

None of them was impressed with Gravel, who at present was their commander. He had, in their eyes, failed them. He had sent Meadows and Downs out on missions that were foredoomed. It wasn’t all his fault, because he was getting pushed around from above, and he had complained about it bitterly and consistently. But part of being a leader was being able to push up as well as down. You didn’t ask men to risk everything on a mission that you did not believe in yourself. Gravel had been doing this now for several days. The men knew when they were being misused. This was the real deal, not some classroom exercise. These were blood decisions. They were the most important ones a military commander is asked to make. If you knew more because of where you were and what you saw, then you stood your ground. You didn’t just protest; if need be, you refused. You put your judgment on the line. This might destroy your career—hell, it would certainly destroy your career—but you accepted that, because whatever happened to you, your career, your reputation, these were minor things by comparison. Lives were at stake. A real leader knew his responsibility was not first and foremost to himself; it was to his men, and the mission. What mattered in combat, what really mattered, was not only understanding why you asked men to risk their lives, but making them understand. Men would willingly risk their lives, but they needed to know that it counted. And they needed to know they had a chance. If the commander believed those things himself, he could convince his men. The problem here was that neither the young company commanders nor Gravel held that belief.

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

Quadrant II is the important but not urgent. This may be the most important use of your time as an EntreLeader. The things that fall in this category impact the quality of your life and business possibly more than any other area. Examples of what falls into this area are exercise, strategic planning, goal setting, reading nonfiction leadership/business books, taking a class or three, relationship building, prayer, date night with your spouse, a day off devoted to brainstorming, doing your will/estate plan, saving money, and having the oil changed in your car. We can all agree that things that aren’t urgent but are important may be the most important activities we engage in as we look back at our life. The problem is we live in a society where the urge to be in motion, frenetic motion, at all times seems to be the spirit of the age. There is something about a quad II activity that causes you to pause and let a breath out, sigh, then engage in it. Activities like the ones mentioned above are the building blocks of a high-quality life and business, and yet because they are not urgent they seem to be some of the things we avoid the most.

On occasion, the leader may be intelligent and highly educated, but the possession of these qualities does him, as a rule, more harm than good. By showing how complex things are, by allowing of explanation and promoting comprehension, intelligence always renders its owner indulgent, and blunts, in a large measure, that intensity and violence of conviction needful for apostles. The great leaders of crowds of all ages, and those of the Revolution in particular, have been of lamentably narrow intellect; while it is precisely those whose intelligence has been the most restricted who have exercised the greatest influence.

It is too soon to say when or how this era will end or what will succeed it. But what is clear is that a good many of the trends are worrisome. If, for example, a Sino-American cold war materializes, it is quite possible this era may come to be known as the inter–Cold War era, one bookended by the U.S.-Soviet Cold War and one between the United States and China. Such an outcome would result in lower rates of economic growth for both because trade and investment would inevitably be curtailed. It would also reduce the potential for cooperation on regional and global issues. If the liberal world order is sustained and strengthened with the United States resuming a leading role, this could continue to be an era largely characterized by stability, prosperity, and freedom. It is possible, though, that the United States will choose to largely abandon its leading role in the world. In this case, we could in principle see an era of Chinese primacy, but given China’s character, internal constraints, and the nature and scale of the domestic challenges it faces, this is improbable. More likely is that this will turn out to be an era of deterioration, one in which no country or group of countries exercises effective global leadership. In that case, the future would be one of accelerating global disorder.

We have noted thatthe two creation stories contained no pointers toward male “headship” in the sense that men or husbands are supposed to exercise authority or leadership over women or wives. But the audience of Genesis knew that patriarchy was a reality of life. Genesis here tells them how this came to be. Male authority or domination was not God’s design but a consequence of a breakdown in relationship between humanity and God, between humanity and the animal world, and between human beings and one another. From now on, the Bible will assume the reality of patriarchy and of male headship, but it begins by noting that this came about only as a result of those various breakdowns of relationship.

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 young man of leadership caliber will work while others waste time, study while others snooze, pray while others daydream. Slothful habits are overcome, whether in thought, deed, or dress. The emerging leader eats right, stands tall, and prepares himself to wage spiritual warfare. He will without reluctance undertake the unpleasant task that others avoid or the hidden duty that others evade because it wins no public applause. As the Spirit fills his life, he learns not to shrink from difficult situations or retreat from hard-edged people. He will kindly and courageously administer rebuke when that is called for, or he will exercise the necessary discipline when the interests of the Lord's work demand it. He will not procrastinate, but will prefer to dispatch with the hardest tasks first.

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

Good leaders constantly worry about their limited ability to see. To rise above those limitations, good leaders exercise judgment, which is a different thing from intelligence. Intelligence is the ability to solve a problem, to decipher a riddle, to master a set of facts. Judgment is the ability to orbit a problem or a set of facts and see it as it might be seen through other eyes, by observers with different biases, motives, and backgrounds. It is also the ability to take a set of facts and move it in place and time—perhaps to a hearing room or a courtroom, months or years in the future—or to the newsroom of a major publication or the boardroom of a competitor. Intelligence is the ability to collect and report what the documents and witnesses say; judgment is the ability to say what those same facts mean and what effect they will have on other audiences.

The real things of life were getting a grip on him more and more,” Jacob Riis observed. In an essay on “fellow-feeling,” written a decade and a half later, Roosevelt maintained that empathy, like courage, could be acquired over time. “A man who conscientiously endeavors to throw in his lot with those about him, to make his interest theirs, to put himself in a position where he and they have a common object, will at first feel a little self-conscious, will realize too plainly his aims. But with exercise this will pass off. He will speedily find that the fellow-feeling which at first he had to stimulate was really existent, though latent, and is capable of a very healthy growth.” Indeed, he argued that a “very large part of the rancor of political and social strife” springs from the fact that different classes or sections “are so cut off from each other that neither appreciates the other’s passions, prejudices, and, indeed, point of view.

we have much to learn from the struggles in Alabama and Mississippi in the early 1960s. In the spring of 1963 the Southern Christian Leadership Conference led by Dr. King launched a “fill the jails” campaign to desegregate downtown department stores and schools in Birmingham. But few local blacks were coming forward. Black adults were afraid of losing their jobs, local black preachers were reluctant to accept the leadership of an “Outsider,” and city police commissioner Bull Connor had everyone intimidated. Facing a major defeat, King was persuaded by his aide, James Bevel, to allow any child old enough to belong to a church to march. So on D-day, May 2, before the eyes of the whole nation, thousands of schoolchildren, many of them first graders, joined the movement and were beaten, fire-hosed, attacked by police dogs, and herded off to jail in paddy wagons and school buses. The result was what has been called the “Children’s Miracle.” Inspired and shamed into action, thousands of adults rushed to join the movement. All over the country rallies were called to express outrage against Bull Connor’s brutality. Locally, the power structure was forced to desegregate lunch counters and dressing rooms in downtown stores, hire blacks to work downtown, and begin desegregating the schools. Nationally, the Kennedy administration, which had been trying not to alienate white Dixiecrat voters, was forced to begin drafting civil rights legislation as the only way to forestall more Birminghams. The next year as part of Mississippi Freedom Summer, activists created Freedom Schools because the existing school system (like ours today) had been organized to produce subjects, not citizens. People in the community, both children and adults, needed to be empowered to exercise their civil and voting rights. A mental revolution was needed. To bring it about, reading, writing, and speaking skills were taught through discussions of black history, the power structure, and building a movement. Everyone took this revolutionary civics course, then chose from more academic subjects such as algebra and chemistry. All over Mississippi, in church basements and parish halls, on shady lawns and in abandoned buildings, volunteer teachers empowered thousands of children and adults through this community curriculum. The Freedom Schools of 1964 demonstrated that when Education involves young people in making community changes that matter to them, when it gives meaning to their lives in the present instead of preparing them only to make a living in the future, young people begin to believe in themselves and to dream of the future.

end of the continuum are the ineffective people who transfer responsibility by blaming other people, events, or the environment—anything or anybody “out there” so that they are not responsible for results. If I blame you, in effect I have empowered you. I have given my power to your weakness. Then I can create evidence that supports my perception that you are the problem. At the upper end of the continuum toward increasing effectiveness is self-awareness: “I know my tendencies, I know the scripts or programs that are in me, but I am not those scripts. I can rewrite my scripts.” You are aware that you are the creative force of your life. You are not the victim of conditions or conditioning. You can choose your response to any situation, to any person. Between what happens to you and your response is a degree of freedom. And the more you exercise that freedom, the larger it will become. As you work in your circle of influence and exercise that freedom, gradually you will stop being a “hot reactor” (meaning there’s little separation between stimulus and response) and start being a cool, responsible chooser—no matter what your genetic makeup, no matter how you were raised, no matter what your childhood experiences were or what the environment is. In your freedom to choose your response lies the power to achieve growth and happiness.

This book festival...grew to attract thousands of visitors every year. Now they felt like they needed a new purpose. The festival’s continuing existence felt assured. What was it for? What could it do? How could it make itself count? The festival’s leadership reached out to me for advice on these questions. What kind of purpose could be their next great animating force? Someone had the idea that the festival’s purpose could be about stitching together the community. Books were, of course, the medium. But couldn’t an ambitious festival set itself the challenge of making the city more connected? Couldn’t it help turn strong readers into good citizens? That seemed to me a promising direction—a specific, unique, disputable lodestar for a book festival that could guide its construction...We began to brainstorm. I proposed an idea: Instead of starting each session with the books and authors themselves, why not kick things off with a two-minute exercise in which audience members can meaningfully, if briefly, connect with one another? The host could ask three city- or book-related questions, and then ask each member of the audience to turn to a stranger to discuss one of them. What brought you to this city—whether birth or circumstance? What is a book that really affected you as a child? What do you think would make us a better city? Starting a session with these questions would help the audience become aware of one another. It would also break the norm of not speaking to a stranger, and perhaps encourage this kind of behavior to continue as people left the session. And it would activate a group identity—the city’s book lovers—that, in the absence of such questions, tends to stay dormant. As soon as this idea was mentioned, someone in the group sounded a worry. “But I wouldn’t want to take away time from the authors,” the person said. There it was—the real, if unspoken, purpose rousing from its slumber and insisting on its continued primacy. Everyone liked the idea of “book festival as community glue” in theory. But at the first sign of needing to compromise on another thing in order to honor this new something, alarm bells rang. The group wasn’t ready to make the purpose of the book festival the stitching of community if it meant changing the structure of the sessions, or taking time away from something else. Their purpose, whether or not they admitted it, was the promotion of books and reading and the honoring of authors. It bothered them to make an author wait two minutes for citizens to bond. The book festival was doing what many of us do: shaping a gathering according to various unstated motivations, and making half-hearted gestures toward loftier goals.

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...

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

The question is what kind of stuff do you immerse your mind in? What kind of food does your brain feed on? What kind of exercise does it get and for what purpose? What do you spend time listening to? What thoughts do you entertain? All these are the processes that form the conveyor belt into your subconscious mind.

You make the plans - otherwise you will die thinking it is not possible to plan to have time for work, for exercise, for sleep, for relaxation, for recreation, for eating, for entertainment, for love, for family, for spirituality, for friends, for personal reflection, for personal development, for business, for charity all in one life!

A leader is someone who can effectively exercise his influence on people that he can make them believe something he wants them to believe.

The sine qua non of improvement is the emotionally mature and intelligent desire to overcome oneself and to help others do likewise. This desire stems from a deep awareness of the exalted vocation of man. “Leadership,” says Drucker, “is the lifting of a man’s vision to higher sights, the raising of a man’s performance to a higher standard, the building of a man’s personality beyond its normal limitations.”[33] This challenge applies both to the leader, and, through the leader, to the led. Leadership indeed is never an individualistic exercise. True leaders are always leaders of leaders.

This culture within FPD influences officer activities in all areas of policing, beyond just ticketing. Officers expect and demand compliance even when they lack legal authority. They are inclined to interpret the exercise of free-speech rights as unlawful disobedience, innocent movements as physical threats, indications of mental or physical illness as belligerence. Police supervisors and leadership do too little to ensure that officers act in accordance with law and policy, and rarely respond meaningfully to civilian complaints of officer misconduct.

To be self-disciplined is to choose to adhere to our own set of rules. We determine to walk away from an extra piece of chocolate cake. We determine to get up early every morning in order to exercise, meditate, read the Bible, work on our next book, feed our pets, or prepare breakfast for our children. We determine to be Christlike in our roles as leaders.

Leadership as a Service But the best leadership—the kind that people can mention only with evident emotion and deep respect—is most often exercised by people without positional power. It happens outside the official hierarchy of delegated authority. When I’m on my home turf, I play tennis two or three times a week in groups organized by a charming fellow named Mike. Mike is our leader. It’s Mike who decides the matchups: who plays with whom and against whom. He’s the one who shuffles the players (16 of us on four courts) after each set so we all have different partners for all three sets. He invariably makes good pairings so that near the end of a half hour you can look across the courts and see four scores like 5 to 4, 6 to 6, 7 to 6, and 5 to 5. He has a great booming voice, easy to hear even when he is three courts away. He sets the meeting times, negotiates the schedules for court time, and makes sure there are subs for anyone who needs to be away. Nobody gave Mike the job of leading the group; he just stepped up and took it. His leadership is uncontested; the rest of us are just in awe of our good fortune that he leads us as he does. He gets nothing for it except our gratitude and esteem. —TDM In this example, leadership is not about extracting anything from us; it’s about service. The leadership that the Mikes of the world provide enables their endeavors to go forth. While they sometimes set explicit directions, their main role is that of a catalyst, not a director. They make it possible for the magic to happen. In order to lead without positional authority—without anyone ever appointing you leader—you have to do what Mike does: • Step up to the task. • Be evidently fit for the task. • Prepare for the task by doing the required homework ahead of time. • Maximize value to everyone. • Do it all with humor and obvious goodwill. It also helps to have charisma.

exercise I recommend is to do two things daily: 1) gain perspective, and 2) make some decisions and commitments in light of that perspective. People have the capability to transcend themselves, to rise above the moment and see what’s happening and what should be happening. We need to take time to plan and make some decisions in light of this understanding. As Goethe put it, “Things which matter most must never be at the mercy of things which matter least.” Careful planning helps us maintain a sense of perspective, purpose, and ordered priorities.

If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.

For the apostle Paul there was only one Calling for those who proclaim the name of Christ—and that was the transcendent, metaphysical reality that all who profess faith in Christ are first and foremost children of God. Christian leaders have but one vocation, or Calling, in this life and that is as members of the same universal body of Jesus Christ. As leaders we are all called to the same glorious future—exercising our leadership as a means to the same end. We have been called to be citizens of a different kingdom (Phil. 3:20).

The reality is that the way in which a leader conducts his personal life does, in fact, have a profound impact on his ability to exercise effective public leadership.

When a leader is at their limit the last thing they want to hear is that they need to change even more. Maintaining good rhythms of rest, exercise and fun create more energy for a leader to be willing and open for change.

Accountability Exercise: Commit to full accountability for the next 24 hours. No matter what is on your schedule, make sure you follow through with every single thing you said you would do, and yes when you say to yourself or someone else that you will do something, you need to find a way to get it done.

Strategic thinking without leadership risks becoming an intellectual exercise,

Starting from the assumption that good governance is fundamental for the exercise of leadership, to develop leadership content implies the steps shown in Figure 2.2. below (many of these steps will be further developed later on).

When you become aware of the need to practice servant leadership, to act as a faithful steward and exercise good personal governance – the challenge is to align these three and ensure they fit in with your defined leadership vision, mission and values. If there is no congruence, then leadership effectiveness will be compromised because the likelihood of not practicing these sound principles will be very high.

The ability to solve emerging problems, both those day to day issues that we encounter in normal work, and those complex emergencies that hit us without warning, are pivotal to our personal and organizational survival in difficult economic times. Tactical Decision Games are short, pointed exercises to increase the speed and maturity of problem solving. Used regularly and thoughtfully, tactical Decision Games will train individuals and teams to shorten the time needed to recognize and successfully overcome emergent problems of any type.

I explained a leadership philosophy to her that had been drilled into me for years; and that I firmly believed in.   “Julie, my military training has included the study of leadership. I don’t claim to be an expert on the subject but I have tried to learn from some very smart people. For example, let me ask you this: What would you say the definition of ‘leadership’ is?”   One of the things I liked about Julie is that she was always up for an intellectual challenge. After thinking for a moment she responded, “Being in a position where other people have to do what you tell them.”   “Ok,” I replied. “That’s one type of leadership; it’s called Authoritarian or Rank-Based Leadership and the military and Corporate America are definitely based on it but there’s another type that’s more powerful...   “It’s called Influential Leadership.”   “This type of leadership is used by those that build churches or lead volunteer organizations or lead movements. There is no boss with rank or authority; people follow because they choose to. The definition of leadership that I believe in most is simply the word ‘influence’ – and if you accept that then I have another question for you…”   She nodded for me to continue.   “I first heard a brilliant man named John Maxwell ask this question; What is the difference between leadership and manipulation?”   Julie started to respond but then paused in thought. I thought it was a great question and I remember the impact it had held on me the first time I’d heard it.   She finally answered, “One is good and one is bad.”   “Agreed,” I said. “Here is how I would say it though… There is no physical difference in leadership and manipulation – they are both exercising influence. The only difference is intent.   “For example; if I’m trying to influence someone to do something that benefits both of us and maybe others we call it leadership. If I’m trying to influence someone to do something that benefits only myself we call it manipulation.

Within every man there is the potential for true manhood. If they learn how to, men can exercise self-control and leadership in any and every situation. But without fathers to help us discover that in healthy ways, we can end up never cultivating our manhood or abusing it and others around us.

The primary human endowments are 1) self-awareness or self-knowledge; 2) imagination and conscience; and 3) volition or willpower. The secondary endowments are 4) an abundance mentality; 5) courage and consideration; and 6) creativity. The seventh endowment is self-renewal. All are unique human endowments; animals don’t possess any of them. But they are all on a continuum of low to high levels. • Associated with Habit 1: Be Proactive is the endowment of self-knowledge or self-awareness—an ability to choose your response (response-ability). At the low end of the continuum are the ineffective people who transfer responsibility by blaming other people, events, or the environment—anything or anybody “out there” so that they are not responsible for results. If I blame you, in effect I have empowered you. I have given my power to your weakness. Then I can create evidence that supports my perception that you are the problem. At the upper end of the continuum toward increasing effectiveness is self-awareness: “I know my tendencies, I know the scripts or programs that are in me, but I am not those scripts. I can rewrite my scripts.” You are aware that you are the creative force of your life. You are not the victim of conditions or conditioning. You can choose your response to any situation, to any person. Between what happens to you and your response is a degree of freedom. And the more you exercise that freedom, the larger it will become. As you work in your circle of influence and exercise that freedom, gradually you will stop being a “hot reactor” (meaning there’s little separation between stimulus and response) and start being a cool, responsible chooser—no matter what your genetic makeup, no matter how you were raised, no matter what your childhood experiences were or what the environment is. In your freedom to choose your response lies the power to achieve growth and happiness.

Practice using these two unique human capacities: first, see yourself going to the office this afternoon, or home tonight, and finding it in a terrible situation. The house is a total disaster. No one has done his or her job; all the commitments made have been unfulfilled. And you’re tired and beat up. Now, imagine yourself responding to that reality in a mature, wise, self-controlled manner. See the effect that has on someone else. You didn’t confess their sins. You started to pitch in. You were cheerful, helpful, pleasant. And your behavior will prick the conscience of others and allow the consequences agreed upon to happen. You just used two unique human capacities: imagination and conscience. You didn’t rely on memory; if you had relied on memory or history, you might have lost your cool, made judgments of other people, and exacerbated conditions. Memory is built into your past responses to the same or similar stimuli. Memory ties you to your past. Imagination points you to your future. Your potential is unlimited, but to potentiate is to actualize your capabilities no matter what the conditions. In the book Man’s Search for Meaning, Viktor Frankl, the Austrian psychiatrist imprisoned in the death camps of Nazi Germany in World War II, tells how he exercised the power to choose his response to his terrible conditions. One day he was subjected to experiments on his body. And he discovered, “I have the power to choose.” And he looked for meaning. He believed that if you have a meaning (purpose or cause), if you have a why, you can live with any what. The development of his professional life came out of that one insight. He was raised in the Freudian tradition of psychic determinism. He learned it was a lie. It wasn’t based on science. It came from the study of sick people—neurotics and psychotics—not from the study of healthy, creative, effective people. He didn’t go to his memory, he went to his imagination and conscience. You, too, can progress along the continuum from futility and old habits to faith, hope, and inner security through the exercise of conscience and imagination.

• Associated with Habit 3: Put First Things First is the endowment of willpower. At the low end of the continuum is the ineffective, flaky life of floating and coasting, avoiding responsibility and taking the easy way out, exercising little initiative or willpower. And at the top end is a highly disciplined life that focuses heavily on the highly important but not necessarily urgent activities of life. It’s a life of leverage and influence.

Without that courage, an officer is just another person in the crowd of badges. Demonstrating courage takes practice. Many police professionals have the knowledge and ability to lead. Yet, they may choose not to exercise their leadership skills—not to do the right thing—because they fear losing the rewards that conformity provides (such

Remember that scene in the first Indiana Jones movie when someone asks Indy what he’s going to do next, and he replies, “I don’t know, I’m making it up as we go along.” That’s how I view leadership. It’s an act of controlled improvisation, a Thelonious Monk finger exercise, from one moment to the next.

The Challenge of leadership: inspiring people to work hard and to execute tasks willingly. To meet that challenge, a leader must demonstrate three things: 1. He must be competent. 2. He must exercise good judgement. 3. He must have character.

Most companies have succession plans for their leadership ranks, but it devolves into a rote exercise, and the organization lacks a clear sense of who will fill key roles in case of departure. It’s another instance of what I call “compliance with words rather than compliance with intent.

The dying president had warned long before that lawlessness, murder, and mob rule would create fertile ground for a Caesar or a Napoleon, men of towering egos who would seek distinction by “pulling down” rather than “building up.” The dying president, who had worked much of his life to counter extremism, hate, and vindictiveness—who, that very afternoon, had counseled his colleagues against exercising arbitrary power over the vanquished southern states—was himself the victim of a racist extremist who would be remembered in infamy only for the man he killed.

In 1939 “removal” still meant social exclusion and displacement, not physical annihilation. Only after Germany’s occupation of Poland and its invasion of the Soviet Union did genocide become an option. The search for a written command by Hitler ordering the Holocaust is a pointless exercise. As we have seen, it was his style of leadership to express decisions of fundamental scope in terms of general wishes, which were then to be translated into concrete instructions by the executors of his policies. We should not forget that this abominable crime against humanity could not have been carried out without the participation of hundreds of thousands of ready helpers.

Indeed, Putin would like nothing more than to see the complete collapse of NATO so he can reconstitute Russia’s lost empire without the meddlesome West standing in his way. Under his leadership, Russia is once again quietly funneling money to extreme political parties in Western Europe on both the left and the right. It seems Putin doesn’t care much about his friends’ politics, so long as they are opposed to the United States and see the world roughly as he does. Besides, Putin has no real politics of his own. He is a kleptocrat and has no philosophy other than the cynical exercise of power.

Expressive association In the United States, expressive associations are groups that engage in activities protected by the First Amendment – speech, assembly, press, petitioning government for a redress of grievances, and the free exercise of religion. In Roberts v. United States Jaycees, the U.S. Supreme Court held that associations may not exclude people for reasons unrelated to the group's expression. However, in the subsequent decisions of Hurley v. Irish-American Gay, Lesbian, and Bisexual Group of Boston, the Court ruled that a group may exclude people from membership if their presence would affect the group's ability to advocate a particular point of view. The government cannot, through the use of anti-discrimination laws, force groups to include a message that they do not wish to convey. However, this concept does not now apply in the University setting due to the Supreme Court's ruling in Christian Legal Society v. Martinez (2010), which upheld Hastings College of Law policy that the school's conditions on recognizing student groups were viewpoint neutral and reasonable. The policy requires student organizations to allow "any student to participate, become a member, or seek leadership positions, regardless of their status or beliefs" and so, can be used to deny the group recognition as an official student organization because it had required its members to attest in writing that "I believe in: The Bible as the inspired word of God; The Deity of our Lord, Jesus Christ, God's son; The vicarious death of Jesus Christ for our sins; His bodily resurrection and His personal return; The presence and power of the Holy Spirit in the work of regeneration; [and] Jesus Christ, God's son, is Lord of my life." The Court reasoned that because this constitutional inquiry occurs in the education context the same considerations that have led the Court to apply a less restrictive level of scrutiny to speech in limited public forums applies. Thus, the college's all-comers policy is a reasonable, viewpoint-neutral condition on access to the student organization forum.

The word ambition comes from a Latin word meaning “campaigning for promotion.” The phrase suggests a variety of elements: social visibility and approval, popularity, peer recognition, the exercise of authority over others. Ambitious people, in this sense, enjoy the power that comes with money, prestige, and authority. Jesus had no time for such ego-driven ambitions. The true spiritual leader will never “campaign for promotion.” To His “ambitious” disciples Jesus announced a new standard of greatness: “You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all” (Mark 10:42–44).

As Billy Graham has often said regarding early mornings, “No Bread, no bread.” In my life, it is my goal to have a daily quiet time, exercise physically every day (even when traveling) and to read something to refresh my mind and help me to grow in knowledge.

Good leadership is like exercise. We do not see any improvement to our bodies with day-to-day comparisons. In fact, if we only compare the way our bodies look on a given day to how they looked the previous day, we would think our efforts had been wasted. It’s only when we compare pictures of ourselves over a period of weeks or months that we can see a stark difference.

Both men rubbed their chests and winced, the areas around the impacts were brilliant red and swollen. “That hurt like hell!” This was from Jacobson. “You’re lucky the Lieutenant was just firing paintballs, Private.” Jack was sure Jacobson was understating his case. The Rossman Model MP5 was accurate to over one hundred feet, with a muzzle velocity more than two times that of the recreational Co2 guns available to the general public. They certainly packed a hell of a wallop. The critiquing of the exercise continued for the rest of the day. Many important lessons had been painfully learned or relearned. Measures could now be taken to address the last of the shortcomings of base security, lessons which could and would most certainly be passed on to other base commanders. After all was said and done the exercise was deemed a success. Lieutenant General Roy and Colonel Hart sat back during most of the meeting. The general was again very impressed with Jack and Donny as they critiqued the exercise. The operation had, unfortunately, gone exactly as Jack had presented it to the two of them just two days before. But what impressed Lieutenant General Roy the most was the ease of leadership of both men.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11.

we will examine the tensions between the execution mindset required to exercise leadership within a mature ecosystem and the alignment mindset required to establish leadership in an emerging ecosystem. Understanding how to manage the fit between these mindsets and your position in the ecosystem cycle matters regardless of whether your purpose is selecting leaders, working under leaders, or developing yourself as a leader.