Functional Leadership Quotes

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.

The best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

Self-leaders are still true leaders even if they have no known followers. True leaders inspire by the influence of their characters and general self-made brands. Leadership is defined by the virtues of one's behaviour.

I start with the premise that the function of leadership is to produce more leaders, not more followers.

Self-leaders do not look for followers because they are busily pursuing their influencial dreams that followers will trace and ask for. Followers look for influence and that can be obtained from self-leaders.

A young child is a leader to an elderly person once his purpose has a faithful, sincere and trustworthy influence on people. Leadership is not restricted to position and age; it is self-made and influencial. Everyone has this self-leadership quality.

Ojas chakra is a micro-environment of spiritual energy and leadership. The network consists of mahapadma chakras, two padma chakras and the subtle connection of the third eye.

The Function of Leadership is to produce more Leaders, Not more Followers.

You can be in your room and lead people. Just develop your potentials and publicize them and you will see people looking for your product. That is influence; self-made leaders do not look for followers. Followers look for them.

It’s a leadership function. They taught me that at Quantico. The troops have to see you doing the job. They have to know you’re there for them.” And I have to be sure that it’s all real, that I actually am the President.

Like the brain's command center, the board provides the highest level of cognitive function for the organization. They are the "big picture" thinkers, setting strategic direction, overseeing management, and representing the interests of shareholders and stakeholders.

The person with strong Indu chakra develop an extraordinary power of attraction, leadership, and decisiveness.

To function efficiently, any group of people or employees must have faith in their leader."- Capt. Bligh(ret.)

The leaders and followers of the Harlem Renaissance were every bit as intent on using Black culture to help make the United States a more functional democracy as they were on employing Black culture to 'vindicate' Black people.

The 21 leadership chakras in the human body are like tuning forks; they influence others. Leadership is creating resonance and melody in them.

The concept of leadership is abused by people who think a person becomes a leader when he grows grey hair, put into a position and expected to function. Everyone has a leadership potential carried within in a specific area of his or purpose. Leadership is universal and built on trust.

It's been hard for me at times...the responsibility and expectation that comes with being a leader. I'm not always the one I wish I could be, that I should be, but nonetheless, it is my place. If I were to ever show a commitment to something other than my leadership, which could jeopardize the function I have, I would be risking too many lives. I couldn't live with that.

A “self-leader” is the positively influence you have on yourself and on others without any influence with your titles and positions. You must be able to lead yourself before you can lead others.

Mearcstapa is not a comfortable role. Life on the borders of a group— and in the space between groups—is prone to dangers literal and figurative, with people both at “home” and among the “other” likely to misunderstand or mistrust the motivations, piety, and loyalty of the border-stalker. But mearcstapa can be a role of cultural leadership in a new mode, serving functions including empathy, memory, warning, guidance, mediation, and reconciliation. Those who journey to the borders of their group and beyond will encounter new vistas and knowledge that can enrich the group.

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

We have to change the culture from one in which people simply do their own job in their own function to make their own numbers look good (a vertical focus) to one in which people are focused horizontally on the customer and on improving value streams that deliver value across functions.

Having an understanding of the human mind and how it functions is probably the single most important thing anyone who wants to be successful can do

I start with the premise that the function of leadership is to produce more leaders, not more followers. —Ralph Nader, consumer advocate

The internal system of an abuse victim differs from the non-abuse system with regard to the consistent absence of the effective leadership, the extreme rules under which the parts function, and the absenve of any consistent balance or harmony. Typically, the parts operate around outdated assumptions and beliefs derived from the childhood abuse, believing, for example, that it is still extremely dangerous to reveal secrets about childhood experiences which were endured.

Imagine if all the car makers in the world were to sit down together to design one extremely simple, embellishment-free, functional car that was made from the most environmentally-sustainable materials, how cheap to buy and humanity-and-Earth-considerate that vehicle would be. And imagine all the money that would be saved by not having different car makers duplicating their efforts, competing and trying to out-sell each other, and overall how much time that would liberate for all those people involved in the car industry to help those less fortunate and suffering in the world. Likewise, imagine when each house is no longer designed to make an individualised, ego-reinforcing, status-symbol statement for its owners and all houses are constructed in a functionally satisfactory, simple way, how much energy, labour, time and expense will be freed up to care for the wellbeing of the less fortunate and the planet.

Let me say to you sisters that you do not hold a second place in our Father's plan for the eternal happiness and well-being of His children. You are an absolutely essential part of that plan. Without you the plan could not function. Without you the entire program would be frustrated...Each of you is a daughter of God, endowed with a divine birthright. You need no defense of that position...There is strength and great capacity in the women of this Church. There is leadership and direction, a certain spirit of independence, and yet great satisfaction in being a part of the Lord's kingdom..

Another approach is actually to build the job around the person, to create a virtual job portfolio to match what he/she does best. Say you find a highly competent human being. Rather than asking the person to conform, you find appropriate things for that person to do. This permits a great deal of mobility within the organization, breaks up the traditional hierarchy, unlinks the rigid chain-of-command, and uncovers new functional slots. Such an idea is disturbing to First Tier entities, quite natural in Second Tier structures.

You don't die when your body stops functioning. You die when your name is uttered for the last time in the world.

Leadership is not a title, a position or an Office but a function

Authentic leadership is leadership that endures, because it exists as a function of the individual rather than a crowd of borrowed opinions.

Leaders know where they can function better. They don’t cry over what they cannot do.

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

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

Most of all I vowed that my followers would learn more from my own example than from any legal code or set of regulations. As important to the people as written laws may be, the leader serves as a living law. He not only acts as a competent guide but also functions as a wise judge, detecting and punishing those who fail to serve the people with justice and honesty.

Faith is never connected to safe. There is no faith without tension. For a rubber band to function to it's elasticity, it has to experience a tension. Saints of God who has no tension has no function.

The church is in desperate need of a leadership community whose function is not just structured to achieve with efficiency but is more deeply shaped by the comforts and calls of the gospel of Jesus Christ.

We have created trouble for ourselves in organizations by confusing control with order. This is no surprise, given that for most of its written history, leadership has been defined in terms of its control functions.

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.

The church cannot separate itself from the world to which it is called. Churches that grasp the notion of being missional automatically function as an open boundaryless system. To them, the idea of breaking down external boundaries come naturally.

The function of leadership – the number-one responsibility of a leader – is to catalyze a clear and shared vision for the organization and to secure commitment to and vigorous pursuit of that vision.  This is a universal requirement of leadership.”[11] Jim Collins

The overriding function of management is to provide order and consistency to organizations, whereas the primary function of leadership is to produce change and movement. Management is about seeking order and stability; leadership is about seeking adaptive and constructive change.

Distinction The functional level of a team is determined by the size of their commitments and their consistency in holding them. High-functioning teams make big commitments and hold them all the time and low-functioning teams don’t make commitments or fail to hold the ones they make.

So—why do we need a covenant? Because a written covenant makes our commitment real on a level that mere conversation does not. It provides a way for the group to claim shared ownership for their behavior because it contains detailed guidelines that help the group function together in agreed-upon ways.

But I no longer believe that trust is essential to organizational functioning or even to effective leadership. Why? Because the data suggest that trust is notable mostly by its absence. Nevertheless, organizations continue to roll along, as do their leaders who seemingly suffer few consequences for being untrustworthy.

Hitler’s style of leadership functioned precisely because of the readiness of all his subordinates to accept his unique standing in the party, and their belief that such eccentricities of behaviour had simply to be taken on board in someone they saw as a political genius. ‘He always needs people who can translate his ideologies into reality so that they can be implemented,’ Pfeffer is reported as stating. Hitler’s way was, in fact, not to hand out streams of orders to shape important political decisions. Where possible, he avoided decisions. Rather, he laid out – often in his diffuse and opinionated fashion – his ideas at length and repeatedly. These provided the general guidelines and direction for policy-making. Others had to interpret from his comments how they thought he wanted them to act and ‘work towards’ his distant objectives. ‘If they could all work in this way,’ Hitler was reported as stating from time to time, ‘if they could all strive with firm, conscious tenacity towards a common, distant goal, then the ultimate goal must one day be achieved. That mistakes will be made is human. It is a pity. But that will be overcome if a common goal is constantly adopted as a guideline.’ This instinctive way of operating, embedded in Hitler’s social-Darwinist approach, not only unleashed ferocious competition among those in the party – later in the state – trying to reach the ‘correct’ interpretation of Hitler’s intentions. It also meant that Hitler, the unchallenged fount of ideological orthodoxy by this time, could always side with those who had come out on top in the relentless struggle going on below him, with those who had best proven that they were following the ‘right guidelines’. And since only Hitler could determine this, his power position was massively enhanced.

Professionalism is the grease that lubricates an organization’s functional gears. Of course, professionalism alone is inadequate to ensure business success. It must be accompanied by the leadership’s compelling vision for the business and the execution of a well thought-out strategic plan. Assuming these exist, the organization’s people will make the difference in the end.

A value-added step in a process is defined by three characteristics. First, the step must be something that the customer is willing to pay for. Second, the step must directly change the form, fit, or function of something to produce a product or service. The final characteristic of a value-added step is that it is so important that it must be done right every time to successfully produce the intended product or service.

What is this business trying to accomplish? How does it want to position itself in the market? Has the strategy changed recently or is it likely to change soon? Does my function contribute to our competitive advantage? What must each function contribute to that strategy? How does my function’s effort impact the strategy? How does my function impact the other functions’ ability to contribute? How is the money made in this business?

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

The R6 framework isn't designed as only a theoretical exercise divorced from the practical realities of organizational life. In addition to the above descriptions of its efficacy, its efficacy is also in its inherent capacity to incorporate the diverse nuances of various business functions including those managed by human resources, operations, product development, finance, and other essential departments. I refer to this as its “nurturing effect.

We have to be effective and efficient at the things that enable us to provide value to the customers. If we are efficient or effective at things that thwart our ability to provide value to the customer – even if unconsciously – well, we would be contributing to our own demise under the guise of doing good. So any changes we make, in operations specifically, or any other business function, or on the whole, must be centered around the value exchange.

there is no other civilization that can serve as support; we have to face our problems alone. The only prospect offered us as a counterpart of the cyclical laws, and that only hypothetical, is that the process of decline of the Dark Age has first reached its terminal phases with us in the West. Therefore it is not impossible that we would also be the first to pass the zero point, in a period in which the other civilizations, entering later into the same current, would find themselves more or less in our current state, having abandoned—"superseded"—what they still offer today in the way of superior values and traditional forms of existence that attract us. The consequence would be a reversal of roles. The West, having reached the point beyond the negative limit, would be qualified to assume a new function of guidance or command, very different from the material, techno-industrial leadership that it wielded in the past, which, once it collapsed, resulted only in a general leveling. This rapid overview of general prospects and problems may have been useful to some readers, but I shall not dwell further on these matters. As I have said, what interests us here is the field of personal life; and from that point of view, in defining the attitude to be taken toward certain experiences and processes of today, having consequences different from what they appear to have for practically all our contemporaries, we need to establish autonomous positions,

Though helping is a common social process, it is not the only social process. Our relationships with others have many other functions. In order to offer, give, and receive help effectively, we also need the ability to shift from whatever else we were doing and adopt a readiness to help or be helped. It is part of our social training to be prepared to help and to offer help when the ongoing situation suddenly makes helping an imperative or at least an option. But this impulse to help or seek help can run counter to what else is going on.

Contrary to popular belief, the psychiatric concept of clinical depression is different from ordinary sadness. Depression adds to sadness a constellation of physical symptoms that produce a general slowing and deadening of bodily functions. A depressive person sleeps less, and the nighttime becomes a dreaded chore that one can never achieve properly. Or one never gets out of bed; better sleep, if one can, since one can’t do anything else. Interest in life and activities declines. Thinking itself is difficult; concentration is shot; it’s hard enough to focus on three consecutive thoughts, much less read an entire book. Energy is low; constant fatigue, inexplicable and unyielding, wears one down. Food loses its taste. Or to feel better, one might eat more, perhaps to stave off boredom. The body moves slowly, falling to the declining rhythm of one’s thoughts. Or one paces anxiously, unable to relax. One feels that everything is one’s own fault; guilty, remorseful thoughts recur over and over. For some depressives, suicide can seem like the only way out of this morass; about 10 percent take their own lives.

To manage people effectively, you must be able to get your ego out of the way so people are allowed to grow and develop on their own, find their voice, and discover their real gifts. If you can help a person do that, they’re going to be worth a kazillion times more to you than they would if you have to scare them into working. People don’t function as optimally when they operate from a place of fear. Acting from fear will always result in fear of taking a chance. The people who work from a place of love are going to be creative and productive and hopeful and fruitful.

As a leadership coach, one of the questions I always ask myself is, “Does this leader lead in a way that is compatible with humans?” or some version of that. People are designed to function with energy and use their gifts and talents to work toward fruitful outcomes. They do that from the moment they wake up in the morning until they lie down at night. From making the coffee to making computers, people have what it takes to get it done, if the right ingredients are present and the wrong ones are not. The leader’s job is to lead in ways such that people can do what they are best at doing: using their gifts and their brains to get great results.

The term “leadership” connotes critical experience rather than routine practice. This is suggested in the following comment by Barnard: The overvaluation of the apparatus of communication and administration is opposed to leadership and the development of leaders. It opposes leadership whose function is to promote appropriate adjustment of ends and means to new environmental conditions, because it opposes change either of status in general or of established procedures and habitual routine. This overvaluation also discourages the development of leaders by retarding the progress of the abler men and by putting an excessive premium on routine qualities.[6]  {37}

Lippmann was a major figure in many domains, including political theory. The main collection of his political essays is called “political philosophy for liberal democracy.” In these essays he explains that the “public must be put in its place” so that “the intelligent minorities” may live free of “the trampling and roar of the bewildered herd,” the public. Members of the bewildered herd are supposed to be “spectators of action,” not “participants.” They do have a function, however. Their function is to show up periodically to push a button to vote for a selected member of the leadership class. Then they are to go away and leave us alone. That’s progressive democratic theory. I

Nothing proves better the irreparable decay of the party system than the great efforts after this war to revive it on the Continent, their pitiful results, the enhanced appeal of movements after the defeat of Nazism, and the obvious threat of Bolshevism to national independence. The result of all efforts to restore the status quo has been only the restoration of a political situation in which the destructive movements are the only "parties" that function properly. Their leadership has maintained authority under the most trying circumstances and in spite of constantly changing party lines. In order to gauge correctly the chances for survival of the European nation-state, it would be wise not to pay too much attention to nationalist slogans which the movements occasionally adopt for purposes of hiding their true intentions, but rather to consider that by now everybody knows that they are regional branches of international organizations, that the rank and file is not disturbed in the least when it becomes obvious that their policy serves foreign-policy interests of another and even hostile power, and that denunciations of their leader as fifth columnists, traitors to the country, etc., do not impress their members to any considerable degree. In contrast to the old parties, the movements have survived the last war and are today the only "parties" which have remained alive and meaningful to their adherents.

In our society today, much is made of treating children as persons, human beings who have a right to be heard. But many family leaders today bend so far in the direction of consensus, in order to avoid the stigma of being authoritarian, that clarity of values and the positive, often crucial benefits of the leader's self-differentiation are almost totally missing from the system. One of the most prevalent characteristics of families with disturbed children is the absence or the involution of the relational hierarchy. While schools of family therapy have different ways of conceptualizing this condition, which may also be viewed as a political phenomenon regarding congregations, it is so diffuse among families troubled by their troubled children that its importance cannot be underestimated. What happens in any type of family system regarding leadership is paradoxical. The same interdependency that creates a need for leadership makes the followers anxious and reactive precisely when the leader is functioning best.

In the world of mental health, the lowest-functioning clients and the highest-functioning clients receive the worst care. The lowest-functioning clients typically struggle with serious mental illnesses that are maintained more than cured. And, because of downward drift that draws a disproportionate number of such patients into the lower income brackets, these clients often do not have access to top-notch care. The highest-functioning clients, on the other hand, usually have a lot going for them, including family or schools that connect them with private therapists when needed. These high-functioning clients are what therapists call YAVIS—young, attractive, verbal, intelligent, and successful—and these qualities bestow all sorts of social and psychological advantages. Being young means, as a colleague once put it, “that you haven’t completely screwed up your life yet.” Being verbal allows you to easily exchange a common currency with friends and bosses as you parlay being talkative into social status. Intelligence aids achievement and problem-solving, and even leadership. Successful people are generally brimming with confidence. And, as Aristotle said, “beauty is a greater recommendation than any letter of introduction.” So, YAVIS clients are well received nearly everywhere they go, and many therapists light up when one comes walking in the door. Still, there are two paths to being smart and charming when you are young: Life has been good or life has been bad. When life has been good, maybe someone goes to see a therapist for a while because some isolated thing is not currently going well. Most likely, the difficulty will be resolved quickly and the client will be on his way. When life has been bad, someone goes to see a therapist because even though things look pretty on the outside the person feels horrible on the inside, and this is a discrepancy that even many therapists cannot hold. Sometimes it is just too jarring to imagine that someone who seems so perfect has lived a life that has been so imperfect. What results is a therapy where the client’s image gets in the way of the help that he or she needs. The client has come to focus on what has not gone well, but the therapist is blinded by what has. Too often, being successful when you are young is about survival. Some people are good at hiding their troubles. They are good at “falling up.

In any case, we should expect that in due time we will be moved into our eternal destiny of creative activity with Jesus and his friends and associates in the “many mansions” of “his Father’s house.” Thus, we should not think of ourselves as destined to be celestial bureaucrats, involved eternally in celestial “administrivia.” That would be only slightly better than being caught in an everlasting church service. No, we should think of our destiny as being absorbed in a tremendously creative team effort, with unimaginably splendid leadership, on an inconceivably vast plane of activity, with ever more comprehensive cycles of productivity and enjoyment. This is the “eye hath not seen, neither ear heard” that lies before us in the prophetic vision (Isa. 64:4). This Is Shalom When Saint Augustine comes to the very end of his book The City of God, he attempts to address the question of “how the saints shall be employed when they are clothed in immortal and spiritual bodies.”15 At first he confesses that he is “at a loss to understand the nature of that employment.” But then he settles upon the word peace to describe it, and develops the idea of peace by reference to the vision of God—utilizing, as we too have done, the rich passage from 1 Corinthians 13. Thus he speaks of our “employment” then as being “the beatific vision.” The eternal blessedness of the city of God is presented as a “perpetual Sabbath.” In words so beautiful that everyone should know them by heart, he says, “There we shall rest and see, see and love, love and praise. This is what shall be in the end without end. For what other end do we propose to ourselves than to attain to the kingdom of which there is no end?” And yet, for all their beauty and goodness, these words do not seem to me to capture the blessed condition of the restoration of all things—of the kingdom come in its utter fullness. Repose, yes. But not as quiescence, passivity, eternal fixity. It is, instead, peace as wholeness, as fullness of function, as the restful but unending creativity involved in a cosmoswide, cooperative pursuit of a created order that continuously approaches but never reaches the limitless goodness and greatness of the triune personality of God, its source. This, surely, is the word of Jesus when he says, “Those who overcome will be welcomed to sit with me on my throne, as I too overcame and sat down with my Father on his throne. Those capable of hearing should listen to what the Spirit is saying to my people” (Rev. 3:21

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

Which would seem to be a good thing—proposing a solution to a problem that people are hungry to solve—except that my view of silos might not be what some leaders expect to hear. That’s because many executives I’ve worked with who struggle with silos are inclined to look down into their organizations and wonder, “Why don’t those employees just learn to get along better with people in other departments? Don’t they know we’re all on the same team?” All too often this sets off a well-intentioned but ill-advised series of actions—training programs, memos, posters—designed to inspire people to work better together. But these initiatives only provoke cynicism among employees—who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can’t do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another—that was the thrust of my book The Five Dysfunctions of a Team—even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another’s trust and commitment to the team.) To tear

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while de-emphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I've said this earlier but it's worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, 'I hope you will let it go,' about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to be almost darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay. Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president so brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check...without these checks on our leaders, without those institutions vigorously standing against abuses of power, our country cannot sustain itself as a functioning democracy. I know there are men and women of good conscience in the United States Congress on both sides of the aisle who understand this. But not enough of them are speaking out. They must ask themselves to what, or to whom, they hold a higher loyalty: to partisan interests or to the pillars of democracy? Their silence is complicity - it is a choice - and somewhere deep down they must know that. Policies come and go. Supreme Court justices come and go. But the core of our nation is our commitment to a set of shared values that began with George Washington - to restraint and integrity and balance and transparency and truth. If that slides away from us, only a fool would be consoled by a tax cut or different immigration policy.

Focus and discipline are essential tools for leaders in our own time. Attention spans are shrinking; many of us have trouble concentrating, listening well, and reflecting. Some of this difficulty is a result of nonstop connection to information and other people, and some is a function of trying to do several things at once.

WHO’s performance during the 2014–16 epidemic was severely criticized. International governments, NGOs, and groups of experts pointed the finger at WHO not only for the delay in sounding the alarm but also for its poorly functioning regional and country offices and a lack of leadership and coordination on the ground in West Africa.

As a legal principle, if people don’t tell the truth, our justice system cannot function and a society based on the rule of law begins to dissolve.

Function from that which is deep within you at the deepest core.....

Do they function as collections of Human Resources or as communities of human beings?

Henry Ford knew this. He said, “You can take my factories, burn up my buildings, but give me my people, and I’ll bring my business right back again.” What did Henry Ford know that so many other people in leadership positions don’t know? He knew that buildings and bureaucracy are not essential to growth. A company must organize around what it is trying to accomplish, not around what is being done. I have seen people in an organization do things a particular way simply because the bureaucracy states it must be done that way, even when it hinders what the organization is trying to accomplish. Organize around tasks, not functions.

much leadership literature promotes “functional atheism”: working from “the unconscious assumption that if I don’t make something good happen here it never will.”17 Relying on techniques and best practices, we may forego reliance on God; we act like atheists. We effectively deny God’s existence or efficacy.

If training is too easy and doesn’t stretch the capabilities of the participants, their improvement will be minimal. But if training overwhelms the team to a point where its participants can no longer function, it greatly diminishes the lessons they will learn from it. While training must make the team, and especially leaders, uncomfortable, it cannot be so overwhelming that it destroys morale, stifles growth, and implants a defeatist attitude.

Stavig Industries, LLC’s General Manager and SVP, Dan Roth of Myers Container is committed to championing strategic sales planning. A born leader, he delivers cross-functional thought leadership, contributing to manufacturing, project management, governance, and compliance.

The primary venue for activities in which value is created for participants shifts from an internal production department to a collection of external producers and consumers—which means that management of externalities becomes a key leadership skill. Growth comes not from horizontal integration and vertical integration but from functional integration and network orchestration. The focus on processes such as finance and accounting shifts from cash flows and assets you can own to communities and assets you can influence. And while platform businesses themselves are often extraordinarily profitable, the chief locus of wealth creation is now outside rather than inside the organization.

The adaptability of our brain is remarkable. By simply adjusting our mindset, we can rewire our neural pathways, leading us to a more harmonious life-work balance.” - Marlene Gonzalez, Author of Brain Boost “Your brain is an intricate maestro, orchestrating everything from your heartbeat to your decisions. It's pivotal in determining how you balance emotions with the demands of work and life.” - Marlene Gonzalez, Author of Brain Boost “The brain's incredible ability for neuroplasticity reminds us that we can always learn, adapt, and find equilibrium in our work-life balance.” - Marlene Gonzalez, Author of Brain Boost “While emotional intelligence and personality types offer insights into behavioral prowess, understanding how the brain functions adds depth, guiding us towards more effective leadership and a balanced life.” - Marlene Gonzalez, Author of Brain Boost “Consider your brain as a trainable muscle. By nurturing it, you not only strengthen resilience against stress but also pave the way for a balanced life and work journey.” - Marlene Gonzalez, Author of Brain Boost

But not toward other people. That is the function of women, to lead in all relationships between persons, and especially between men and women, because they are equipped for that and men are not. Until they do fulfil their function and take the leadership that is theirs, we shall have the stupid, ignorant, wasteful, appetitive world that is making all of us sick. But the difficulty is to find women who possess the intelligence.

hindrances and its inability to resume the path of economic growth. The United States had in truth become the greatest economic and military power in the world but had no interest in taking over the world’s leadership from the hands of Great Britain. History gives us examples of what happens when a global hegemonic power ceases to exercise its dominant role, either from isolationist self-interest or from simple weakness, while the emerging power does not have enough interest or strength to assume the leadership. Basically, the function of a hegemony is to provide what economists call “global public goods,” such as world public order via military supremacy or international institutions that facilitate orderly world trade, international law or the preservation of the environment. If no single power has the strength or interest to provide these global public goods, the most likely consequence is permanent conflict, global recession, genocides and, in the end, war. Furthermore, when the ambivalence of the world’s leader coincides with a medium-sized power harbouring pretension of domination in its region, as did Germany after 1925, the likelihood of a worldwide conflagration increases even more.

Leaders become indecisive because, tyrannized by sensibilities, they function to soothe rather than challenge and to seek peace rather than progress.

The immune response is not primarily about getting rid of enemies. That function is a by-product of something far more essential: the preservation of an organism’s integrity.

Thus, the Christian task in the twentieth century is to reestablish truly Christian relationships. This task faces all Christians, not just those attempting to build Christian communities. Therefore, Christian leadership in the modern world must be understood in the light of this task. Many Christian leaders today take their models of leadership from the recent past when “Christendom” was still a usable term and when the social life of the churches and society as a whole was relatively stable. They see their role as primarily teaching and leading worship services and other ritual situations. Many Christian leaders have also added some new functions taken from contemporary technological society: the administrative functions that any leader in a modern institution must fulfill, and the counseling functions modeled on the modern helping professions. These functions leave out an essential aspect of Christian leadership in the twentieth century: creating and maintaining genuine Christian relationships among Christians. It is no longer enough to teach, lead services, administer, and counsel while taking the social situation as a given. The social circumstances of technological society are currently eroding the communal relationships which are at the basis of the way of life of the body of Christ. Unless Christian leaders know how to build relationships among Christians, how to establish social situations which are more conducive to Christian life, they will be unable to combat the erosion of the corporate life of the Christian people.

Today there will be pastors and leaders who lose their heart and their way in the middle of the hardships of ministry, and many of them will lose their way because they are not warned, encouraged, confronted, supported, and loved by a group of leaders who function as a community of grace.

Cultural Transformation is the masterstroke in your Talent Revolution journey. Think of it as the soul of your organization; the vital force that powers every function, every interaction, and every decision. This is where all the pieces come together, forming a vivid mosaic of values, behaviors, and attitudes that define who you are as a company and what you stand for.

Where definitions are descriptive, distinctions are functional.

I’ve been reading this amazing book by a Navy SEAL who says that high-functioning teams must be clear on three things: the purpose of the team, my role within the team, and the value I bring to the team. I want to take actions that are consistently aligned with those things, but I’m not clear on what some of them are. This is what I think our team’s purpose is, what my role is, what value I bring to the team, and what valuable actions I must hold. Am I on track?

The Golden Rule of Leadership Do not lead the way you want to be led, lead to the functional level of your team.

The Duke team identified four basic groups of competencies: functional skills, business skills, management skills, and leadership skills.

Rich helped me contemplate, create, and commit to a Leadership Constitution through the following guidance and focus: A constitution is an articulation of the core qualities that you are. It’s not the roles you play. It’s what you bring to the roles you play. A constitution is always expressed in the positive. There are no negative traits in a Leadership Constitution. If negative traits have found their way into your constitution, it’s a function of allowing the intellect to hijack the process. Don’t let it do that. A constitution is not aspirational. It’s not what you want or hope or strive to be “one day.” It’s who you are committed to being. In every moment. There are no qualifiers, mollifiers, softeners of any kind in a constitution. None. A constitution is not based on sentiment, past behavior, or even current behavior. Often, we have core attributes that we are not living true to. When this occurs, we experience suffering—or cause suffering for those around us. Consider that there are two valid ways to arrive at core attributes: the contemplative way—simply looking deep within and noticing—and through observing any area in which you experience suffering. Where we suffer can nearly always be traced back to a core attribute that our actions and behavior are not lining up with. A constitution is what you stand for. It’s the qualities that you are, that matter most to you, because you say so. It’s not merely what you think of yourself, and it has nothing to do with opinions you may have of yourself or judgments you may hold against yourself. It’s a bold, audacious statement of your core. A constitution, once articulated, is practiced through the act of declaring with witnesses who will hold you accountable. Rich

Church leadership is a people-building ministry; to function any other way is both unbiblical and dangerous.

The way to get the best idea, he believed, was to get all of the opinions and ideas out in the open, on the table for the group to discuss. Air the problem honestly, and make sure people have the opportunity to provide their authentic opinions, especially if they are dissenting. If the problem or decision at hand is more functional in nature (for example, primarily a marketing or finance decision), then the discussion should be led by the person with that functional expertise. When it is a broader decision cutting across multiple functional areas, then the team leader owns the discussion. Regardless, it should involve everyone’s point of view.

The Executive Leadership Assessment (results) quickly devolved into arguments about the ways in which Disney management did or did not function as a team, which pretty much proved the consultant’s point: that Disney’s top-tier executives, under Michael Eisner’s governance, does not make a good team; They don’t qualify as "a team," much less a group. Later, Eisner dismissed the whole experiment as a waste of time. Away from Eisner, several of the participants later conceded the issue. ‘What Michael likes is to put six pit bulls together and see which five die,’ one said.

You cannot know history unless you know how leaders move with its currents. Every leader requires outsiders to perpetuate his leadership. Examine my career: I was leader and outsider. Do not assume I merely created a Church-State. That was my function as leader and I copied historical models. Barbaric arts of my time reveal me as outsider. Favorite poetry: epics. Popular dramatic ideal: heroism. Dancers: wildly abandoned. Stimulants to make people sense what I took from them. What did I take? The right to choose a role in history.

Institutions that function well and achieve their ends tend to encourage more responsible citizenship and leadership and to restrain our worst impulses and more responsible citizens, and leaders then, in turn, enable institutions to function better. But when our institutions are dysfunctional or deformed, our habits and behavior become broken as well, and we grow cynical and wary of one another, which further harms our institutions

Some people functioned better with the previous leader. That’s okay. When people struggle, and some undoubtedly will, it’s your job to help them find a place to thrive again, whether in or out of the organization you lead. Don’t take it personally. You are not the same as the person who came before you. If an individual can’t move past the grieving process to embrace the future ahead, they’ll need to leave for their own health and the health of your team.

67% of CEOs want more technology work done directly within business functions.

Applying Vibhuti or Bhasma correctly can stimulate and improve the functions of the prefrontal cortex, promoting spiritual insight, mental clarity, adaptability, and a stronger spiritual connection.

providing individual coaching to the members of the leadership team on how they connect the two aspects of their role: their membership of the top team with the leadership of their own division or function; inter

As understood in Tibet, the king’s particular function is to join heaven and earth. Heaven refers to the sphere of spiritual truth and reality, includ­ing the world of unseen beings as well as the realm of ultimate reality itself. Earth is the realm of practicality. The king, then, is supposed to provide the connecting link, bringing spiritual reality down and making it real in this world. He is to rule over human society in such a way that it reflects and respects “the ways things are” in the largest sense. Tibetans say that their first kings originated in the mists of prehistory. Originally, these rulers were sacred beings who came from heaven and returned there at the end of their lives.