Good Leadership Qualities Quotes

A leader is one who, out of madness or goodness, volunteers to take upon himself the woe of the people. There are few men so foolish, hence the erratic quality of leadership.

Every business can benefit from good quality management consulting services. Consultants are able to gather, assemble and utilize data in unique ways. Consultants also have perspectives that are likely to be unique compared to the perspectives you find internal to your business.

Be willing to make decisions. That's the most important quality in a good leader. Don't fall victim to what I call the Ready- Aim-Aim-Aim Syndrome. You must be willing to fire

Good job remaining professional, Aetos.' Xaden scratches the relic on his neck I'm all but certain doesn't actually itch. 'Really shows those leadership qualities to their best advantage.' One of the riders down the table whistles. 'Do you boys just want to whip it out and measure? It would be faster.

One of the most important qualities of a president is the ability to inspire, to bring people together for the common good.

Good communication has just a little to do with eloquence. It's character that makes it more successful. Harsh words nicely articulated are sharp enough to kill your brand!

Qualities that the world considers virtues will lead a leader to ruin, while those regarded as vices will often bring safety and prosperity. Good leadership requires a prince to “know how to do evil.

It is a sort of managerial aristocracy that quietly determines what we buy and how we vote and what we deem as good or bad. “They govern us,” the author writes, “by their qualities of natural leadership, their ability to supply needed ideas and by their key position in the social structure.

Almost every man wastes part of his life in attempts to display qualities he does not possess.

Good times don’t last and bad times don’t stay forever.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

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.

The quality of a brand’s storytelling is directly proportional to the quality of its content. If it’s not good, no one will pay attention. What

Good management has considerable impact on engagement levels of the employees and drives them towards excellent performances.

Consider the following: “Will Mindik be a good leader? She is intelligent and strong…” An answer quickly came to your mind, and it was yes. You picked the best answer based on the very limited information available, but you jumped the gun. What if the next two adjectives were corrupt and cruel? Take note of what you did not do as you briefly thought of Mindik as a leader. You did not start by asking, “What would I need to know before I formed an opinion about the quality of someone’s leadership?” System 1 got to work on its own from the first adjective: intelligent is good, intelligent and strong is very good. This is the best story that can be constructed from two adjectives, and System 1 delivered it with great cognitive ease. The story will be revised if new information comes in (such as Mindik is corrupt), but there is no waiting and no subjective discomfort. And there also remains a bias favoring the first impression.

We should be careful, though, not to judge the Aché too quickly. Anthropologists who lived with them for years report that violence between adults was very rare. Both women and men were free to change partners at will. They smiled and laughed constantly, had no leadership hierarchy, and generally shunned domineering people. They were extremely generous with their few possessions, and were not obsessed with success or wealth. The things they valued most in life were good social interactions and high-quality friendships.8

Don't get me wrong, loyalty is an admirable quality. But the number of years one has been around does not automatically equate with being a good leader, any more than does merely having the title of manager or vice president. And certainly the things we acquire- fine cars, nice homes- are not measures of our leadership ability. Leadership, more than anything else, is about the way we think. It's a moment-to-moment disciplining of our thoughts. It's about practicing personal accountability and choosing to make a positive contribution, no matter what out role or "level".

On occasion, the leader may be intelligent and highly educated, but the possession of these qualities does him, as a rule, more harm than good. By showing how complex things are, by allowing of explanation and promoting comprehension, intelligence always renders its owner indulgent, and blunts, in a large measure, that intensity and violence of conviction needful for apostles. The great leaders of crowds of all ages, and those of the Revolution in particular, have been of lamentably narrow intellect; while it is precisely those whose intelligence has been the most restricted who have exercised the greatest influence.

HOW GOOD A GENERAL WAS GEORGE WASHINGTON? IF WE CONSULT the statistics as they might have been kept if he had been a boxer or a quarterback, the figures are not encouraging. In seven years of fighting the British, from 1775 to 1782, he won only three clear-cut victories—at Trenton, Princeton, and Yorktown. In seven other encounters—Long Island, Harlem Heights, White Plains, Fort Washington, Brandywine, Germantown, and Monmouth—he either was defeated or at best could claim a draw. He never won a major battle. Trenton was essentially a raid, Princeton was little more than a large skirmish, and Yorktown was a siege in which the blockading French fleet was an essential component of the victory.

...The happy Warrior... 'tis he whose law is reason; who depends upon that law as on the best of friends; whence, in a state where men are tempted still to evil for a guard against worse ill, and what in quality or act is best doth seldom on a right foundation rest, he labors good on good to fix, and owes to virtue every triumph that he knows: who, if he rise to station of command, rises by open means; and there will stand on honorable terms, or else retire, and in himself possess his own desire; who comprehends his trust, and to the same keeps faithful with a singleness of aim; and therefore does not stoop, nor lie in wait for wealth, or honors, or for worldly state; whom they must follow; on whose head must fall, like showers of manna, if they come at all:

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

Women retained more information from the training, and those who were trained by them and listened to them did in fact learn more. But most farmers did not listen. They assumed women were less able, and therefore paid less attention to them. Along the same lines, when women in Bangladesh were trained to become line managers, they were just as good as men based on an objective assessment of their leadership and technical qualities, but they were perceived as less good by their line workers. And, presumably as a result, the performance of their lines also suffered, perversely confirming the prejudice that they were worse managers.39 What started as an unjustified preference against women resulted in women actually doing worse through no fault of their own, and this reinforced their inferior status.

Leaders nourish and uphold the culture of an organization. They make choices that inevitably limit the size and scope of activities that the organization undertakes. A good leader will only work in a firm where there is clear and effective governance to protect the culture, philosophy and investment discipline of the firm. The most effective leaders create a non-hierarchical environment in which idea sharing is encouraged, and diligent execution is rewarded. They also establish a solid foundation, a durable framework, and processes for successfully managing an organization that can maintain these qualities. And last, a great investment leader has a zero tolerance policy for breaches of integrity. By integrity, we mean not only honesty and fulfillment of fiduciary obligation, but process integrity.

Consider almost any public issue. Today’s Democratic Party and its legislators, with a few notable individual exceptions, is well to the right of counterparts from the New Deal and Great Society eras. In the time of Lyndon Johnson, the average Democrat in Congress was for single-payer national health insurance. In 1971, Congress overwhelmingly passed the Comprehensive Child Development Act, for universal, public, tax-supported, high-quality day care and prekindergarten. Nixon vetoed the bill in 1972, but even Nixon was for a guaranteed annual income, and his version of health reform, “play or pay,” in which employers would have to provide good health insurance or pay a tax to purchase it, was well to the left of either Bill or Hillary Clinton’s version, or Barack Obama’s. The Medicare and Medicaid laws of 1965 were not byzantine mash-ups of public and private like Obamacare. They were public. Infrastructure investments were also public. There was no bipartisan drive for either privatization or deregulation. The late 1960s and early 1970s (with Nixon in the White House!) were the heyday of landmark health, safety, environmental, and financial regulation. To name just three out of several dozen, Nixon signed the 1970 Clean Air Act, the 1970 Occupational Safety and Health Act, and the 1973 Consumer Product Safety Act. Why did Democrats move toward the center and Republicans to the far right? Several things occurred. Money became more important in politics. The Democratic Leadership Council, formed by business-friendly and Southern Democrats after Walter Mondale’s epic 1984 defeat, believed that in order to be more competitive electorally, Democrats had to be more centrist on both economic and social issues.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

This point is underlined in the well-known parable which Jotham told the men of Shechem: ‘Once upon a time the trees went out to anoint a king over them; and they said … to the vine, “Come and reign over us.” And the vine said to them: “Should I leave my wine, which cheers God and man, and go to be promoted over the trees?”’ Similarly, the fig-tree declined because of its sweetness, and the olive because of its own good qualitites. Then a bramble, a barren plant full of thorns, accepted the sovereignty which they offered, though it possessed neither a special good quality of its own, nor those of the trees that were to be subject to it (cf. Judg. 9 : 7–15). Now in this parable the trees which sought a ruler were not cultivated but wild. The vine, the fig-tree and the olive refused to rule over the wild trees, preferring to bear their own fruits rather than to occupy a position of authority. Likewise, those who perceive in themselves some fruit of virtue and feel its benefit, refuse to assume leadership even when pressed by others, because they prefer this benefit to receiving honour from men.

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

We often confuse characteristics associated with strength or wisdom, such as charm, charisma, and confidence (what I have often termed “the deadly three Cs” of narcissism) with other good qualities, such as protection, leadership, and “visionary-ness.” It is easy to fall under their sway, because we are told that the three Cs are signs of strength and success.

It is not easy to hold this kind of quality leadership for three big reasons. First, no one will believe you have the longest-lasting trucks until they have already lasted a long time on the road. It’s a reputation that takes a while to earn and can be lost quickly. Second, designing a very high-quality piece of machinery is not a textbook problem. Designers learn from other designers over time, and the company accumulates these nuggets of wisdom by providing a good, stable place to work for talented engineers. Third, it is usually quite difficult to convince buyers to pay an up-front premium for future savings, even if the numbers are clear. People tend to be more myopic than economic theory would suggest.

The idea of charismatic leadership dates back to Max Weber (1864–1920), the father of sociology. Describing leaders, he found it necessary to distinguish between formal leaders and those who led by personal charisma. The latter, he wrote, seemed “endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities … not accessible to the ordinary person.”5

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

Cast-Off Material The unlikely selection of Gideon, not to mention his stunning victory, sets a pattern that will be repeated throughout the book of Judges. At a time when women are regarded as second-class citizens (see 9:54; 19:24), God chooses Deborah to lead his people. Jephthah, another judge whom God taps for leadership, has been a social outcast, the leader of a gang of outlaws. Throughout the Bible, in fact, God uses cast-off material. The tribe of Israel itself—a slave people, uncultured, with a short memory for God’s kindness—was not chosen for any of its impressive qualities. Time and again the Israelites prove themselves faulty, as do their leaders. God does not seek the most outwardly capable people nor the most naturally “good.” From unlikely material, God does great things so the world can see that the glory belongs to God and God alone. Paul took up this theme when he wrote, over a thousand years later, “Brothers and sisters, think of what you were when you were called. Not many of you were wise by human standards; not many were influential; not many were of noble birth. But God chose the foolish things of the world to shame the wise; God chose the weak things of the world to shame the strong. Therefore, as it is written: ‘Let the one who boasts boast in the Lord’” (1 Corinthians 1:26–27, 31).

Although largely unnoticed by the Allies, and still not well known in his own country, Mustafa Kemal had come out of the war in charge of the longest front held by the Ottoman armed forces. He was only 37, and still a Brigadier. But his professional reputation was high among Turkish commanders. True, they knew him as a difficult man to work with. He was ambitious and wilful. He had strong political views, and played politics to get his way. He was convinced he knew best. But then he usually did, for he had good sense, a rare quality in a world that had torn itself to pieces.

But in 1497, pressure from the Roman Church and Spain led the Portuguese crown to abandon this tolerance. Some seventy thousand Jews were forced into a bogus but nevertheless sacramentally valid baptism. In 1506, Lisbon saw its first pogrom, which left two thousand “converted” Jews dead. (Spain had been doing as much for two hundred years.) From then on, the intellectual and scientific life of Portugal descended into an abyss of bigotry, fanaticism, and purity of blood.* The descent was gradual. The Portuguese Inquisition was installed only in the 1540s and burned its first heretic in 1543; but it did not become grimly unrelenting until the 1580s, after the union of the Portuguese and Spanish crowns in the person of Philip II. In the meantime, the crypto-Jews, including Abraham Zacut and other astronomers, found life in Portugal dangerous enough to leave in droves. They took with them money, commercial know-how, connections, knowledge, and—even more serious—those immeasurable qualities of curiosity and dissent that are the leaven of thought. That was a loss, but in matters of intolerance, the persecutor’s greatest loss is self-inflicted. It is this process of self-diminution that gives persecution its durability, that makes it, not the event of the moment, or of the reign, but of lifetimes and centuries. By 1513, Portugal wanted for astronomers; by the 1520s, scientific leadership had gone. The country tried to create a new Christian astronomical and mathematical tradition but failed, not least because good astronomers found themselves suspected of Judaism.12 (Compare the suspicious response to doctors in Inquisition Spain.)

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

Good job remaining professional, Aetos." Xaden scratches the relic on his neck I'm all certain doesn't actually itch. "Really shows those leadership qualities to their best advantage." One of the riders down the table whistles low. "Do you boys just want to whip it out and measure? It would be faster.

Becoming a good father is not automatic—it takes time and effort. We must be willing to invest in this job—our most important, second to being a husband—as any other career we might pursue. A father should present the fundamental qualities of leadership, responsibility, and accountability, as well as the capabilities of planning, disciplining, and loving. Fathering is a full-time job. As men, we must train, develop, and learn to be that which God intended for our families.

The Emperor is a hardy, strong card that requires a hearty, strong spell to channel his energies. This dish, Emperor Tofu, is a spell dedicated to the powerful, fiery leadership qualities of the Emperor. Feast on it when you need to be fearless and to make a stand. •​As you prepare this meal, focus on channeling Emperor energy—intelligence, courage, masculine yang-vibes. Imagine yourself taking a stand, fighting to win, and succeeding. Continue the visualizations throughout your meal and into your cleanup process. This is best eaten the night before a big action, though leftovers can be snacked on at any point in the following days. If your need for raw, Mars energy is so powerful that you are craving some meat between your teeth, substitute the tofu for something bloodier. First, take a half-teaspoon of ground coriander (sacred to Aries, the Emperor’s ruling sign), a half-teaspoon of black pepper (same), a teaspoon of salt (purification), a pinch of cloves (to keep people from talking shit about you), a quarter-teaspoon of cinnamon (protection), a quarter-teaspoon of cardamom (sacred to Mars, the Emperor’s ruling planet), a quarter-teaspoon of cayenne (Aries), and a half-teaspoon of turmeric (good health). Mix it together and set it aside. Next, sauté an onion (Mars) and a jalapeño (protection from negativity) in coconut oil over high, fiery heat for three minutes. Then add a tablespoon of fresh grated ginger (to move your plan along), three cloves of garlic (protection), and your pile of spices; cook for another minute. Throw in a can of coconut milk and a block of tofu that you’ve drained, pressed, and cut up into chunks. Cover and simmer for twenty minutes. Before serving, add some fresh, shredded basil leaves (sacred to Aries) and a squirt of lime (to attract love and support). Voilà!

Risk is one of the qualities of any good decision. This is so because, decision itself is a risk. Therefore, making a decision literally means, taking a risk... In tracing the histories of successful men and women, the first thing to notice in their lives is risk.

FOR HUNDREDS OF YEARS, people from every corner of the planet have flocked to New York City for the reason Frank Sinatra immortalized: to prove they could “make it.” The allure, the prestige, the struggle to survive, breeds a brand, an image of the city that ripples out to the rest of the world. Sinatra sang about proving himself to himself. “If I can make it there, I’ll make it anywhere.” New York was the yardstick. New York has indeed become a global yardstick—for artists, businesspeople, and dreamers of all stripes. He was a lawyer in New York? He must be good. Doesn’t matter if he was the worst lawyer in the city. If you can make it in New York, people assume that you can make it anywhere. The yardstick the public uses when judging a presidential candidate, it turns out, is not how much time the candidate has in politics. “It’s leadership qualities,” explains the presidential historian Doug Wead, a former adviser to George H. W. Bush and the author of 30 books on the presidents. Indeed, polls indicate that being “a strong and decisive leader” is the number one characteristic a presidential candidate can have. The fastest-climbing presidents, it turns out, used the Sinatra Principle to convey their leadership cred. What shows leadership like commanding an army (Washington), running a university (Wilson), governing a state for a few years—even if you started out as an actor (Reagan)—or building a new political party and having the humility to put aside your own interests for the good of the whole (Lincoln)? Dwight D. Eisenhower led the United States and its allies to victory against Hitler. He had never held an elected office. He won by a landslide with five times the electoral votes of his rival. “If he can make it there, he can make it anywhere,” US voters decided.

The Words You Think “Your thoughts lay the foundation for your life’s experience. Are you utilizing your thoughts for your highest good or are they harmful to you and others? Are your thoughts building you up or tearing you down? Notice the quality of your words and ask yourself these questions.

The directive we have so often heard, “Change your thoughts, change your life,” is indeed based on the power of words. The key to your happiness, well-being, and interactions with others begins, continues, and concludes with the nature and quality of the words you hold in your mind as thoughts. Make them work for your highest good.

Wise with Your Words. Speak words that support your highest good. Are your thoughts building you up or tearing you down? Notice the quality of your words—your best first impressions ride on them.

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.

These are all qualities that are indispensable in good leaders. A sense of humor in particular strikes me as an important indicator—or “tell”—about someone’s ego. Having a balance of confidence and humility is essential to effective leadership. Laughing in a genuine way requires a certain level of confidence, because we all look a little silly laughing; that makes us vulnerable, a state insecure people fear. And laughing is also frequently an appreciation of others, who have said something that is funny. That is, you didn’t say it, and by laughing you acknowledge the other, something else insecure people can’t do.

A leader in sports, business, or any other field of endeavor should possess and provide the same qualities inherent in a good parent: character, consistency, dependability, accountability, knowledge, good judgment, selflessness, respect, courage, discipline, fairness, and structure.

Good leaders value people and things of quality".

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.

Increasingly, prominent thinkers in the field of leadership studies like Marcus Buckingham are challenging traditional notions of leadership. Their research suggests that presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.4 They believe leaders should strive for authenticity over perfection. This shift is good news for women, who often feel obliged to suppress their emotions in the workplace in an attempt to come across as more stereotypically male. And it’s also good news for men, who may be doing the exact same thing. I

qualities we actually select for and reward in most workplaces are precisely the ones that are unlikely to produce leaders who are good for employees or, for that matter, for long-term organizational performance.

A truly successful life is one filled with friends so it helps if people like being around you. If you suspect they don’t, have a think about how strongly you exhibit ‘likeable’ qualities such as listening well, being trustworthy, kind, generous, compassionate, fun, positive and unselfish. The good news is that you can learn such qualities even if they don’t come naturally to you.

Apart from the qualities of muruwaa - courage, generosity, integrity, fairness, and honor or good reputation - a Bedouin chief needed practical wisdom, for he needed to be a skilled negotiator, to be able to resolve quarrels between his followers before they got out of hand, and to deal with allies from other tribes" p54

A good leader is known by ‘his qualities’ not ‘his authorities’.

In the period immediately following ratification of the Constitution in 1789, the national public service at its upper levels has been described as a “Government by Gentlemen” and it did not look too different in certain respects from the one that existed in early-nineteenth-century Britain.8 One might also label it government by the friends of George Washington, since the republic’s first president chose men like himself who he felt had good qualifications and a dedication to public service.9 Under John Adams, 70 percent, and under Jefferson, 60 percent of high-ranking officials had fathers who came from the landed gentry, merchant, or professional classes.10 Many people today marvel at the quality of political leadership at the time of America’s founding, the sophistication of the discourse revealed in the Federalist Papers, and the ability to think about institutions in a long-term perspective. At least part of the reason for this strong leadership was that America at the time was not a full democracy but rather a highly elitist society, many of whose leaders were graduates of Harvard and Yale. Like the British elite, many of them knew each other personally from school and from their common participation in the revolution and drafting of the Constitution.

Up to the surgery, I was coming to the weekly meetings of the leadership team and the annual planning meeting,” he said, looking back. “It wasn’t good for me or them. There were times when I was impatient. I’d complain to the leadership group that we weren’t solving obvious problems as fast as we should. We’d identify a quality problem, for example, or a problem with shipping to the wrong location. They weren’t difficult to solve. They just needed people’s focus. It seemed to me we could solve them more quickly by fiat than by having a committee and reaching consensus. I suppose it’s less expensive to let people figure it out for themselves than to send them to school to learn it, but it’s hard for me to do. That’s why I’m not here in the building. It’s too frustrating. Ed and I have different styles. It took me a long time to come to grips with that. Anyway, the company is better off with Ed. It’s a major stress out of my life, and he has made a huge contribution to my net worth.

Being under poor leadership is a challenging experience, but it can be a blessing in disguise. It prepares you to become a good leader by showing you what not to do. This experience helps you to develop skills and qualities essential for being a good leader.

Dr. Waldinger has concluded that the single most important driver of people’s long-term happiness is the depth and the quality of their relationships.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

A virtue is a quality that strives for and does good, in thought, word and deed when no-one is watching.

His mantra was simple: “Do what you need to do to make it better.” Of all the things I learned from Roone, this is what shaped me the most. When I talk about this particular quality of leadership, I refer to it as “the relentless pursuit of perfection.” In practice that means a lot of things, and it’s hard to define. It’s a mindset, really, more than a specific set of rules. It’s not, at least as I have internalized it, about perfectionism at all costs (something Roone wasn’t especially concerned about). Instead, it’s about creating an environment in which you refuse to accept mediocrity. You instinctively push back against the urge to say There’s not enough time, or I don’t have the energy, or This requires a difficult conversation I don’t want to have, or any of the many other ways we can convince ourselves that “good enough” is good enough.

Life's too short to play small with your talents. “You were born into the opportunity as well as the responsibility to become legendary. You’ve been built to achieve masterwork-level projects, designed to realize unusually important pursuits and constructed to be a force for good on this tiny planet. You have it in you to reclaim sovereignty over your primal greatness in a civilization that has become fairly uncivilized. To restore your nobility in a global community where the majority shops for nice shoes and acquires expensive things yet rarely invests in a better self. Your personal leadership requires—no, demands—that you stop being a cyber-zombie relentlessly attracted to digital devices and restructure your life to model mastery, exemplify decency and relinquish the self-centeredness that keeps good people limited. The great women and men of the world were all givers, not takers. Renounce the common delusion that those who accumulate the most win. Instead, do work that is heroic—that staggers your marketplace by the quality of its originality as well as from the helpfulness it provides. While you do so, my recommendation is that you also create a private life strong in ethics, rich with marvelous beauty and unyielding when it comes to the protection of your inner peace. This, my friends, is how you soar with the angels. And walk alongside the gods.

Life's too short to play small with your talents. “You were born into the opportunity as well as the responsibility to become legendary. You’ve been built to achieve masterwork-level projects, designed to realize unusually important pursuits and constructed to be a force for good on this tiny planet. You have it in you to reclaim sovereignty over your primal greatness in a civilization that has become fairly uncivilized. To restore your nobility in a global community where the majority shops for nice shoes and acquires expensive things yet rarely invests in a better self. Your personal leadership requires—no, demands—that you stop being a cyber-zombie relentlessly attracted to digital devices and restructure your life to model mastery, exemplify decency and relinquish the self-centeredness that keeps good people limited. The great women and men of the world were all givers, not takers. Renounce the common delusion that those who accumulate the most win. Instead, do work that is heroic—that staggers your marketplace by the quality of its originality as well as from the helpfulness it provides. While you do so, my recommendation is that you also create a private life strong in ethics, rich with marvelous beauty and unyielding when it comes to the protection of your inner peace. This, my friends, is how you soar with the angels. And walk alongside the gods.

Life’s too short to play small with your talents,” The Spellbinder spoke to the room of thousands. “You were born into the opportunity as well as the responsibility to become legendary. You’ve been built to achieve masterwork-level projects, designed to realize unusually important pursuits and constructed to be a force for good on this tiny planet. You have it in you to reclaim sovereignty over your primal greatness in a civilization that has become fairly uncivilized. To restore your nobility in a global community where the majority shops for nice shoes and acquires expensive things yet rarely invests in a better self. Your personal leadership requires—no, demands—that you stop being a cyber-zombie relentlessly attracted to digital devices and restructure your life to model mastery, exemplify decency and relinquish the self-centeredness that keeps good people limited. The great women and men of the world were all givers, not takers. Renounce the common delusion that those who accumulate the most win. Instead, do work that is heroic—that staggers your marketplace by the quality of its originality as well as from the helpfulness it provides. While you do so, my recommendation is that you also create a private life strong in ethics, rich with marvelous beauty and unyielding when it comes to the protection of your inner peace. This, my friends, is how you soar with the angels. And walk alongside the gods.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

What makes a good leader? Good leaders above and below them.

What I have found in similar settings is that good leadership (for instance, on the part of head nurses who demonstrate a commitment to safety and to openness), together with a clear, shared understanding that the work is complex and interdependent, can help groups build psychological safety, which in turn enables the candor that is so essential to ensuring the quality of patient care in modern hospitals.

Good managers execute as well as motivate. Not all leaders need to be managers, but all managers need to be good leaders. While managing is an art; leadership is a skill that needs to be inculcated and enforced while executing assignments through subordinates

Centuries after Joseph, another came who was rejected by his own (John 1:11) and was sold for silver coins (Matt 26:14–16). He was denied and betrayed by his brethren, and was unjustly put into chains and sentenced to death. He too prayed fervently, asking the Father if the cup of suffering and death he was about to experience could pass from him. But when we look at Jesus’ prayer, we see that he, like Joseph, says that this is “the Father’s cup” (John 18:11). The suffering is part of God’s good plan. As he says to Pilate, “You would have no power over me if it were not given to you from above” (John 19:11). Jesus finally says to the Father, “Thy will be done” (Matt 27:42). He dies for his enemies, forgiving them as he does, because he knows that the Father’s redemptive loving purposes are behind it all. His enemies meant it for evil, but God overruled it and used it for the saving of many lives. Now raised to the right hand of God, he rules history for our sake, watching over us and protecting us. Imagine you have been an avid follower of Jesus. You’ve seen his power to heal and do miracles. You’ve heard the unsurpassed wisdom of his speech and the quality of his character. You are thrilled by the prospect of his leadership. More and more people are flocking to hear him. There’s no one like him. You imagine that he will bring about a golden age for Israel if everyone listens to him and follows his lead. But then, there you are at the cross with the few of his disciples who have the stomach to watch. And you hear people say, “I’ve had it with this God. How could he abandon the best man we have ever seen? I don’t see how God could bring any good out of this.” What would you say? You would likely agree. And yet you are standing there looking at the greatest, most brilliant thing God could ever do for the human race. On the cross, both justice and love are being satisfied—evil, sin, and death are being defeated. You are looking at an absolute beauty, but because you cannot fit it into your own limited understanding, you are in danger of walking away from God. Don’t do it. Do what Jesus did—trust God. Do what Joseph did—trust God even in the dungeon. It takes the entire Bible to help us understand all the reasons that Jesus’ death on the cross was not just a failure and a tragedy but was consummate wisdom. It takes a major part of Genesis to help us understand God’s purposes in Joseph’s tribulations. Sometimes we may wish that God would send us our book—a full explanation! But even though we cannot know all the particular reasons for our crosses, we can look at the cross and know God is working things out.

When I teach leadership principles, I ask individuals to identify the top distractions that steal time from their productivity. Then, for each distraction, I have them write a plan to help them set boundaries and implement it. I always have enthusiastic individuals reporting back to me, amazed at how this little exercise not only increased productivity but also improved their sense of discipline and self-management. all going wrong. I love this quote from Pastor Joel’s book You Can, You Will: Every day we get to choose our attitudes. We can determine to be happy and look on the bright side—expecting good things and believing we will accomplish our dreams—or we can elect to be negative by focusing on our problems, dwelling on what didn’t work out, and living worried and discouraged. These are the choices we all can make. Nobody can force you to have a certain attitude. Life will go so much better if you simply decide to be positive. When you wake up, choose to be happy. That is the fourth undeniable quality of a winner. Choose to be grateful for the day. Choose to look on the bright side. Choose to focus on the possibilities. Focus On: Being Consistent and Dependable. Getting Your Mind Right. Not Hesitating. Focus On: Knowledge Passion 1. Release your feelings: Our instincts can make it easy to hold everything inside, but sprezzatura doesn’t mean you can never show vulnerability. Always make sure you have support, whether it’s from a friend, mentor, pastor, or counselor. 2. Let go of ego: Sometimes you might worry that no one else is cut out for a certain task, but that feeling can often come from a place of arrogance. Don’t be afraid to delegate or share the workload with other individuals on your team. 3. Prioritize your attention: Don’t get distracted by the environment around you. We can’t always control what’s going on in our presence, so be intentional with your focus by concentrating on what demands your attention.

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

A good manager will always have the big picture in mind and guide the employees through a series of small targets in order to achieve overall success.

LinkedIn CEO Jeff Weiner sees “fewer things done better” as the most powerful mechanism for leadership. When he took the reins of the company he could easily have adopted the standard operating procedure of most Silicon Valley start-ups and tried to pursue everything. Instead, he said no to really good opportunities in order to pursue only the very best ones. He uses the acronym FCS (a.k.a. FOCUS) to teach his philosophy to his employees. The letters stand for “Fewer things done better,” “Communicating the right information to the right people at the right time,” and “Speed and quality of decision making.” Indeed, this is what it means to lead essentially.

In this case, the Freuds had it right. No ideal standard of mental health works scientifically. Or, in the eloquent words of Leston Havens, “Standards of health on the basis of admirable traits ignore the way human situations can call up the need for the most bizarre qualities.” If this is true, then mental health can only be scientifically defined in its norm and normal standards, as defined above. Only Grinker’s homoclites—average but not ideal—are mentally healthy. Searching for cultural references to help illustrate his newly defined class of people, Grinker called to mind a fictional depiction of “muscular Christian” normality, from a Thornton Wilder novel: The hero, who is a missionary, religious, unrealistic, and not very intelligent, goes around the country doing good, converting people, and accepting no return. He says: “George Brush is my name America’s my nation Ludington’s my dwelling place and Heaven’s my destination.

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.

They know that good leaders sometimes suffer mission failure and bad leaders sometimes enjoy mission success. The ability to succeed is not what makes someone a leader. Exhibiting the qualities of leadership is what makes someone an effective leader.

More specifically, we follow leaders who connect us to a mission we believe in, who clarify what’s expected of us, who surround us with people who define excellence the same way we do, who value us for our strengths, who show us that our teammates will always be there for us, who diligently replay our winning plays, who challenge us to keep getting better, and who give us confidence in the future. This is not a list of qualities in a leader, but rather a set of feelings in a follower. When we say to ourselves that leadership is indeed a thing, because we know it when we see it, we’re not really seeing any definable characteristic of another human. What we are “seeing” is in fact our own feelings as a follower. As such, while we should not expect every good leader to share the same qualities or competencies, we can hold all good leaders accountable for creating these same feelings of followership in their teams. Indeed, we can use these feelings to help any particular leader know whether or not she is any good. Those eight items introduced in chapter 1 are a valid measure of a leader’s effectiveness. We need not dictate how each leader should behave, but we can define what all good leaders must create in their followers. And since we measure this by asking the followers to rate their own experiences, rather than rating the leader on a long list of abstract leader qualities, this measure of leader effectiveness is reliable. Leadership isn’t a thing, because it cannot be measured reliably. Followership is a thing, because it can.

Dwight D. Eisenhower wrote to his son in 1943, "The one quality that can be developed by studious reflection and practice is the leadership of men .... The idea is to get people working together... because they instinctively want to do it for you.... Essentially, you must be devoted to duty, sincere, fair and cheerful." Devotion to duty. Sincerity. Fairness. Good cheer. These are not qualities taught in school. Formal education can make someone a good manager, but it cannot make a leader, because leadership is more about the heart than the head. How does any organization teach courage, integrity, a love of people, a sense of humor, the ability to dream of a better future? How can any training program inculcate personal character and honor? Core to leadership is the ability to relate to people -- to empathize, understand, inspire and motivate.

Over the years, as it became my responsibility to evaluate and hire new people for my unit, I developed a profile of what I wanted in a profiler. At first, I went for strong academic credentials, figuring an understanding of psychology and organized criminology was most important. But I came to realize degrees and academic knowledge weren’t nearly as important as experience and certain subjective qualities. We have the facilities to fill in any educational gaps through fine programs at the University of Virginia and the Armed Forces Institute of Pathology. What I started looking for was “right-brained,” creative-type thinkers. There are many positions within the FBI and law enforcement in general where engineering or accounting types do the best, but in profiling and investigative analysis, that kind of thinker would probably have some difficulty. Contrary to the impression given in such stories as The Silence of the Lambs, we don’t pluck candidates for the Investigative Support Unit right out of the Academy. Since our first book, Mindhunter was published, I’ve had many letters from young men and women who say they want to go into behavioral science in the FBI and join the profiling team at Quantico. It doesn’t work quite that way. First you get accepted by the Bureau, then you prove yourself in the field as a first-rate, creative investigator, then we recruit you for Quantico. And then you’re ready for two years of intensive, specialized training before you become a full-fledged member of the unit. A good profiler must first and foremost show imagination and creativity in investigation. He or she must be willing to take risks while still maintaining the respect and confidence of fellow agents and law enforcement officers. Our preferred candidates will show leadership, won’t wait for a consensus before offering an opinion, will be persuasive in a group setting but tactful in helping to put a flawed investigation back on track. For these reasons, they must be able to work both alone and in groups.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility.

People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Setting a good example and making amends is one of the most powerful leadership qualities a true leader can have.

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