Expressive Leadership Quotes

7 Effective Ways to Make Others Feel Important 1. Use their name. 2. Express sincere gratitude. 3. Do more listening than talking. 4. Talk more about them than about you. 5. Be authentically interested. 6. Be sincere in your praise. 7. Show you care.

She turned back to the cards and tapped the Ace of Cups. "You're on the verge of a new beginning, a rebirth of great power and emotion. Your life will change, but it will be change that takes you in the direction that, while difficult, will ultimatley illuminate the world." "Whoa," I said. Rhonda then pointed to the Empress. "Power and leadership lie ahead of you, which you will handle with grace and intelligence. The seeds are already in place, though there's an edge of uncertainty-an enigmatic set of influences that hang around you like a mist." Her attention was on the Moon as she said those words. "But my overall impression is that those unknown factors won't deter you from your destiny." Lissa's eyes were wide. "You can teel that just from the cards?" ... After several moments of heavy silence, she said, "You will destroy that which is undead." i waited about thirty seconds for her to continue, but she didn't. "Wait, that's it?" ... Her eyes flickered over the cards, looked at Dimitri, then looked back at the cards. Her expression was blank. "You will lose what you value most, so treasure it while you can." She pointed to the Wheel of Fortune card. "The wheel is turning, always turning.

Presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.... Leaders should strive for authenticity over perfection.

the person who has technical knowledge plus the ability to express ideas, to assume leadership, and to arouse enthusiasm among people—that person is headed for higher earning power.

A good Board Of Directors team is one where ideas are flowing fluidly - and where each idea is met with an initial welcome, an intellectual challenge, an expression of gratitude, a rigorous scrutiny and a readiness for action.

I say, 'Get me some poets as managers.' Poets are our original systems thinkers. They contemplate the world in which we live and feel obligated to interpret, and give expression to it in a way that makes the reader understand how that world runs. Poets, those unheralded systems thinkers, are our true digital thinkers. It is from their midst that I believe we will draw tomorrow's new business leaders." --Sidney Harman, CEO Multimillionaire of a stereo components company

Leadership is an art expressed by the demonstration of characters worthy of immitation, emulation and inspiration. It is neither a title nor a postion.

The micro facial expression of contempt when engaging leaders about preparing for their organisation's change is often the norm, matched only by their leadership of change knowledge

Expression is saying what you wish to say, Impression is saying what others wish to hear.

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.

Anyaele Sam Chiyson Leadership Law of Responsibility: Great leaders greet their geniuses through their greatest power of choice, principle-based living and highest means of expressing their voice.

Whether we coach, advise, counsel, facilitate, or mentor, the effectiveness of what we do depends in large measure on our beliefs about human potential. The expressions “to get the best out of someone” and “your hidden potential” imply that more lies within the person waiting to be released.

Leaders should never apologize for the strength of feeling that accompanies their God-given visions. God designed leaders to experience their longing, their desire, and their drive deeply, and to express it fully. And when they do, they energize others.

Help in the broadest sense is, in fact, one of the most important currencies that flow between members of society because help is one of the main ways of expressing love and other caring emotions that humans express.

Hitler's unusually improvisational and personal style of leadership, which created constant responsibility conflicts and an anarchic tangle of offices and portfolios, was anything but an expression of political incompetence. On the contrary, it served to make Hitler's own supremacy essentially unassailable.

Certainly, a clear line must be preserved by strict discipline, and on the other hand the men must know that everything is done for them that hard times permit. On the top of that it follows that, among real men, what counts is deeds, not words; and then it comes of itself, when such are the relations between men and their leaders, that instead of opposition there is harmony between them. The leader is merely a clearer expression of the common will and an example of life and death. And there is no science in all this. It is a practical quality, the simple manly commonsense that is native to a sound and vigorous race.

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.

Expression is saying what you really feel. Impression is saying what others want to hear.

Don't apologize for expressing passion. Don't back down when it comes to your integrity. Don't let anyone undermine your standards for the sake of ease. Be a character of excellence, NOT excuses.

When man is finally able to see himself and the world around him with clear cognition, he finds a picture far more pleasant. Visible in unmistakable clarity and devastating detail is man’s failure to be what he might be and his misuse of his world. This revelation causes him to leap out in search of a way of life and system of values which will enable him to be more than he has been. He seeks a foundation of self-respect, which will have value system rooted in knowledge and cosmic reality where he expresses himself so that all others, all beings can continue to exist. His values now are of a different order from those at previous levels: They arise not from selfish interest but from the recognition of the magnificence of existence and the desire that it shall continue to be.

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

Think hard. Be as specific as possible. Ask yourself: “Exactly what is it that I am after every day?” If you are Federal Express, your clarity of purpose is get it there. If you are Disney, it is make people happy. If you are the Ohio State

Positive energy is unleashed when leaders give themselves permission to connect and express themselves from the core of who they are. When leaders practice authenticity, creativity, engagement, confidence, and a sense of inner resourcefulness emerge.

Meditation I KNOW there is a Power for Good which is responding to me and bringing into my experience everything that is necessary to my unfoldment, to my happiness, to my peace, to my health, and to my success. I know there is a Power for Good that enables me to help others and to bless the whole world. So I say quietly to myself: There is one Life, that Life is God, that Life is perfect, that Life is my life now. It is flowing through me, circulating in me. I am one with Its rhythm. My heart beats with the pulsation of the Universe, in serenity, in peace, and in joy. My whole physical being is animated by the Divine Spirit, and if there is anything in it that does not belong, it is cast out because there is One Perfect Life in me now. And I say to myself: I am daily guided so that I shall know what to do under every circumstance, in every situation. Divine Intelligence guides me in love, in joy, and in complete self-expression. Desiring that the Law of Good alone shall control me, I bless and prosper everything I am doing; I multiply every activity; I accept and expect happiness and complete success. Realizing that I am one with all people, I affirm that there is a silent Power flowing through me and them, which blesses and heals and prospers, makes happy and glad their pathway. And realizing that the world is made up of people like myself, I bless the world and affirm that it shall come under the Divine government of Good, under the Divine providence of Love, and under the Divine leadership of the Supreme Intelligence. For thine is the kingdom, and the power, and the glory, for ever. Amen.

For within the very structure of family life, in families that do or did embrace the male religions, are the almost invisibly accepted social customs and life patterns that reflect the one-time strict adherence to the biblical scriptures. Attitudes towards double-standard premarital virginity, double-standard marital fidelity, the sexual autonomy of women, illegitimacy, abortion, contraception, rape, childbirth, the importance of marriage and children to women, the responsibilities and role of women in marriage, women as sex objects, the sexual identification of passivity and aggressiveness, the roles of women and men in work or social situations, women who express their ideas, female leadership, the intellectual activities of women, the economic activities and needs of women and the automatic assumption of the male as breadwinner and protector have all become so deeply ingrained that feelings and values concerning these subjects are often regarded, by both women and men, as natural tendencies or even human instinct.

Valor in the leader is often an expression of the leader's character, fortitude, grace, vulnerability, openness, and honesty.

Let your words be as few as will express the sense you wish to convey and above all let what you say be true. —Stonewall Jackson

Mostly, we think that a self-expressive person is egotistical. That may be true but what about someone who refrains from expressing himself to protect his ego from bruised?

BEAUTY...has its own language.. The 'expression' of a Spontaneous Fully Functioning Self.. If 'Spontaenity' is missing, start questioning the 'reality' of it..!

Dance of life has three components: expression, repetition of certain patterns, and rhythms. When you are mindful, you will know your rhythms, patterns, and expressions.

Expression is saying what you wish to say, Impression is saying what others wish to listen.

Expression is the truth, impression is a lie.

All power lies in free expression.

Don’t look for leadership just at the top of the tree. Listen to leadership wherever it is expressed.

WHO ARE YOU?” This is the first question your constituents want you to answer for them. Your leadership journey begins when you set out to find the answer and are able to express it.

No one is charismatic. Someone becomes charismatic in history, socially. The question for me is once again the problem of humility. If the leader discovers that he is becoming charismatic not because of his or her qualities but because mainly he or she is being able to express the expectations of a great mass of people, then he or she is much more of a translator of the aspirations and dreams of the people, instead of being the creator of the dreams. In expressing the dreams, he or she is recreating these dreams. If he or she is humble, I think that the danger of power would diminish.

Unless the manager or coach believes that people possess more capability than they are currently expressing, he will not be able to help them express it. He must think of his people in terms of their potential, not their performance. The majority of appraisal systems are seriously flawed for this reason. People are put in performance boxes from which it is hard for them to escape, either in their own eyes or their manager’s.

With families, I stopped creating encyclopedias of data about all their issues and began to search instead for the member with the greatest capacity to be a leader as I have defined it. That person generally turned out to be the one who could express himself or herself with the least amount of blaming and the one who had the greatest capacity to take responsibility for his or her own emotional being and destiny. I began to coach the “leader” alone, letting the rest of the family drop out and stay home. I stopped trying to get people to “communicate” or find better ways of managing their issues. Instead, I began to concentrate on helping the leader to become better defined and to learn how to deal adroitly with the sabotage that almost invariably followed any success in this endeavor. Soon I found that the rest of the family was “in therapy” whether or not they came into my office.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

Among all of us there was a leadership philosophy expressed to the entire organization: If there is a problem and you tell me, it’s our problem. If there is a problem and you don’t tell me, it’s your problem—and you don’t want to have a problem!

When you have lived your life under such dominant image-leadership, its pressures put a certain invisible English on the cue ball of your development: It influences all of your ideas about who you should be, all the ways in which you become yourself.

They came to me because they had finally realized, after years of observation and experience, that the highest-paid personnel in engineering are frequently not those who know the most about engineering. One can, for example, hire mere technical ability in engineering, accountancy, architecture or any other profession at nominal salaries. But the person who has technical knowledge plus the ability to express ideas, to assume leadership, and to arouse enthusiasm among people—that person is headed for higher earning power.

Could I see that God wanted to transform my life from a somewhat ugly, useless branch to an arrow, a tool usable in His hands, for the furtherance of His purposes?....To be thus transformed, was I willing - am I till willing - for the whittling, sandpapering, stripping, processes necessary in my Christian life? The ruthless pulling off of leaves and flowers might include doing without a television set or washing machine, remaining single in order to see a job done, re-evaluating the worthiness of the ambition to be a "good" doctor (according to my terms an values). The snapping of thorns might include drastic dealing with hidden jealousies and unknown prides, giving up prized rights in leadership and administration. The final stripping of the bark might include lessons to be learned regarding death to self - self-defence,self-pity, self-justification, self-vinidication, self-sufficiency, all the mechanisms of preventing the hurt of too deep involvment. Am I prepared for the pain, which may at times seem like sacrifice, in order to be made a tool in His service? My willingness will be a measure of the sincerity of my desire to express my heartfelt gratitude to Him for his so-great salvation. Can I see such minor "sacrifices" in light of the great sacrifice of Calvary, where Christ gave all for me?

When a member of a unit (military or non-military) loses his life, or when a member has a death in the family, it’s the duty of the leader to take sincere action in expressing personal condolences, sympathy or any other appropriate steps considering the circumstances.

UN-Impressives • Lying. • Bragging. • Gossiping. • Cursing and using foul language. • Making self-deprecating comments. • Regularly expressing worry and anxiety. • Criticizing and condemning people and situations. • Demonstrating a lack of emotional intelligence or compassion.

The Renaissance idea of individualism never penetrated Africa like it did Europe and America. The African model of leadership is better expressed as ubuntu, the idea that people are empowered by other people, that we become our best selves through unselfish interaction with others.

She committed her energies to the Labour Party in 1944 but expressed disappointment with its leaders, complaining to David Hicks in May of ‘the usual lack of unity and intelligent leadership on the left’. To her surprise and delight, however, the Labour Party swept to victory in July 1945.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

You have to believe, and you have to develop the skills to transmit your belief. It’s your passion that brings the vision to life. If you’re going to lead, you have to recognize that your enthusiasm and expressiveness are among your strongest allies in your efforts to generate commitment in others. Don’t underestimate your talents.

stay committed to your mission, values, and the full self-expression of your inner leader even when people doubt you. When people say you’ll fail or suggest you’re not good enough, stand strong in your own skin and don’t let them tear you down. Because leadership has a lot to do with believing in yourself when no one else believes in you.

Resolving to influence and persuade others will require a degree of personal passion and a depth of caring that you are willing to express and act on. I can tell you this: it will make you feel very vulnerable. The only antidote is to believe you are after a worthwhile change and that you are likely to be the right one to lead this particular charge.

Purpose expresses most deeply what makes you a unique individual. Your purpose defines who you are, how you live your life and how you lead. Your purpose provides you with inner strength and drive to live and lead each day. It equips you with what you need to face the challenges of the day and of life. Your purpose provides context and meaning to your life.

We had better want the consequences of what we believe or disbelieve, because the consequences will come! . . . But how can a society set priorities if there are no basic standards? Are we to make our calculations using only the arithmetic of appetite? . . . The basic strands which have bound us together socially have begun to fray, and some of them have snapped. Even more pressure is then placed upon the remaining strands. The fact that the giving way is gradual will not prevent it from becoming total. . . . Given the tremendous asset that the family is, we must do all we can within constitutional constraints to protect it from predatory things like homosexuality and pornography. . . . Our whole republic rests upon the notion of “obedience to the unenforceable,” upon a tremendous emphasis on inner controls through self-discipline. . . . Different beliefs do make for different behaviors; what we think does affect our actions; concepts do have consequences. . . . Once society loses its capacity to declare that some things are wrong per se, then it finds itself forever building temporary defenses, revising rationales, drawing new lines—but forever falling back and losing its nerve. A society which permits anything will eventually lose everything! Take away a consciousness of eternity and see how differently time is spent. Take away an acknowledgement of divine design in the structure of life and then watch the mindless scurrying to redesign human systems to make life pain-free and pleasure-filled. Take away regard for the divinity in one’s neighbor, and watch the drop in our regard for his property. Take away basic moral standards and observe how quickly tolerance changes into permissiveness. Take away the sacred sense of belonging to a family or community, and observe how quickly citizens cease to care for big cities. Those of us who are business-oriented are quick to look for the bottom line in our endeavors. In the case of a value-free society, the bottom line is clear—the costs are prohibitive! A value-free society eventually imprisons its inhabitants. It also ends up doing indirectly what most of its inhabitants would never have agreed to do directly—at least initially. Can we turn such trends around? There is still a wealth of wisdom in the people of this good land, even though such wisdom is often mute and in search of leadership. People can often feel in their bones the wrongness of things, long before pollsters pick up such attitudes or before such attitudes are expressed in the ballot box. But it will take leadership and articulate assertion of basic values in all places and in personal behavior to back up such assertions. Even then, time and the tides are against us, so that courage will be a key ingredient. It will take the same kind of spunk the Spartans displayed at Thermopylae when they tenaciously held a small mountain pass against overwhelming numbers of Persians. The Persians could not dislodge the Spartans and sent emissaries forward to threaten what would happen if the Spartans did not surrender. The Spartans were told that if they did not give up, the Persians had so many archers in their army that they would darken the skies with their arrows. The Spartans said simply: “So much the better, we will fight in the shade!

You “burn” your way into the mind by narrowing the focus to a single word or concept. It’s the ultimate marketing sacrifice. Federal Express was able to put the word overnight into the minds of its prospects because it sacrificed its product line and focused on overnight package delivery only. In a way, the law of leadership—it’s better to be first than to be better—enables the first brand or company to own a word in the mind of the prospect. But the word the leader owns is so simple that it’s invisible. The leader owns the word that stands for the category. For example, IBM owns computer. This is another way of saying that the brand becomes a generic name for the category. “We need an IBM machine.” Is there any doubt that a computer is being requested? You can also test the validity of a leadership claim by a word association test. If the given words are computer, copier, chocolate bar, and cola, the four most associated words are IBM, Xerox, Hershey’s, and Coke. An astute leader will go one step further to solidify its position. Heinz owns the word ketchup. But Heinz went on to isolate the most important ketchup attribute. “Slowest ketchup in the West” is how the company

No longer was a defection, a leaked document, or some other treasonous act a prerequisite for being deemed an SP, though only serious offenses like those would seem to merit such severe condemnation. It meant, after all, expulsion from the church and the loss of salvation—a severe penalty. But now anyone who expressed even the smallest criticism of church policy or leadership was in danger of being cast out.

Not simply wanting compensation for destroyed American vessels, he added a still more explosive demand: that Britain pay a staggering $2 billion in indirect damages for extending the war and undermining America’s merchant marine. He wanted Canada thrown in as a lagniappe and inflamed the situation further by calling for a British admission of guilt and an apology; Grant and Fish would have settled for an expression of regret. Sumner’s words stirred up fellow senators, arousing such bellicose passions that the Senate defeated the Johnson-Clarendon Convention by a huge margin. With his speech, Sumner staked his claim to leadership in foreign policy under Grant. The British were shocked by Sumner’s intemperate language. Lord Clarendon, Britain’s foreign secretary, denounced him for the “most extravagant hostility to England,

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

The trouble with the world is, like a planet full of little brats, everyone's going around constantly pointing the finger at everyone else as being to blame. Almost none look within and at themselves, and commence again from there. At each and every level of day-to-day life, and just beneath the surface all the while, particularly in so-called leadership, though it's rarely if ever expressed - the immaturity of our age is utterly staggering.

If you could give up the need for measurable progress, if you give up the pursuit of purpose and meaning,” I continued, adding, quietly to myself—“and the need to build an exhaustible supply of lemon drops’’—“and then focused on doing what is right and true each day, it feels to me that you’d live in congruency with your truest self, where the meaning of your life was a function of the meaning of each day. And each day, an expression of your life.

on November 1 he issued a statement that stopped just short of an endorsement. “I want to make it palpably clear,” King said, “that I am deeply grateful to Senator Kennedy for the genuine concern he expressed.… [He] exhibited moral courage of a high order.” In private, he added that the contrast between Kennedy’s call and Nixon’s inaction was very real to him. Even though Nixon had known him longer, he had done nothing. “I really considered him a moral coward,” King remarked.

The depth of pain endemic to racial hostility requires full disclosure for complete healing. The church should become the place where the fullness of suffering is expressed in a safe environment. Liturgy, worship, leadership, small groups and other aspects of church life should provide the safe place where the fullness of suffering can be set free. Stories of suffering can never be buried when lament is an important and central aspect of the church’s worship life. Lamentations

Nothing so much marks a man as bold imaginative expressions,” Ralph Waldo Emerson wrote in his diary, speaking of Socrates and the golden sayings of Pythagoras: “A complete statement in the imaginative form of an important truth arrests attention and is respected and remembered.” Such oratory “will make the reputation of a man.” The way Lincoln had learned to use language, the collective story he told, and the depth of his conviction marked a turning point in his reputation as both a man and a leader.

Even Europe joined in. With the most modest friendliness, explaining that they wished not to intrude on American domestic politics but only to express personal admiration for that great Western advocate of peace and prosperity, Berzelius Windrip, there came representatives of certain foreign powers, lecturing throughout the land: General Balbo, so popular here because of his leadership of the flight from Italy to Chicago in 1933; a scholar who, though he now lived in Germany and was an inspiration to all patriotic leaders of German Recovery, yet had graduated from Harvard University and had been the most popular piano-player in his class—namely, Dr. Ernst (Putzi) Hanfstängl; and Great Britain's lion of diplomacy, the Gladstone of the 1930's, the handsome and gracious Lord Lossiemouth who, as Prime Minister, had been known as the Rt. Hon. Ramsay MacDonald, P.C. All three of them were expensively entertained by the wives of manufacturers, and they persuaded many millionaires who, in the refinement of wealth, had considered Buzz vulgar, that actually he was the world's one hope of efficient international commerce.

Leadership expert Michael Hyatt reflected on Karnazes’s life and drew three conclusions about why we should embrace discomfort: 1. Comfort is overrated. It doesn’t lead to happiness. It makes us lazy—and forgetful. It often leads to self-absorption, boredom, and discontent. 2. Discomfort can be a catalyst for growth. It makes us yearn for something more. It forces us to change, stretch, and adapt. 3. Discomfort is often a sign we’re making progress. You’ve heard the expression, “no pain, no gain.” It’s true! When you push yourself to grow, you will experience discomfort.

Great teaching is the ability to distinguish between what can and needs to be explained and what cannot be explained. The working of a computer needs to be explained as it is made by the human mind. But a butterfly need not always be explained. A butterfly has to be seen with gleaming eyes of wonder as it is a natural expression of life and not of the mind. Great teaching is more like a craft than a technique. To evoke the curiosity in the learner, to care for the learner and to take the learner on a journey of discovery are some of the most critical elements of this craft.

Adam Lashinsky explained how Amazon. com had gone on a “military hiring spree” because Jeff was impressed with veterans’ logistical know-how and bias for action.3 In fact, Amazon.com has a dedicated military recruiting website and a highly consistent hiring and retention record for ex-military personnel. This practice of hiring veterans isn’t about expressing gratitude for ex-soldiers’ service to our country. Veterans fit Jeff’s business model. As a result, Amazon.com has not bothered to launch a huge PR campaign about its military employment program. Jeff just realized it was good business.

The fears of militarization Holbrooke had expressed in his final, desperate memos, had come to pass on a scale he could have never anticipated. President Trump had concentrated ever more power in the Pentagon, granting it nearly unilateral authority in areas of policy once orchestrated across multiple agencies, including the State Department. In Iraq and Syria, the White House quietly delegated more decisions on troop deployments to the military. In Yemen and Somalia, field commanders were given authority to launch raids without White House approval. In Afghanistan, Trump granted the secretary of defense, General James Mattis, sweeping authority to set troop levels. In public statements, the White House downplayed the move, saying the Pentagon still had to adhere to the broad strokes of policies set by the White House. But in practice, the fate of thousands of troops in a diplomatic tinderbox of a conflict had, for the first time in recent history, been placed solely in military hands. Diplomats were no longer losing the argument on Afghanistan: they weren’t in it. In early 2018, the military began publicly rolling out a new surge: in the following months, up to a thousand new troops would join the fourteen thousand already in place. Back home, the White House itself was crowded with military voices. A few months into the Trump administration, at least ten of twenty-five senior leadership positions on the president’s National Security Council were held by current or retired military officials. As the churn of firings and hirings continued, that number grew to include the White House chief of staff, a position given to former general John Kelly. At the same time, the White House ended the practice of “detailing” State Department officers to the National Security Council. There would now be fewer diplomatic voices in the policy process, by design.

It was at moments like these when I occasionally caught a glimpse of the warm, brotherly, and sometimes exasperating relationship between Barack Obama and Joe Biden, two very different personalities. The pattern was usually the same: President Obama would have a series of exchanges heading a conversation very clearly and crisply in Direction A. Then, at some point, Biden would jump in with, “Can I ask something, Mr. President?” Obama would politely agree, but something in his expression suggested he knew full well that for the next five or ten minutes we would all be heading in Direction Z. After listening and patiently waiting, President Obama would then bring the conversation back on course.

Storytelling, Johnson taught his students, was the key to successful debating. In contrast to the previous public speaking teacher who came from the “old school,” and trained his debaters to “be bombastic and loud,” Lyndon urged a conversational style that illustrated points with concrete stories. “Act like you’re talking to those folks,” he counseled his students. “Look one of them in the eye and then move on and look another one in the eye.” During competitions, he utilized all his supple array of gestures and facial expressions to cue and prompt—now frowning, narrowing his eyes, creasing his brow, shaking his head, gaping in wonder—creating a silent movie to steer and goad his charges to victory.

When Dr Sarabhai gave shape to a vision to develop rockets in India, he was questioned, along with the political leadership, on the relevance of such a programme when a vast majority in the country was battling the demons of hunger and poverty. Yet, he was in agreement with Jawaharlal Nehru that India could only play a meaningful role in the affairs of the world if the country was self-reliant in every manner, and should be able to apply advanced technologies to alleviate real-life problems. Thus our space programme was never simply a desire to be one among an elite group of nations, neither was it a matter of playing catch-up with other countries. Rather, it was an expression of the need for developing indigenous capabilities in telecommunications, meteorology and education.

These are the daily annoyances, the subtle messages of whiteness. But we bear other scars, too. Over and over I have seen white men and women get praise for their gifts and skills while women of color are told only about their potential for leadership. When white people end up being terrible at their jobs, I have seen supervisors move mountains to give them new positions more suited to their talents, while people of color are told to master their positions or be let go. I have been in the room when promises were made to diversify boardrooms, leadership teams, pastoral staff, faculty and staff positions, only to watch committees appoint a white man in the end. It's difficult to express how these incidents accumulate, making you feel undervalued, underappreciated, and ultimately expendable.

He saw the gratitude in their eyes and felt a measure of gladness for them ... but their gratitude did little to heal his own horror. In fact, there was something in their gratitude which made him want to hate them. Would he never be able to express his own terror, lest the fragile welds that made them into one thing should let go? And even to think such a thing wasn't really fair, was it? Because in some measure at least he was using them - using his friends, risking their lives - to settle the score for his dead brother. And was even that the bottom? No, because George was dead, and if revenge could be exacted at all, Bill suspected it could only be exacted on behalf of the living. And what did that make him? A selfish little shit waving a tin sword and trying to make himself look like King Arthur? 'Oh Christ', he groaned to himself, 'if this is the stuff adults have to think about I never want to grow up.' His resolve was still strong, but it was a bitter resolve. Bitter.

It has been noted in various quarters that the half-illiterate Italian violin maker Antonio Stradivari never recorded the exact plans or dimensions for how to make one of his famous instruments. This might have been a commercial decision (during the earliest years of the 1700s, Stradivari’s violins were in high demand and open to being copied by other luthiers). But it might also have been because, well, Stradivari didn’t know exactly how to record its dimensions, its weight, and its balance. I mean, he knew how to create a violin with his hands and his fingers but maybe not in figures he kept in his head. Today, those violins, named after the Latinized form of his name, Stradivarius, are considered priceless. It is believed there are only around five hundred of them still in existence, some of which have been submitted to the most intense scientific examination in an attempt to reproduce their extraordinary sound quality. But no one has been able to replicate Stradivari’s craftsmanship. They’ve worked out that he used spruce for the top, willow for the internal blocks and linings, and maple for the back, ribs, and neck. They’ve figured out that he also treated the wood with several types of minerals, including potassium borate, sodium and potassium silicate, as well as a handmade varnish that appears to have been composed of gum arabic, honey, and egg white. But they still can’t replicate a Stradivarius. The genius craftsman never once recorded his technique for posterity. Instead, he passed on his knowledge to a number of his apprentices through what the philosopher Michael Polyani called “elbow learning.” This is the process where a protégé is trained in a new art or skill by sitting at the elbow of a master and by learning the craft through doing it, copying it, not simply by reading about it. The apprentices of the great Stradivari didn’t learn their craft from books or manuals but by sitting at his elbow and feeling the wood as he felt it to assess its length, its balance, and its timbre right there in their fingertips. All the learning happened at his elbow, and all the knowledge was contained in his fingers. In his book Personal Knowledge, Polyani wrote, “Practical wisdom is more truly embodied in action than expressed in rules of action.”1 By that he meant that we learn as Stradivari’s protégés did, by feeling the weight of a piece of wood, not by reading the prescribed measurements in a manual. Polyani continues, To learn by example is to submit to authority. You follow your master because you trust his manner of doing things even when you cannot analyze and account in detail for its effectiveness. By watching the master and emulating his efforts in the presence of his example, the apprentice unconsciously picks up the rules of the art, including those which are not explicitly known to the master himself. These hidden rules can be assimilated only by a person who surrenders himself to that extent uncritically to the imitation of another.

A striking result of this experiment was the consistency with which the subjects differentiated the roles of task specialist and socioemotional specialist (or process specialist). The task specialist typically took the initiative in conversation, defined the nature of the objective, and kept the discussion focused on the requirements of the task. His success might be measured by the extent to which he devised a viable plan of action and elicited sufficient agreement (not necessarily unanimity) within the group to realize that plan. The socioemotional specialist typically listened and responded more to others, endorsed their suggestions, encouraged their participation, and sometimes relieved tension with jokes. He was usually better liked than the task specialist. His success might be gauged as a function of the group’s ability to maintain a sense of corporate identity and purpose. Virtually all groups expressed these distinct functions, and significantly, they were nearly always performed by different individuals.

Leadership is about having clear & grand vision, taking initiatives, possessing courage to question the status quo, ability to set large goals, consistently inspire self & others towards those goals, being self motivated and capability to motivate others, being spirited & strong to surmount any obstacle on the path, humility & openness to listen and learn from others, strength to stand for what he believes is right, while being flexible enough to revisit & review his beliefs, ability to organize & shift paradigms of his own & others, ability to attract, retain, develop & work with bigger leaders than himself, ability to trust others & being trust worthy , to think big & not petty, being above self, kind & giving, ability to sacrifice for others and to be bereft of insecurities & suspicion, ability to take risks, learn from both success & failure, being able to forget & forgive mistakes and mishaps of others, being focused, patient & persistent, to possess an amazing ability to be simple & easy to understand, to communicate & express with clarity and above all, being human.

Ottawa, Ontario July 1, 2017 The Prime Minister, Justin Trudeau, today issued the following statement on Canada Day: Today, we celebrate the 150th anniversary of Confederation. We come together as Canadians to celebrate the achievements of our great country, reflect on our past and present, and look boldly toward our future. Canada’s story stretches back long before Confederation, to the first people who worked, loved, and built their lives here, and to those who came here centuries later in search of a better life for their families. In 1867, the vision of Sir George-Étienne Cartier and Sir John A. Macdonald, among others, gave rise to Confederation – an early union, and one of the moments that have come to define Canada. In the 150 years since, we have continued to grow and define ourselves as a country. We fought valiantly in two world wars, built the infrastructure that would connect us, and enshrined our dearest values – equality, diversity, freedom of the individual, and two official languages – in the Charter of Rights and Freedoms. These moments, and many others, shaped Canada into the extraordinary country it is today – prosperous, generous, and proud. At the heart of Canada’s story are millions of ordinary people doing extraordinary things. They exemplify what it means to be Canadian: ambitious aspirations, leadership driven by compassion, and the courage to dream boldly. Whether we were born here or have chosen Canada as our home, this is who we are. Ours is a land of Indigenous Peoples, settlers, and newcomers, and our diversity has always been at the core of our success. Canada’s history is built on countless instances of people uniting across their differences to work and thrive together. We express ourselves in French, English, and hundreds of other languages, we practice many faiths, we experience life through different cultures, and yet we are one country. Today, as has been the case for centuries, we are strong not in spite of our differences, but because of them. As we mark Canada 150, we also recognize that for many, today is not an occasion for celebration. Indigenous Peoples in this country have faced oppression for centuries. As a society, we must acknowledge and apologize for past wrongs, and chart a path forward for the next 150 years – one in which we continue to build our nation-to-nation, Inuit-Crown, and government-to-government relationship with the First Nations, Inuit, and Métis Nation. Our efforts toward reconciliation reflect a deep Canadian tradition – the belief that better is always possible. Our job now is to ensure every Canadian has a real and fair chance at success. We must create the right conditions so that the middle class, and those working hard to join it, can build a better life for themselves and their families. Great promise and responsibility await Canada. As we look ahead to the next 150 years, we will continue to rise to the most pressing challenges we face, climate change among the first ones. We will meet these challenges the way we always have – with hard work, determination, and hope. On the 150th anniversary of Confederation, we celebrate the millions of Canadians who have come together to make our country the strong, prosperous, and open place it is today. On behalf of the Government of Canada, I wish you and your loved ones a very happy Canada Day.

The disaster was the first major crisis to occur under the fledgling leadership of the USSR’s most recent General Secretary, Mikhail Gorbachev. He chose not to address the public for three weeks after the accident, presumably to allow his experts time to gain a proper grasp of the situation. On May 14th, in addition to expressing his anger at Western Chernobyl propaganda, he announced to the world that all information relating to the incident would be made available, and that an unprecedented conference would be held with the International Atomic Energy Agency (IAEA) in August at Vienna. Decades of information control proved difficult to cast off in such a short time, however, and while the report was made available in the West, it was classified in the Soviet Union. This meant those most affected by the disaster knew less than everyone else. In addition, although the Soviet delegation’s report was highly detailed and accurate in most regards, it was also misleading. It had been written in line with the official cause of the accident - that the operators were responsible - and, as such, it deliberately obfuscated vital details about the reactor.

White turned the sheet of paper around and looked at it for several seconds. Then he began to laugh.  After a few moments, MacDonald said, “What's funny?”  White's laughter stopped as quickly as it had begun. He wiped his eyes and blew his nose. “I'm sorry,” he said. “I wasn't laughing at the answer. I don't begin to understand half of what's here. But that's obviously a father and a mother. and a son—a child—and the Capellans would have no way of knowing whether they were white or black.”  When he and John had returned to Washington, what would he say to John? That he had ordered a great man to hide his greatness, to destroy what he had built? He knew what that would do to John, what it would do to their relationship. On the one hand he preached leadership of the revolution; on the other, he rejected leadership in others.  "It's only your own vision you can see,” John would say. “To others’ visions you are blind."  What would he say? What if John was right?  What if the revolution were done, as much as leaders could do for it, and now it was up to the individual? What if the important battle now was to allow individual greatness once more to be expressed, to open up society again?

Such invocations of fin-de-siècle manliness are so ubiquitous in the correspondence and memoranda of these years that it is difficult to localize their impact. Yet they surely reflect a very particular moment in the history of European masculinity. Historians of gender have suggested that around the last decades of the nineteenth and the first of the twentieth century, a relatively expansive form of patriarchal identity centred on the satisfaction of appetites (food, sex, commodities) made way for something slimmer, harder and more abstinent. At the same time, competition from subordinate and marginalized masculinities – proletarian and non-white, for example – accentuated the expression of ‘true masculinity’ within the elites. Among specifically military leadership groups, stamina, toughness, duty and unstinting service gradually displaced an older emphasis on elevated social origin, now perceived as effeminate.160 ‘To be masculine [. . .] as masculine as possible [. . .] is the true distinction in [men’s] eyes,’ wrote the Viennese feminist and freethinker Rosa Mayreder in 1905. ‘They are insensitive to the brutality of defeat or the sheer wrongness of an act if it only coincides with the traditional canon of masculinity.

If anything, it made his appointment all the more exquisite. In the fading light, Inspector Thompson saw tears begin to slip down Churchill’s cheeks. Thompson, too, found himself near tears. — LATE THAT NIGHT CHURCHILL lay in bed, alive with a thrilling sense of challenge and opportunity. “In my long political experience,” he wrote, “I had held most of the great offices of State, but I readily admit that the post which had now fallen to me was the one I liked the best.” Coveting power for power’s sake was a “base” pursuit, he wrote, adding, “But power in a national crisis, when a man believes he knows what orders should be given, is a blessing.” He felt great relief. “At last I had the authority to give directions over the whole scene. I felt as if I were walking with destiny, and that all my past life had been but a preparation for this hour and for this trial….Although impatient for the morning I slept soundly and had no need for cheering dreams. Facts are better than dreams.” Despite the doubts he had expressed to Inspector Thompson, Churchill brought to No. 10 Downing Street a naked confidence that under his leadership Britain would win the war, even though any objective appraisal would have said he did not have a chance. Churchill

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.

During the silence that followed, I didn’t move, speak, or change my facial expression in any way. The president of the United States just demanded the FBI director’s loyalty. This was surreal. To those inclined to defend Trump, they might consider how it would have looked if President Obama had called the FBI director to a one-on-one dinner during an investigation of senior officials in his administration, then discussed his job security, and then said he expected loyalty. There would undoubtedly be people appearing on Fox News calling for Obama’s impeachment in an instant. This, of course, was not something I could ever conceive of Obama doing, or George W. Bush, for that matter. To my mind, the demand was like Sammy the Bull’s Cosa Nostra induction ceremony—with Trump, in the role of the family boss, asking me if I have what it takes to be a “made man.” I did not, and would never. I was determined not to give the president any hint of assent to this demand, so I gave silence instead. We looked at each other for what seemed an eternity, but was maybe two seconds or so. I stared again at the soft white pouches under his expressionless blue eyes. I remember thinking in that moment that the president doesn’t understand the FBI’s role in American life or care about what the people there spent forty years building. Not at all.

I will begin by describing the nature of an emotional regression and showing how in any society, no matter how advanced its state of technology, chronic anxiety can induce an approach to life that is counter-evolutionary. One does not need dictators in order to create a totalitarian (that, is totalistic) society. Then, employing five characteristics of chronically anxious personal families, I will illustrate how those same characteristics are manifest throughout the greater American family today, demonstrating their regressive effects on the thinking and functioning, the formation and the expression, of leadership among parents and presidents. Those five characteristics are:    1. Reactivity: the vicious cycle of intense reactions of each member to events and to one another.    2. Herding: a process through which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members.    3. Blame displacement: an emotional state in which family members focus on forces that have victimized them rather than taking responsibility for their own being and destiny.    4. A quick-fix mentality: a low threshold for pain that constantly seeks symptom relief rather than fundamental change.    5. Lack of well-differentiated leadership: a failure of nerve that both stems from and contributes to the first four. To

It's evident that with Beethoven the Romantic Revolution had already begun, bringing with it the new Artist, the artist as Priest and Prophet. This new creator had a new self-image: he felt himself possessed of divine rights, of almost Napoleonic powers and liberties — especially the liberty to break rules and make new ones, to invent new forms and concepts, all in the name of greater expressivity. His mission was to lead the way to a new aesthetic world, confident that history would follow his inspirational leadership. And so there exploded onto the scene Byron, Jean Paul, Delacroix, Victor Hugo, E. T. A. Hoffmann, Schumann, Chopin, Berlioz — all proclaiming new freedoms. Where music was concerned, the new freedoms affected formal structures, harmonic procedures, instrumental color, melody, rhythm — all of these were part of a new expanding universe, at the center of which lay the artist's personal passions. From the purely phonological point of view, the most striking of these freedoms was the new chromaticism, now employing a vastly enriched palette, and bringing with it the concomitant enrichment of ambiguity. The air was now filled with volcanic, chromatic sparks. More and more the upper partials of the harmonic series were taking on an independence of their own, playing hide-and-seek with their sober diatonic elders, like defiant youngsters in the heyday of revolt.

Chronic anxiety is systemic; it is deeper and more embracing than community nervousness. Rather than something that resides within the psyche of each one, it is something that can envelope, if not actually connect, people. It is a regressive emotional process that is quite different from the more familiar, acute anxiety we experience over specific concerns. Its expression is not dependent on time or events, even though specific happenings could seem to trigger it, and it has a way of reinforcing its own momentum. Chronic anxiety might be compared to the volatile atmosphere of a room filled with gas fumes, where any sparking incident could set off a conflagration, and where people would then blame the person who struck the match rather trying to disperse the fumes. The issues over which chronically anxious systems become concerned, therefore, are more likely to be the focus of their anxiety rather than its cause. This is why, for example, counselors, educators, and consultants who offer technical solutions for how to manage whatever brought the family in—conflict, money, parents, children, aging, sex—will rarely succeed in changing that family in any fundamental way. The anxiety that drives the problem simply switches to another focus. Assuming that what a family is worried about is what is “causing” its anxiety is tantamount to blaming a blown-away tree or house for attracting the tornado that uprooted it. As

The more the State of Israel relied on force to manage the occupation, the more compelled it was to deploy hasbara. And the more Western media consumers encountered hasbara, the more likely they became to measure Israel’s grandiose talking points against the routine and petty violence, shocking acts of humiliation, and repression that defined its relationship with the Palestinians. Under the leadership of Prime Minister Benjamin Netanyahu, a professional explainer who spent the early years of his political career as a frequent guest on prime time American news programs perfecting the slickness of the Beltway pundit class, the Israeli government invested unprecedented resources into hasbara. Once the sole responsibility of the Israeli foreign ministry, the task of disseminating hasbara fell to a special Ministry of Public Diplomacy led by Yuli Edelstein, a rightist settler and government minister who called Arabs a “despicable nation.” Edelstein’s ministry boasted an advanced “situation room,” a paid media team, and coordination of a volunteer force that claimed to include thousands of volunteer bloggers, tweeters, and Facebook commenters fed with talking points and who flood social media with hasbara in five languages. The exploits of the propaganda soldiers conscripted into Israel’s online army have helped give rise to the phenomenon of the “hasbara troll,” an often faceless, shrill and relentless nuisance deployed on Twitter and Facebook to harass public figures who expressed skepticism of official Israeli policy or sympathy for the Palestinians.

I think, in the end, we have to say that there should be no discussion of Martin Luther King Jr. without Ella Baker, which is to say they are complementary. These two figures, voices, tendencies in the Black freedom movement, and particularly in the human freedom movement in general, they say something to young people these days in the age of Obama. See, Obama ends up being the worst example of messianic leadership, captured by a vicious system that is oligarchic domestically and imperialistic globally and uses the resonances of this precious freedom struggle as a way of legitimating himself in the eyes of both the Black people and the mainstream Americans, and acting as if as community organizer he has some connection to Ella Baker, which is absurd and ludicrous in light of him running the oligarchic system and being so proud of heading the killing machine of US imperial powers. So that when young people - who now find themselves in an even more desperate situation given the present crisis - think about the legacy of Martin King and legacy of Ella Baker in the age of Obama, it compounds the misunderstandings and misconstructions, and sabotages the intellectual clarity and political will necessary to create the kind of change we need. To use jazz metaphors, what we need would be the expression and articulation of different tempos and different vibrations and different actions and different witnesses, so it's antiphonal; it's call-and-response, and in the call-and-response, there are Ella Baker-like voices tied to various kinds of deep democratic witnesses that have to do with everyday people organizing themselves. And then you've got the Martin-like voices that are charismatic, which are very much tied to a certain kind of messianic leadership, which must be called into question, which must be democratized, which must be de-patriarchalized. And yet they are part of this jazz combo.

It is, in short, the growing conviction that the Negroes cannot win—a conviction with much grounding in experience—which accounts for the new popularity of black power. So far as the ghetto Negro is concerned, this conviction expresses itself in hostility, first toward the people closest to him who have held out the most promise and failed to deliver (Martin Luther King, Roy Wilkins, etc.), then toward those who have proclaimed themselves his friends (the liberals and the labor movement), and finally toward the only oppressors he can see (the local storekeeper and the policeman on the corner). On the leadership level, the conviction that the Negroes cannot win takes other forms, principally the adoption of what I have called a "no-win" policy. Why bother with programs when their enactment results only in sham? Why concern ourselves with the image of the movement when nothing significant has been gained for all the sacrifices made by SNCC and CORE? Why compromise with reluctant white allies when nothing of consequence can be achieved anyway? Why indeed have anything to do with whites at all? On this last point, it is extremely important for white liberals to understand what, one gathers from their references to "racism in reverse," the President and the Vice-President of the United States do not: that there is all the difference in the world between saying, "If you don't want me, I don't want you" (which is what some proponents of black power have in effect been saying), and the statement, "Whatever you do, I don't want you" (which is what racism declares). It is, in other words, both absurd and immoral to equate the despairing response of the victim with the contemptuous assertion of the oppressor. It would, moreover, be tragic if white liberals allowed verbal hostility on the part of Negroes to drive them out of the movement or to curtail their support for civil rights. The issue was injustice before black power became popular, and the issue is still injustice.

When equal sacrifices are required, equal rights must be given likewise. This has been such commonplace of thought for a hundred and twenty years that one is ashamed to find it still in need of emphasis. I any case, if this principle is applied in an army, and the great saying about the Marshal’s baton that every recruit carries in his knapsack is not an mere empty phrase, everybody feels that he is in his place, whether he is born to command or to obey. If I give any offence by this, I may add that this would be an army composed entirely of Fahnenjunker. Democratic sentiments? I hate democracy as I do the plague – besides, the democratic ideal of an army would be one consisting entirely, not of Fahnenjunker, but of officers with lax discipline and great personal liberty. For my taste, on the contrary, and for that of young Germans in general to-day, an army could not be too iron, too dictatorial, ad too absolute – but if it is to be so, then there must be a system of promotion that is not sheltered behind any sort of privilege, but opened up to the keenest competition. If we are to come to grief in this war it can only be from moral causes; for materially, whatever any one may say, we are strong enough. And the decisive factor will be the defects of leadership; or to express it more accurately, the relation in which officers and men stand to each other. It would not be for the first time in our experience, and it would be another proof that peoples too (for it is on the shoulders of the whole people, not jsut the ruling class) always repeat the same mistakes just as individuals do. The battle of Jena is an instance. This defeat should not be regarded as a great disaster, but as a just and well-deserved warning of the fate to cut loose from an impossible state of affairs; for in that battle a new principle of leadership encountered and overthrew an antiquated one. Every war that is lost is lost deservedly. One must always bear that in mind if one wishes to be the winner.

Earth (481-640) People with this personality type are likely to become successful leaders. You tend to be more disciplined and careful at planning tasks. Loyalty and trust are important equations in your relationships hence they prove to be your strength in hard times. You respect others and keep people united which makes people flourish under your leadership. Earth signs are efficient decision makers hence always remain firm on the step they took. Fire: (400-300) Fire people are smart enthusiastic and energetic to be around. You are very competitive and curious, and more often very passionate about your goals and desires. Trusting people with a job or any important personal task is hard hence making emotional connections are difficult for you. making friends or getting a lover, your life is full of drama and there’s always a lot happening around you. You are intelligent and always find new ways to do things Water (160-320) Water people are kind and empathetic but sensitive. And you sometimes tend to become people pleasers. being quite impulsive and always in a hurry, you make decisions haphazardly. Water people are shy and introverted while partying around with friends on a weekend would be the last thing you want to do. You dread small talk and expressing yourself to a group of people is quite a demanding job. People feel relaxed in your presence you bring out the best in them. Decision-making can be demanding and you are sometimes regretful of overthinking and hence not capable of finding a firm decision. Air: (0-160) You have quite an entrancing personality. People are naturally drawn towards you and find your company comforting and friendly. Air signs are naturally smart and quite efficient in their workplace. While using your challenges and opportunities wisely you are likely to have great careers. you are good at advising your colleagues. But being bound in a relationship sometimes doesn’t seem to help you, rather you respect open free yet intimate emotional connections. Air people who are artistic and creative always look at things from a unique lens. So now you know your element.

Between the extreme limits of this series would find a place all the forms of prestige resulting from the different elements composing a civilisation -- sciences, arts, literature, &c. -- and it would be seen that prestige constitutes the fundamental element of persuasion. Consciously or not, the being, the idea, or the thing possessing prestige is immediately imitated in consequence of contagion, and forces an entire generation to adopt certain modes of feeling and of giving expression to its thought. This imitation, moreover, is, as a rule, unconscious, which accounts for the fact that it is perfect. The modern painters who copy the pale colouring and the stiff attitudes of some of the Primitives are scarcely alive to the source of their inspiration. They believe in their own sincerity, whereas, if an eminent master had not revived this form of art, people would have continued blind to all but its naïve and inferior sides. Those artists who, after the manner of another illustrious master, inundate their canvasses with violet shades do not see in nature more violet than was detected there fifty years ago; but they are influenced, "suggestioned," by the personal and special impressions of a painter who, in spite of this eccentricity, was successful in acquiring great prestige. Similar examples might be brought forward in connection with all the elements of civilisation. It is seen from what precedes that a number of factors may be concerned in the genesis of prestige; among them success was always one of the most important. Every successful man, every idea that forces itself into recognition, ceases, ipso facto, to be called in question. The proof that success is one of the principal stepping-stones to prestige is that the disappearance of the one is almost always followed by the disappearance of the other. The hero whom the crowd acclaimed yesterday is insulted to-day should he have been overtaken by failure. The re-action, indeed, will be the stronger in proportion as the prestige has been great. The crowd in this case considers the fallen hero as an equal, and takes its revenge for having bowed to a superiority whose existence it no longer admits.

All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was

Throughout the history of the church, Christians have tended to elevate the importance of one over the other. For the first 1,500 years of the church, singleness was considered the preferred state and the best way to serve Christ. Singles sat at the front of the church. Marrieds were sent to the back.4 Things changed after the Reformation in 1517, when single people were sent to the back and marrieds moved to the front — at least among Protestants.5 Scripture, however, refers to both statuses as weighty, meaningful vocations. We’ll spend more time on each later in the chapter, but here is a brief overview. Marrieds. This refers to a man and woman who form a one-flesh union through a covenantal vow — to God, to one another, and to the larger community — to permanently, freely, faithfully, and fruitfully love one another. Adam and Eve provide the clearest biblical model for this. As a one-flesh couple, they were called by God to take initiative to “be fruitful . . . fill the earth and subdue it” (Genesis 1:28). Singles. Scripture teaches that human beings are created for intimacy and connection with God, themselves, and one another. Marriage is one framework in which we work this out; singleness is another. While singleness may be voluntarily chosen or involuntarily imposed, temporary or long-term, a sudden event or a gradual unfolding, Christian singleness can be understood within two distinct callings: • Vowed celibates. These are individuals who make lifelong vows to remain single and maintain lifelong sexual abstinence as a means of living out their commitment to Christ. They do this freely in response to a God-given gift of grace (Matthew 19:12). Today, we are perhaps most familiar with vowed celibates as nuns and priests in the Roman Catholic or Orthodox Church. These celibates vow to forgo earthly marriage in order to participate more fully in the heavenly reality that is eternal union with Christ.6 • Dedicated celibates. These are singles who have not necessarily made a lifelong vow to remain single, but who choose to remain sexually abstinent for as long as they are single. Their commitment to celibacy is an expression of their commitment to Christ. Many desire to marry or are open to the possibility. They may have not yet met the right person or are postponing marriage to pursue a career or additional education. They may be single because of divorce or the death of a spouse. The apostle Paul acknowledges such dedicated celibates in his first letter to the church at Corinth (1 Corinthians 7). Understanding singleness and marriage as callings or vocations must inform our self-understanding and the outworking of our leadership. Our whole life as a leader is to bear witness to God’s love for the world. But we do so in different ways as marrieds or singles. Married couples bear witness to the depth of Christ’s love. Their vows focus and limit them to loving one person exclusively, permanently, and intimately. Singles — vowed or dedicated — bear witness to the breadth of Christ’s love. Because they are not limited by a vow to one person, they have more freedom and time to express the love of Christ to a broad range of people. Both marrieds and singles point to and reveal Christ’s love, but in different ways. Both need to learn from one another about these different aspects of Christ’s love. This may be a radically new concept for you, but stay with me. God intends this rich theological vision to inform our leadership in ways few of us may have considered. Before exploring the connections between leadership and marriage or singleness, it’s important to understand the way marriage and singleness are commonly understood in standard practice among leaders today.

The year 1944 was the year of the greatest burdens in this mighty struggle. It was a year that again proved conclusively that the bourgeois social order is no longer capable of braving the storms of the present or of the coming age. State after state that does not find its way to a truly social reorganization will go down the path to chaos. The liberal age is a thing of the past. The belief that you can counter this invasion of the people by parliamentary-democratic half-measures is childish and just as naive as Metternich’s methods when the national drives for unification were making their way through the nineteenth century. The lack of a truly social, new form of life results in the lack of the mental will to resist not only in the nations but also in the lack of the moral power of resistance of their leaders. In all countries we see that the attempted renaissance of a democracy has proved fruitless. The confused tangle of political dilettantes and military politicians of a bygone bourgeois world who order each other around is, with deadly certainty, preparing for a plunge into chaos and, insofar as Europe is concerned, into an economic and ethnic catastrophe. And, after all, one thing has already been proved: this most densely populated continent in the world will either have to live with an order that gives the greatest consideration to individual abilities, guarantees the greatest accomplishments, and, by taming all egotistical drives, prevents their excesses, or states such as we have in central and western Europe will prove unfit for life, which means that their nations are thereby doomed to perish! In this manner-following the example of royal Italy-Finland, Romania, Bulgaria, and Hungary collapsed during this year. This collapse is primarily the result of the cowardice and lack of resolve of their leaders. They and their actions can be understood only in light of the corrupt and socially amoral atmosphere of the bourgeois world. The hatred which many statesmen, especially in these countries, express for the present German Reich is nothing other than the voice of a guilty conscience, an expression of an inferiority complex in view of our organization of a human community that is suspicious to them because we successfully pursue goals that again do not correspond to their own narrow economic egotism and their resulting political shortsightedness. For us, my German Volksgenossen, this, however, represents a new obligation to recognize ever more clearly that the existence or nonexistence of a German future depends on the uncompromising organization of our Volksstaat, that all the sacrifices which our Volk must make are conceivable only under the condition of a social order which clears away all privileges and thereby makes the entire Volk not only bear the same duties but also possess the same vital rights. Above all, it must mercilessly destroy the social phantoms of a bygone era. In their stead, it must place the most valuable reality there is, namely the Volk, the masses which, tied together by the same blood, essence, and experiences of a long history, owe their origin as an individual existence not to an earthly arbitrariness but to the inscrutable will of the Almighty. The insight into the moral value of our conviction and the resulting objectives of our struggle for life give us and, above all, give me the strength to continue to wage this fight in the most difficult hours with the strongest faith and with an unshakable confidence. In such hours, this conviction also ties the Volk to its leadership. It assured the unanimous approval of the appeal that I was forced to direct to the German Volk in a particularly urgent way this year. New Year’s Proclamation to the National Socialists and Party Comrades Fuhrer Headquarters, January 1, 1945

Leadership is a dynamic process that expresses our skill, our aspirations, and our essence as human beings.

If you believe the world will be a better place because you have both the desire and the means to take charge, that's the time for you to jump in. It doesn't matter if you rise up to take the lead only once or twice in your entire working life or if you do it daily. There are so many moments when you can make a difference--by enriching an outcome, saving a great idea, defending the beleaguered or downtrodden, and not least, expressing your own gifts and wisdom.

Last Wednesday Vince Cable, the UK business secretary, invited British cities to express their interest in being used as testing grounds for driverless cars. The hope is that the UK will gain an edge in this promising new industry. (German autonomous cars were being tested on German, French and Danish public roads 20 years ago, so the time is surely ripe for the UK to leap into a position of technological leadership.)

Points of views that are expressed on Twitter don’t intend to offend, but rather defend and open the conversation up to everyone so that no one has to pretend.

Habits Your habits are how you renew your daily commitment as a leader to serve rather than to be served. As a leader committed to serve despite all the pressures, trials, and temptations He faced, how did Jesus replenish His energy and servant perspective? His habits! Through a life pattern of solitude and prayer, knowledge of the will of God expressed in His Holy Word, and the community He shared with a small group of intimate companions, Jesus was constantly refreshed and renewed.

Most people try to find meaning in life by building something that's not just here today and gone tomorrow. We strive to overcomeour sense of finiteness by producingsomething. Some people build equity and get a great sense of power and success by looking at their house and thinkingthrough their portfolio. Somebuild professional reputations throughskilland hard work and get a sense of power and success from their heavy responsibilities and the numbersof people that look to them for leadership. Some people build artistic expressions and exalt in what they have created. Some,moresimply, build hobbies and collections (of coins or beetles or buttons) and gain a senseof superiority from the size of their collection or the richness of their garden or the shine of their car or the wonders of their new Apple computer. The falseteachers in 2 Peter lined their pockets with money (2:14–16); elevated themselves aboveauthority (2:10), built a reputation as astute interpreters of Paul's hard letters (3:16;2:18),and gave themselves to sexual licentiousness. Peter's response to us and themisthis: it'sgoing to be burned up. The implication of verse 11is this: the only things that are going to survive the fires of judgment on this earth are the expressionsof holiness and godliness. I