Good Morning Leader Quotes

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

To wake up every morning is miracle. To make a good use of every day is an appreciation of miracle. To waste the entire hours of each day is ungratefulness towards a miracle already given and received!

Your morning routine generates a 10x return for good or for bad. Make it good.

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.

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

Believe that your day is going to be good and leave it up to the day to prove you wrong.

In the morning he asked himself, “What good shall I do today?” In the evening he asked, “What good have I done today?

That morning I sat in the front row with my head in my hands, totally stressed, praying, God, please don’t let my sermon be bad. I’m sure people thought I was in deep prayer for people in the room to have a fresh encounter with Jesus, but unfortunately I was only praying for myself. I desperately didn’t want to look like an idiot in front of the guest speaker who had been so amazing the night before. Then the Lord spoke to my heart: Banning, you have a choice. You can either be a preacher or you can be a son. If you decide to be a preacher, you’ll be good sometimes and at other times you won’t be that good. But if you decide to be a son, you’ll be great all the time, because you are a fantastic son. Everything changed for me in that moment. I said, God, I want to be a son. I don’t want to be anything else. I don’t want to be a preacher. I want to be a son. From that point on, something shifted for me. I was motivated by something different. Now, of course, I do want to be a good pastor, a good preacher, and a good leader. But none of that stuff is what drives me, because when I step off a stage and get alone with Jesus, I don’t want to hear Him say, Banning, you’re a great preacher. I want Him to say, Banning, you’re a great son.

The man who wields the blood-clotted cowskin during the week fills the pulpit on Sunday, and claims to be a minister of the meek and lowly Jesus. The man who robs me of my earnings at the end of each week meets me as a class- leader on Sunday morning, to show me the way of life, and the path of salvation. He who sells my sister, for purposes of prostitution, stands forth as the pious advocate of purity. He who proclaims it a religious duty to read the Bible denies me the right of learning to read the name of the God who made me. He who is the religious advocate of marriage robs whole millions of its sacred influence, and leaves them to the ravages of wholesale pollution. The warm defender of the sacredness of the family relation is the same that scatters whole families,— sundering husbands and wives, parents and children, sisters and brothers,—leaving the hut vacant, and the hearth desolate. We see the thief preaching against theft, and the adulterer against adultery. We have men sold to build churches, women sold to support the gospel, and babes sold to purchase Bibles for the poor heathen! all for the glory of God and the good of souls! The slave auctioneer’s bell and the church-going bell chime in with each other, and the bitter cries of the heart-broken slave are drowned in the religious shouts of his pious master. Revivals of religion and revivals in the slave-trade go hand in hand together. The slave prison and the church stand near each other. The clanking of fetters and the rattling of chains in the prison, and the pious psalm and solemn prayer in the church, may be heard at the same time. The dealers in the bodies and souls of men erect their stand in the presence of the pulpit, and they mutually help each other. The dealer gives his blood-stained gold to support the pulpit, and the pulpit, in return, covers his infernal business with the garb of Christianity. Here we have religion and robbery the allies of each other—devils dressed in angels’ robes, and hell presenting the semblance of paradise.

One of my favorite stories is about a newly hired traveling salesman who sent his first sales report to the home office. It stunned the brass in the sales department because it was obvious that the new salesman was ignorant! This is what he wrote: “I seen this outfit which they ain’t never bot a dim’s worth of nothin from us and I sole them some goods. I’m now goin to Chicawgo.” Before the man could be given the heave-ho by the sales manager, along came this letter from Chicago: “I cum hear and sole them haff a millyon.” Fearful if he did, and afraid if he didn’t fire the ignorant salesman, the sales manager dumped the problem in the lap of the president. The following morning, the ivory-towered sales department members were amazed to see posted on the bulletin board above the two letters written by the ignorant salesman this memo from the president: “We ben spendin two much time trying to spel instead of trying to sel. Let’s watch those sails. I want everybody should read these letters from Gooch who is on the rode doin a grate job for us and you should go out and do like he done.

Unfortunately, brothers and sisters, we are the product of a spiritualized, individualistic education. We are taught: try to save your soul and don't worry about the rest.  We told those who suffered: be patient heaven will follow, hang on. No, that's not right, that's not salvation! The great leader of our liberation is the Anointed One, the Lord who comes to announce the good news to the poor, to give liberty to the captives, to bear news of the disappeared to bring joy to so many homes that are in morning, so that a new society may appear as in the sabbatical year of Israel...Christ has come precisely to announce the new society, the good news, the new times.

WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that’s all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? When most organizations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason—they go from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do. But not the inspired companies. Not the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out.

Meanwhile, Captain Crozier took to his Private Cabin yesterday and is terribly sick. I can hear his stifled moans since the late Peddie’s compartment borders the captain’s here on the starboard stern side of the ship. I think Captain Crozier is biting down on something hard—perhaps a Strip of Leather—to keep those moans from being heard. But I have always been Blessed (or Cursed) with good hearing. The Captain turned over the handling of the Ship’s and Expedition’s affairs to Lieutenant Little yesterday—thus quietly but Firmly giving Command to Little rather than to Captain Fitzjames—and explained to me that he, Captain Crozier, was battling a recurrence of Malaria. This is a lie. It is not just the symptoms of Malaria which I hear Captain Crozier suffering—and almost certainly will continue to hear through the walls until I head back to Erebus on Friday morning. Because of my uncle’s and my father’s weaknesses, I know the Demons the Captain is battling tonight. Captain Crozier is a man addicted to Hard Spirits, and either those Spirits on board have been used up or he has decided to go off them of his own Volition during this Crisis. Either way, he is suffering the Torments of Hell and shall continue to do so for many days more. His sanity may not survive. In the meantime, this ship and this Expedition are without their True Leader. His stifled moans, in a ship descending into Sickness and Despair, are Pitiable to the extreme.

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.

III. But we must close with a third remark. Christ really underwent yet a third trial. He was not only tried before the ecclesiastical and civil tribunals, but, he was really tried before the great democratical tribunal, that is, the assembly of the people in the street. You will say, "How?" Well, the trial was somewhat singular, but yet it was really a trial. Barabbas—a thief, a felon, a murderer, a traitor, had been captured; he was probably one of a band of murderers who were accustomed to come up to Jerusalem at the time of the feast, carrying daggers under their cloaks to stab persons in the crowd, and rob them, and then he would be gone again; besides that, he had tried to stir up sedition, setting himself up possibly as a leader of banditti. Christ was put into competition with this villain; the two were presented before the popular eye, and to the shame of manhood, to the disgrace of Adam's race, let it be remembered that the perfect, loving, tender, sympathizing, disinterested Savior was met with the word, "Crucify him!" and Barabbas, the thief, was preferred. "Well," says one, "that was atrocious." The same thing is put before you this morning—the very same thing; and every unregenerate man will make the same choice that the Jews did, and only men renewed by grace will act upon the contrary principle. I say, friend, this day I put before you Christ Jesus, or your sins. The reason why many come not to Christ is because they cannot give up their lusts, their pleasures, their profits. Sin is Barabbas; sin is a thief; it will rob your soul of its life; it will rob God of his glory. Sin is a murderer; it stabbed our father Adam; it slew our purity. Sin is a traitor; it rebels against the king of heaven and earth. If you prefer sin to Christ, Christ has stood at your tribunal, and you have given in your verdict that sin is better than Christ. Where is that man? He comes here every Sunday; and yet he is a drunkard? Where is he? You prefer that reeling demon Bacchus to Christ. Where is that man? He comes here. Yes; and where are his midnight haunts? The harlot and the prostitute can tell! You have preferred your own foul, filthy lust to Christ. I know some here that have their consciences open pricked, and yet there is no change in them. You prefer Sunday trading to Christ; you prefer cheating to Christ; you prefer the theater to Christ; you prefer the harlot to Christ; you prefer the devil himself to Christ, for he it is that is the father and author of these things. "No," says one, "I don't, I don't." Then I do again put this question, and I put it very pointedly to you—"If you do not prefer your sins to Christ, how is it that you are not a Christian?" I believe this is the main stumbling-stone, that "Men love darkness rather than light, because their deeds are evil." We come not to Christ because of the viciousness of our nature, and depravity of our heart; and this is the depravity of your heart, that you prefer darkness to light, put bitter for sweet, and choose evil as your good. Well, I think I hear one saying, "Oh! I would be on Jesus Christ's side, but I did not look at it in that light; I thought the question was. "Would he be on my side? I am such a poor guilty sinner that I would fain stand anywhere, if Jesu's blood would wash me." Sinner! sinner! if thou talkest like that, then I will meet thee right joyously. Never was a man one with Christ till Christ was one with him. If you feel that you can now stand with Christ, and say, "Yes, despised and rejected, he is nevertheless my God, my Savior, my king. Will he accept me? Why, soul, he has accepted you; he has renewed you, or else you would not talk so. You speak like a saved man. You may not have the comfort of salvation, but surely there is a work of grace in your heart, God's divine election has fallen upon you, and Christ's precious redemption has been made for you, or else you would not talk so. You cannot be willing to come to Christ, and y

In Walked Jim September 2013: Entering his first morning staff meeting as FBI director, Jim Comey loped to the head of the table, put down his briefing books, and lowered his six-foot-eight-inch, shirtsleeved self into a huge leather chair. He leaned the chair so far back on its hind legs that he lay practically flat, testing gravity. Then he sat up, stretched like a big cat, pushed the briefing books to the side, and said, as if he were talking to a friend, I don’t want to talk about these today. I’d rather talk about some other things first. He talked about how effective leaders immediately make their expectations clear and proceeded to do just that for us. Said he would expect us to love our jobs, expect us to take care of ourselves … I remember less of what he said than the easygoing way he spoke and the absolute clarity of his day-one priority: building relationships with each member of his senior team. Comey continually reminded the FBI leadership that strong relationships with one another were critical to the institution’s functioning. One day, after we reviewed the briefing books, he said, Okay, now I want to go around the room, and I want you all to say one thing about yourselves that no one else here knows about you. One hard-ass from the criminal division stunned the room to silence when he said, My wife and I, we really love Disney characters, and all our vacation time we spend in the Magic Kingdom. Another guy, formerly a member of the hostage-rescue team, who carefully tended his persona as a dead-eyed meathead—I thought his aesthetic tastes ran the gamut from YouTube videos of snipers in Afghanistan to YouTube videos of Bigfoot sightings—turned out to be an art lover. I really like the old masters, he said, but my favorite is abstract expressionism. This hokey parlor game had the effect Comey intended. It gave people an opportunity to be interesting and funny with colleagues in a way that most had rarely been before. Years later, I remember it like yesterday. That was Jim’s effect on almost everyone he worked with. I observed how he treated people. Tell me your story, he would say, then listen as if there were only the two of you in the whole world. You were, of course, being carefully assessed at the same time that you were being appreciated and accepted. He once told me that people’s responses to that opening helped him gauge their ability to communicate. Over the next few years I would sit in on hundreds of meetings with him. All kinds of individuals and organizations would come to Comey with their issues. No matter how hostile they were when they walked in the door, they would always walk out on a cloud of Comey goodness. Sometimes, after the door had closed, he would look at me and say, That was a mess. Jim has the same judgmental impulse that everyone has. He is complicated, with many different sides, and he is so good at showing his best side—which is better than most people’s—that his bad side, which is not as bad as most people’s, can seem more shocking on the rare moments when it flashes to the surface.

The spirit of the place is not not friendly. Meals begin in silence; once everyone is seated, someone slaps the wooden clackers and leads a little chant. The food is often amazingly good, and despite the growing number of vegans in the ranks, heaps of delicious cheese are often melted and sprinkled and layered into the hot things that come out of the kitchen. At breakfast, watch the very senior people deal with rice gruel, and you'll know enough to spike yours with brown sugar and stir in some whole milk or cream, and you could do much worse on a morning in March. ("You can't change your karma, but you can sweeten your cereal," whispered an elderly priest when I nobly and foolishly added nothing to that blob in my bowl during my first stay at the farm.) Once eating is under way, the common dining room looks rather like a high school cafeteria; there are insider and outsider tables, and it is often easy to spot the new students and short-term guests—they're a few minutes late because they haven't memorized the schedule; they're smiling bravely, wielding their dinner trays like steering wheels, weaving around, desperately looking for a public parking space, hoping someone will wave or smile or otherwise signal them to safety I asked a practice leader about this, and she said she knew it was hard but people have to get over their self consciousness; for some newcomers, she said, that's zazen, that's their meditative practice. I think that's what I mean by not not friendly

President Theodore Roosevelt was a man of action, but he was also a good listener, and he appreciated that quality in other people. Once at a gala ball, he grew tired of meeting people who returned his remarks with stiff, mindless pleasantries. So he began to greet people with a smile, saying, “I murdered my grandmother this morning.” Most people, so nervous about meeting him, didn’t even hear what he said. But one diplomat did. Upon hearing the president’s remark, he leaned over and whispered to him, “I’m sure she had it coming to her!” The only way to find out what you’re missing is to start listening.

Grayden and I, along with Dahnath, Drael and countless others, stayed to keep vigil, sitting on the hillside until the funeral blaze consumed itself, settling into cinders. In the early hours of the morning, a light, almost magical snow began to fall, and the moon’s glow as it reflected off the ground brightened the scenery, making everything seem new. My uncle’s death had again set my family reeling. While we were accustomed to picking up pieces, sorting through rubble and holding on to memories, the brothers who had died had been the pillars of our family, strong leaders in Hytanica’s military, and shining examples of all that was good and honorable within our kingdom. But this time, beneath the grieving, there was hope--hope that glowed like the remaining embers. This land was again our own, the Province Wall would be torn down, and we citizens would once more walk through the city gates without fear or suspicion. I shivered, and Grayden put his arm around me, snuggling me close to him, and a melancholy smile played across my face. My uncle had promised he would find a husband for me who would meet my father’s standards. And at what did the Captain of the Guard fail?

Stiff.” I wake with a start, my hands still clutching the pillow. There is a wet patch on the mattress under my face. I sit up, wiping my eyes with my fingertips. Peter’s eyebrows, which usually turn up in the middle, are furrowed. “What happened?” Whatever it is, it can’t be good. “Your execution has been scheduled for tomorrow morning at eight o’clock.” “My execution? But she…she hasn’t developed the right simulation yet; she couldn’t possibly…” “She said that she will continue the experiments on Tobias instead of you,” he says. All I can say is: “Oh.” I clutch the mattress and rock forward and back, forward and back. Tomorrow my life will be over. Tobias may survive long enough to escape in the factionless invasion. The Dauntless will elect a new leader. All the loose ends I will leave will be easily tied up. I nod. No family left, no loose ends, no great loss. “I could have forgiven you, you know,” I say. “For trying to kill me during initiation. I probably could have.” We are both quiet for a while. I don’t know why I told him that. Maybe just because it’s true, and tonight, of all nights, is the time for honesty. Tonight I will be honest, and selfless, and brave. Divergent. “I never asked you to,” he says, and turns to leave. But then he stops at the door frame and says, “It’s 9:24.” Telling me the time is a small act of betrayal--and therefore an ordinary act of bravery. It is maybe the first time I’ve seen Peter be truly Dauntless.

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). Ironically, my pastoring skills have almost nothing to do with my success as a pastor! In my world, it is my communication skills that make the difference. So that is where I focus my time.

I love the story of the salesman who sat looking through the window of a hotel restaurant. Outside raged a blinding snowstorm. “Do you think the roads will be clear enough in the morning to travel?” he asked his waiter. “That depends,” the waiter replied. “Are you on salary or commission?

One day, meandering through the bookcases, I had picked up his diaries and begun to read the account of his famous meeting with Hitler prior to Munich, at the house in Berchtesgaden high up in the Bavarian mountains. Chamberlain described how, after greeting him, Hitler took him up to the top of the chalet. There was a room, bare except for three plain wooden chairs, one for each of them and the interpreter. He recounts how Hitler alternated between reason – complaining of the Versailles Treaty and its injustice – and angry ranting, almost screaming about the Czechs, the Poles, the Jews, the enemies of Germany. Chamberlain came away convinced that he had met a madman, someone who had real capacity to do evil. This is what intrigued me. We are taught that Chamberlain was a dupe; a fool, taken in by Hitler’s charm. He wasn’t. He was entirely alive to his badness. I tried to imagine being him, thinking like him. He knows this man is wicked; but he cannot know how far it might extend. Provoked, think of the damage he will do. So, instead of provoking him, contain him. Germany will come to its senses, time will move on and, with luck, so will Herr Hitler. Seen in this way, Munich was not the product of a leader gulled, but of a leader looking for a tactic to postpone, to push back in time, in hope of circumstances changing. Above all, it was the product of a leader with a paramount and overwhelming desire to avoid the blood, mourning and misery of war. Probably after Munich, the relief was too great, and hubristically, he allowed it to be a moment that seemed strategic not tactical. But easy to do. As Chamberlain wound his way back from the airport after signing the Munich Agreement – the fateful paper brandished and (little did he realise) his place in history with it – crowds lined the street to welcome him as a hero. That night in Downing Street, in the era long before the security gates arrived and people could still go up and down as they pleased, the crowds thronged outside the window of Number 10, shouting his name, cheering him, until he was forced in the early hours of the morning to go out and speak to them in order that they disperse. Chamberlain was a good man, driven by good motives. So what was the error? The mistake was in not recognising the fundamental question. And here is the difficulty of leadership: first you have to be able to identify that fundamental question. That sounds daft – surely it is obvious; but analyse the situation for a moment and it isn’t. You might think the question was: can Hitler be contained? That’s what Chamberlain thought. And, on balance, he thought he could. And rationally, Chamberlain should have been right. Hitler had annexed Austria and Czechoslovakia. He was supreme in Germany. Why not be satisfied? How crazy to step over the line and make war inevitable.

One day, meandering through the bookcases, I had picked up his diaries and begun to read the account of his famous meeting with Hitler prior to Munich, at the house in Berchtesgaden high up in the Bavarian mountains. Chamberlain described how, after greeting him, Hitler took him up to the top of the chalet. There was a room, bare except for three plain wooden chairs, one for each of them and the interpreter. He recounts how Hitler alternated between reason – complaining of the Versailles Treaty and its injustice – and angry ranting, almost screaming about the Czechs, the Poles, the Jews, the enemies of Germany. Chamberlain came away convinced that he had met a madman, someone who had real capacity to do evil. This is what intrigued me. We are taught that Chamberlain was a dupe; a fool, taken in by Hitler’s charm. He wasn’t. He was entirely alive to his badness. I tried to imagine being him, thinking like him. He knows this man is wicked; but he cannot know how far it might extend. Provoked, think of the damage he will do. So, instead of provoking him, contain him. Germany will come to its senses, time will move on and, with luck, so will Herr Hitler. Seen in this way, Munich was not the product of a leader gulled, but of a leader looking for a tactic to postpone, to push back in time, in hope of circumstances changing. Above all, it was the product of a leader with a paramount and overwhelming desire to avoid the blood, mourning and misery of war. Probably after Munich, the relief was too great, and hubristically, he allowed it to be a moment that seemed strategic not tactical. But easy to do. As Chamberlain wound his way back from the airport after signing the Munich Agreement – the fateful paper brandished and (little did he realise) his place in history with it – crowds lined the street to welcome him as a hero. That night in Downing Street, in the era long before the security gates arrived and people could still go up and down as they pleased, the crowds thronged outside the window of Number 10, shouting his name, cheering him, until he was forced in the early hours of the morning to go out and speak to them in order that they disperse. Chamberlain was a good man, driven by good motives. So what was the error? The mistake was in not recognising the fundamental question. And here is the difficulty of leadership: first you have to be able to identify that fundamental question. That sounds daft – surely it is obvious; but analyse the situation for a moment and it isn’t. You might think the question was: can Hitler be contained? That’s what Chamberlain thought. And, on balance, he thought he could. And rationally, Chamberlain should have been right. Hitler had annexed Austria and Czechoslovakia. He was supreme in Germany. Why not be satisfied? How crazy to step over the line and make war inevitable. But that wasn’t the fundamental question. The fundamental question was: does fascism represent a force that is so strong and rooted that it has to be uprooted and destroyed? Put like that, the confrontation was indeed inevitable. The only consequential question was when and how. In other words, Chamberlain took a narrow and segmented view – Hitler was a leader, Germany a country, 1938 a moment in time: could he be contained? Actually, Hitler was the product

MORNING PLEADING FOR BLESSINGS Keep your servant, O God, that I may do no evil to anyone this day. Let it be your blessed will not to allow the devil nor his wicked angels, nor any of his evil members, or my enemies, to have any power to do me hurt or violence. Watch over me for good and not for evil, and command your holy angels to pitch their tents around me, for my defense and safety in my going out and coming in, as you have promised they should do for those who fear your name. Into your hands, O Father, I do here commit my soul and body, my actions, and all that I ever have, to be guided, defended, and protected by you. I am assured that whatever you take into your custody cannot perish, nor suffer any hurt or harm. And if I at any time this day will through frailty forget you, even so Lord, I beg you, in mercy—remember me. And I pray not for myself alone, but I beg you also to be merciful to your whole church, your chosen people, wherever they live upon the earth. Defend them from the rage and tyranny of the devil, the world, and the antichrist. Give your gospel a free and a joyful passage through the world, for the conversion of those you have chosen. Bless the churches and countries we live in with the peace, justice, and true faith. Bless our country’s leaders, and increase in them the gifts and spiritual graces which make them fit for those jobs where you have placed them. Direct the leaders of our country and our churches to lead the people in true faith, justice, obedience, and peace. Be merciful to the believers who fear you and call upon your name. And comfort as many among them as are sick and comfortless in body or mind. Especially be favorable to all who suffer any trouble or persecution for the testimony of your truth and your holy gospel. In your grace, deliver them out of all their troubles—however is best in your wisdom, for the glory of your name, for the further expansion of the truth, and for the increase of their own comfort and consolation. Hasten your coming, blessed Savior, and end these sinful days. Give me grace, that like a wise virgin I may be prepared with oil in my lamp to meet you, the blessed bridegroom, at your coming. Whether it be by my day of death, or at the day of judgment, Lord Jesus, come when you will; come quickly! These, and all other graces which you know I need, this day and evermore, I humbly beg and crave at your hands, O Father. I give you the glory, amen. —Lewis Bayly

A special session of the legislature of the People’s State of Chile had been called for ten o’clock this morning, to pass an act of utmost importance to the people of Chile, Argentina and other South American People’s States. In line with the enlightened policy of Señor Ramirez, the new Head of the Chilean State—who came to power on the moral slogan that man is his brother’s keeper—the legislature was to nationalize the Chilean properties of d’Anconia Copper, thus opening the way for the People’s State of Argentina to nationalize the rest of the d’Anconia properties the world over. This, however, was known only to a very few of the top-level leaders of both nations. The measure had been kept secret in order to avoid debate and reactionary opposition. The seizure of the multibillion dollar d’Anconia Copper was to come as a munificent surprise to the country. “On the stroke of ten, in the exact moment when the chairman’s gavel struck the rostrum, opening the session—almost as if the gavel’s blow had set it off—the sound of a tremendous explosion rocked the hall, shattering the glass of its windows. It came from the harbor, a few streets away—and when the legislators rushed to the windows, they saw a long column of flame where once there had risen the familiar silhouette of the ore docks of d’Anconia Copper. The ore docks had been blown to bits. “The chairman averted panic and called the session to order. The act of nationalization was read to the assembly, to the sound of fire-alarm sirens and distant cries. It was a gray morning, dark with rain clouds, the explosion had broken an electric transmitter—so that the assembly voted on the measure by the light of candles, while the red glow of the fire kept sweeping over the great vaulted ceiling above their heads. “But more terrible a shock came later, when the legislators called a hasty recess to announce to the nation the good news that the people now owned d’Anconia Copper. While they were voting, word had come from the closest and farthest points of the globe that there was no d’Anconia Copper left on earth. Ladies and gentlemen, not anywhere. In that same instant, on the stroke of ten, by an infernal marvel of synchronization, every property of d’Anconia Copper on the face of the globe, from Chile to Siam to Spain to Pottsville, Montana, had been blown up and swept away.

During mornings in front of the bird feeder, Tim eventually distilled his reflections down to a statement of “Team Expectations,” which he calls “the Three Cs—Character, Classroom, and Competitor.” “It’s a statement of principles, not rules. It’s an aspirational tool, not a corrective tool. It’s meant to create a culture. You need to share your vision as a leader, and get your people engaged in it.” The order of Tim’s Cs reflects his priorities as a leader. “Character” includes things like “treat everyone with respect,” “set good examples for others,” and “do what you say you will do.” “Classroom” includes “attend all classes” and “communicate with your

We formed the idea for what is now Fearless Faith Ministries that day over lunch. We chose the name because Beth had faced death fearlessly. Today, we have a relatively large following on our Facebook page @FFM60. The name of the page is Fearless Faith Ministries. The three of us take turns delivering three-minute messages every morning. We call these messages “Your Morning Cup of Inspiration.” Fearless Faith is a nonprofit 501(c) 3 corporation. A portion of the proceeds from this book will help us continue to minister in exciting new ways, as do the donations from our supporters and followers. God continues to open other doors of ministry to us, including radio and television. Our primary goal is to point people to Jesus. We believe that He is the answer to the problems that plague humanity today. We are not about religion. Jesus condemned the religious leaders of his time for their hypocrisy. He said they were “whited sepulchers,” meaning that they were all cleaned up on the outside, but they were dead on the inside. Fearless Faith is about spreading the gospel, or the Good News, that we can have a relationship with God. Our central message is that anyone can have eternal life by simply asking God to forgive their sins and by accepting the gift of atonement that Jesus provided through his death and resurrection. We believe that Jesus is “the way, the truth and the life” as He said in John 14:6, King James Version of the Bible.

This year I have been learning that when we follow Jesus, “new” is a big part of what we sign up for. In the words of a leader in a volunteer corps that I joined in my twenties: “Jesus wasn’t crucified because the good news was good. He was crucified because it was new.” New isn’t just different, it can be disorienting and scary. Not just for you when you step into the challenge of the new, but for those around you who don’t know what to expect.

There is no greater obstacle in life than the inability to make a decision. It’s at the heart of everything you want to do, need to do, hate to do, have to do, and randomly choose to do. Therefore, when you avoid making a decision, you avoid being the leader of your own life.

Mountain gorillas live together in families. The leader of the family is a large male called a “silverback” because he has silver fur on his back and shoulders. Gorillas do not hunt other animals. They mainly eat the plant growth of the forest. They are known to be shy and gentle giants.

My people, the pigmen, have lived in the Nether for generations,” Porkins said. “It’s a hard place, but we had a good life there. Until three years ago when a strange man came to visit us. Do you know the hero Steve?” “All too well,” said Dave. “Well this man looked just like him,” said Porkins. “Apart from his eyes were white. He called himself Herobrine.” As Porkins said the word Herobrine a shiver went down Dave’s spine, and at the same moment the wind pushed open the door to their cabin, whistling eerily. He went over and closed it. He’d never heard that name before, but something about it chilled him to the bone. “My people were always being attacked by ghasts,” Porkins went on, “and the man promised he could make us stronger, so we’d be able to fight back. Our leaders agreed, and Herobrine gave us all a potion to drink. “I was the only one who didn’t trust this chap Herobrine, so I never drank mine. But everyone else did. By morning, Herobrine had gone, and my people had been transformed into mindless zombies. “Even my own father didn’t recognize me anymore, he just looked at me blankly with his dead, zombie eyes. I ran as fast as I could, until I found a nether portal inside an old fortress and used it to come to your world. I’ve been here ever since.

And it all starts from the inside out. It all starts with Why. Before we can explore its applications, let me first define the terms, starting from the outside of the circle and moving inward. WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a "differentiating value proposition," "proprietary process" or "unique selling proposition," HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that's all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don't mean to make money—that's a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? When most organizations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason—they go from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do. But not the inspired companies. Not the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out

It started on September 11,2001. Like so many of us, Bruder turned his attention to the Middle East after the attacks to ask why something like that could happen. He understood that if such an event could happen once, it could happen again, and for the lives of his own daughters he wanted to find a way to prevent that. In the course of trying to figure out what he could do, he made a remarkable discovery that went much deeper than protecting his daughters or even the prevention of terrorism in the United States. In America, he realized, the vast majority of young people wake up in the morning with a feeling that there is opportunity for them in the future. Regardless of the economy, most young boys and girls who grow up in the United States have an inherent sense of optimism that they can achieve something if they want to—to live the American Dream. A young boy growing up in Gaza or a young girl living in Yemen does not wake up every day with the same feeling. Even if they have the desire, the same optimism is not there. It is too easy to point and say that the culture is different. That is not actionable. The real reason is that there is a distinct lack of institutions to give young people in the region a sense of optimism for their future. A college education in Jordan, for example, may offer some social status, but it doesn't necessarily prepare a young adult for what lies ahead. The education system, in cases like this, perpetuates a systemic cultural pessimism. Bruder realized the problems we face with terrorism in the West have less to do with what young boys and girls in the Middle East think about America and more to do with what they think about themselves and their own vision of the future. Through the EFE Foundation, Bruder is setting up programs across the Middle East to teach young adults the hard and soft skills that will help them feel like they have opportunity in life. To feel like they can be in control of their own destinies. Bruder is using the EFE Foundation to share his WHY on a global scale—to teach people that there is always an alternative to the path they think they are on. The Education for Employment Foundation is not an American charity hoping to do good in faraway lands. It is a global movement. Each EFE operation runs independently, with locals making up the majority of their local boards. Local leaders take personal responsibility to give young men and women that feeling of opportunity by giving them the skills, knowledge and, most importantly, the confidence to choose an alternative path for themselves. In Yemen, children can expect to receive nine years of education. This is one of the lowest rates in the world. In the United States, children can expect sixteen years. Inspired by Bruder, Aleryani sees such an amazing opportunity for young men and women to change their perspective and take greater control of their own future. He set out to find capital to jump-start his EFE operation in Sana'a, Yemen's capital, and in one week was able to raise $50,000. The speed at which he raised that amount is pretty good even by our philanthropic standards. But this is Yemen, and Yemen has no culture of philanthropy, making his achievement that much more remarkable. Yemen is also one of the poorest nations in the region. But when you tell people WHY you're doing what you're doing, remarkable things happen. Across the region, everyone involved in EFE believes that they can help teach their brothers and sisters and sons and daughters the skills that will help them change path that they think they are on. They are working to help the youth across the region believe that their future is bright and full of opportunity. And they don't do it for Bruder, they do it for themselves. That's the reason EFE will change the world.