Fairness In Leadership Quotes

It’s exceedingly difficult for employees to have the company’s back when they can’t trust the company to have theirs. Actually, it’s impossible.

Low employee engagement is a symptom of a suboptimal workplace culture

Fairness is a leadership superpower. 

Real leadership is treating your least favorite employee the same as your favorite

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

The most attractive thing about you should have less to do with your face or body and more to do with your attitude and how you treat people.

At its core, ethical governance is about doing the right thing, even when it's difficult or costly. It's about prioritizing values like honesty, fairness, transparency, and accountability in all business dealings.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

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

Being Fair and Consistent is the Hallmark of Effective and Non-discriminating Policies. If you are going to set up rules that all have to abide by, then you have to enforce it to all. Or it becomes targeting and discriminating. For consumer brands, it means you lose your integrity as a brand. You lose your effectiveness to keep the loyalty of your vendors, authors, and partners. - Strong by Kailin Gow

He's got to have the ability, and it seems to be fairly rare, to see things as they are and at the same time as they might have been. What we mean is the eye of an artist.

Justice, in the context of business ethics, involves upholding fairness, equity, and impartiality in all business dealings.

YOU ARE JUST You are not just for the right or left, but for what is right over the wrong. You are not just rich or poor, but always wealthy in the mind and heart. You are not perfect, but flawed. You are flawed, but you are just. You may just be conscious human, but you are also a magnificent reflection of God.

We cannot, of course, expect every leader to possess the wisdom of Lincoln or Mandela’s largeness of soul. But when we think about what questions might be most useful to ask, perhaps we should begin by discerning what our prospective leaders believe it worthwhile for us to hear. Do they cater to our prejudices by suggesting that we treat people outside our ethnicity, race, creed or party as unworthy of dignity and respect? Do they want us to nurture our anger toward those who we believe have done us wrong, rub raw our grievances and set our sights on revenge? Do they encourage us to have contempt for our governing institutions and the electoral process? Do they seek to destroy our faith in essential contributors to democracy, such as an independent press, and a professional judiciary? Do they exploit the symbols of patriotism, the flag, the pledge in a conscious effort to turn us against one another? If defeated at the polls, will they accept the verdict, or insist without evidence they have won? Do they go beyond asking about our votes to brag about their ability to solve all problems put to rest all anxieties and satisfy every desire? Do they solicit our cheers by speaking casually and with pumped up machismo about using violence to blow enemies away? Do they echo the attitude of Musolini: “The crowd doesn’t have to know, all they have to do is believe and submit to being shaped.”? Or do they invite us to join with them in building and maintaining a healthy center for our society, a place where rights and duties are apportioned fairly, the social contract is honored, and all have room to dream and grow. The answers to these questions will not tell us whether a prospective leader is left or right-wing, conservative or liberal, or, in the American context, a Democrat or a Republican. However, they will us much that we need to know about those wanting to lead us, and much also about ourselves. For those who cherish freedom, the answers will provide grounds for reassurance, or, a warning we dare not ignore.

A true and safe leader is likely to be one who has no desire to lead, but is forced into a position of leadership by the inward pressure of the Holy Spirit and the press of the external situation. Such were Moses and David and the Old Testament prophets. I think there was hardly a great leader from Paul to the present day but that was drafted by the Holy Spirit for the task, and commissioned by the Lord of the Church to fill a position he had little heart for. I believe it might be accepted as a fairly reliable rule of thumb that the man who is ambitious to lead is disqualified as a leader. The true leader will have no desire to lord it over God's heritage, but will be humble, gentle, self-sacrificing, and altogether as ready to follow as to lead, when the Spirit makes it clear that a wiser and more gifted man than himself has appeared.

Urging an organization to be inclusive is not an attack. It's progress.

We will never know peace and stability in the world without balance. And we will never know balance without justice for all. Yet, justice exists only where there is fairness and equality -- when every man and country is treated and viewed equally. No country should be given power over another. In addition, no country should be granted privileges that are denied to others. No one country has the authority to decide which country will be embargoed, denied to protect itself, and will be favored based on the weight of their resources. Eliminate the hypocrisy.

I thought treating everyone the same was being fair and impartial. Gradually I began to suspect that it was neither fair nor impartial. In fact, it was just the opposite. That’s when I began announcing that team members wouldn’t be treated the same or alike; rather, each one would receive the treatment they earned and deserved.

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

God comes down in the evenings to chat with man, enjoy man's company and find out how man faired in the course of the day.

We naturally think from our own perspective, from a point of view which tends to privilege our position. Fairness implies the treating of all relevant viewpoints alike without reference to one's own feelings or interests. Because we tend to be biased in favor of our own viewpoint, it is important to keep the standard of fairness at the forefront of our thinking. This is especially important when the situation may call on us to see things we don't want to see, or give something up that we want to hold onto.

If there is a future wave of wellness on this planet, of harmony, of peace, of an end to war, of mutual understanding, of equality, of fairness… I expect it will come from the artists. – Karl Paulnack, 2004

In my community, we are taught that leadership qualities include humility, compassion, a sense of fairness, the ability to listen, preparation and carry-through, a love for the people, and a strong spiritual center that begins with a connection to Earth.

Business leaders should embrace transparency and fairness in all interactions, just as we would with family members.

Life is not always fair but be sure to suffuse it with smiles because life is more unfair to sad people.

Leadership’s defining quality is honesty. To honesty, add fairness and consistency.

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

People say that leadership is about making difficult decisions, unpalatable and unpopular decisions. “Do your job,” leaders are constantly being told. The impossible part of the job is, of course, that a leader can carry on leading only as long as someone follows him, and people’s reactions to leadership are always the same: if a decision of yours benefits me, you’re fair, and if the same decision harms me, you’re a tyrant. The truth about most people is as simple as it is unbearable: we rarely want what is best for everyone; we mostly want what’s best for ourselves.

HOW TO CHOOSE A GREAT LEADER Choose a leader who will invest in Building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

So, what comes next for leadership? Absolute Honesty, fairness and justice – we are dealing with people. Those of us who have had the good fortune of commanding hundreds and thousands of men know this. No man likes to be punished, and yet a man will accept punishment stoically if he knows that the punishment meted out to him will be identical to the punishment meted out to another person who has some Godfather somewhere. This is very, very important. No man likes to be superceded, and yet men will accept supercession if they know that they are being superceded, under the rules, by somebody who is better then they are but not just somebody who happens to be related to the Commandant of the staff college or to a Cabinet Minister or by the Field Marshal’s wife’s current boyfriend. This is extremely important, Ladies and Gentlemen.

Many great leaders understand intuitively that they need to work hard to create a sense of safety in others. In this way, great leaders are often humble leaders, thereby reducing the status threat. Great leaders provide clear expectations and talk a lot about the future, helping to increase certainty. Great leaders let others take charge and make decisions, increasing autonomy. Great leaders often have a strong presence, which comes from working hard to be authentic and real with other people, to create a sense of relatedness. And great leaders keep their promises, taking care to be perceived as fair.

When women can decide whether and when to have children; when women can decide whether and when and whom to marry; when women have access to healthcare, do only our fair share of unpaid labor, get the education we want, make the financial decisions we need, are treated with respect at work, enjoy the same rights as men, and rise up with the help of other women and men who train us in leadership and sponsor us for high positions—then women flourish … and our families and communities flourish with us.

Yeah,' said Al. 'I'm very prone to boredom. I gotta go do something. Yeah. That's a fair statement. I'm not the most relaxed person in the world. My mind does not stop working all night.' 'Manipulative?' I said. 'I think you could describe that as leadership,' he said. 'Inspire! I think it's called leadership.

Strive to do small things well. Be a doer and a self-starter—aggressiveness and initiative are two most admired qualities in a leader—but you must also put your feet up and think. Strive for self-improvement through constant self-evaluation. Never be satisfied. Ask of any project, How can it be done better? Don’t overinspect or oversupervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat. Keep the troops informed; telling them “what, how, and why” builds their confidence. The harder the training, the more troops will brag. Enthusiasm, fairness, and moral and physical courage—four of the most important aspects of leadership. Showmanship—a vital technique of leadership. The ability to speak and write well—two essential tools of leadership. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities. Have consideration for others. Yelling detracts from your dignity; take men aside to counsel them. Understand and use judgment; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly. Stay ahead of your boss.

If I were not African, I wonder whether it would be clear to me that Africa is a place where the people do not need limp gifts of fish but sturdy fishing rods and fair access to the pond. I wonder whether I would realize that while African nations have a failure of leadership, they also have dynamic people with agency and voices.

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

Be decent to people. Treat everyone with fairness and empathy. This doesn't mean that you lower your expectations or convey the message that mistakes don't matter. It means that you create an environment where people know you'll hear them out, that you're emotionally consistent and fair-minded, and that they'll be given chances for honest mistakes.

If this country wants to be great, we must continue the ongoing quest for fairness and respect for all our citizens.

All of us, from time to time, aren’t treated fairly, but it’s the heroes who overcome their oppressors to accomplish their important mission.

I did learn fairly early that the best and the most effective way to lead is by letting people do things because they want to do them, not because you want them to.

Be kind to the poor, fair to the rich, gracious to the lowly, and just to the prominent.

Fair-minded people earn the respect of their colleagues rather than demanding it.

three ways to improve your team’s motive-based trust in you: self-disclosure, demonstrating fairness, and acting with integrity.

The real character of leaders does not show in fair weathers. When the sun of life begins to go hot, you will see for yourself some leaders are already melting off!

You know you’re in a toxic environment when... People use the word ‘fairness,’ when in reality, managing the appearance of fairness becomes the job.

Effective leaders learn to strike a balance between micromanaging and laissez-faire managing. Leaders have to be in the Goldilocks zone of leadership: not too much and not too little management.

In advanced societies it is not the race politicians or the "rights" leaders who create the new ideas and the new images of life and man. That role belongs to the artists and intellectuals of each generation. Let the race politicians, if they will, create political, economic or organizational forms of leadership; but it is the artists and the creative minds who will, and must, furnish the all important content. And in this role, they must not be subordinated to the whims and desires of politicians, race leaders and civil rights entrepreneurs whether they come from the Left, Right, or Center, or whether they are peaceful, reform, violent, non-violent or laissez-faire. Which means to say, in advanced societies the cultural front is a special one that requires special techniques not perceived, understood, or appreciated by political philistines.

that the truly contented man is not the possessor of vast riches. The crown of happiness goes to the person who has the skill to gain money fairly, use it honorably, and not mistake gold for a god of power and light.

These are the ten principles that stikes me as necessary to True Leadership: Optimism, Courage, Focus, Decisiveness, Curiosity, Fairness, Thoughtfulness, Authenticity, The Relentless Pursuit of Perfection, and Integrity.

Under one or another Democratic administration, 120,000 Japanese Americans were torn from their homes and livelihoods and thrown into detention camps; atomic bombs were dropped on Hiroshima and Nagasaki with an enormous loss of innocent life; the FBI was given authority to infiltrate political groups; the Smith Act was used to imprison leaders of the Trotskyist Socialist Workers Party and later on leaders of the Communist party for their political beliefs; detention camps were established to round up political dissidents in the event of a “national emergency”; during the late 1940s and 1950s, eight thousand federal workers were purged from government because of their political associations and views, with thousands more in all walks of life witchhunted out of their careers; the Neutrality Act was used to impose an embargo on the Spanish Republic that worked in favor of Franco’s fascist legions; homicidal counterinsurgency programs were initiated in various Third World countries; and the Vietnam War was pursued and escalated. And for the better part of a century, the Congressional leadership of the Democratic party protected racial segregation and stymied all antilynching and fair employment bills. Yet all these crimes, bringing ruination and death to many, have not moved the liberals, the social democrats, and the “democratic socialist” anticommunists to insist repeatedly that we issue blanket condemnations of either the Democratic party or the political system that produced it, certainly not with the intolerant fervor that has been directed against existing communism.

Government, too, must have qualities of the spirit,” Collins told the crowd. “Truth and justice and fairness and unselfish service are some of these. Without these qualities there is no worthwhile leadership, and we grapple and grope in a moral wilderness.” Marshall

Most people are honest, loyal, law-abiding citizens who focus their energy on making a living, raising a family, and contributing to society. Others are more selfish, concerned only about themselves, and appear to lack a moral compass. These individuals display little regard for others, allowing their need for power and prestige to override their sense of fairness and equity.1 Unfortunately, some individuals in the business world allow the responsibilities of leadership and the perquisites of power to override their moral sense.

Trust, honesty, and integrity are exceedingly important qualities because they so strongly affect followers. Most individuals need to trust others, especially their boss. Subordinates must perceive their leader as a consistently fair person if they’re to engage in the kind of innovative risk-taking that brings a company rewards.

One may ask, how is the great King Jaron described by those who know him? The answer rarely includes the word “great,” unless the word to follow is “fool,” though I have also heard “disappointment,” “frustration,” and “chance that he’ll get us all killed.” There are other answers, of course. “He was born to cause trouble, as if nothing else could make him happy.” My nursemaid said that, before I was even four years of age. I still believe her early judgments of me were unfair. Other than occasionally climbing over the castle balconies, and a failed attempt at riding a goat, what could I have possibly done to make her say such a thing? My childhood tutor: “Jaron has a brilliant mind, if one can pin him down long enough to teach him anything he doesn’t think he already knows. Which one rarely can.” It wasn’t that I thought I already knew everything. It was that I had already learned everything I cared to know from him, and besides, I didn’t see the importance of studying in the same way as my elder brother, Darius. He would become king. I would take a position among his advisors or assume leadership within our armies. My parents had long abandoned the idea of me becoming a priest, at the tearful request of our own priest, who once announced over the pulpit that I “belonged to the devils more than the saints.” To be fair, I had just set fire to the pulpit when he said it. Mostly by accident.

It’s Simple: Be fair and honorable in your business dealings. It’s the only way that you and your employees can leave a legacy to be proud of. Never lie, cheat, steal, or tolerate those who do. The culture of your organization starts with you. Own your lapses in judgment. It happens to everyone. Correct the problem and return to being a person of good character. Chapter Two You Can’t Surge Trust

The impossible part of the job is, of course, that a leader can carry on leading only as long as someone follows him, and people’s reactions to leadership are always the same: if a decision of yours benefits me, you’re fair, and if the same decision harms me, you’re a tyrant. The truth about most people is as simple as it is unbearable: we rarely want what is best for everyone; we mostly want what’s best for ourselves.

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

People say that leadership is about making difficult decisions, unpalatable and unpopular decisions. “Do your job,” leaders are constantly being told. The impossible part of the job is, of course, that a leader can carry on leading only as long as someone follows him, and people’s reactions to leadership are always the same: if a decision of yours benefits me, you’re fair, and if the same decision harms me, you’re a tyrant.

Because I'm a Black Woman: They don't see me; They don't believe me; They don't give me a fair trial; They don't give me a fair pay. Because I'm a Black Woman: They ridicule my appearance; They don't protect my existence; They hate my assertiveness; They disobey my leadership. Because I'm a Black Woman: I bear the hardest experiences; I receive the most harmful lessons; I hear the harshest words; I wake up immersed in swords, to survive, and only to repeat the same for a lifetime.

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

Throughout his political career, Roosevelt’s conception of leadership had been built upon a narrative of the embattled hero (armed with courage, spunk, honor, and truth) who sets out into the world to prove himself. It was a dragon-slaying notion of the hero-leader, and Roosevelt had the good fortune to strike the historical moment in which he could prove his mettle. Under the banner of “the Square Deal,” he would lead his country in a different kind of war, a progressive battle designed to restore fairness to America’s economic and social life.

You have to convey your priorities clearly and repeatedly. If you don't articulate your priorities clearly, then the people around you don't know what their own should be. Time and energy and capital get wasted. You can do a lot for the morale of the people around you (and therefore the people around them) just by taking the guess work out of their day-to-day life. A lot of work is complex and requires intense amounts of focus and energy, but this kind of messaging is fairly simple This is where we want to be. This is how we're going to get there.

As the number of deaths climbed to the highest in the world, America—and those looking to it for leadership—had to come to terms with the untested fragilities of its social ecosystem. “To a watching world,” wrote The Guardian, “the absence of a fair, affordable US healthcare system, the cut-throat contest between American states for scarce medical supplies, the disproportionate death toll among ethnic minorities, chaotic social distancing rules, and a lack of centralised coordination are reminiscent of a poor, developing country, not the most powerful, influential nation on earth.

...for all my regard for democracy , and my embrace of consultative management, there's a lot to be said for benevolent depotism. My inclination towards that model only increased when I went on to study philosophy and politics and early civilisations. I'm happy to consult broadly where appropriate, to draw in ideas. But when it is clear the direction that must be taken, leadership is about persuading people to come on board to work together on the strategy you believe will work. Sometimes you might get them there through subtle persuasion. At other times, I might still say, as I did so often at fifteen, 'Oh, please, just shut up and let's get on with it.

We live in a world where we have to sacrifice our comfort for the sake of others. Where we have to go an extra mile to meet others' needs. Where we have to dig deep in our resources to please others. I have gone out of my comfort zone for some people. Some people have gone out of their comfort zone for me. And I'm grateful. It's life. It's a common thing. There is no right or wrong to this behaviour. We do it because either we want to or that we must. By the way, our self-sacrificing service can be unhealthy to us. Some people burn themselves down trying to keep others warm. Some break their backs trying to carry the whole world. Some break their bones trying to bend backwards for their loved ones. All these sacrifices are, sometimes, not appreciated. Usually we don't thank the people who go out of their comfort zone to make us feel comfortable. Again, although it's not okay, it's a common thing. It's another side of life. To be fair, we must get in touch with our humanity and show gratitude for these sacrifices. We owe it to so many people. And sometimes we don't even realise it. Thanks be to God for forgiving our sins — which we repeat. Thanks to our world leaders and the activists for the work that they do to make our economic life better. Thanks to our teachers, lecturers, mentors, and role models for shaping our lives. Thanks to our parents for their continual sacrifices. Thanks to our friends for their solid support. Thanks to our children, nephews, and nieces. They allow us to practise discipline and leadership on them. Thanks to the doctors and nurses who save our lives daily. Thanks to safety professionals and legal representatives. They protect us and our possessions. Thanks to our church leaders, spiritual gurus and guides, and meditation partners. They shape our spiritual lives. Thanks to musicians, actors, writers, poets, and sportspeople for their entertainment. Thanks to everyone who contributes in a positive way to our society. Whether recognised or not. Thank you. Thank you. Thank you!

He introduces me to his political friends from across the spectrum. Conservatives who oo and ah and nod, telling me I'm just what this country is about. And so articulate! Frowning liberals who put it simply: my immoral career is counterproductive to my own community. Can I see that? My primary issue is poverty, not race. Their earnest faces tilt to assess my comprehension, my understanding of my role in this society. They conjure metaphors of boats and tides and rising waves of fairness. Not reparations -no, even socialism doesn't stretch that far. Though some do propose a rather capitalistic trickle-down from Britain to her lagging Commonwealth friends. Through economic generosity: trade and strong relations! Global leadership. The centrists nod. The son nods, too. Now that, they can all agree to.

Do you want to know what General Putnam is thinking? It’s this. He’s thinking that he can’t win the war if he doesn’t keep the people on his side. He’s thinking that he can’t keep the people on his side if the troops are running amok among the civilian population—raping the women, stealing cattle, burning houses. He is determined to scare the wits out of the troops to keep them in line. And he’s thinking that it doesn’t matter very much who he executes to do it. So many men have died, so many mothers have wept, so many brothers and sisters have cried. He is thinking that in the long run if he executes somebody, he’ll shorten the war and save more lives. It doesn’t matter to him very much who he executes; one man’s agony is like another’s, one mother’s tears are no wetter than anybody else’s. And that’s why he’s going to have Sam shot.

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.

Know the Competition I had a wonderful experience purchasing a luxury car. I was looking at three different brands. I have owned all three at different times in my life so I knew each fairly well. I had studied the market and knew most of the features of the competing models. However, this particular sales guy knew every detail about every car I was considering and so served me wonderfully in my purchase. He never once used his knowledge to speak poorly of the competition. On the contrary, he told me where each model was better than the car I was considering. Wow. I found myself starting to trust this guy because he was being honest and transparent. He stood firm that his car was the car I should buy because of its particular features and quality, but he brought great information about his competitors to the discussion. It was a really classy way to handle a sales role. A really sad part of my wonderful car purchase was that I was on a competitor’s lot the next day and the sales guy there knew less about the car he was selling than my guy knew about the same car. In

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

THE MAJOR ATTRIBUTES OF LEADERSHIP The following are important factors of leadership:- 1. UNWAVERING COURAGE based upon knowledge of self, and of one's occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader very long. 2. SELF-CONTROL. The man who cannot control himself, can never control others. Self-control sets a mighty example for one's followers, which the more intelligent will emulate. 3. A KEEN SENSE OF JUSTICE. Without a sense of fairness and justice, no leader can command and retain the respect of his followers. 4. DEFINITENESS OF DECISION. The man who wavers in his decisions, shows that he is not sure of himself. He cannot lead others successfully. 5. DEFINITENESS OF PLANS. The successful leader must plan his work, and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks. 6. THE HABIT OF DOING MORE THAN PAID FOR. One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers. 7. A PLEASING PERSONALITY. No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all of the factors of a Pleasing Personality. 8. SYMPATHY AND UNDERSTANDING. The successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems. 9. MASTERY OF DETAIL. Successful leadership calls for mastery of details of the leader's position. 10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY. The successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility, he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed. 11. COOPERATION. The successful leader must understand, and apply the principle of cooperative effort and be able to induce his followers to do the same. Leadership calls for POWER, and power calls for COOPERATION. There are two forms of Leadership. The first, and by far the most effective, is LEADERSHIP BY CONSENT of, and with the sympathy of the followers. The second is LEADERSHIP BY FORCE, without the consent and sympathy of the followers.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized

he methodically distinguishes two types of success—whether in the arts, in battle, or in politics. The first success, he argues, belongs to the man “who has in him the natural power to do what no one else can do, and what no amount of training, no perseverance or will power, will enable an ordinary man to do.” He cites the poet who could write the “Ode on a Grecian Urn,” the president who could “deliver the Gettysburg Address,” and Lord Nelson at Trafalgar as manifestations of genius, examples of men assigned extraordinary gifts at birth. The second and more common type of success, he maintains, is not dependent on such unique inborn attributes, but on a man’s ability to develop ordinary qualities to an extraordinary degree through ambition and the application of hard, sustained work. Unlike genius, which can inspire, but not educate, self-made success is democratic, “open to the average man of sound body and fair mind, who has no remarkable mental or physical attributes,” but who enlarges each of those attributes to the maximum degree. He suggests that it is “more useful to study this second type,” for with determination, anyone “can, if he chooses, find out how to win a similar success himself.” It is clear from the start of Roosevelt’s story of his leadership journey that he unequivocally aligns himself with this second type of success.

diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust.

Happiness is relative. Fairness is absolute.

the tactics of divide and rule were fairly successful until the mid-1930s, the six-month general strike of 1936 constituted a popular and spontaneous explosion from the bottom up that took the British, the Zionists, and the elite Palestinian leadership by surprise, and that obliged the latter to put aside its divisions, at least nominally. The result was the creation of the Arab Higher Committee, which was set up to lead and represent the entire Arab majority, although the British never recognized the AHC as representative

The fact is, people aren’t going to give their all unless their leaders drop fear-based tactics and display caring behaviors: being transparent and fair, listening, admitting their own mistakes, and acting in the team’s best interests.

The Iroquois Nation presumably understood the transformative power of war when they developed parallel systems of government that protected civilians from warriors and vice versa. Peacetime leaders, called sachems, were often chosen by women and had complete authority over the civil affairs of the tribe until war broke out. At that point war leaders took over, and their sole concern was the physical survival of the tribe. They were not concerned with justice or harmony or fairness, they were concerned only with defeating the enemy. If the enemy tried to negotiate an end to hostilities, however, it was the sachems, not the war leaders, who made the final decision. If the offer was accepted, the war leaders stepped down so that the sachems could resume leadership of the tribe.

Revolution comes, within two ways, a way of wisdom or the path of the sword. The first one is the change of mind, character, and morals towards fairness and justice regardless of any discrimination, destruction, and harm to society and its people. The second one is only the change of leadership, system, and rules with a few power-mongers who even practice with the bloodshed of innocent people. Revolution by wisdom is evergreen and fruitful, and by the sword is just for a season and disappears sooner or later.

Equality applies the same rules and advantages to all in an attempt to treat everyone fairly. While used with the best of intentions, the results are rarely equal.

The vote only empowers you to represent abilities, whereas the beauty of work and actuality of capability qualify you as a true leader; otherwise, the majority vote is just a power game, not insight.” Ziauddin Khawaja, known as Ziauddin Butt, in the military coup against the elected Prime Minister of Pakistan, Nawaz Sharif, on October 12, 1999, under secret and mutual interests, assured the four corps commanders of that time of their loyalty to the army and in favor of General Musharraf. Military treachery was preferred over democratic values and the constitutional protection of the elected Prime Minister. If General Butt was a patriot, the worst general in history, Musharraf, would never have dared to hand over our beloved country to foreign forces. Every general tries to be a patriot and a hero after retirement. As many generals as there were in Pakistan and they broke, abrogated, or suspended the constitution from any angle, they were and are complete traitors to the Pakistani state, nation, and constitution, but also to the morale of the great forces, along with the traitorous judges of the judiciary, who participated equally. Not repeating such factors is a nation’s survival; otherwise, there will be no uniforms and no freedom. Staying within every institution’s limits is patriotism; give exemplary proof of your patriotism, and you are all subservient to the Constitution and those elected under the Constitution. Your oath is your declaration of respect and protection of democratic values; its violation is treason against the country and nation. On the other hand, Pakistani political parties and their leadership do not qualify in the context of politics since, if they are in power or opposition, they seek favor from the Armed Forces for their democratic dictatorship. The honest fact is that Pakistanis neither wanted nor wished to establish real democratic values and their enforcement. Lawmakers are unqualified and incapable of fulfilling the context of the Constitution, which is the essence of a pure and honest democracy with fair and transparent elections as per the will of voters, which never happened in Pakistan. Examples are visible and open to the world, even though no one feels sorry or ashamed for such an immoral, illegitimate, and unconstitutional mindset and trend of the Pakistani leadership of all political parties. Huge and widespread corruption is a threat to the Pakistani economy and people’s prosperity. IMF support and other benefits go into the hands of corrupt officials instead of prioritizing the well-being of society or individuals. Imposing taxes without prosperity in society and for people who already live below the poverty line is economic violence, not a beneficial impact. The fact is bare that the establishment misuses leaders and leaders misuse the establishment, which has become a national trend; consequently, state, nation, and constitution remain football for them, and they have been playing it for more than seven decades, losing the resources of land and people for their conflicts of interest. I can only suggest that you stop such a game before you defeat yourself.

Now, in Lucknow, itself a great centre of Islamic learning and culture, the president of the Muslim League accused ‘the present leadership of the Congress’ of ‘alienating the Mussalmans of India more and more by pursuing a policy which is exclusively Hindu’. Jinnah claimed that in the six provinces where the Congress was in power, Gandhi’s party had ‘by their words, deeds and programmes shown that the Mussalmans cannot expect any justice or fair play at their hands’. When a report of this speech reached Gandhi in Segaon, he was moved to protest. The ‘whole of your speech’, he wrote to Jinnah, ‘is a declaration of war’. He added: ‘Only it takes two to make a quarrel. You won’t find me one, even if I cannot become a peace-maker'.

The Iroquois Great Law of Peace, for example, was established generations before whites arrived in North America and served as a philosophical starting point for the U.S. Constitution. In both Western and Native traditions, a warrior culture was fostered that could defend the tribe or nation but was under the direct control of civilians. And civilians had to be willing to give up leadership when they were overruled by a majority, because they presumably valued having no power in a fair system more than they valued having all the power in an unfair one.

senator decided that he didn’t want to be the bad guy in the story. He spent Saturday huddling with West, sketching out a fresh offer for a climate bill, assembling a compromise he deemed worthy. When West passed along the document to Petrella and Deese, he told them that some fine-tuning might be required, but he thought it was a fair deal that Schumer and the White House could accept. As Petrella scanned the offer, he braced himself for the worst. But as he read, he absorbed the reality that Manchin had confounded his expectations. The plan was actually ambitious, not that far from the substance of their negotiations. Manchin had his demands, to be sure. They had covered most of this ground before. He wanted approval of the Mountain Valley Pipeline, which would transport natural gas from wells in north-central West Virginia, turning his state into a major player in that energy market. He asked for the Democratic leadership’s support for a separate bill reforming the process for permitting new energy infrastructure so that it could be built without having to surmount so many bureaucratic impediments. And he needed hundreds of millions of dollars set aside for deficit reduction, to assuage his centrist conscience. But that was just horse trading. The only thing that truly mattered was his proposing more than $300 billion in tax credits that would incentivize the nation to rapidly embrace clean energy. If Congress passed his proposal, carbon emissions would fall by 40 percent of the 2005 levels by 2030. Petrella, who felt at once elated and frustrated by Manchin’s wild swings, told West, “Lance, I’ve been sticking my neck out, defending you guys, saying that you were going to fucking do something here, for a year. I’m willing to do it one more time, but it’s got to be before the August recess, and this has got to be it. This is the deal. We’re locking arms.” West told Petrella that the document in his hands was the “flight plan.” They were going to finally land the plane. —

Lewis was interested in bringing into existence industrial unions like his own, in which he had always believed. Roosevelt was interested in bringing into American labor unions as many voters as possible and in capturing their leadership to be used to build up a powerful labor faction which could control the Democratic party and which he and his allies could control through the vast power of the government and the vast powers of the labor leaders, along with the immense financial resources that so great a labor movement would have. The Communists were interested in getting into the unions, into key positions as union officers, statisticians, economists, etc., in order to utilize the apparatus of the unions to promote the cause of revolution. I think we have to be fair in saying at this point that neither Roosevelt nor Lewis realized the peril to which they were exposing both the unions and the country. This thing called revolutionary propaganda and activity is something of an art in itself. It has been developed to a high degree in Europe where revolutionary groups have been active for half a century and where Communist revolutionary groups have achieved such success during the past 25 years.

In a democracy, you cannot blame only a leading leader but also the entire leadership, including the voters’ choice, if the party fails to fulfill its promises. Prose, whether in the form of a quotation or something else, expresses various colours of character and life in its context and accurately mirrors society; therefore, read not only the content of the writing but also understand and share what you think will enlighten others’ lives. What are the attributes of a leader? When the nation understands and realizes that, it blocks the route for the leadership, with the foresight, upon dishonest, rude, and immoral ones. Otherwise, the rope of idiocy remains in the hands of idiots. The day you vote is an opportunity to vote not for a leader but for a party manifesto and constructive thoughts and plans. Indeed, you will have good fortune, a bright and joyful social status, and prosperity will always be a part of your society and life. You are the real leader of the universe if you also lead the hearts and not just the minds. The mind keeps the knowledge while the heart showers the fragrance of love towards the soul; it is the base and circle of the knowledge. A leader doesn’t mean to have governmental power; it means to lead its people on the right, secure, equal, fair, and visionary way of life. Be a leader, not a lawyer and judge, not an official; express party program(me) honestly for the nation and face all the challenges before accusing, abusing, and blaming others. Indeed, it shows dignity and venerable leadership. The opposition leaders and those in power can keep reputable the four pillars of democracy in the context of constitutional duties, transparent justice, truth, and honesty; they can also discredit those by their wrong character and fallacious decisions and deeds. Real and true leader neither has a special status nor contradict others. If he keeps the distance in any way or shape If he says things that don’t exist If he brings you in a destructive direction If he what promises, but do not keep his words If he put you naked in the open sky and himself in a comfortable tent If he gives you false hopes rather than the practical helping He is just an opportunist, a cheater, and a liar but not a leader. Promises of the leader before the election build expectations in the minds of voters, and after winning the election, those cause humiliation in the eyes of voters if the leader fails to fulfill them. Therefore, fly not so high that you cannot land easily; be honest with yourself. Political leadership is a significant spirit and defense of the armed forces of any state, whereas the armed forces are a protective shield for them. Both are compulsory for each other, as the political leadership has one point, and the armed forces have zero points, which becomes ten points. Otherwise, it stays one or zero, establishing nothing. A selfish and empty of vision and solution leadership prefers its own political and personal benefits and interests instead of its people; indeed, it collapses in the face of ruffians and traitors of the constitution. As a reality, such a state and all institutions face conspiracies in global affairs; consequently, diplomatic isolation and trade failure become destiny; it leads towards destruction with self-adopted strategy and character.

The ugly truth about democracy is that it breeds anxiety. The responsibility for the government is shifted onto the body of the citizenry, who often lack the awareness and knowledge necessary to make informed decisions. They are tasked with electing their officials, they stress over it, they fall into despair when their side loses and act like their lives are over, and then when the government they elected inevitably does something they don’t want, they feel betrayed. There is no constancy in leadership, the policies vary wildly from one administration to the next, and one never knows where the nation shall be in ten years’ time. It is chaos.” Nice try. “Democracy protects the rights of an individual. Tyranny protects only the select few and not very well.” “Tyranny provides stability and rules. Follow the rules, and you will be safe,” she said. “At the cost of personal freedoms,” I said. “You would be surprised how many beings will gladly trade their freedom for safety.” “Not me,” I told her. This wasn’t the first time Caldenia and I had clashed over politics. I had seen a lot of the galaxy, and I’d witnessed the kind of horrors a tyrannical government brought. I would take chaos and freedom over stable shackles any day. Yes, it was messy and inefficient at times, but I could vote, I could run for office, I could criticize our government without fear of persecution, and that was priceless. Caldenia shrugged. “As paradoxical as it is, authoritarian displays tend to stabilize the public. The citizens find a strong, frightening leader reassuring. The tyrant is a monster, but it is their monster, and they take pride in their power.” “To be fair, the Supremacy practices a limited tyranny. The Parliament of the Supremacy is also an elected body,” Kosandion told me. “Sometimes they murder incompetent tyrants.” Caldenia shrugged. “Well, one has to throw the rabble a bone, Dina.” This was the strangest conversation. They were both talking to me without acknowledging the other person existed.

The Major Attributes of Leadership The following are important factors of leadership: 1. UNWAVERING COURAGE based upon knowledge of self and of one’s occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader for very long. 2. SELF-CONTROL. People who cannot control themselves can never control others. Self-control sets a mighty example for one’s followers, which the more intelligent will emulate. 3. A KEEN SENSE OF JUSTICE. Without a sense of fairness and justice, no leader can command and retain the respect of his or her followers. 4. DEFINITENESS OF DECISION. People who waver in decisions show that they are not sure of themselves. They cannot lead others successfully. 5. DEFINITENESS OF PLANS. The successful leader must plan the work, and work the plan. A leader who moves by guesswork without practical, definite plans is comparable to a ship without a rudder. Sooner or later it will land on the rocks. 6. THE HABIT OF DOING MORE THAN PAID FOR. One of the penalties of leadership is the necessity of willingness, upon the part of the leaders, to do more than they require of their followers. 7. A PLEASING PERSONALITY. No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect leaders who do not score highly on all factors of a pleasing personality. 8. SYMPATHY AND UNDERSTANDING. Successful leaders must be in sympathy with their followers. Moreover, they must understand them and their problems. 9. MASTERY OF DETAIL. Successful leadership calls for mastery of details of the leader’s position. 10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY. Successful leaders must be willing to assume responsibility for the mistakes and shortcomings of their followers. If they try to shift this responsibility, they will not remain leaders. If followers make mistakes and become incompetent, it is the leader who has failed. 11. COOPERATION. Successful leaders must understand and apply the principle of cooperative effort and be able to induce followers to do the same. Leadership calls for power, and power calls for cooperation.

THE RESPONSIBILITY OF THE UNION The Union’s Responsibility: To hold a high standard of accountability and responsibility. It’s the union’s job to make sure a firefighter who faces discipline gets a fair process. However, it is not the responsibility of the union to try and get a guilty firefighter off the hook. It is also not the responsibility of the union to help a firefighter get his or her job back when the actions of that firefighter are an absolute disgrace to the fire service. If the union engages in that type of activity, it hurts the fire service as a whole, makes the union look bad, and puts public safety at jeopardy. Additionally, this type of action by the union contributes to poor choices when it comes to promotional candidates.

What are your strengths? How do you know that? What do you need to work on? How do you know that? How are you working on this area? Is your company helping? When was your last promotion? How was the promotion communicated to you? What is the one thing you believe you did to earn this promotion? When was your last compensation increase? (Compensation = base salary + bonus and/or stock.) Do you feel fairly compensated? If not, what would you consider fair compensation? What facts do you base that opinion on? Have you told this to your manager? When was the last time you received useful feedback from your manager? What compliment do you wish you could receive about your work? Are you learning from your manager? What was the last significant thing you learned from them? What was the last thing you built at work that you enjoyed? What was your last major failure at work? What’d you learn? Are you clear about the root causes of that failure? What was the last piece of feedback you received (from anyone) that substantially changed your working style? Who is your mentor?1 When was the last time you met with them? When was your last 360 review?2 What was your biggest lesson? When did you last change jobs? Why? When did you last change companies? Why? What aspect of your current job would you bring with you to a future gig? What is your dream job? (Role, company, etc.) What is a company you admire? What attributes do you admire? Who is a leader that you admire? What are the qualities of that leader that you admire?

But Anita Roddick had a different take on that. In 1976, before the words to say it had been found, she set out to create a business that was socially and environmentally regenerative by design. Opening The Body Shop in the British seaside town of Brighton, she sold natural plant-based cosmetics (never tested on animals) in refillable bottles and recycled boxes (why throw away when you can use again?) while paying a fair price to the communities worldwide that supplied cocoa butter, brazil nut oil and dried herbs. As production expanded, the business began to recycle its wastewater for using in its products and was an early investor in wind power. Meanwhile, company profits went to The Body Shop Foundation, which gave them to social and environmental causes. In all, a pretty generous enterprise. Roddick’s motivation? ‘I want to work for a company that contributes to and is part of the community,’ she later explained. ‘If I can’t do something for the public good, what the hell am I doing?’47 Such a values-driven mission is what the analyst Marjorie Kelly calls a company’s ‘living purpose’—turning on its head the neoliberal script that the business of business is simply business. Roddick proved that business can be far more than that, by embedding benevolent values and a regenerative intent at the company’s birth. ‘We dedicated the Articles of Association and Memoranda—which in England is the legal definition of the purpose of your company—to human rights advocacy and social and environmental change,’ she explained in 2005, ‘so everything the company did had that as its canopy.’48 Today’s most innovative enterprises are inspired by the same idea: that the business of business is to contribute to a thriving world. And the growing family of enterprise structures that are intentionally distributive by design—including cooperatives, not-for-profits, community interest companies, and benefit corporations—can be regenerative by design too.49 By explicitly making a regenerative commitment in their corporate by-laws and enshrining it in their governance, they can safeguard a ‘living purpose’ through times of leadership change and protect it from mission creep. Indeed the most profound act of corporate responsibility for any company today is to rewrite its corporate by-laws, or articles of association, in order to redefine itself with a living purpose, rooted in regenerative and distributive design, and then to live and work by it.

Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear.

I hate comparisons, because people never compare fairly. People never count the struggle, hard work, sacrifice .When comparing. They only count what is good for them. They only count success, benefits and celebration.

It’s also fairly unrealistic to think any human’s default in the middle of a stressful encounter would be to pause, evaluate the company values that could be used in the situation, figure out what they mean, and then resume action. Employees need to know exactly how to demonstrate the value before the situation occurs that requires it.

Stop making excuses for your lack of action or results by focusing on what other people have done to you, how life is not fair, or how the world has wronged you.

Because, seriously, if someone really could solve all your problems, they’d go out of business by next Tuesday (or get voted out of office next week). Leaders need their followers to be perpetually dissatisfied; it’s good for the leadership business. If everything were perfect and great, there’d be no reason to follow anybody. No religion will ever make you feel blissful and peaceful all the time. No country will ever feel completely fair and safe. No political philosophy will solve everyone’s problems all the time.

Wisdom and Knowledge: Creativity or innovation, curiosity, open-mindedness, love of learning, perspective Courage: Bravery, persistence, integrity, vitality, zest Humanity: Love, kindness, social intelligence Justice: Citizenship, fairness, leadership Temperance: Forgiveness and mercy, humility, prudence, self-control

Agency turnaround plans must be developed by agency top management teams and carried out with vigor throughout their agencies, with a goal to develop the full support and engagement of client heads and their client service teams. This will not be easy, since these plans will require an executive leadership style that has little precedent in most agencies’ history. The requirement for senior executives to manage agency operations with a tougher mindset is inconsistent with the laissez-faire style associated with agency self-organization, which has been the traditional way agencies have been run to date. Leadership