Governance And Leadership Quotes

Do you know that one of the great problems of our age is that we are governed by people who care more about feelings than they do about thoughts and ideas.

Always remember, Son, the best boss is the one who bosses the least. Whether it's cattle, or horses, or men; the least government is the best government.

You mean people don't like to see hypocrisy in their leadership? Shocking.

A system is corrupt when it is strictly profit-driven, not driven to serve the best interests of its people.

Being the World’s Most Powerful Leader is Easier Than You Think One of my first executive orders was to impose a moratorium on any new federal government hiring. That got the “Incredible Shrinking Government” meal simmering. Veto stamps branded into any Congressional salary increase proposal added a certain singed aroma.

Strategy is really the essence of the boards value proposition to the company. The ability to strategize well is the essence of what makes a board relevant.

A high-performing board of directors is the backbone of a successful company.

Now, more than ever, the world needs transformational leaders not to cultivate change for its own sake, but to lead through the inevitable evolutions in business and human society.

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify the successes and correct the failures with surgical precision.

To be successful, a Board of Directors must foster a culture of respect and appreciation.

Critical to success in corporate governance is a vision that inspires and motivates employees at all levels.

Leadership by deception isn't leadership. It's fraud.

When picking a leader, choose a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship.

By embracing a holistic approach to risk management and conducting regular risk assessments, board members can ensure that their company is prepared to face a wide range of challenges

The President in particular is very much a figurehead — he wields no real power whatsoever. He is apparently chosen by the government, but the qualities he is required to display are not those of leadership but those of finely judged outrage. For this reason the President is always a controversial choice, always an infuriating but fascinating character. His job is not to wield power but to draw attention away from it. On those criteria Zaphod Beeblebrox is one of the most successful Presidents the Galaxy has ever had — he has already spent two of his ten presidential years in prison for fraud.

We cannot play ostrich. Democracy just cannot flourish amid fear. Liberty cannot bloom amid hate. Justice cannot take root amid rage. America must get to work. In the chill climate in which we live, we must go against the prevailing wind. We must dissent from the indifference. We must dissent from the apathy. We must dissent from the fear, the hatred and the mistrust. We must dissent from a nation that has buried its head in the sand, waiting in vain for the needs of its poor, its elderly, and its sick to disappear and just blow away. We must dissent from a government that has left its young without jobs, education or hope. We must dissent from the poverty of vision and the absence of moral leadership. We must dissent because America can do better, because America has no choice but to do better.

Any government has as much of a duty to avoid war as a ship's captain has to avoid a shipwreck." [On Water]

Power without compassion is like a giant that blocks the sunlight.

The ruler attains wholeness in the correct governance of the people.

While innovation is essential, it often comes with inherent risks.

Ethics and oversight are what you eliminate when you want absolute power.

By mastering the art of corporate governance, board members and executives can unlock the full potential of their organizations, driving innovation, growth, and social impact.

The board's vision sets the standard for leadership throughout the company. By actively promoting and embodying the vision, board members hold management accountable for aligning their actions and strategies with the company's long-term aspirations.

The business landscape is a constantly evolving ecosystem. Changes in the macro environment, such as technological disruptions or changing consumer preferences, can rapidly alter the competitive landscape. A high-performing board needs to be adept at strategic foresight.

Leaders who do not help the people must be replaced by the people.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

I believe that companies, as major employers, resource managers, technological innovators, and capital allocators, have a unique responsibility to operate with integrity, transparency, and accountability.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

When occasions present themselves in which the interests of the people are at variance with their inclinations, it is the duty of the persons whom they have appointed to be the guardians of those interests to withstand the temporary delusion in order to give them time and opportunity for more cool and sedate reflection. Instances might be cited in which a conduct of this kind has saved the people from very fatal consequences of their own mistakes, and has procured lasting monuments of their gratitude to the men who had courage and magnanimity enough to serve them at the peril of their displeasure.

A system is corrupt when it is strictly profit-driven, not driven to serve the best interests of its people, but those of multinational corporations.

Accepting fraud from our leaders means accepting fraud in our personal lives.

Market leadership, while not the sole definition of success, can be a powerful aspiration for companies and their boards.

Leaders will love to be poor and see their people rich, than to be rich and see their people poor. This is their mission.

Shaping the company's future requires ensuring value creation is a central theme in all board discussions and evaluations. Creating value for the customers should be at the center of every board discussion.

Tis skill, not strength, that governs a ship

True leaders are willing to die for their dreams. They don't oppress with ignorance; they impress with visions". They live like Martin Luther King Jr, Nelson Mandela...

Shaping the company's future requires actively engaging with shareholders and other stakeholders to build trust and understanding.

A successful blitz requires a well-thought-out strategy and flawless execution. Similarly, effective corporate governance involves developing and implementing sound strategies that align with the company's goals and values.

The world is ruled by cowards and cravens; brave men have put them there.

Effective anticipatory governance is not possible without leadership teams and boards appreciating the range of potential responses to the respective levels of uncertainty.

Leaders say "no" to corruption. Anyone playing a role in governance, and is not ready to do this is not a leader.

A "matriarchal world" does not mean matrilineal or that one queen shall rule the world. It simply means "a world in which a Mother's Heart leads all social institutions, corporations, and governments." All humans-men, women, or transgender-can embody a mother's heart if they so choose. We are destined for extinction as a human race unless a mother's heart assumes leadership of the world.

Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

A well-structured board meeting begins with a clear and focused agenda.

I have always been fascinated by the intricate dance of power, strategy, and decision-making that unfolds within the boardroom. It is a microcosm of human interaction, where the fate of companies, communities, and sometimes even nations, is shaped.

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

A compassionate leader always feel motivated to bring happiness and relieve the suffering of customers, investors, suppliers, employees, government and the communities.

Effective board meetings go beyond mere discussion and information sharing. They should be forums for critical thinking, problem-solving, and strategic decision-making.

That's why I wanted to use Supper at Six to teach chemistry. Because when women understand chemistry, they begin to understand how things work." Roth looked confused. "I'm referring to atoms and molecules, Roth," she explained. "The real rules that govern the physical world. When women understand these basic concepts, they can begin to see the false limits that have been created for them." "You mean by men." "I mean by artificial cultural and religious policies that put men in the highly unnatural role of single-sex leadership. Even a basic understanding of chemistry reveals the danger of such a lopsided approach." "Well," he said, realizing he'd never seen it that way before, "I agree that society leaves much to be desired, but when it comes to religion, I tend to think it humbles us--teaches us our place in the world." "Really?" she said, surprised. "I think it lets us off the hook. I think it teachers us that nothing is really our fault; that something or someone else is pulling the strings; that ultimately, we're not to blame for the way things are; that to improve things, we should pray. But the truth is, we are very much responsible for the badness of the world. And we have the power to fix it.

It is interesting to note that an overwhelming majority of citizens in the world's three largest democracies have different religions: India (81 percent Hindu), the United States (76 percent Christian), and Indonesia (87 percent Muslim). Two of them have elected women as leaders of their government.

By encouraging a culture of collaboration, open communication, and constructive debate, boards can harness the collective wisdom of their members and make decisions that drive the company towards long-term success.

For our society to be better, we must revive our conscience and do Godly things.

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

Emotional intelligence is a crucial aspect of effective board leadership.

In essence, a blitz play in football is a microcosm of corporate governance principles. It showcases the importance of coordination in mind body and spirit, clear roles, strategic planning, risk management, and performance evaluation – all critical elements in ensuring a company's success and sustainability.

Weak leadership can lead to dysfunction, conflict, and a lack of focus. A board without strong leadership may struggle to make decisions, fulfill its oversight responsibilities, or effectively support the organization's strategic goals.

The sign of a good leader is easy to recognize, though it is hardly ever seen. For the greatest leaders are those who share as equals in the trials and struggles, the demands and expectations, the hills and trenches, the laws and punishments placed upon the backs of those governed. A great leader is motivated not by power but by compassion. Therefore he can do nothing but make himself a servant to those whom he rules. Such a leader is unequivocally respected, and loved for loving.

I realize that what happened in Bosnia could happen anywhere in the world, particularly in places that are diverse and have a history of conflict. It only takes bad leadership for a country to go up in flames, for people of different ethnicity, color, or religion to kill each other as if they had nothing in common whatsoever. Having a democratic constitution, laws that secure human rights, police that maintain order, a judicial system, and freedom of speech don't ultimately guarantee long lasting peace. If greedy or bloodthirsty leaders come to power, it can all go down. It happened to us. It can happen to you.

We cannot, of course, expect every leader to possess the wisdom of Lincoln or Mandela’s largeness of soul. But when we think about what questions might be most useful to ask, perhaps we should begin by discerning what our prospective leaders believe it worthwhile for us to hear. Do they cater to our prejudices by suggesting that we treat people outside our ethnicity, race, creed or party as unworthy of dignity and respect? Do they want us to nurture our anger toward those who we believe have done us wrong, rub raw our grievances and set our sights on revenge? Do they encourage us to have contempt for our governing institutions and the electoral process? Do they seek to destroy our faith in essential contributors to democracy, such as an independent press, and a professional judiciary? Do they exploit the symbols of patriotism, the flag, the pledge in a conscious effort to turn us against one another? If defeated at the polls, will they accept the verdict, or insist without evidence they have won? Do they go beyond asking about our votes to brag about their ability to solve all problems put to rest all anxieties and satisfy every desire? Do they solicit our cheers by speaking casually and with pumped up machismo about using violence to blow enemies away? Do they echo the attitude of Musolini: “The crowd doesn’t have to know, all they have to do is believe and submit to being shaped.”? Or do they invite us to join with them in building and maintaining a healthy center for our society, a place where rights and duties are apportioned fairly, the social contract is honored, and all have room to dream and grow. The answers to these questions will not tell us whether a prospective leader is left or right-wing, conservative or liberal, or, in the American context, a Democrat or a Republican. However, they will us much that we need to know about those wanting to lead us, and much also about ourselves. For those who cherish freedom, the answers will provide grounds for reassurance, or, a warning we dare not ignore.

Many questions come to mind. How influenced by contemporary religions were many of the scholars who wrote the texts available today? How many scholars have simply assumed that males have always played the dominant role in leadership and creative invention and projected this assumption into their analysis of ancient cultures? Why do so many people educated in this century think of classical Greece as the first major culture when written language was in use and great cities built at least twenty-five centuries before that time? And perhaps most important, why is it continually inferred that the age of the "pagan" religions, the time of the worship of female deities (if mentioned at all), was dark and chaotic, mysterious and evil, without the light of order and reason that supposedly accompanied the later male religions, when it has been archaeologically confirmed that the earliest law, government, medicine, agriculture, architecture, metallurgy, wheeled vehicles, ceramics, textiles and written language were initially developed in societies that worshiped the Goddess? We may find ourselves wondering about the reasons for the lack of easily available information on societies who, for thousands of years, worshiped the ancient Creatress of the Universe.

Government was rarely more than a choice between the disastrous and the unpalatable.

It is a shame that those we elected to represent us are now turning to us with questions rather than solutions. If we can do it ourselves, why do we need them?

Emotional intelligence is a crucial aspect of effective leadership.

Governments often keep their populace in permanent states of vigilance or anxiety against foreign enemies as a control mechanism—the politics of fear.

The board chair must be approachable, empathetic, and able to navigate conflict constructively.

For, in a democracy, every citizen, regardless of his interest in politics, 'holds office'; every one of us is in a position of responsibility; and, in the final analysis, the kind of government we get depends upon how we fulfill those responsibilities. We, the people, are the boss, and we will get the kind of political leadership, be it good or bad, that we demand and deserve.

Discerning the difference between a dictator and a leader is quite easy. The former cannot help but see ‘leading’ and ‘serving’ as stark contradictions that by their very nature are utterly incompatible. The latter can’t tell the difference

Since when has leadership been a criterion for sanity? Or vice versa. Hitler was a gifted leader, even Nixon. Exhibit leadership qualities as an adolescent, they pack you off to law school for an anus transplant. If it takes, you go into government.

The lure of power can separate the most resolute of Christians from the true nature of Christian leadership, which is service to others. It’s difficult to stand on a pedestal and wash the feet of those below.

What exactly was Jesus’ take on violent capitalism? I also have some big ideas for changing the way we think about literary morals as they pertain to legislation. Rather than suffer another attempt by the religious right to base our legalese upon the Bible, I would vote that we found it squarely upon the writings of J. R. R. Tolkien. The citizens of Middle Earth had much more tolerant policies in their governing bodies. For example, Elrond was chosen to lead the elves at Rivendell not only despite his androgynous nature but most likely because of the magical leadership inherent in a well-appointed bisexual elf wizard. That’s the person you want picking shit out for your community. That’s the guy you want in charge. David Bowie or a Mormon? Not a difficult equation.

For myself the delay may be compared with a reprieve; for in confidence I assure you, with the world it would obtain little credit that my movements to the chair of Government will be accompanied by feelings not unlike those of a culprit who is going to the place of his execution: so unwilling am I, in the evening of a life nearly consumed in public cares, to quit a peaceful abode for an Ocean of difficulties, without that competency of political skill, abilities and inclination which is necessary to manage the helm.

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.

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

No amount of government spending can buy quality leadership.

Faced with our addiction to oil, what does our leadership say? Get more of it! Strange when you consider their answer to drug dependence is to cut off the supply.

Our system of government is based on our religion, and is what our people want. Should they seek alternatives, were are ready to listen to them. We are all in the same boat, and they are both captain and crew.

Because of demagogues, rhetoric has a tainted reputation in our time. However, rhetoric is central to democratic governance. It can fuse passion and persuasion, moving free people to freely choose what is noble.

By setting clear agendas, facilitating participation, leveraging technology, and maintaining strong communication, boards can transform meetings into strategic forums that propel the company towards long-term success.

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

Once you were in the hands of a Grand Vizier, you were dead. Grand Viziers were always scheming megalomaniacs. It was probably in the job description: "Are you a devious, plotting, unreliable madman? Ah, good, then you can be my most trusted minister.

Since the war I have stressed altogether five main objectives. The true union of Europe; the union of government with science; the power of government to act rapidly and decisively, subject to parliamentary control; the effective leadership of government to solve the economic problem by use of the wage-price mechanism at the two key-points of the modern industrial world; and a clearly defined purpose for a movement of humanity to ever higher forms.

[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.

The boardroom is more than just a meeting space; it's a crucible where the future of a company is forged. It's a dynamic arena where individuals with diverse backgrounds, experiences, and perspectives converge to make decisions that can profoundly impact the lives of employees, shareholders, customers, and communities.

Meditation I KNOW there is a Power for Good which is responding to me and bringing into my experience everything that is necessary to my unfoldment, to my happiness, to my peace, to my health, and to my success. I know there is a Power for Good that enables me to help others and to bless the whole world. So I say quietly to myself: There is one Life, that Life is God, that Life is perfect, that Life is my life now. It is flowing through me, circulating in me. I am one with Its rhythm. My heart beats with the pulsation of the Universe, in serenity, in peace, and in joy. My whole physical being is animated by the Divine Spirit, and if there is anything in it that does not belong, it is cast out because there is One Perfect Life in me now. And I say to myself: I am daily guided so that I shall know what to do under every circumstance, in every situation. Divine Intelligence guides me in love, in joy, and in complete self-expression. Desiring that the Law of Good alone shall control me, I bless and prosper everything I am doing; I multiply every activity; I accept and expect happiness and complete success. Realizing that I am one with all people, I affirm that there is a silent Power flowing through me and them, which blesses and heals and prospers, makes happy and glad their pathway. And realizing that the world is made up of people like myself, I bless the world and affirm that it shall come under the Divine government of Good, under the Divine providence of Love, and under the Divine leadership of the Supreme Intelligence. For thine is the kingdom, and the power, and the glory, for ever. Amen.

Your leader is only one man,” I heard my voice say. “His strength is no more supernatural than your own, nor is his virtue, and by himself he could never preserve the good things that belong by right to everyone. To govern well, he must have your help—the help of his true, trustworthy friends. You must forever be worthy of his trust, and you must raise up true friends of your own, to help you carry your own burdens. And it is love that must bind all of us together.

The President in particular is very much a figurehead—he wields no real power whatsoever. He is apparently chosen by the government, but the qualities he is required to display are not those of leadership but those of finely judged outrage. For this reason the President is always a controversial choice, always an infuriating but fascinating character. His job is not to wield power but to draw attention away from it. On those criteria Zaphod Beeblebrox is one of the most successful Presidents the Galaxy has ever had—he has already spent two of his ten presidential years in prison for fraud. Very very few people realize that the President and the Government have virtually no power at all, and of these few people only six know whence ultimate political power is wielded. Most of the others secretly believe that the ultimate decision-making process is handled by a computer. They couldn’t be more wrong.

If you see a poor man come into your majlis, try to speak to him before you speak to the other people,” the king told his son. “Never make a decision on the spot. Say you will give your decision later. Never sign a paper sending someone to prison unless you are 100 percent convinced. And once you’ve signed, don’t change your mind. Be solid. You will find that people try to test you.” Fahd was delivering his basic course in local leadership—Saudi Governance 101. “If you don’t know anything about a subject, be quiet until you do. Recruit some older people who can give you advice. And if a citizen comes with a case against the government, take the citizen’s side to start with and give the officials a hard time the government will have no shortage of people to speak for them.

If we {Federalists] must have an enemy at the head of government, let it be one whom we can oppose, and for whom we are not responsible, who will not involve our party in the disgrace of his foolish and bad measures. Under Adams as under Jefferson, the government shall sink. The party in the hands of whose chief it shall sink will sink with it—and the advantage will be all on the side of his adversaries.

So the German people clamored for order and leadership. But it was as though in the babble of their clamoring, they had summoned the devil himself, for there now rose up from the deep wound in the national psyche something strange and terrible and compelling. The Führer was no mere man or mere politician. He was something terrifying and authoritarian, self-contained and self-justifying, his own father and his own god. He was a symbol who symbolized himself, who had traded his soul for the zeitgeist. Germany wanted to restore its former glory, but the only means available was the debased language of democracy. So on January 30, 1933, the people democratically elected the man who had vowed to destroy the democratic government they hated. Hitler’s election to office destroyed the office.

The ugly truth about democracy is that it breeds anxiety. The responsibility for the government is shifted onto the body of the citizenry, who often lack the awareness and knowledge necessary to make informed decisions. They are tasked with electing their officials, they stress over it, they fall into despair when their side loses and act like their lives are over, and then when the government they elected inevitably does something they don’t want, they feel betrayed. There is no constancy in leadership, the policies vary wildly from one administration to the next, and one never knows where the nation shall be in ten years’ time. It is chaos.

We imagine the villains of history as masterminds of horror. This happens because we learn about them from history books, which weave narratives that retrospectively imbue events with logic, making them seem predetermined. Historians and their readers bring an unavoidable perception bias to the story: if a historical event caused shocking destruction, then the person behind this event must have been a correspondingly giant monster. Terrifying as it is to contemplate the catastrophes of the twentieth century, it would be even more frightening to imagine that humanity had stumbled unthinkingly into its darkest moments. But a reading of contemporaneous accounts will show that both Hitler and Stalin struck many of their countrymen as men of limited ability, education, and imagination—and, indeed, as being incompetent in government and military leadership. Contrary to popular wisdom, they were not political savants, possessed of one extraordinary talent that brought them to power. It was, rather, the blunt instrument of reassuring ignorance that propelled their rise in a frighteningly complex world.

I was told—by the same people who had long assured me of China’s interest in only a modest leadership role within an emerging multipolar world—that the Communist Party is realizing its long-term goal of restoring China to its “proper” place in the world. In effect, they were telling me that they had deceived me and the American government. With perhaps a hint of understated pride, they were revealing the most systematic, significant, and dangerous intelligence failure in American history. And because we have no idea the Marathon is even under way, America is losing.

In times of crisis, you get a public reaction that is incoherence on stilts. On the one hand, most people know that the government is not in the oil business. They don't want it in the oil business. They know there is nothing a man in Washington can do to plug a hole a mile down in the gulf. On the other hand, they demand that the president 'take control.' They demand that he hold press conferences, show leadership, announce that the buck stops here and do something. They want him to emote and perform the proper theatrical gestures so they can see their emotions enacted on the public stage. They want to hold him responsible for things they know he doesn't control. Their reaction is a mixture of disgust, anger, longing and need. It may not make sense. But it doesn't make sense that the country wants spending cuts and doesn't want cuts, wants change and doesn't want change.

...the consequences of this shift of emphasis from the police to the military in the power game were of great consequence. It is true, ascendancy of the secret police over the military apparatus is the hallmark of many tyrannies, and not only the totalitarian; however, in the case of totalitarian government the preponderance of the police not merely answers the need for suppressing the population at home but fits the ideological claim to global rule. For it is evident that those who regard the whole earth as their future territory will stress the organ of domestic violence and will rule conquered territory with police methods and personnel rather than with the army. Thus, the Nazis used their SS troops, essentially a police force, for the rule and even the conquest of foreign territories, with the ultimate aim of an amalgamation of the army and the police under the leadership of the SS.

The toll from the two attacks: twenty-one pro-American leaders and their employees dead, twenty-six taken prisoner, and a few who could not be accounted for. Not one member of the Taliban or al-Qaeda was among the victims. Instead, in a single thirty-minute stretch the United States had managed to eradicate both of Khas Uruzgan’s potential governments, the core of any future anti-Taliban leadership—stalwarts who had outlasted the Russian invasion, the civil war, and the Taliban years but would not survive their own allies. People in Khas Uruzgan felt what Americans might if, in a single night, masked gunmen had wiped out the entire city council, mayor’s office, and police department of a small suburban town: shock, grief, and rage.

Under one or another Democratic administration, 120,000 Japanese Americans were torn from their homes and livelihoods and thrown into detention camps; atomic bombs were dropped on Hiroshima and Nagasaki with an enormous loss of innocent life; the FBI was given authority to infiltrate political groups; the Smith Act was used to imprison leaders of the Trotskyist Socialist Workers Party and later on leaders of the Communist party for their political beliefs; detention camps were established to round up political dissidents in the event of a “national emergency”; during the late 1940s and 1950s, eight thousand federal workers were purged from government because of their political associations and views, with thousands more in all walks of life witchhunted out of their careers; the Neutrality Act was used to impose an embargo on the Spanish Republic that worked in favor of Franco’s fascist legions; homicidal counterinsurgency programs were initiated in various Third World countries; and the Vietnam War was pursued and escalated. And for the better part of a century, the Congressional leadership of the Democratic party protected racial segregation and stymied all antilynching and fair employment bills. Yet all these crimes, bringing ruination and death to many, have not moved the liberals, the social democrats, and the “democratic socialist” anticommunists to insist repeatedly that we issue blanket condemnations of either the Democratic party or the political system that produced it, certainly not with the intolerant fervor that has been directed against existing communism.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I’ve said this earlier but it’s worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, “I hope you will let it go,” about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to almost be darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.