Generous Leader Quotes

Rivers don’t drink their own waters; trees don’t eat their own fruits. The salt seasons the soup in order to have its purpose fulfilled. Live for others!

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

Moved by deep love, a man is courageous. And with frugality, a man becomes generous, And he who does not desire to be ahead of the world becomes the leader of the world.

As is often the case, a leader comfortable with her authority does not need to be strident, but can afford to be generous. It

Generous leaders are servant leaders. They always come with open hands and an open heart.

This power came forth out of the Atlantic Ocean, for in those days the Atlantic was navigable; and there was an island situated in front of the straits which are by you called the Pillars of Heracles; the island was larger than Libya and Asia put together, and was the way to other islands, and from these you might pass to the whole of the opposite continent which surrounded the true ocean; for this sea which is within the Straits of Heracles is only a harbour, having a narrow entrance, but that other is a real sea, and the surrounding land may be most truly called a boundless continent. Now in this island of Atlantis there was a great and wonderful empire which had rule over the whole island and several others, and over parts of the continent, and, furthermore, the men of Atlantis had subjected the parts of Libya within the columns of Heracles as far as Egypt, and of Europe as far as Tyrrhenia. This vast power, gathered into one, endeavoured to subdue at a blow our country and yours and the whole of the region within the straits; and then, Solon, your country shone forth, in the excellence of her virtue and strength, among all mankind. She was pre-eminent in courage and military skill, and was the leader of the Hellenes. And when the rest fell off from her, being compelled to stand alone, after having undergone the very extremity of danger, she defeated and triumphed over the invaders, and preserved from slavery those who were not yet subjugated, and generously liberated all the rest of us who dwell within the pillars. But afterwards there occurred violent earthquakes and floods; and in a single day and night of misfortune all your warlike men in a body sank into the earth, and the island of Atlantis in like manner disappeared in the depths of the sea. For which reason the sea in those parts is impassable and impenetrable, because there is a shoal of mud in the way; and this was caused by the subsidence of the island.

If you have power, be just; wealth, be generous; knowledge, be wise; titles, be humble; and life, be grateful.

The rule for J.O.Y is Jesus, Others and You. You can’t have a perfect joy if all you think about is about how to groom your life!

Generous leaders have faith in others to succeed. In turn, they receive tenfold loyalty, commitment, and a positive outcome.

Shipping, because it doesn’t count if you don’t share it. Creative, because you’re not a cog in the system. You’re a creator, a problem solver, a generous leader who is making things better by producing a new way forward. Work, because it’s not a hobby. You might not get paid for it, not today, but you approach it as a professional. The muse is not the point, excuses are avoided, and the work is why you are here.

Using the word “lovers” (from #H157 אֹהֲבֶ֑) is extremely generous. When we compare God’s definition of “love” at 1Cor 13:4-13, we have to wonder: what sick reality is Judah living in? What else should she expect? No matter. Unfulfilled expectations. Despite her youth and good looks, it didn’t turn out the way she imagined. On this night, she was frightened, in tears, enslaved by a former lover, Babylon. (Mt 23:37) Lamentations, pg 5

You don’t need money to be generous. You don’t need education to be wise. You don’t need fame to be important. You don’t need charisma to be influential. You don’t need titles to be honorable. You don’t need awards to be special. You don’t need medals to be extraordinary. You don’t need consent to be yourself. You don’t need approval to be unique. You don’t need a license to be creative. You don’t need authorization to dream. You don’t need acceptance to be gifted. You don’t need youth to be a champion. You don’t need old age to be a hero. You need skill, not temper, to be a warrior. You need love, not rage, to be an activist. You need compassion, not robes, to be a priest. You need confidence, not ego, to be a politician. You need integrity, not charm, to be a leader. You need wisdom, not theories, to be a master. You need character, not size, to be a champion.

Achievement comes to someone when he is able to do great things for himself. Success comes when he develops leaders to do great things for him. But a legacy is created only when a person puts his organization into the position to do great things without him. John C. Maxwell, The Twenty-one Irrefutable Laws of Leadership.

There are four independent brain circuits that influence our lasting well-being, Davidson explained. The first is “our ability to maintain positive states.” It makes sense that the ability to maintain positive states or positive emotions would directly impact one’s ability to experience happiness. These two great spiritual leaders were saying that the fastest way to this state is to start with love and compassion. The second circuit is responsible for “our ability to recover from negative states.” What was most fascinating to me was that these circuits were totally independent. One could be good at maintaining positive states but easily fall into an abyss of a negative state from which one had a hard time recovering. That explained a lot in my life. The third circuit, also independent but essential to the others, is “our ability to focus and avoid mind-wandering.” This of course was the circuit that so much of meditation exists to develop. Whether it was focusing on one’s breath, or a mantra, or the analytic meditation that the Dalai Lama did each morning, this ability to focus one’s attention was fundamental. The fourth and final circuit is “our ability to be generous.” That was amazing to me: that we had an entire brain circuit, one of four, devoted to generosity. It is no wonder that our brains feel so good when we help others or are helped by others, or even witness others being helped, which Ekman had described as the elevation that is one dimension of joy. There was strong and compelling research that we come factory equipped for cooperation, compassion, and generosity.

As religious leaders, we are called to be true "people of dialogue," to cooperate in building peace not as intermediaries but as authentic mediators. Intermediaries seek to give everyone a discount ultimately in order to gain something for themselves. However, the mediator is one who retains nothing for himself but rather spends himself generously until he is consumed, knowing that the only gain is peace. Each one of us is called to be an artisan of peace, by uniting and not dividing, by extinguishing hatred and not holding on to it, by opening paths to dialogue and not by constructing new walls! Let us dialogue and meet one another in order to establish a culture of dialogue in the world, a culture of encounter.

Con men need a battery of traits to win their victims’ trust and lighten their wallets. Chicago’s Leo Koretz had them all. They must be good actors and Leo, acting the part of a savvy financier who hobnobbed with a mysterious syndicate of millionaires, delivered a magnificent performance. They must be likeable, and everyone liked and trusted the generous, wisecracking, charming Leo. He could have been a top-flight lawyer, a business leader, or perhaps a powerful politician. He chose, instead, to become a master of promoting phony stocks.

I want to remind pastors and leaders that we do not own the church—God does. We aren't called to serve the church from a place of fear with our primary focus on protecting our boundaries. We are called to fling wide the doors, to invite to the banquet those on the margins, those who will challenge our comfort and our aversion to getting our hands dirty. Announcing the kingdom is risky business. When our experience of church becomes so predictable and so controlled, one has to wonder how far we've strayed from the calling to be ambassadors of reconciliation to those far beyond the walls of the church.

Many great and wonderful deeds are recorded of your state in our histories. But one of them exceeds all the rest in greatness and valour. For these histories tell of a mighty power which unprovoked made an expedition against the whole of Europe and Asia, and to which your city put an end. This power came forth out of the Atlantic Ocean, for in those days the Atlantic was navigable; and there was an island situated in front of the straits which are by you called the Pillars of Heracles; the island was larger than Libya and Asia put together, and was the way to other islands, and from these you might pass to the whole of the opposite continent which surrounded the true ocean; for this sea which is within the Straits of Heracles is only a harbour, having a narrow entrance, but that other is a real sea, and the surrounding land may be most truly called a boundless continent. Now in this island of Atlantis there was a great and wonderful empire which had rule over the whole island and several others, and over parts of the continent, and, furthermore, the men of Atlantis had subjected the parts of Libya within the columns of Heracles as far as Egypt, and of Europe as far as Tyrrhenia. This vast power, gathered into one, endeavoured to subdue at a blow our country and yours and the whole of the region within the straits; and then, Solon, your country shone forth, in the excellence of her virtue and strength, among all mankind. She was pre-eminent in courage and military skill, and was the leader of the Hellenes. And when the rest fell off from her, being compelled to stand alone, after having undergone the very extremity of danger, she defeated and triumphed over the invaders, and preserved from slavery those who were not yet subjugated, and generously liberated all the rest of us who dwell within the pillars. But afterwards there occurred violent earthquakes and floods; and in a single day and night of misfortune all your warlike men in a body sank into the earth, and the island of Atlantis in like manner disappeared in the depths of the sea. For which reason the sea in those parts is impassable and impenetrable, because there is a shoal of mud in the way; and this was caused by the subsidence of the island.

Far more humbling to me was a letter I received years later from Sergeant Talbert. Referring to the attack at the intersection, he wrote, “Seeing you in the middle of that road, wanting to move, was too much. You were my total inspiration. All my boys felt the same way.” “Tab” was far too generous with his compliments. His own action at Carentan personified his excellence as both a soldier and a leader. He helped clear that intersection and carried a wounded Lipton to safety. Later when the Germans finally counterattacked, Talbert was everywhere, directing his men to the right place, supervising their fire, before he himself was wounded and evacuated.

Good employees are skilled; great employees are talented. Good employees are friendly; great employees are devoted. Good employees are cautious; great employees are brave. Good employees are calm; great employees are confident. Good employees are educated; great employees are experienced. Good managers are encouraging; great supervisors are forgiving. Good managers are calm; great supervisors are caring. Good managers are truthful; great supervisors are sincere. Good managers are compassionate; great supervisors are generous. Good managers are likable; great supervisors are loving. Good leaders are intelligent; great leaders are wise. Good leaders are bold; great leaders are fearless. Good leaders are artful; great leaders are kind. Good leaders are warriors; great leaders are servants. Good leaders are managers; great leaders are innovators.

I am not the Leader - God is the real Leader. He calls me at times me to lead, at times to follow or at times to get out of the way. But most of all he calls me to encourage, appreciate, listen to and support GENEROUSLY those around me. I just try my best to pass on to others His inspired will and hope to not mess it up.

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.

Whereas the rulers of Germany in 1914 and her allies who provoked World War I were—to use the term in its most generous sense—at least “gentlemen,” the leaders of the Axis powers in 1941 were thugs. They were, most of them, amoral murderers and brutish torturers who gained power through assassination and corruption, and more than sixty years after the fact this remains a stubborn truth.

People who give with no strings attached almost always have an abundance mentality. They are generous because they believe that if they give, they will not run out of resources. Pastor and former college professor Henri Nouwen states, “When we refrain from giving, with a scarcity mentality, the little we have will become less. When we give generously, with an abundance mentality, what we give away will multiply.

Lord, as I grow older, I think I want to be known as . . . Thoughtful, rather than gifted, Loving, versus quick or bright, Gentle, over being powerful, A listener, more than a great communicator, Available, rather than a hard worker, Sacrificial, instead of successful, Reliable, not famous, Content, more than driven, Self-controlled, rather than exciting, Generous, instead of rich, and Compassionate, more than competent, I want to be a foot-washer.

The root of all evil, the liberal insists, was precisely this interference with the freedom of employment, trade and currencies practiced by the various schools of social, national, and monopolistic protectionism since the third quarter of the nineteenth century; but for the unholy alliance of trade unions and labor parties with monopolistic manufacturers and agrarian interests, which in their shortsighted greed joined forces to frustrate economic liberty, the world would be enjoying today the fruits of an almost automatic system of creating material welfare. Liberal leaders never weary of repeating that the tragedy of the nineteenth century sprang from the incapacity of man to remain faithful to the inspiration of the early liberals; that the generous initiative of our ancestors was frustrated by the passions of nationalism and class war, vested interests, and monopolists, and above all, by the blindness of the working people to the ultimate beneficence of unrestricted economic freedom to all human interests, including their own. A great intellectual and moral advance was thus, it is claimed; frustrated by the intellectual and moral weaknesses of the mass of the people; what the spirit of Enlightenment had achieved was put to nought by the forces of selfishness. In a nutshell this is the economic liberal’s defense. Unless it is refuted, he will continue to hold the floor in the contest of arguments.

{From Luther Burbank's funeral. He was loved until he revealed he was an atheist, then he began to receive death threats. He tried to amiably answer them all, leading to his death} It is impossible to estimate the wealth he has created. It has been generously given to the world. Unlike inventors, in other fields, no patent rights were given him, nor did he seek a monopoly in what he created. Had that been the case, Luther Burbank would have been perhaps the world's richest man. But the world is richer because of him. In this he found joy that no amount of money could give. And so we meet him here today, not in death, but in the only immortal life we positively know--his good deeds, his kindly, simple, life of constructive work and loving service to the whole wide world. These things cannot die. They are cumulative, and the work he has done shall be as nothing to its continuation in the only immortality this brave, unselfish man ever sought, or asked to know. As great as were his contributions to the material wealth of this planet, the ages yet to come, that shall better understand him, will give first place in judging the importance of his work to what he has done for the betterment of human plants and the strength they shall gain, through his courage, to conquer the tares, the thistles and the weeds. Then no more shall we have a mythical God that smells of brimstone and fire; that confuses hate with love; a God that binds up the minds of little children, as other heathen bind up their feet--little children equally helpless to defend their precious right to think and choose and not be chained from the dawn of childhood to the dogmas of the dead. Luther Burbank will rank with the great leaders who have driven heathenish gods back into darkness, forever from this earth. In the orthodox threat of eternal punishment for sin--which he knew was often synonymous with yielding up all liberty and freedom--and in its promise of an immortality, often held out for the sacrifice of all that was dear to life, the right to think, the right to one's mind, the right to choose, he saw nothing but cowardice. He shrank from such ways of thought as a flower from the icy blasts of death. As shown by his work in life, contributing billions of wealth to humanity, with no more return than the maintenance of his own breadline, he was too humble, too unselfish, to be cajoled with dogmatic promises of rewards as a sort of heavenly bribe for righteous conduct here. He knew that the man who fearlessly stands for the right, regardless of the threat of punishment or the promise of reward, was the real man. Rather was he willing to accept eternal sleep, in returning to the elements from whence he came, for in his lexicon change was life. Here he was content to mingle as a part of the whole, as the raindrop from the sea performs its sacred service in watering the land to which it is assigned, that two blades may grow instead of one, and then, its mission ended, goes back to the ocean from whence it came. With such service, with such a life as gardener to the lilies of the field, in his return to the bosoms of infinity, he has not lost himself. There he has found himself, is a part of the cosmic sea of eternal force, eternal energy. And thus he lived and always will live. Thomas Edison, who believes very much as Burbank, once discussed with me immortality. He pointed to the electric light, his invention, saying: 'There lives Tom Edison.' So Luther Burbank lives. He lives forever in the myriad fields of strengthened grain, in the new forms of fruits and flowers, plants, vines, and trees, and above all, the newly watered gardens of the human mind, from whence shall spring human freedom that shall drive out false and brutal gods. The gods are toppling from their thrones. They go before the laughter and the joy of the new childhood of the race, unshackled and unafraid.

Washington is a city of spectacles. Every four years, imposing Presidential inaugurations attract the great and the mighty. Kings, prime ministers, heroes and celebrities of every description have been feted there for more than 150 years. But in its entire glittering history, Washington had never seen a spectacle of the size and grandeur that assembled there on August 28, 1963. Among the nearly 250,000 people who journeyed that day to the capital, there were many dignitaries and many celebrities, but the stirring emotion came from the mass of ordinary people who stood in majestic dignity as witnesses to their single-minded determination to achieve democracy in their time. They came from almost every state in the union; they came in every form of transportation; they gave up from one to three days' pay plus the cost of transportation, which for many was a heavy financial sacrifice. They were good-humored and relaxed, yet disciplined and thoughtful. They applauded their leaders generously, but the leaders, in their own hearts, applauded their audience. Many a Negro speaker that day had his respect for his own people deepened as he felt the strength of their dedication. The enormous multitude was the living, beating heart of an infinitely noble movement. It was an army without guns, but not without strength. It was an army into which no one had to be drafted. It was white and Negro, and of all ages. It had adherents of every faith, members of every class, every profession, every political party, united by a single ideal. It was a fighting army, but no one could mistake that its most powerful weapon was love.

Celebrate deeds of mercy and justice. We live in a time when public esteem of the church is plummeting. For many outsiders and inquirers, the deeds of the church will be far more important than our words in gaining plausibility (Acts 4:32–33). Leaders in most places see “word-only” churches as net costs to their community, organizations of relatively little value. But effective churches will be so involved in deeds of mercy and justice that outsiders will say, “We cannot do without churches like this. This church is channeling so much value into our community that if it were to leave the neighborhood, we would have to raise taxes.” Evangelistic worship services should highlight offerings for deed ministry and celebrate by the giving of reports, testimonies, and prayers. It is best that offerings for mercy ministries are received separately from the regular offering; they can be attached (as is traditional) to the celebration of the Lord’s Supper. This connection brings before the non-Christian the impact of the gospel on people’s hearts (i.e., the gospel makes us generous) and the impact of lives poured out for the world.

Unlike during the previous Gaza operation in 2012, the Iron Dome supply did not run out. After Operation Pillar of Defense I had instructed the army to accelerate production of Iron Dome projectiles and batteries. We accomplished this with our own funds and with generous American financial support. I now asked the Obama administration for an additional $225 million package to continue the production line after Protective Edge. He agreed, and with the help of Tony Blinken, the deputy national security advisor who later became Biden’s secretary of state, the funding provision sailed through both houses of Congress. I deeply appreciated this support and said so publicly. I was therefore very disappointed when the administration held back on the IDF’s request for additional Hellfire rockets for our attack helicopters. Without offensive weapons we could not bring the Gaza operation to a quick and decisive end. Furthermore, as the air war lingered, the administration issued increasingly critical statements against Israel, calling some of our actions “appalling”2 and thereby opening the moral floodgates against us. Hamas took note. As long as it believed that we couldn’t deliver more aggressive punches, and that international support was waning, it would continue to rocket our cities. Unfortunately, it was aided in this belief by an international tug-of-war. On one side: Israel and Egypt. On the other: Turkey and Qatar, which fully supported Hamas. I worked in close collaboration with Egypt’s new leader, el-Sisi, who had deposed the Islamist Morsi a few months earlier. Our common goal was to achieve an unconditional cease-fire. The last thing el-Sisi wanted was a Hamas success in Gaza that would embolden their Islamist allies in the Sinai and beyond. Hamas’s exiled leader, Khaled Mashal, who escaped the Mossad action in Jordan, was now in Qatar. Supported by his Qatari hosts and Erdogan and ensconced in his lavish villa in Doha, Mashal egged Hamas to keep on fighting. To my astonishment, Kerry urged me to accept Qatar and Turkey as mediators instead of the Egyptians, who were negotiating with Hamas representatives in Cairo for a possible cease-fire. Hamas drew much encouragement from this American position. El-Sisi and I agreed to keep the Americans out of the negotiating loop. In the meantime the IDF would have to further degrade Hamas’s fighting and crush their expectations of achieving anything in the cease-fire negotiations.

Achievement comes to someone when he is able to do great things for himself. Success comes when he develops leaders to do great things for him. But a legacy is created only when a person puts his organization into the position to do great things without him. -John C. Maxwell, The Twenty-one Irrefutable Laws of Leadership.

Conall must have joined the morning hunting party. His willingness to assist others and volunteer his time to another clan endeared him to her even more. If Heldreth’s words were true—if he did desire her for more than a passing fling—could she ask for a kinder, more generous and selfless man to court her than the leader of Clan TalWolthe? And did she even want another to try?

Hereditary leadership was unknown. Men became chiefs by their prowess in war; and because he must ever be generous, a chief was usually a poor man. With the Blackfeet, as with the other Indians of the Northwestern plains, a chieftainship had to be maintained by constant demonstration of personal ability. It might easily be lost in a single day, since these independent tribesmen were free to choose their leaders, and were quick to desert a weak or cowardly character. This independence was instilled in the children of the plains people. They were never whipped, or severely punished. The boys were constantly lectured by the old men of the tribes, exhorted to strive for renown as warriors, and to die honorably in battle before old age came to them. The names of tribal heroes were forever upon the tongues of these teachers; and everywhere cowardice was bitterly condemned. A coward was forbidden to marry, and he must at all times wear women’s clothing.

First, each side should accept that both religious belief and skepticism are on the rise. Atheist author Sam Harris and Religious Right leader Pat Robertson should each admit the fact that his particular tribe is strong and increasing in influence. This would eliminate the self-talk that is rampant in each camp, namely that it will soon be extinct, overrun by the opposition. Nothing like that is imminently possible. If we stopped saying such things to ourselves it might make everyone more civil and generous toward opposing views.

Page 1-2 One of the most serious concerns of the Thai government for the past forty years or so has been the presence within the national society of an economically powerful minority group whose way of life is alien, and in some respects incompatible, to the Thai way of life. How to assimilate this minority, or at least to reduce its influence nationally, is a question which has troubled a succession of Thai monarchs and prime ministers. To speak of the Chinese minority as constituting a problem is only to recognize this concern felt in varying degrees by all Thai political leaders. Yet, the Chinese living in Thailand are peaceful and self-disciplined, a thrifty and very industrious people who have made significant contributions to their adopted land—to what extent, then, can they be regarded as a ‘problem’? While the Chinese problem has many dimensions, at is first of all an economic problem, and it is precisely this aspect which looms largest for the Thai. As they see it, the Chinese, welcomed into the Kingdom years ago by a generous government, have since that time subtly undermined the livelihood of the Thai people themselves. They have driven the latter from various skilled crafts, monopolized new occupations, and through combination of commercial know-how and chicanery have gained a stranglehold over the trade and commerce of the entire Kingdom. The Thai see the Chinese as exploiting unmercifully their advantageous economic position: the Thai are obliged to pay high prices to the Chinese for the very necessities of life, and on the other hand are forced to accept the lowest price for the rice they grow. Through deliberate profiteering, according to standard Thai thinking, this minority has driven up living costs, hitting especially hard government employees on fixed salaries. It is also charged that profits made by the Chinese go out of the country in the form of remittances to China, which means a continuous and gigantic draining away of the Kingdom’s wealth. To protect their favored economic position, one hears, the Chinese have not hesitated to bribe officials, which in turn has undermined the efficiency and morale of the public service. Efforts to protect the economic interests of the Thai people through legislation have been only partially effective, again because of Chinese adeptness at evasion and dissimulation.

I Don't Prefer Business With Slaves But Masters.

Someone once said that when it comes to money, you can’t win. If you focus on making it, you’re materialistic. If you try to but don’t make any, you’re a loser. If you make a lot and keep it, you’re a miser. If you make it and spend it, you’re a spendthrift. If you don’t care about making any, you’re unambitious. If you make a lot and still have it when you die, you’re a fool—for trying to take it with you. The only way to really win with money is to hold it loosely—and be generous with it to accomplish things of value.

Sane leadership is the unshakeable confidence that people can be generous, creative, and kind. The leader’s role is to create the conditions for these qualities to be evoked and utilized to accomplish good work.

Knowing What Your Job Is We are trained to believe our “job” is the set of tasks we accomplish for an employer in return for money. That’s how I saw it until a CEO shared with me his approach to business. He viewed his career as a non-stop search for a better job and because of that changed jobs and companies often. Apparently it worked because he was the head of a company when I met him. Usual Frame: Your job is what your boss tells you it is. Reframe: Your job is to get a better job. Don’t confuse your job with the work your employer wants you to do. The boss might want you to process all the pending orders by quitting time, but your job is to get a better job. Everything else you do should service that reframe. If it doesn’t help you leave the job you are in and upgrade, it might not be worth doing. But don’t worry that this line of thinking feels sociopathic—doing a good job on your assigned duties is one way to look good for promotions.  The reframe reminds us to be in continuous job-search mode, including on the first day of work at a new job. If that sounds unethical, consider that your employer would drop you in a second if the business required it. In a free market, you can do almost anything that is normal and legal. Changing jobs—for any reason you want—is normal. Your employer’s job is to take care of the shareholders. It’s your job to take care of you. That doesn’t always mean acting selfishly. If being generous with your time and energy seems as if it will have the better long-term payoff, do that. Your employer might want to frame employees as “a family,” which is common, but that’s to divert you from the fact that they can fire you at will. They don’t want you to know you have the same power to fire them. Part of the job of leadership is convincing you that what is good for the leader is good for you. Sometimes that is the case but keep your priorities clear. You are number one. When I recommend being selfish in the job market, I expect you to know that approach works best when dealing with a big corporation. A small business might require a more generous approach. When your workplace reframe is that your job is to get a better job, that helps you make decisions that work in your favor. For example, if you’re offered a choice of two different projects at work, pick the one that teaches you a valuable skill, lets you show off what you can do, or lets you network with people who can help you later. Don’t make the mistake of picking the project that has the most value to the company if doing so has the least value to you. Sometimes your best career move is to do exactly what your boss asks, especially if it’s critical to the company. You’ll know those situations when you see them. Don’t lose sight of your mission: Get a better job. Boredom

Nurture others with positive, truthful words. It doesn't cost anything to do so. But mean what you say, and say what you mean. Do it everyday. This is one of the most obvious qualities of the most beloved leaders. If you cannot be generous financially, at least be generous with your words.

Talented employees need great managers. The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

Tafuta kitu cha kufanya katika maisha yako unachokiamini zaidi kuliko pesa, kutoa sauti kwa ajili ya watu wasioweza kusikika kwa mfano, na ukishakipata kuwa kiongozi na mkarimu kwa wengine. Kutoa sauti kwa ajili ya watu wasioweza kusikika inaweza kuwa ndiyo nafasi yako uliyopangiwa na Mungu uitumie kwa manufaa ya wengine, si kwa manufaa yako, nafasi za wengine zitatumika kwa manufaa yako. Kuna vitu vingi ambavyo mtu anaweza kufanya; chagua kimoja kinacholeta maana zaidi katika maisha yako na ukifanye hicho, kwa nguvu zako zote.

Greed squeezes your dreams into a portable size, so that failure can easily carry them to dump somewhere.

What do you want that couldn’t wait until the morning?” Arik asked as he led the way inside. The Pride’s king headed to the bar he’d had installed in the corner of his living room. He pulled a bottle of whiskey from a shelf. He poured them each a generous dollop. “I want permission to go after the Northern Lakes Pack.” “Am I going to regret asking why?” “They’re threatening Arabella.” “Who’s that?” “Jeoff’s sister.” Arik tossed back the fiery liquid before asking with a frown, “Why the fuck would I let you start a war over Jeoff’s sister?” “Because those pricks attacked us on home turf.” A snort escape Arik. “Ah yes, that puny attempt at a kidnapping. You caused quite a stir with your antics. Part of your stunt even made it onto YouTube before we could squash it. I had to have our PR department spin a Twitter thread on how it was part of a scene being taped for a movie.” “You can’t blame me for that. I had to stop them.” He did, but what he didn’t tell Arik was he’d never once thought of the repercussions of his actions. He saw Arabella in danger and had to go to her rescue. Bystanders and witnesses be damned. “I can see why you’d feel like you had to act. I mean, they made you look silly by catching you off guard like that, but, next time, could you be a little more discreet?” “No.” Why lie? The reply took his leader aback. “What do you mean no? Discretion is a fact of life. One girl isn’t worth drawing undue attention to ourselves.” “One girl might not be, but my mate is.” Want to stop conversation dead? Drop a bombshell. “Close your mouth, Arik, before you catch flies.” Only Arik’s mate could hope to tease him like that and get away with it. Dressed in yoga pants and a sweatshirt, Kira emerged from the bedroom and perched on a barstool. “Did you hear what he said?” a still astonished Arik demanded. “Yes. He’s fallen victim to the love bug. I think it’s cute.” “I would have said impossible,” Arik muttered. “You and me both, old friend. But, the fact of the matter is, I’m like ninety-nine percent sure that Arabella is supposed to be mine.” “And the one percent that isn’t sure?” “Is going to get eaten by my lion.

Tupo watu takriban bilioni saba katika dunia hii. Kila mtu ni wa kipekee. Mathalani, wewe ni tofauti na baba yako au mama yako au mtu mwingine yoyote yule. Kila mtu aliumbwa kivyake na Mwenyezi Mungu. Kila mtu ana nafasi ya kwake mwenyewe aliyopangiwa na Mungu hapa duniani. Haijalishi wewe ni mwanamke au mwanamume, mweupe au mweusi, mfupi au mrefu, mzuri au mbaya, una nafasi katika nchi na dunia hii. Unachotakiwa kufanya ni kuamka, kufumbua macho na kuujua ukweli. Tafuta maarifa katika Biblia kama wewe ni Mkristo. Tafuta maarifa katika Kurani kama wewe ni Mwislamu. Tafuta maarifa katika Yoga kama wewe haumwamini Mungu. Ukishaamka na kuujua ukweli, ukishapata nafasi katika nchi yako, kuwa kiongozi na mkarimu kwa wenzako. Jifunze kutoka kwa wengine ndani na nje ya tasnia yako. Usiwe mchoyo wa maarifa. Kuwa mwadilifu. Ukifanya hivyo utafanikiwa zaidi, utaipa heshima tasnia yako, na utaacha alama katika dunia baada ya kuondoka. Kuacha alama katika dunia si lazima upate nafasi katika dunia. Kuacha alama katika dunia acha alama katika nchi yako.

employees need great managers. The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

Moved by deep love, a man is courageous. And with frugality, a man becomes generous. And he who does not desire to be ahead of the world becomes the leader of the world.

The race and the nation has its generous enthusiasms and its bursts of admiration for the noble, but its real admiration it gives to those whom it best understands. Fortunately the leaders of the race have more of generosity and fine admiration than have the mass they lead. Left to itself, the mass of the race limits its hero-worship to the lesser, unworthy race of heroes.

Worried that you’re not a born leader? That you lack charisma, the right talents, or some other secret ingredient? No need: leadership isn’t about personality or talent. In fact, the best leaders exhibit wildly different personalities, attitudes, values, and strengths—they’re extroverted or reclusive, easygoing or controlling, generous or parsimonious, numbers or vision oriented. So what do effective leaders have in common? They get the right things done, in the right ways—by following eight simple rules: Ask what needs to be done. Ask what’s right for the enterprise. Develop action plans. Take responsibility for decisions. Take responsibility for communicating. Focus on opportunities, not problems. Run productive meetings. Think and say “We,” not “I.

Regaining control of the gelding, Fiddler drove his heels into its flanks. They bolted forward, savagely riding down the group’s generous leader.

Once in power, Zayed was an energized man. One of his first acts in office was to throw open the palace strongbox, giving away all the money that his brother had stockpiled. Zayed made an incredible announcement: Anyone in the seven Trucial States who needed cash for any reason should come see him. People streamed in from every corner of every sheikhdom, traveling to Abu Dhabi by camel, by car, by dhow, and on foot. They lined up outside the leader’s palace, waiting for their turn to ask, and receive. Zayed kept up the handouts until he emptied the coffers. 13 The big giveaway sounds like a crazy idea, especially coming as it did before the UAE emerged as an in de pen dent nation, so that most of the recipients were, essentially, foreigners. But Zayed’s gifts weren’t mislaid. Local Arabs considered such over-the-top generosity as the behavior of their kind of leader. The upstarts in Dubai couldn’t match the gesture, nor could the has-beens in Sharjah. Zayed’s giveaway went a long way toward welding disparate sheikhdoms into a nation—and toward positioning Zayed as the paternal über-sheikh who should rule. Sheikh Zayed didn’t disappoint. Each year for the rest of his reign, he made a splashy tour around the emirates, visiting even the dust bowl towns of Ajman and Umm Al-Quwain. People yelled, “The president is coming! The president is coming!” and lined up to greet the great sheikh. He would ask what they needed. “Anything you want, tell me,” Zayed would say. His subjects asked for houses, overseas medical treatment, or the release of a jailed brother. Some handed requests scribbled onto sheets of paper, lest the great sheikh forget. Zayed’s handlers from the diwan, his royal court, compiled names, phone numbers, and requests. Over the next few weeks, the diwan would send officials knocking at each door with cash, whether 10,000 dirhams or 100,000 dirhams. 14 It was a fantastic nation-building tool. Not just the handouts of cash, but the in-person availability of the national ruler, who would respond like a kind father to personal needs. How could anyone speak against the union if it put cash in your hand? “We used to think he was too generous, that

that he had no sense that he was watching himself, admiring himself, as he went about being a good and generous guy—that kind of clawing self-consciousness that I’ve observed over the years in many an altruist: priests, missionaries, ACLU attorneys, the leaders of certain charities, or all the well-dressed elites at black-tie global fundraisers. Performative bonhomie. Self-congratulatory demonstrations of their limitless agape.

As a social force, Reciprocation is one of the primary psychological tendencies that underlie human cooperation. The “You scratch my back, I’ll scratch yours” instinct is powerful and forms the foundation of friendships and alliances. Historically, gift giving was how the powerful remained in Power: in throwing lavish parties or generously awarding titles and land, leaders increased their influence by amassing a store of favors that could be called in during times of need.

Spurgeon had a saying that a minister’s congregation would always be the size of his heart. In at least one particular all spiritual leaders have been alike—they have all had large hearts. Nothing can take the place of affection. Those who have it in generous measure possess a magic power over men. Intellect will not do; Bible knowledge is not enough; even an upright life will be found wanting without this greatest of all gifts.

Generous.

A good transitional call to action can do three powerful things for your brand: 1.​Stake a claim to your territory. If you want to be known as the leader in a certain territory, stake a claim to that territory before the competition beats you to it. Creating a PDF, a video series, or anything else that positions you as the expert is a great way to establish authority. 2.​Create reciprocity. I’ve never worried about giving away too much free information. In fact, the more generous a brand is, the more reciprocity they create. All relationships are give-and-take, and the more you give to your customers, the more likely they will be to give something back in the future. Give freely. 3.​Position yourself as the guide. When you help your customers solve a problem, even for free, you position yourself as the guide. The next time they encounter a problem in that area of their lives, they will look to you for help.

A good transitional call to action can do three powerful things for your brand: 1.​Stake a claim to your territory. If you want to be known as the leader in a certain territory, stake a claim to that territory before the competition beats you to it. Creating a PDF, a video series, or anything else that positions you as the expert is a great way to establish authority. 2.​Create reciprocity. I’ve never worried about giving away too much free information. In fact, the more generous a brand is, the more reciprocity they create. All relationships are give-and-take, and the more you give to your customers, the more likely they will be to give something back in the future. Give freely. 3.​Position yourself as the guide. When you help your customers solve a problem, even for free, you position yourself as the guide. The next time they encounter a problem in that area of their lives, they will look to you for help. Transitional calls to action come in all shapes and sizes. Here are a few ideas to create transitional calls to action of your own: •​Free information: Create a white paper or free PDF educating customers about your field of expertise. This will position you as a guide in your customer’s story and create reciprocity. Educational videos, podcasts, webinars, and even live events are great transitional calls to action that on-ramp customers toward a purchase. •​Testimonials: Creating a video or PDF including testimonials from happy clients creates a story map in the minds of potential customers. When they see others experience a successful ending to their story, they will want that same ending for themselves. •​Samples: If you can give away free samples of your product, do it. Offering a customer the ability to test-drive a car, taste your seasoning, sample your music, or read a few pages of your book are great ways to introduce potential customers to your products. •​Free trial: Offering a limited-time free trial works as a risk-removal policy that helps to on-ramp your customers. Once they try your product, they may not be able to live without it.

send our joyful greetings and thanks. Now our minds are one. The oratory is more than an economic model; it’s a civics lesson, too. Freida emphasizes that hearing the Thanksgiving Address every day lifts up models of leadership for the young people: the strawberry as leader of the berries, the eagle as leader of the birds. “It reminds them that much is expected of them eventually. It says this is what it means to be a good leader, to have vision, and to be generous, to sacrifice on behalf of the people. Like the maple, leaders are the first to offer their gifts.” It reminds the whole community that leadership is rooted not in power and authority, but in service and wisdom.

Miss Deya,” the leader finally said, and his tone was the condescending sort I’d only heard people use with children. “You come from a simpler way of living, I know, and although your father certainly has the best intentions, I must alert you to the fact that this is an inexcusable arrangement. You cannot expect a halfling to protect you. You cannot trust their kind. This creature will likely turn on you, and if it does not, you will certainly lose much esteem here in the capital to be seen in this sort of … company.” My pulse kicked up a notch as one of the sons sneered at Aurora, but Deya seemed unphased by the leader’s speech. “It’s very generous of you to consider my reputation as carefully as you do your own,” she assured him, “however I would not dismiss Miss Solana for anything.” The elven beauty wound her slender arm around Aurora’s affectionately. “Miss Solana absolutely loves burning men alive for me. She’s irreplaceable.” Deya sent a sweet smile to the three sons, and I tried not to laugh at the expression on their faces.

Talented employees need great managers. The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

great leader . . . understands the mission better than anyone in the room and can communicate it. is the hardest working person in the room. is the most generous person in the room, not just with compensation, but also with praise and credit. allows dissent and even invites it. listens and learns.

The artifacts are often what people latch on to most in a church, though they are expressions of so much beneath the surface. Imagine growing up in a healthy church. The church is generous, kind, nurturing, full of truth, and loving. You grow up loving your church. This church happens to have some programs that have deeply impacted you. Maybe it was a children’s program or a great worship ministry. In your mind, even without realizing it, your affinity for belief of the church is connected to the visible expressions of the church. Now, years long past that first church experience, artifacts that seem nearest to those original expressions will just feel right. Because of this, people are often really attached to the artifacts. While changing actual beliefs is the most difficult task, changing artifacts often creates the most pain. In order to understand culture, it is critical to recognize the differences in the layers. It is faster to correct unwanted behaviors or artifacts in a culture, but only addressing behavior is insufficient. Unless all the layers of culture are addressed, other deviant behaviors will pop up in the place of recently addressed ones. This game of behavioral whack-a-mole becomes an endless cycle of battling unnamed enemies underneath the surface. The unwanted behaviors are symptoms; an unhealthy culture is the sickness. Wherever we find stubborn sticking points in a church culture, there is always inconsistency between the actual beliefs and values and the stated ones. If there are deeply held assumptions and beliefs within the culture that are incompatible with the desired future that leaders are leading toward, then the beliefs beneath the surface must be addressed. If our churches are going to have strong cultures, there must be actual beliefs driven deeply into the church that are articulated and then expressed in artifacts. There will be harmony and congruence between all three layers of culture. The church won’t settle for mere alignment between the articulated values and the artifacts. The leaders will push for the actual beliefs to be deeply rooted in the church. The true beliefs and assumptions of a church culture are not only written on signs, posters, and e-mail footers. The truly embraced convictions of a local church are written in the lives of believers as they interact with one another and the world. Church leaders often

Is it any wonder that Canada, so generous when it comes to supporting the arts, is also a world leader when it comes to creating community, fashioning a global vision and nurturing an expansive vision of humanity?

How do you build a tribe? Let me suggest four ways: 129 1. Discover your passion. Marketing is the act of sharing what you are passionate about. Nothing more. Nothing less. For example, Gary Vaynerchuk started Wine Library TV.3 Though he no longer posts there, he built a huge tribe that didn’t exist when he began in 2006. It started when he discovered his passion for wine. Millions of people tuned into Gary’s short video program daily to discover new wines and better understand the wines they love. He has moved on to bigger and better things, but his initial effort is a testimony to what can be done when someone discovers his passion. 2. Volunteer to lead. This is everything. Without a leader, you don’t have a tribe. You only have a crowd. Marketing is really about leading people who already want to follow. They just need a leader to take them where they already want to go. 3. Be generous. The old marketing was about taking from people. As it turns out, “It is more blessed to give than to receive”4 is a brilliant marketing strategy. When you lead by serving and by giving, people follow. 4. Provide a way to communicate. People need a way to communicate. They need a way to share their stories.

A traveler nearing a great city asked an old man seated by the road, “What are the people like in this city?” “What were they like where you came from?” the man asked. “Horrible,” the traveler reported. “Mean, untrustworthy, detestable in all respects.” “Ah,” said the old man, “you will find them the same in the city ahead.” Scarcely had the first traveler gone on his way when another stopped to inquire about the people in the city before him. Again the old man asked about the people in the place the traveler has just left. “They were fine people: honest, industrious, and generous to a fault,” declared the second traveler. “I was sorry to leave.” The old man responded, “That’s exactly how you’ll find the people here.” The way people see others is a reflection of themselves: If I am a trusting person, I will see others as trustworthy. If I am a critical person, I will see others as critical. If I am a caring person, I will see others as compassionate. If you change yourself and become the kind of person you desire to be, you will begin to view others in a whole new light. And that will change the way you interact in all of your relationships. —Winning with People

Love drains us of estrangement and fills us with familiarity, causing us to come together in all shared gatherings like this, and acting as our leader in festival, chorus and sacrifice. He includes mildness and excludes wildness. He is generous of goodwill an ungenerous of ill-will. He is gracious and kindly; gazed on by the wise, admired by the gods; craved by those denied him, treasured by those enjoying him; father of luxury, elegance, delicacy, grace, desire, longing careful for good people, careless of bad people; in trouble, in terror, in longing, in discourse, he is the best helmsman, marine, comrade, rescuer. For the whole company of gods and humans, most beautiful and best of leaders; every man should follow him singing beautiful hymns of prase, sharing the song he sings to charm the mind of every god and human.

[D]uring the years 1219-21 Genghis Khan, the founder of the Mongol empire in eastern Asia, burst into western Asia. Offended by the insolent behaviour of the same ruler of Khwarazm who a few years earlier had annihilated the Ghurids, the Mongol leaders personally marched across Asia to punish the impudent monarch. In the course of this expedition, Mongol cavalry inflicted fire and fury throughout Central Asia and Khurasan, driving many thousands of terrified town-dwellers and semi-nomadic peoples into India, where they sought and found refuge. It was a propitious moment both for them and for Iltumish, who needed men skilled in civil and military affairs in order to govern his fledgling kingdom. The influx of a host of refugees in search of a stable state with a successful and generous Muslim ruler boosted the Sultan's claims to being precisely that sort of sovereign. For Iltumish and the youthful Delhi sultanate, then, the Mongol holocaust in Central Asia proved a timely book, unlike the catastrophy it represented for millions in Asia and the Middle East.

The creation of this digital collection, which brings together the entire body of research materials related to William F Cody's personal and professional life, will enable a variety of audiences to consider the impact of William F. Cody the cultural entrepreneur on American life and provide contextualizing documents from other sources, including audio-visual media that exist for the final years of his life. It will allow more scholars to study the man within his times, will provide new resources to contextualize studies of other regional and national events and persons, and will encourage digital edition visitors to explore and learn more about these vital decades of American expansion and development. The digital edition of the Papers will differ significantly from the print edition by including manuscript materials, photographs, and film and sound recordings, and it will offer navigational and search options not possible in the print edition. As Griffin's volume reveals, it took many people to make Buffalo Bill's Wild West happen. Likewise, there are many people whose combined efforts have made this documentary project a reality. All of the generous donors and talented scholars who have contributed to the success of this effort will be noted in due course. But in this, the first publication, it is appropriate to acknowledge that big ideas are carried to fruition only by sound and steady leadership. The McCracken Research Library was fortunate at the advent of the papers project that in its board chair it had such a leader. Maggie Scarlett was not only an early supporter of this documentary editing project but also its first true champion. It was through her connections (and tenacity) that the initial funds were raised to launch the project. Whether seeking support from private donors, the Wyoming State Legislature, federal granting agencies, or the United States Congress, Maggie led the charge and thereby secured the future of this worthy endeavor. Thus, this reissue of Griffin's account is a legacy not only to William Cody but also to all of those who have made this effort and the larger undertaking possible. In that spirit, though these pages rightfully belong to Charles Eldridge Griffin and to Mr. Dixon, if this volume were mine to dedicate, it would be to Maggie. Kurt Graham

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.

Now if one notices carefully one will see that between these two worlds, despite much physical contact and daily intermingling, there is almost no community of intellectual life or point of transference where the thoughts and feelings of one race can come into direct contact and sympathy with the thoughts and feelings of the other. Before and directly after the war, when all the best of the Negroes were domestic servants in the best of the white families, there were bonds of intimacy, affection, and sometimes blood relationship, between the races. They lived in the same home, shared in the family life, often attended the same church, and talked and conversed with each other. But the increasing civilization of the Negro since then has naturally meant the development of higher classes: there are increasing numbers of ministers, teachers, physicians, merchants, mechanics, and independent farmers, who by nature and training are the aristocracy and leaders of the blacks. Between them, however, and the best element of the whites, there is little or no intellectual commerce. They go to separate churches, they live in separate sections, they are strictly separated in all public gatherings, they travel separately, and they are beginning to read different papers and books. To most libraries, lectures, concerts, and museums, Negroes are either not admitted at all, or on terms peculiarly galling to the pride of the very classes who might otherwise be attracted. The daily paper chronicles the doings of the black world from afar with no great regard for accuracy; and so on, throughout the category of means for intellectual communication,—schools, conferences, efforts for social betterment, and the like,—it is usually true that the very representatives of the two races, who for mutual benefit and the welfare of the land ought to be in complete understanding and sympathy, are so far strangers that one side thinks all whites are narrow and prejudiced, and the other thinks educated Negroes dangerous and insolent. Moreover, in a land where the tyranny of public opinion and the intolerance of criticism is for obvious historical reasons so strong as in the South, such a situation is extremely difficult to correct. The white man, as well as the Negro, is bound and barred by the color-line, and many a scheme of friendliness and philanthropy, of broad-minded sympathy and generous fellowship between the two has dropped still-born because some busybody has forced the color-question to the front and brought the tremendous force of unwritten law against the innovators. It is hardly necessary for me to add very much in regard to the social contact between the races. Nothing has come to replace that finer sympathy and love between some masters and house servants which the radical and more uncompromising drawing of the color-line in recent years has caused almost completely to disappear. In a world where it means so much to take a man by the hand and sit beside him, to look frankly into his eyes and feel his heart beating with red blood; in a world where a social cigar or a cup of tea together means more than legislative halls and magazine articles and speeches,—one can imagine the consequences of the almost utter absence of such social amenities between estranged races, whose separation extends even to parks and streetcars.

A good rule of thumb is that an organization is ready to deploy mindset-change efforts to the next level in an organization when those in the next level are seeing real change in the level above. Leaders demonstrate noticeable change as they begin questioning the privileges they reserve for themselves. To prompt such helpful changes, leaders could begin asking themselves questions like these: Do we need the prime parking spots? The best office spaces? Do we segregate ourselves in different cafeterias or more preferred parts of the building? Can perks that the few enjoy be made available to others? Can any trappings of “bigshotness” be removed? If we treat and pay ourselves generously, are we appropriately generous as well with our employees? And so on.

Brother Hagin told his followers that faithful prayers—and generous tithes to church leaders—are paid back on this side of heaven with financial riches, health, and sobriety. It is a powerful, simple, and uniquely American blend of capitalism, fundamentalism, and magical thinking that continues to be preached by televangelists like Joel Osteen, Creflo Dollar, and Joyce Meyer.

When Antoninus took the throne, he reminded his wife that they would now have to be more generous. They would need to be stricter with themselves as well, more in control of themselves. “Now that we have gained an empire,” he said, “we have lost even what we had before.” It’d be wonderful if power or success exempted us . . . from everything time-consuming, pedestrian, inconvenient, difficult. In practice, it obligates us to those things even more. It demands more of us. That’s just how it shakes out. Can you handle that? The leader shows up first and leaves last. The leader works hardest. The leader puts others before themselves. The leader takes the hit.

Someone once said that when it comes to money, you can’t win. If you focus on making it, you’re materialistic. If you try to but don’t make any, you’re a loser. If you make a lot and keep it, you’re a miser. If you make it and spend it, you’re a spendthrift. If you don’t care about making any, you’re unambitious. If you make a lot and still have it when you die, you’re a fool—for trying to take it with you. The only way to really win with money is to hold it loosely—and be generous with it to accomplish things of value. As E. Stanley Jones said, “Money is a wonderful servant but a terrible master. If it gets on top and you get under it, you will become its slave.