Good Delegation Quotes

Randy Pausch on time management: Here's what I know: Time must be explicitly managed, like money. You can always change your plan, but only if you have one. Ask yourself: Are you spending your time on the right things? Develop a good filing system. Rethink the telephone. Delegate. Take a time out. Time is all you have. And you may find one day that you have less than you think.

The Handsome Prince Handbook is mute on the subject of chronic workaholism—Prince Charming, apparently, knew how to delegate—and I didn't know where else to turn for help. What do you do when life begins to go wrong and you've used up all three wishes?

A category of government activity which, today, not only requires the closest scrutiny, but which also poses a grave danger to our continued freedom, is the activity NOT within the proper sphere of government. No one has the authority to grant such powers, as welfare programs, schemes for re-distributing the wealth, and activities which coerce people into acting in accordance with a prescribed code of social planning. There is one simple test. Do I as an individual have a right to use force upon my neighbor to accomplish this goal? If I do have such a right, then I may delegate that power to my government to exercise on my behalf. If I do not have that right as an individual, then I cannot delegate it to government, and I cannot ask my government to perform the act for me…In reply to the argument that a little bit of socialism is good so long as it doesn't go too far, it is tempting to say that, in like fashion, just a little bit of theft or a little bit of cancer is all right, too! History proves that the growth of the welfare state is difficult to check before it comes to its full flower of dictatorship. But let us hope that this time around, the trend can be reversed. If not then we will see the inevitability of complete socialism, probably within our lifetime.

THE SEVEN HABITS OF HIGHLY EFFECTIVE ADD ADULTS 1. Do what you’re good at. Don’t spend too much time trying to get good at what you’re bad at. (You did enough of that in school.) 2. Delegate what you’re bad at to others, as often as possible. 3. Connect your energy to a creative outlet. 4. Get well enough organized to achieve your goals. The key here is “well enough.” That doesn’t mean you have to be very well organized at all—just well enough organized to achieve your goals. 5. Ask for and heed advice from people you trust—and ignore, as best you can, the dream-breakers and finger-waggers. 6. Make sure you keep up regular contact with a few close friends. 7. Go with your positive side. Even though you have a negative side, make decisions and run your life with your positive side.

A good leader motivates his team. Delegation. Motivation. Would Oliver say good job to her when she finished butchering her mom’s old suitcase?

Molly. I have an opportunity for you.” “An opportunity?” I repeated, without enthusiasm. Oh, good. Next comes the part where he tells me to be a “team player” and then dumps some tedious task on me. “It’s a chance for you to show that you can be a team player,” Bill Vogel said.

When it happens, pure leisure should feel like play, not work. You won’t be worrying about whether everyone else is having a good time; you won’t be lumped with the labor—physical, mental, or emotional—of planning, delegating, and cleaning up; you won’t be doing it out of obligation, because you know it’s good for you. Pure leisure requires a deliberate choice to carve out nonpurposive time just for yourself. For women, Schulte explains, that’s “nothing less than a courageous—subversive, almost—act of resistance.” But shouldn’t that feel good?

Everything around you was architected by another person. Whether or not they were aware of what they were doing. Whether or not they did a good job. Whether or not they delegated the task to a computer. Information is a responsibility we all share.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

On December 14, a high-level delegation from Silicon Valley came to Trump Tower to meet the president-elect, though Trump had repeatedly criticized the tech industry throughout the campaign. Later that afternoon, Trump called Rupert Murdoch, who asked him how the meeting had gone. “Oh, great, just great,” said Trump. “Really, really good. These guys really need my help. Obama was not very favorable to them, too much regulation. This is really an opportunity for me to help them.” “Donald,” said Murdoch, “for eight years these guys had Obama in their pocket. They practically ran the administration. They don’t need your help.

According to bourgeois standards, those who are completely unlucky and unsuccessful are automatically barred from competition, which is the life of society. Good fortune is identified with honor, and bad luck with shame. By assigning his political rights to the state the individual also delegates his social responsibilities to it: he asks the state to relieve him of the burden of caring for the poor precisely as he asks for protection against criminals. The difference between pauper and criminal disappears—both stand outside society. The unsuccessful are robbed of the virtue that classical civilization left them; the unfortunate can no longer appeal to Christian charity.

Saw a film on cancer yesterday, shown by the English delegation. No doubt about it. I'm right. "Migratory cancer cells" are amoebic formations. They are produced from disintegrating tissue and thus demonstrate the law of tension and charge in its purest form - as does the orgastic convulsion. Now money is a must - cancer the main issue - in every respect, even political. It was a staggering experience. My intuition is good. I depend on it. Was absolutely driven to buy a microscope. The sight of the cancer cells was exactly as I had previously imagined it, had almost physically felt it would be. Cancer is an autoinfection of the body, of an organ. And researchers have no idea of what, hor, or where!!

Focus on what you are good at; delegate all else.

You have to stretch to grow. And surround yourself with not only talented people whom you can delegate to, but also with good souls. Without grace and kindness, your skills are unimportant to me.

People get away with enslaving village girls for the same reason that people got away with enslaving blacks two hundred years ago: The victims are perceived as discounted humans. India had delegated an intelligence officer to look for pirated goods because it knew that the United States cares about intellectual property. When India feels that the West cares as much about slavery as it does about pirated DVDs, it will dispatch people to the borders

Good leaders follow as well as they lead. Because you can’t delegate effectively without being a good follower. When you delegate, you have to then trust the leadership of the person you delegated the activity to. And that’s good followership.

If you want to create capacity and margin in your life, I suggest that you do the following: • Delegate so you’re working smarter, not just harder. • Do what you do best and drop the rest. • Get control of your calendar; otherwise other people will. • Do what you love because it will give you energy. • Work with people you like so your energy isn’t depleted. If you do those things while doing the right work with purpose in the right place with people you love, you will be living the good life. 4.

Ten Principles for Success Strive to be a leader of character, competence, and courage. Lead from the front. Say, “Follow me!” and then lead the way. Stay in top physical shape—physical stamina is the root of mental toughness. Develop your team. If you know your people, are fair in setting realistic goals and expectations, and lead by example, you will develop teamwork. Delegate responsibility to your subordinates and let them do their jobs. You can’t do a good job if you don’t have a chance to use your imagination or your creativity. Anticipate problems and prepare to overcome obstacles. Don’t wait until you get to the top of the ridge and then make up your mind. Remain humble. Don’t worry about who receives the credit. Never let power or authority go to your head. Take a moment of self-reflection. Look at yourself in the mirror every night and ask yourself if you did your best. True satisfaction comes from getting the job done. The key to a successful leader is to earn respect—not because of rank or position, but because you are a leader of character. Hang Tough!—Never, ever, give up.

We were also alternately inspired by and jealous of P.E.’s “It Takes a Nation of Millions,” which Yauch played on the boomin’ system in his Cadillac Fleetwood Brougham D’elegance, because it made us question whether what we were making was even worthwhile. “Damn, they did it! We will never make anything this good.

The convention debated at length over how the members of the Supreme Court should be selected, eventually settling on nomination by the president and confirmation by the Senate. By providing that federal judges “shall hold their offices during good Behaviour,” the delegates intended to protect judicial independence.

I asked Mr. Spenlow what he considered the best sort of professional business? He replied, that a good case of a disputed will, where there was a neat little estate of thirty or forty thousand pounds, was, perhaps, the best of all. In such a case, he said, not only were there very pretty pickings, in the way of arguments at every stage of the proceedings, and mountains upon mountains of evidence on interrogatory and counter-interrogatory (to say nothing of an appeal lying, first to the Delegates, and then to the Lords), but, the costs being pretty sure to come out of the estate at last, both sides went at it in a lively and spirited manner, and expense was no consideration.

We all get lost in the minutiae, but don’t lose this day. Make a list of everything that needs to be seen to and decided and worried about between now and your wedding day and then circle the things that matter the most to you and do them right. Delegate or decide on the other stuff and refuse to worry anymore. Let your wedding be a wonder. Let it be one hell of a good time. Let it be what you can’t yet imagine and wouldn’t orchestrate even if you could. Remember why it is you’ve gone to so much trouble that you’ve been driven to anger and aggression and an advice columnist. You’re getting married! There’s a day ahead that’s a shimmering slice of your mysterious destiny. All you’ve got to do is show up.

Putting the Lost Cause to work, however, necessitated a good measure of willful forgetting. Confederate memorialists proved equal to the task. "The world has been wickedly taught and foolishly believes that we resorted to war solely to preserve our institution of African slavery," General John S. Preston told a SASC meeting in Columbia in 1870. If anyone knew what had led to the Civil War, it was Preston, who not only attended the South Carolina Secession Convention but also served as the state's official delegate to Virginia's secession convention. The North and South were antagonistic societies whose differences were fundamentally rooted in slavery and race, he had told the Virginia convention in February 1861. But a decade later, Preston preached that slavery had not been the animating cause of secession at all.

Instead of randomly delegating or hoping people will self-select, you want to divide the list by skills. This highlights people’s abilities so they feel capable, as opposed to burdened. To do this, use what I call Skill Solicitation. Skill Solicitation is when you ask people to self-identify based on capability: Is anyone good at _____? Do you know anything about _____? I need someone who is strong with ______.

When you grow up Indian, you quickly learn that the so-called American Dream isn't for you. For you that dream's a nightmare. Ask any Indian kid: you're out just walking across the street of some little off-reservation town and there's this white cop suddenly comes up to you, grabs you by your long hair, pushes you up against a car, frisks you, gives you a couple good jabs in the ribs with his nightstick, then sends you off with a warning sneer: "Watch yourself, Tonto!" He doesn't do that to white kids, just Indians. You can hear him chuckling with delight as you limp off, clutching your bruised ribs. If you talk smart when they hassle you, off to the slammer you go. Keep these Injuns in their place, you know. Truth is, they actually need us. Who else would they fill up their jails and prisons with in places like the Dakotas and New Mexico if they didn't have Indians? Think of all the cops and judges and guards and lawyers who'd be out of work if they didn't have Indians to oppress! We keep the system going. We help give the American system of injustice the criminals it needs. At least being prison fodder is some kind of reason for being. Prison's the only university, the only finishing school many young Indian brothers ever see. Same for blacks and Latinos. So-called Latinos, of course, are what white man calls Indians who live south of the Rio Grande. White man's books will tell you there are only 2.5 million or so of us Indians here in America. But there are more than 200 million of us right here in this Western Hemisphere, in the Americas, and hundreds of millions more indigenous peoples around this Mother Earth. We are the Original People. We are one of the fingers on the hand of humankind. Why is it we are unrepresented in our own lands, and without a seat — or many seats — in the United Nations? Why is it we're allowed to send our delegates only to prisons and to cemeteries?

At the close of the Constitutional Convention of 1787, a woman was said to have asked Benjamin Franklin what sort of government the delegates had created for the people. He replied, “A republic, if you can keep it.” What did “keeping it” require? More than anything else, education. “Ignorance and despotism seem made for each other,” Jefferson warned. But if the new nation could “enlighten the people generally…tyranny and the oppressions of mind and body will vanish, like evil spirits at the dawn of day.

Sir James Fergusson MP presided over a Highway Protection League meeting at the Westminster Palace Hotel in London in 1905, where delegates were told “the reckless conduct” of some motorists amounted to “tyranny on the highways” which was “shameful.” Motorists were getting away with murder, the meeting heard: “The old legal maxim that if a man fired a gun into a street and killed a person without meaning to do so he was guilty of murder, should be applied to motor drivers who recklessly [rode] down inoffensive people.

Everything comes down to how work is outsourced. There are more options out there than the subpar you-get-what-you-pay-for. The saying "Every man to his trade" is true in the same way as the Ricardian formulation of comparative advantage*. Tanya's quiet voice is a good excuse to delegate this job. Ricardian formulation of comparative advantage - Also known as the comparative cost theory. The basis of commerce theory. To put it in extremely simple terms, it says that everyone should make what they are good at and trade it.

Fathers, you cannot delegate your duty as the head of the home. Mothers, rear your children in righteousness-do not attempt to save the world and let your own fireside fall apart. A 'Home Evening' once a week where parents and children can all be together to discuss matters, exhibit their talents, enjoy inspiring reading and have some recreation, is a good protector against the breakdown of the family. The duty of parents is to be of help to each other and to their children-then comes their duty to their neighbors, community, nation, and world-in that order.

Here’s a simple definition of ideology: “A set of beliefs about the proper order of society and how it can be achieved.”8 And here’s the most basic of all ideological questions: Preserve the present order, or change it? At the French Assembly of 1789, the delegates who favored preservation sat on the right side of the chamber, while those who favored change sat on the left. The terms right and left have stood for conservatism and liberalism ever since. Political theorists since Marx had long assumed that people chose ideologies to further their self-interest. The rich and powerful want to preserve and conserve; the peasants and workers want to change things (or at least they would if their consciousness could be raised and they could see their self-interest properly, said the Marxists). But even though social class may once have been a good predictor of ideology, that link has been largely broken in modern times, when the rich go both ways (industrialists mostly right, tech billionaires mostly left) and so do the poor (rural poor mostly right, urban poor mostly left). And when political scientists looked into it, they found that self-interest does a remarkably poor job of predicting political attitudes.9 So for most of the late twentieth century, political scientists embraced blank-slate theories in which people soaked up the ideology of their parents or the TV programs they watched.10 Some political scientists even said that most people were so confused about political issues that they had no real ideology at all.11 But then came the studies of twins. In the 1980s, when scientists began analyzing large databases that allowed them to compare identical twins (who share all of their genes, plus, usually, their prenatal and childhood environments) to same-sex fraternal twins (who share half of their genes, plus their prenatal and childhood environments), they found that the identical twins were more similar on just about everything.12 And what’s more, identical twins reared in separate households (because of adoption) usually turn out to be very similar, whereas unrelated children reared together (because of adoption) rarely turn out similar to each other, or to their adoptive parents; they tend to be more similar to their genetic parents. Genes contribute, somehow, to just about every aspect of our personalities.13 We’re not just talking about IQ, mental illness, and basic personality traits such as shyness. We’re talking about the degree to which you like jazz, spicy foods, and abstract art; your likelihood of getting a divorce or dying in a car crash; your degree of religiosity, and your political orientation as an adult. Whether you end up on the right or the left of the political spectrum turns out to be just as heritable as most other traits: genetics explains between a third and a half of the variability among people on their political attitudes.14 Being raised in a liberal or conservative household accounts for much less. How can that be? How can there be a genetic basis for attitudes about nuclear power, progressive taxation, and foreign aid when these issues only emerged in the last century or two? And how can there be a genetic basis for ideology when people sometimes change their political parties as adults? To answer these questions it helps to return to the definition of innate that I gave in chapter 7. Innate does not mean unmalleable; it means organized in advance of experience. The genes guide the construction of the brain in the uterus, but that’s only the first draft, so to speak. The draft gets revised by childhood experiences. To understand the origins of ideology you have to take a developmental perspective, starting with the genes and ending with an adult voting for a particular candidate or joining a political protest. There are three major steps in the process. Step

Executives who complain about “execution” problems have usually confused strategy with goal setting. When the “strategy” process is basically a game of setting performance goals—so much market share and so much profit, so many students graduating high school, so many visitors to the museum—then there remains a yawning gap between these ambitions and action. Strategy is about how an organization will move forward. Doing strategy is figuring out how to advance the organization’s interests. Of course, a leader can set goals and delegate to others the job of figuring out what to do. But that is not strategy. If that is how the organization runs, let’s skip the spin and be honest—call it goal setting.

So they're supposed to be God's emanations, these angels, and God delegates most earthly action to them—sort of like how the mediaeval Cathars and other Gnostic-influenced sects claimed the Devil was 'king of this world,' with God's complicity. It's a system that leaves room for a whole lot of animistic deities, spirits of place or concept—the kind you get in ancient Greek, Roman, Aryan-Indian, and Slavic beliefs, or even Chinese Shenism and Japanese Shinto. And these things could be good, could be bad, could be beneficial or malign, but since they all had God behind them, you couldn't really get rid of 'em, not completely. The best you could do is, um . . . stop paying attention. Ignore them, walk away. Don't eve give them what they want.

Just as it is by His goodness that God gives being to beings, so also it is by His goodness that He makes causes to be causes, thus delegating to them a certain participation in His actuality. Or rather, since causality flows from actuality, let us say that He confers the one in conferring the other, so that to the Christian mind the physical world in which we live offers a face which is the reverse of its physicism itself, a face where all that was read on the one side in terms of force, energy and law, is now read, on the other in terms of participations and analogies of the Divine Being. The Christian world takes on the character of a sacred world with a relation to God inscribed in its very being and every law that rules its functioning.

I remember one worship experience in which we were all singing "Our God Reigns." One of the verses begins, "How lovely on the mountains are the feet of him who brings good news." I was standing next to the only Nepali delegate to the conference. His coworker had been arrested for his faith the day before he was to fly to join us. In his cultural tradition, the man next to me worshiped barefoot (as in God's command to Moses in Exodus 3:5 to take off his sandals, because he was standing on holy ground). As we sang about the feet bringing good news across the mountains, I saw my brother's feet. I thought about the thousands of Hindu villages scattered across mountainous Nepal, and I realized we were singing about his feet: feet that were taking the gospel to places I will never see. I confessed, "Lord, you are doing something in the world I never knew.

But there are many fields in which Coolidge surpassed other men and other presidents and set a standard. Most presidents place faith in action; the modern presidency is perpetual motion. Coolidge made virtue of inaction. “Give administration a chance to catch up with legislation,” he told his colleagues in the Massachusetts Senate. “It is much more important to kill bad bills than to pass good ones,” he wrote to his father as early as 1910. Congress always says, “Do.” Coolidge replied, “Do not do,” or, at least, “Do less.” Whereas other presidents made themselves omnipresent, Coolidge held back. At the time, and subsequently, many have deemed the Coolidge method laziness. Upon examination, however, the inaction reflects strength. In politics as in business, it is often harder, after all, not to do, to delegate, than to do. Coolidge is our great refrainer.

they’ll start.” “What are they going to do about the Elder Council?” “Meritorious was a good man and the most powerful Grand Mage we had seen in a long time. The other Councils in Europe are worried about who will fill the vacuum now that he’s gone. The Americans are offering their support, the Japanese are sending delegates to help us wrest back some control, but…” “It sounds like a lot of people are panicking.” “And they have a right to. Our systems of power, our systems of self-government, are delicate. If we topple, others will follow. We need a strong leader.” “Why don’t you do it?” He laughed. “Because I’m not well liked, and I’m not well trusted, and I already have a job. I’m a detective, remember?” She gave her own little shrug. “Vaguely.” Another snippet of pub music drifted by the window, and Stephanie thought about the world she’d grown up in, and how different it was from the world she’d been introduced to, and yet how similar. There was joy and happiness in both, just as there was heartbreak and horror. There was good and evil and everything in between, and these qualities seemed to be shared equally in the worlds of the magical and the mundane. It was her life now. She couldn’t imagine living without either one. “How are you?” Skulduggery asked, his voice gentle.

And there, until 1884, it was possible to gaze on the remains of a generally neglected monument, so-called Dagobert’s Tower, which included a ninth-century staircase set into the masonry, of which the thirty-foot handrail was fashioned out of the trunk of a gigantic oak tree. Here, according to tradition, lived a barber and a pastry-cook, who in the year 1335 plied their trade next door to each other. The reputation of the pastry-cook, whose products were among the most delicious that could be found, grew day by day. Members of the high-ranking clergy in particular were very fond of the extraordinary meat pies that, on the grounds of keeping to himself the secret of how the meats were seasoned, our man made all on his own, with the sole assistance of an apprentice who was responsible for the pastry. His neighbor the barber had won favor with the public through his honesty, his skilled hairdressing and shaving, and the steam baths he offered. Now, thanks to a dog that insistently scratched at the ground in a certain place, the ghastly origins of the meat used by the pastry-cook became known, for the animal unearthed some human bones! It was established that every Saturday before shutting up shop the barber would offer to shave a foreign student for free. He would put the unsuspecting young man in a tip-back seat and then cut his throat. The victim was immediately rushed down to the cellar, where the pastry-cook took delivery of him, cut him up, and added the requisite seasoning. For which the pies were famed, ‘especially as human flesh is more delicate because of the diet,’ old Dubreuil comments facetiously. The two wretched fellows were burned with their pies, the house was ordered to be demolished, and in its place was built a kind of expiatory pyramid, with the figure of the dog on one of its faces. The pyramid was there until 1861. But this is where the story takes another turn and joins the very best of black comedy. For the considerable number of ecclesiastics who had unwittingly consumed human flesh were not only guilty before God of the very venial sin of greed; they were automatically excommunicated! A grand council was held under the aegis of several bishops and it was decided to send to Avignon, where Pope Clement VI resided, a delegation of prelates with a view to securing the rescindment if not of the Christian interdiction against cannibalism then at least of the torments of hell that faced the inadvertent cannibals. The delegation set off, with a tidy sum of money, bare-footed, bearing candles and singing psalms. But the roads of that time were not very safe and doubtless strewn with temptation. Anyway, the fact is that Clement VI never saw any sign of the penitents, and with good reason.

Neoliberal economics, the logic of which is tending today to win out throughout the world thanks to international bodies like the World Bank or the International Monetary Fund and the governments to whom they, directly or indirectly, dictate their principles of ‘governance’,10 owes a certain number of its allegedly universal characteristics to the fact that it is immersed or embedded in a particular society, that is to say, rooted in a system of beliefs and values, an ethos and a moral view of the world, in short, an economic common sense, linked, as such, to the social and cognitive structures of a particular social order. It is from this particular economy that neoclassical economic theory borrows its fundamental assumptions, which it formalizes and rationalizes, thereby establishing them as the foundations of a universal model. That model rests on two postulates (which their advocates regard as proven propositions): the economy is a separate domain governed by natural and universal laws with which governments must not interfere by inappropriate intervention; the market is the optimum means for organizing production and trade efficiently and equitably in democratic societies. It is the universalization of a particular case, that of the United States of America, characterized fundamentally by the weakness of the state which, though already reduced to a bare minimum, has been further weakened by the ultra-liberal conservative revolution, giving rise as a consequence to various typical characteristics: a policy oriented towards withdrawal or abstention by the state in economic matters; the shifting into the private sector (or the contracting out) of ‘public services’ and the conversion of public goods such as health, housing, safety, education and culture – books, films, television and radio – into commercial goods and the users of those services into clients; a renunciation (linked to the reduction in the capacity to intervene in the economy) of the power to equalize opportunities and reduce inequality (which is tending to increase excessively) in the name of the old liberal ‘self-help’ tradition (a legacy of the Calvinist belief that God helps those who help themselves) and of the conservative glorification of individual responsibility (which leads, for example, to ascribing responsibility for unemployment or economic failure primarily to individuals, not to the social order, and encourages the delegation of functions of social assistance to lower levels of authority, such as the region or city); the withering away of the Hegelian–Durkheimian view of the state as a collective authority with a responsibility to act as the collective will and consciousness, and a duty to make decisions in keeping with the general interest and contribute to promoting greater solidarity. Moreover,

You, O king, live far away across many seas. Yet, driven by the humble desire to share in the blessings of our culture, you have sent a delegation, which respectfully submitted your letter. You assure us that it is your veneration for our celestial ruling family that fills you with the desire to adopt our culture, and yet the difference between our customs and moral laws and your own is so profound that, were your envoy even capable of absorbing the basic principles of our culture, our customs and traditions could never grow in your soil. Were he the most diligent student, his efforts would still be vain. Ruling over the vast world, I have but one end in view, and it is this: to govern to perfection and to fulfil the duties of the state. Rare and costly objects are of no interest to me. I have no use for your country’s goods. Our Celestial Kingdom possesses all things in abundance and wants for nothing within its frontiers. Hence there is no need to bring in the wares of foreign barbarians to exchange for our own products. But since tea, silk and porcelain, products of the Celestial Kingdom, are absolute necessities for the peoples of Europe and for you yourself, the limited trade hitherto permitted in my province of Canton will continue. Mindful of the distant loneliness of your island, separated from the world by desert wastes of sea, I pardon your understandable ignorance of the customs of the Celestial Kingdom. Tremble at my orders and obey.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

The difference between theism and non-theism is not whether one does or does not believe in god. It is an issue that applies to everyone, including Buddhists and Non-Buddhists. Theism is a deep seated conviction that there is some hand to hold. If we we just do the right things someone will appreciate us and take care of us. It means thinking there will always be a babysitter available when we need one. We are all inclined to abdicate our responsibilities and delegate our authority to something outside ourselves. Non-Theism is relaxing with the ambiguity and uncertainty of the present moment without reaching for anything to protect ourselves. We sometimes think that Dharma is something outside ourselves, something to believe in, something to measure up to, however, Dharma isn't a belief. It isn't dogma. It is total appreciate of impermanence and change. The teachings disintegrate when we try to grasp them. We have to experience them without hope. Many brave and compassionate people have experienced them and taught them. The message is fearless. Dharma was never meant to be a belief that we blindly follow. Dharma gives us nothing to hold on to at all. Non-Theism is finally realizing that there is no babysitter that you can count on, you just get a good one and then he or she is gone. Non-Theism is realizing that it's not just babysitters that come and go, the whole of life is like that. This is the truth. And the truth is inconvenient. For those who want something to hold onto, life is even more inconvenient.

The difference between theism and nontheism is not whether one does or does not believe in God. It is an issue that applies to everyone, including both Buddhists and non-Buddhists. Theism is a deep-seated conviction that there’s some hand to hold: if we just do the right things, someone will appreciate us and take care of us. It means thinking there’s always going to be a babysitter available when we need one. We all are inclined to abdicate our responsibilities and delegate our authority to something outside ourselves. Nontheism is relaxing with the ambiguity and uncertainty of the present moment without reaching for anything to protect ourselves. We sometimes think that dharma is something outside of ourselves—something to believe in, something to measure up to. However, dharma isn’t a belief; it isn’t dogma. It is total appreciation of impermanence and change. The teachings disintegrate when we try to grasp them. We have to experience them without hope. Many brave and compassionate people have experienced them and taught them. The message is fearless; dharma was never meant to be a belief that we blindly follow. Dharma gives us nothing to hold on to at all. Nontheism is finally realizing that there’s no babysitter that you can count on. You just get a good one and then he or she is gone. Nontheism is realizing that it’s not just babysitters that come and go. The whole of life is like that. This is the truth, and the truth is inconvenient. For those who want something to hold on to, life is even more inconvenient. From this point of view, theism is an addiction. We’re all addicted to hope—hope that the doubt and mystery will go away. This addiction has a painful effect on society: a society based on lots of people addicted to getting ground under their feet is not a very compassionate place.

When Oppenheimer took the floor and began speaking in his soft voice, everyone listened in absolute silence. Wilson recalled that Oppenheimer “dominated” the discussion. His main argument essentially drew on Niels Bohr’s vision of “openness.” The war, he argued, should not end without the world knowing about this primordial new weapon. The worst outcome would be if the gadget remained a military secret. If that happened, then the next war would almost certainly be fought with atomic weapons. They had to forge ahead, he explained, to the point where the gadget could be tested. He pointed out that the new United Nations was scheduled to hold its inaugural meeting in April 1945—and that it was important that the delegates begin their deliberations on the postwar world with the knowledge that mankind had invented these weapons of mass destruction. “I thought that was a very good argument,” said Wilson. For some time now, Bohr and Oppenheimer himself had talked about how the gadget was going to change the world. The scientists knew that the gadget was going to force a redefinition of the whole notion of national sovereignty. They had faith in Franklin Roosevelt and believed that he was setting up the United Nations precisely to address this conundrum. As Wilson put it, “There would be areas in which there would be no sovereignty, the sovereignty would exist in the United Nations. It was to be the end of war as we knew it, and this was a promise that was made. That is why I could continue on that project.” Oppenheimer had prevailed, to no one’s surprise, by articulating the argument that the war could not end without the world knowing the terrible secret of Los Alamos. It was a defining moment for everyone. The logic— Bohr’s logic—was particularly compelling to Oppenheimer’s fellow scientists. But so too was the charismatic man who stood before them. As Wilson recalled that moment, “My feeling about Oppenheimer was, at that time, that this was a man who is angelic, true and honest and he could do no wrong. . . . I believed in him.

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

Driscoll preached a sermon called “Sex: A Study of the Good Bits of Song of Solomon,” which he followed up with a sermon series and an e-book, Porn-again Christian (2008). For Driscoll, the “good bits” amounted to a veritable sex manual. Translating from the Hebrew, he discovered that the woman in the passage was asking for manual stimulation of her clitoris. He assured women that if they thought they were “being dirty,” chances are their husbands were pretty happy. He issued the pronouncement that “all men are breast men. . . . It’s biblical,” as was a wife performing oral sex on her husband. Hearing an “Amen” from the men in his audience, he urged the ladies present to serve their husbands, to “love them well,” with oral sex. He advised one woman to go home and perform oral sex on her husband in Jesus’ name to get him to come to church. Handing out religious tracts was one thing, but there was a better way to bring about Christian revival. 13 Driscoll reveled in his ability to shock people, but it was a series of anonymous blog posts on his church’s online discussion board that laid bare the extent of his misogyny. In 2006, inspired by Braveheart, Driscoll adopted the pseudonym “William Wallace II” to express his unfiltered views. “I love to fight. It’s good to fight. Fighting is what we used to do before we all became pussified,” before America became a “pussified nation.” In that vein, he offered a scathing critique of the earlier iteration of the evangelical men’s movement, of the “pussified James Dobson knock-off crying Promise Keeping homoerotic worship . . .” where men hugged and cried “like damn junior high girls watching Dawson’s Creek.” Real men should steer clear. 14 For Driscoll, the problem went all the way back to the biblical Adam, a man who plunged humanity headlong into “hell/ feminism” by listening to his wife, “who thought Satan was a good theologian.” Failing to exercise “his delegated authority as king of the planet,” Adam was cursed, and “every man since has been pussified.” The result was a nation of men raised “by bitter penis envying burned feministed single mothers who make sure that Johnny grows up to be a very nice woman who sits down to pee.” Women served certain purposes, and not others. In one of his more infamous missives, Driscoll talked of God creating women to serve as penis “homes” for lonely penises. When a woman posted on the church’s discussion board, his response was swift: “I . . . do not answer to women. So, your questions will be ignored.” 15

Here is my six step process for how we will first start with ISIS and then build an international force that will fight terrorism and corruption wherever it appears. “First, in dedication to Lieutenant Commander McKay, Operation Crapshoot commenced at six o’clock this morning. I’ve directed a handpicked team currently deployed in Iraq to coordinate a tenfold increase in aerial bombing and close air support. In addition to aerial support, fifteen civilian security companies, including delegations from our international allies, are flying special operations veterans into Iraq. Those forces will be tasked with finding and annihilating ISIS, wherever they walk, eat or sleep. I’ve been told that they can’t wait to get started. “Second, going forward, our military will be a major component in our battle against evil. Militaries need training. I’ve been assured by General McMillan and his staff that there is no better final training test than live combat. So without much more expenditure, we will do two things, train our troops of the future, and wipe out international threats. “Third, I have a message for our allies. If you need us, we will be there. If evil raises its ugly head, we will be with you, arm in arm, fighting for what is right. But that aid comes with a caveat. Our allies must be dedicated to the common global ideals of personal and religious freedom. Any supposed ally who ignores these terms will find themselves without impunity. A criminal is a criminal. A thief is a thief. Decide which side you’re on, because our side carries a big stick. “Fourth, to the religious leaders of the world, especially those of Islam, though we live with differing traditions, we are still one people on this Earth. What one person does always has the possibility of affecting others. If you want to be part of our community, it is time to do your part. Denounce the criminals who besmirch your faith. Tell your followers the true meaning of the Koran. Do not let the money and influence of hypocrites taint your religion or your people. We request that you do this now, respectfully, or face the scrutiny of America and our allies. “Fifth, starting today, an unprecedented coalition of three former American presidents, my predecessor included, will travel around the globe to strengthen our alliances. Much like our brave military leaders, we will lead from the front, go where we are needed. We will go toe to toe with any who would seek to undermine our good intentions, and who trample the freedoms of our citizens. In the coming days you will find out how great our resolve truly is. “Sixth, my staff is in the process of drafting a proposal for the members of the United Nations. The proposal will outline our recommendations for the formation of an international terrorism strike force along with an international tax that will fund ongoing anti-terrorism operations. Only the countries that contribute to this fund will be supported by the strike force. You pay to play.

good summary: to hire people who are a good fit for your vision, your organization, and the job itself; to listen to them, challenge your limiting assumptions about them, and deal with them as individuals; to create clear agreements with them, provide balanced behavioral feedback, and delegate appropriately and well; to coach them to develop in areas where they have potential and interest.

I don't know anything about writing,' Colonel Scheisskopf retorted sullenly. 'Well, don't let that trouble you,' General Peckem continued with a careless flick of his wrist. 'Just pass the work I assign you along to somebody else and trust to luck. We call that delegation of responsibility. Somewhere down near the lowest level of this co-ordinated organization I run are people who do get the work done when it reaches them, and everything manages to run along smoothly without too much effort on my part. I suppose that's because I am a good executive. Nothing we do in this large department of ours is really very important, and there's never any rush. On the other hand, it is important that we let people know we do a great deal of it. Let me know if you find yourself shorthanded. I've already put in a requisition for two majors, four captains and sixteen lieutenants to give you a hand. While none of the work we do is very important, it is important that we do a great deal of it.

Impersonal: Hot stove treats all alike. It does not show any favouritism or spare anybody.Similarly, the disciplinary authority should treat all employees alike without any discrimination.[You may feel that past good conduct of the delinquent employee is taken into account while deciding the quantum of penalty. This is not in contravention of the rule of impersonal approach. Even past conduct has to be taken into account in respect of all the employees, without discrimination. ] � Immediate action: Just as the hot stove burns the fingers of those who touch it without any time lag, the disciplinary authority is also expected to impose penalty without delay. This will make the delinquent employee link the misconduct to the penalty; besides it also sends a message that misconduct will be appropriately dealt with.[The rule is attributed to Douglas McGregor who is better known for his ‘X’ and ‘Y’ theories of Management] 7. How to find out who is the Disciplinary Authority? Firstly, it must be remembered that the Disciplinary authority is determined with reference to the employee proceeded against. Schedule to the Rules 1965 lay down the details of the disciplinary authorities in respect of various grade of employees in different services in the Government. The President, the Appointing Authority, the Authority specified in the Schedule ot the Rules (to the extent specified therein) or by any other authority empowered in this behalf by any general or special order of the President may impose any fo the Penalties specified in Rule 11. Appointing Authority as mentioned in the Schedule must be understood with reference to rule2 (a) of the Rules. The question as to who is the appropriate disciplinary authority must be raised and answered not only while issuing charge sheet but also at the time of imposing penalty because there might have been some change in the situation due to delegation of powers, etc. in the organization.8. What are the functions of the Disciplinary Authority? Disciplinary authority is required to discharge the following functions: (a) Examination of the complaints received against the employees (b) Deciding as to who is to be appointed as the investigating authority 5

When we practice good delegation — stewardship delegation — we are not simply enabling ourselves to get more done. We are serving others and building them up according to God’s own purposes for his people.

Chris Salamone is a powerful leader who brings all the unique ideas into existence with many leadership qualities that a good leader possess like honesty, ability to delegate, communication, commitment, creativity, ability to inspire, etc.

ATTITUDE 1:  FOLLOW THE GOLDEN RULE ATTITUDE 2:  REQUIRE AGREEMENT ATTITUDE 3:  SOW ONLY GOOD SEED ATTITUDE 4:  BE A SERVANT-LEADER ATTITUDE 5:  DELEGATE AND EMPOWER ATTITUDE 6:  WRITE EVERYTHING DOWN ATTITUDE 7:  BE SLOW TO JUDGE ATTITUDE 8:  BE FAIR IN DISCIPLINE ATTITUDE 9:  MAINTAIN PERSPECTIVE ATTITUDE 10:  OBSERVE A SABBATH REST ATTITUDE 11:  HAVE A VISION ATTITUDE 12:  NURTURE JOY ATTITUDE 13:  MIND THE SEASONS ATTITUDE 14:  BE VIGILANT

What does the delegate propose? To place the vicious vagrant, the wandering Arabs, the Tartar hordes of our large cities on the level with the virtuous and good man?" In

Demons do not respect or fear Christians involved in deliverance ministries. They fear Christ who lives in all true believers, and they respond to the authority He has delegated to His ambassadors. Our authority is higher than their authority because our Master is greater than their master. Christ defeated Satan through His death, burial, and resurrection. Demons understand this, even if they try to play dumb or become belligerent when challenged. The key elements to deliverance are: 1) the volitional decision to consciously surrender every area of our lives to the control of Christ, 2) confession of all known sins, 3) the canceling of all footholds or ground being held against the demonized person, 4) identifying spirits and commanding them to leave, and 5) good follow-up.

In the final analysis, effective delegation takes the emotional courage to allow, to one degree or another, others to make some mistakes on our own time, money, and good name. This courage consists of patience, self-control, faith in others and in their potential, and respect for individual differences.

For a team to succeed, responsibility must go down deep into the organization, down to the roots. Getting that to happen requires a leader who will delegate responsibility and authority to the team. Stephen Covey remarked, “People and organizations don’t grow much without delegation and completed staff work, because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.” Good leaders seldom restrict their teams; they release them.

Human characters in the show are given more leverage by the Producer and Director to play out their roles in the way they want. Some humans miscalculate this freedom, its limits and their own potential. They use the delegated authority to forget, disregard, downplay, undermine and even get rid of the Producer and Director. Some other non-living and apparently weaker and smaller characters are sometimes used by the Director to remind humans to be humble, have humility and paint their legacy among the good characters in the show. It is up to humans to paint their destiny. If they follow the Director’s guidelines, they can be signed for an even greater show which will begin for never ending again and which will give righteous people with virtuous behaviour the chance to play out their roles without any grief, sorrow and limits.

1. First, we admire people who work hard. We dislike passengers who don’t pull their weight in the boat. 2. We admire people with first-class brains, because you cannot run a great advertising agency without brainy people. 3. We admire people who avoid politics – office politics, I mean. 4. We despise toadies who suck up to their bosses; they are generally the same people who bully their subordinates. 5. We admire the great professionals, the craftsmen who do their jobs with superlative excellence. We notice that these people always respect the professional expertise of their colleagues in other departments. 6. We admire people who hire subordinates who are good enough to succeed them. We pity people who are so insecure that they feel compelled to hire inferior specimens as their subordinates. 7. We admire people who build up and develop their subordinates, because this is the only way we can promote from within the ranks. We detest having to go outside to fill important jobs, and I look forward to the day when that will never be necessary. 8. We admire people who practice delegation. The more you delegate, the more responsibility will be loaded upon you. 9. We admire kindly people with gentle manners who treat other people as human beings – particularly the people who sell things to us. We abhor quarrelsome people. We abhor people who wage paper warfare. We abhor buck passers, and people who don’t tell the truth. 10. We admire well-organized people who keep their offices shipshape, and deliver their work on time. 11. We admire people who are good citizens in their communities – people who work for their local hospitals, their church, the PTA, the Community Chest and so on.

All the time we can choose how we feel: we can feel good or bad about what is happening around us. That is our choice: it is not a requirement of the job....You can always find smart people to do the intellectual heavy lifting, but you cannot delegate away your temperament and style. No one wants moody, sulky, angry, cynical and frustrated leaders...If you can master the elusive art of being responsible for your own feelings, you cannot only lead better, you can live better.

The business world tells us to focus on what we're best at and delegate or outsource the rest. However, this doesn't work with all your roles, or in every situation you may find yourself in. For example, when applied to parenting, nobody can replace YOU as the parent, not even your spouse. You must act within that role, even if you aren't very good at it, because nobody else can truly take your place.

It’s hard to figure out what the right amount of hiding is. Fortunately, with Hide Delegate (189) and Remove Middle Man, it doesn’t matter so much. I can adjust my code as time goes on. As the system changes, the basis for how much I hide also changes. A good encapsulation six months ago may be awkward now. Refactoring means I never have to say I’m sorry—I just fix it.

After Lincoln became president he campaigned for colonization, and even in the midst of war with the Confederacy found time to work on the project, appointing Rev. James Mitchell as Commissioner of Emigration, in charge of finding a place to which blacks could be sent. On August 14th, 1862, he invited a group of black leaders to the White House to try to persuade them to leave the country, telling them that “there is an unwillingness on the part of our people, harsh as it may be, for you free colored people to remain with us.” He urged them to lead their people to a colonization site in Central America. Lincoln was therefore the first president to invite a delegation of blacks to the White House—and did so to ask them to leave the country. Later that year, in a message to Congress, he argued not just for voluntary colonization but for the forcible removal of free blacks. Lincoln’s successor, Andrew Johnson, shared these anti-black sentiments: “This is a country for white men, and by God, as long as I am President, it shall be a government for white men.” Like Jefferson, he thought whites had a clear destiny: “This whole vast continent is destined to fall under the control of the Anglo-Saxon race—the governing and self-governing race.” Before he became president, James Garfield wrote, “[I have] a strong feeling of repugnance when I think of the negro being made our political equal and I would be glad if they could be colonized, sent to heaven, or got rid of in any decent way . . . .” Theodore Roosevelt blamed Southerners for bringing blacks to America. In 1901 he wrote: “I have not been able to think out any solution to the terrible problem offered by the presence of the Negro on this continent . . . .” As for Indians, he once said, “I don’t go so far as to think that the only good Indians are the dead Indians, but I believe nine out of ten are, and I shouldn’t inquire too closely into the health of the tenth.” William Howard Taft once told a group of black college students, “Your race is adapted to be a race of farmers, first, last, and for all times.” Woodrow Wilson was a confirmed segregationist, and as president of Princeton he refused to admit blacks. He enforced segregation in government offices and was supported in this by Charles Eliot, president of Harvard, who argued that “civilized white men” could not be expected to work with “barbarous black men.” During the presidential campaign of 1912, Wilson took a strong position in favor of excluding Asians: “I stand for the national policy of exclusion. . . . We cannot make a homogeneous population of a people who do not blend with the Caucasian race. . . . Oriental coolieism will give us another race problem to solve and surely we have had our lesson.” Warren Harding also wanted the races kept separate: “Men of both races [black and white] may well stand uncompromisingly against every suggestion of social equality. This is not a question of social equality, but a question of recognizing a fundamental, eternal, inescapable difference. Racial amalgamation there cannot be.

At some point, you have to let go and trust your people. You sow the seed of trust by giving trust. I truly believe delegation begins with trusting others—followed by letting go.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Figure out the things you get lost in in your business and your personal life. Then figure out how you can be doing more of those things more of the time. Hire someone and delegate the tasks you hate doing. Partner up with someone who’s good at, and enjoy doing the things you’re not that into.

What am I continuing to do myself that I’m not good at?” Improve it, eliminate it, or delegate it.

If all governance belongs to God, and he delegates governance to people, and those people defy him, then no government in this world can be perfectly good, for every government is led by people who have rebelled against God.

Bulletins containing the text of the testament were, according to Medvedev, distributed to the 1,669 delegates who gathered in Moscow in December for the Fifteenth Party Congress; judging by the fact that they were printed up in an edition of 13,500, they were intended for a larger party audience. The unpublished papers of E. P. Frolov, who was one of the delegates, reveal that the congress on December 9, 1927, passed a decision, on a motion by Rykov, that the testament and other previously unpublished Lenin letters on intra-party matters should be published as part of the congress record.[568] This was not done, however, nor were the surplus copies of the bulletins distributed to party organizations after the congress. Nearly all the delegates who failed to destroy their personal copies of the bulletins in good time were among the victims of Stalin’s purges of the thirties, at which time party members were condemned to death or long terms of confinement for possessing “a counter-revolutionary document, the so-called testament of Lenin.

In a democracy, the expert’s service to the public is part of the social contract. Citizens delegate the power of decision on myriad issues to elected representatives and their expert advisers, while experts, for their part, ask that their efforts be received in good faith by a public that has informed itself enough to make reasoned judgments.

The 4,765 Democratic delegates were split into two types: a set of 700-plus party leaders, called “superdelegates,” who could vote for whomever they chose, and more than 4,000 “pledged” delegates who were bound to vote for a candidate based on the outcome in their home district or state. Each candidate would win a percentage of the statewide pledged delegates based on the percentage of the vote he or she won, and each would take a share of the pledged delegates available in each of the state’s congressional districts based on his or her percentage of the vote there. Importantly, states with more population have a larger number of available delegates, and the delegates aren’t spread evenly throughout a state’s congressional districts. The total number of delegates available in a district is pegged to the district’s performance for Democratic candidates in previous elections. It’s all very complicated, but it boils down to this: A candidate who does best in the most Democratic parts of a state can rack up a lot of delegates fast. In many states, the delegate-rich districts are majority-minority. Hillary and her delegate-crunching team knew that running up the score among black and Hispanic voters would net her an outsize share of the delegates in populous states with more delegates available. Bernie had won New Hampshire by 22 points, but that netted him just a 15-to-9 delegate haul. Hillary could more than erase that with a good showing in a single black-majority district in Mississippi.

When considering tasks to delegate, you should also consider tasks that aren’t appropriate to delegate. Tasks that have unclear objectives, high stakes, rely on your unique skills, or a personal growth opportunity should be completed by you. Once you identify the tasks, it is easier to identify the person. Now, we recognize delegation as growth opportunities for our team. We must also consider the skill sets for the tasks. Take a moment to identify the skills and competencies needed. Consider the individual and assess based on the following: skills, strengths, reliability, workload, and development potential. As the tasks are delegated, keep the individuals’ skills in mind. This will be a new endeavor for them and require you to build their self-confidence.  This is why strength-and-skills matching is important. Set clear goals and routine check-ins. Also provide good feedback to the individuals on the progress

So, what qualities must you have to be a good delegator? There are five main tips: 1 Choose the right staff. 2 Train them. 3 Take care in briefing them, and ensuring their understanding of the `why' and `how to' oftasks delegated to them (and in imparting to them an understanding ofbusiness aims and policies). 4 Try not to interfere - stand back and support. 5 Control in a sensible and sensitive manner by checking progress at agreed intervals.

There’s a lot of talk about “niceness” today. People are evaluated on how nicely they play with others and what they contribute to the team. It all sounds good. But I can confidently write that it’s rarely the person voted “most pleasant, selfless member of the team” who thrives at acquiring new business. Quite to the contrary, the nicest person frequently underperforms. People who have a difficult time saying “no” or delegating work to others tend to push new business development efforts to the bottom of their list.

On the first day of the meeting that would become known as the United States Constitutional Convention, Edmund Randolph of Virginia kicked off the proceedings. Addressing his great fellow Virginian General George Washington, victorious hero of the War of Independence, who sat in the chair, Randolph hoped to convince delegates sent by seven, so far, of the thirteen states, with more on the way, to abandon the confederation formed by the states that had sent them—the union that had declared American independence from England and won the war—and to replace it with another form of government. “Our chief danger,” Randolph announced, “arises from the democratic parts of our constitutions.” This was in May of 1787, in Philadelphia, in the same ground-floor room of the Pennsylvania State House, borrowed from the Pennsylvania assembly, where in 1776 the Continental Congress had declared independence. Others in the room already agreed with Randolph: James Madison, also of Virginia; Robert Morris of Pennsylvania; Gouverneur Morris of New York and Pennsylvania; Alexander Hamilton of New York; Washington. They wanted the convention to institute a national government. As we know, their effort was a success. We often say the confederation was a weak government, the national government stronger. But the more important difference has to do with whom those governments acted on. The confederation acted on thirteen state legislatures. The nation would act on all American citizens, throughout all the states. That would be a mighty change. To persuade his fellow delegates to make it, Randolph was reeling off a list of what he said were potentially fatal problems, urgently in need, he said, of immediate repair. He reiterated what he called the chief threat to the country. “None of the constitutions”—he meant those of the states’ governments—“have provided sufficient checks against the democracy.” The term “democracy” could mean different things, sometimes even contradictory things, in 1787. People used it to mean “the mob,” which historians today would call “the crowd,” a movement of people denied other access to power, involving protest, riot, what recently has been called occupation, and often violence against people and property. But sometimes “democracy” just meant assertive lawmaking by a legislative body staffed by gentlemen highly sensitive to the desires of their genteel constituents. Men who condemned the working-class mob as a democracy sometimes prided themselves on being “democratical” in their own representative bodies. What Randolph meant that morning by “democracy” is clear. When he said “our chief danger arises from the democratic parts of our constitutions,” and “none of the constitutions have provided sufficient checks against the democracy,” he was speaking in a context of social and economic turmoil, pervading all thirteen states, which the other delegates were not only aware of but also had good reason to be urgently worried about. So familiar was the problem that Randolph would barely have had to explain it, and he didn’t explain it in detail. Yet he did say things whose context everyone there would already have understood.

To obey any instructions given them, and therefore to honor any limits imposed on their power; To act in a manner loyal to the interests of those they work for, and therefore to avoid (or at least disclose) conflicts of interest; To act in good faith—that is, to be honest; To exercise independent judgment; Not to delegate that judgment without permission;[18] To exercise an appropriate level of care;

Delegation doesn’t come naturally to any of us. But I was trying really hard to be good at it. I knew how important it was to get into the delegation mind-set. I was trying to empower my employees—to let them know they could make decisions on their own, without me.

Just remember that a mix is good. Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager

There is a story, often told, that upon exiting the Constitutional Convention Benjamin Franklin was approached by a group of citizens asking what sort of government the delegates had created. His answer was: “A republic, if you can keep it.” The brevity of that response should not cause us to undervalue its essential meaning: Democratic republics are not merely founded upon the consent of the people; they are also absolutely dependent upon the active and informed involvement of the people for their continued good health.

Dr. Mayo echoed precisely that point, saying: “It means delegating, entrusting, giving up a degree of ownership and control—it’s tough to do, you have to work on your own ego—it’s not ‘my event’ anymore.” Her mentors advised the flattening of the organization and sharing of responsibilities, she recalls, “so as to improve teamwork and motivation.” She noted that “There are now five people ready to take my position—there are shared decisions and attention. That is because we let others feel they could make a decision.” This is good because Dr. Mayo said she is in “a process of detachment” and now is “looking for ways to make it [CASP] truly self-sustainable financially.

Lastly, be strong and courageous men for Christ. Put on God’s uniform so as to be able to withstand all the Devil’s tricks. For we’re not fighting against ordinary human beings, but against the leaders, politicians and heads of state of this dark world, against spiritual wickedness in high places. So, put on God’s uniform so you’ll be able to put up a fight on the day of battle and, having tended to every detail, to make your stand. Therefore, take your position when you have put on the pants of truth, the shirt of righteousness, and the shoes of the good news of peace. Above all, take the bulletproof vest of faith, with which you’ll be able to stop the tracer bullets of the evil one. Also, wear the helmet of salvation, and the pistol of the Spirit, which is God’s word. 18. When you offer a prayer or a petition on any occasion, let it be truly spiritual. Along this same line, be on your toes as you encourage and pray for all the members. Pray especially for me, that when I speak, the right words will be put in my mouth, and that I may boldly expound the gospel’s secret, for which I am now a delegate in the clink. Pray too that I may lay it on the line whenever I have a chance to speak.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

The Specific Test goes like this: Somebody must do something he or she was not doing before. The ‘do’ is a good, ordinary verb that a child will understand. If you are not sure, find a child and ask him if he understands the verb. Doing the thing will have a tangible result, one that we want.

5. Offer suggestions instead of criticising Instead of the feedback sandwich, which can be just a way of sweetening criticism, and tends to do more harm than good, try this deceptively simple technique for giving feedback which was developed by the Canadian Neuro-linguistic Programming trainer, Shelle Rose Charvet, and set out in her aptly titled essay, “The Feedback Sandwich Is Out To Lunch”.14 It goes like this: You make a suggestion. You offer two reasons why it might work. The first states what the suggested course of action would accomplish. The second states what problem it would prevent. You end with an encouraging comment.

To win back time and unleash talent you have to delegate something substantial. You can tell if the delegated thing is substantial if: 1) it hurts a bit to give up; 2) it feels risky to let go; 3) it is stretching for the delegatee; 4) it makes you all a bit nervous; and 5) it constitutes a good chunk of your time, 20% for example, based on your Time Tracker results (see Chapter 3).

Feed back often, good and bad: Get into the habit of providing feedback regularly, so you both get used to it. You are on the same team: Check your feedback style and assumptions. Are you being adversarial or collaborative? Address the method, not the madness: Don’t use feedback to try and fix aspects of his character. That attacks a person’s sense of self-worth. Stick to tactics, knowledge, tips, and work routines. Disrupt patterns of generalities: Vague and evasive language can undermine feedback; learn to spot and challenge it. Offer suggestions instead of criticising: Instead of using the feedback sandwich to sweeten criticism, make a suggestion and offer two reasons why it might work. Everything is feedback: You’re always communicating, so take control and give the feedback you have chosen to give.

Spend some time making a list of all the things you do in your role. Work from your formal job description, but make sure to include all the things you actually do, as well, from training new recruits, to organising away days, to setting strategy. Then arrange this catalogue of activities into four groups: Things you are incompetent at doing: The realm of stress and futility, you really should not be doing it. Things you are competent at, but don’t enjoy: You meet minimum standard levels, but others do it better, and it bores you. Things you’re quite good at, but have no passion for: From experience you can do it standing on your head, but it doesn’t fire you up. Things you excel at, and love doing: Here you are ‘in the zone’. It is the realm of Unique Ability, passion and maximum effectiveness. If you think of these four categories as concentric rings, the first is cold and distant, the Outer Ring Of Rank Incompetence, a place to avoid at all costs. Next in is the Ring Of Dreary Competence; you do not want to linger here for long, either. Getting warmer and closer-in is the Ring Of Passionless Skill, where many of us spend more time than we’d like. And in the middle is the Bullseye of Mastery.

Human relationships with key people in the company cannot be delegated. Financial decisions are yours, as well as any decisions to take on key human resources. In the legal area you are the one who must decide strategy, after listening to the advice of others, and then you must rely on good advisers or consultants to carry it out. "Delegate everything except command" as an entrepreneur friend of mine once said. You should always know how much your company is earning, where it’s working at a loss, and why.

Good delegators, it emerges time and time again, are people who instil confidence and belief; who are organised; who communicate well; who let people get on with it; and who provide effective feedback.

Good delegation requires active participation from the delegator but not overbearing involvement in the delegated thing, which is why, in the beginning, good delegation does not make the delegator’s life easier, necessarily.

Good delegators: instil confidence and belief; get organised; communicate well; let people get on with it; and provide effective feedback.

Tesla > NYT. Elon Musk used the instrumental record of a Tesla drive to knock down an NYT story. The New York Times Company claimed the car had run out of charge, but his dataset showed they had purposefully driven it around to make this happen, lying about their driving history. His numbers overturned their letters. Timestamp > Macron, NYT. Twitter posters used a photo’s timestamp to disprove a purported photo of the Brazilian fires that was tweeted by Emmanuel Macron and printed uncritically by NYT. The photo was shown via reverse image search to be taken by a photographer who had died in 2003, so it was more than a decade old. This was a big deal because The Atlantic was literally calling for war with Brazil over these (fake) photos. Provable patent priority. A Chinese court used an on-chain timestamp to establish priority in a patent suit. One company proved that it could not have infringed the patent of the other, because it had filed “on chain” before the other company had filed. In the first and second examples, the employees of the New York Times Company simply misrepresented the facts as they are wont to do, circulating assertions that were politically useful against two of their perennial opponents: the tech founder and the foreign conservative. Whether these misrepresentations were made intentionally or out of “too good to check” carelessness, they were both attempts to exercise political power that ran into the brick wall of technological truth. In the third example, the Chinese political system delegated the job of finding out what was true to the blockchain. In all three cases, technology provided a more robust means of determining what was true than the previous gold standards — whether that be the “paper of record” or the party-state. It decentralized the determination of truth away from the centralized establishment.

We, as citizens, cannot delegate or offload these responsibilities to the state or to markets. Sarkaar cannot and should not be the sole arbiter of peace and justice; and the Bazaar cannot and should not be the sole provider of community goods and services. For true equity and justice to prevail, it should be elements within Samaaj that assert moral leadership and maintain harmony; that unleash social innovation; and that sustain an atmosphere of respectful social association.

So there it was; peace in Europe had been saved. The three visiting delegations went home in rain, and when the British arrived there was a rainbow in the sky over Buckingham Palace, and crowds singing and shouting a tumultuous welcome. They told Chamberlain that he was a jolly good fellow, which must certainly have surprised his friends. In return he told the crowd that it was “peace with honor” and “peace in our time.

Much like GM and GE, Kodak had a fair employment policy in place by the 1960s and had laid out is own Plan for Progress, which included a commitment to “hold discussions with the employment interviewers in the various division to remind them: that “such things as race, creed, color, or national origin” are neither to “help nor hinder in getting a job at Kodak.” Yet for blacks trying to work and move up at the company, these assurances didn’t mesh with their own experiences. Some of this was a consequence of blacks being poorly educated, especially those who had relocated to Rochester from the rural South. In the company’s eyes, the simply weren’t qualified. “We don’t grow many peanuts in Eastman Kodak,” Monroe Dill, Kodak’s industrial relations director said in 1963, adding that the company would start to recruit more from all-black colleges so as to not keep “discriminating by omission.” But there was also plenty of discrimination by commission, as individual Kodak managers used their discretion to hire whomever they liked and cast off whomever they didn’t. “They would say it blatant, like, 'We don't have any colored jobs,"" recalled Clarence Ingram, who served as general manager of the Rochester Business Opportunities Corporation, an entity formed after the '64 riots to support minority businesses. "They would tell you that." Apparently, they told a lot of blacks that. In 1964, only about 600 African Americans worked for Kodak in Rochester. less than 2 percent of the 33,000 employees based there. Determined to remedy this was FIGHT, which was led by Franklin Delano Roosevelt Florence, the thirty-one-year-old pastor of the Reynolds Street Church of Christ, a stocky, hard-charging, charismatic man, who called Malcolm X a friend. On September 2, 1966, a delegation of sixteen from FIGHT walked into Kodak's executive suite. Florence, sporting a Black Power button in his lapel, said he wanted to see "the top man." Before he knew it, the minister and his retinue were sitting in front of three top men: Kodak chairman Albert Chapman, president William Vaughn, and executive vice president Louis Eilers. Florence told them about the harshness of life in Rochester's black ghetto and said he wanted Kodak to start a training program for people who normally wouldn't be recruited into the company. Florence braced himself, expecting Kodak to resist. But Vaughn listened carefully and then asked Florence to submit a more specific proposal. Two weeks later, he did. Calling FIGHT " the only mass based organization of poor people and near poor people in the Rochester area," Florence requested that Kodak train 500 to 600 men and women over eighteen months. FIGHT also wanted direct involvement in the process; the group would "recruit and counsel trainees and offer advice, consultation, and assistance.

The good news for us was that polling showed we were winning many of the Super Tuesday states, including the two that would choose the largest numbers of delegates, California and Texas. The bad news for us was that the establishment fully understood the threat they faced, and it was prepared to do everything in its power to prevent us from prevailing. It wasn’t a secret. Time magazine reported on February 27 that “Big-Money Democratic Donors Are Trying to Stop Bernie Sanders,” while a March 2 New York Times headline announced, “Democratic Leaders Willing to Risk Party Damage to Stop Bernie Sanders.

In 1792, the convention called to draft a state constitution had rejected the emancipationist pleas of the Presbyterian minister David Rice, who had published a pamphlet, Slavery Inconsistent with Justice and Good Policy, on the subject. Instead the Kentucky delegates, under the sway of the proslavery George Nicholas, insisted on Article IX: “The legislature shall have no power to pass laws for the emancipation of slaves without the consent of their owners, or without paying their owners, previous to such emancipation, or a full equivalent in money, for the slaves so emancipated.” Slavery was thus ensured in the Commonwealth of Kentucky, the first Land of Lincoln.

It sounds counterintuitive, but what got us promoted in the first place, and what made us indispensable to the organization, can get in the way of good leadership skills. Rewarding others rather than seeking to be rewarded is the only way to continue to grow within an organization, and to fully embody the mantle of daring leadership. In a daring leadership role, it’s time to lift up our teams and help them shine. This is one of the most difficult hurdles of advancement, particularly for those of us who are used to hustling, or don’t know exactly where we contribute value once the areas where we contributed value before are delegated to those coming up behind us.

Preserve the present order, or change it? At the French Assembly of 1789, the delegates who favored preservation sat on the right side of the chamber, while those who favored change sat on the left. The terms right and left have stood for conservatism and liberalism ever since.

oppressed’ – the victims of Anglo-American imperialism. Labelling Israel uniquely as a ‘racist state’ was the climax of twenty-five years of lobbying started by Labour MP Peter Hain, the former student anti-apartheid campaigner, who accused Israel of oppressing the Palestinians even more than South Africa had oppressed blacks under apartheid. Over that period, and especially during the year before they met in Durban, the anti-Zionists’ language had become increasingly anti-Semitic. At the beginning of 2001, the groups that were to meet in Durban had celebrated the final collapse of the peace process between Israel and the Palestinians. To their satisfaction, the Palestinians launched a second intifada, seeking to kill as many Israelis as possible. Eight months later, at the climax of the Durban conference, thousands of activists and delegates marched through the city waving placards reading ‘Kill All Jews’ and ‘The Good Things Hitler Did’.