Identifying Leader Quotes

You can no longer see or identify yourself solely as a member of a tribe, but as a citizen of a nation of one people working toward a common purpose.

Democracy requires the ability of a population to pay attention long enough to identify real problems, distinguish them from fantasies, come up with solutions, and hold their leaders accountable if they fail to deliver them.

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.

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.

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.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. 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. 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. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, 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.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

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.

Although most people never overcome the habit of berating the world for their difficulties, those who are too weak to make a stand against reality have no choice but to obliterate themselves by identifying with it. They are never rationally reconciled to civilization. Instead, they bow to it, secretly accepting the identity of reason and domination, of civilization and the ideal, however much they may shrug their shoulders. Well-informed cynicism is only another mode of conformity. These people willingly embrace or force themselves to accept the rule of the stronger as the eternal norm. Their whole life is a continuous effort to suppress and abase nature, inwardly or outwardly, and to identify themselves with its more powerful surrogates—the race, fatherland, leader, cliques, and tradition. For them, all these words mean the same thing—the irresistible reality that must be honored and obeyed. However, their own natural impulses, those antagonistic to the various demands of civilization, lead a devious undercover life within them.

The war mentality represents an unfortunate confluence of ignorance, fear, prejudice, and profit. ... The ignorance exists in its own right and is further perpetuated by government propaganda. The fear is that of ordinary people scared by misinformation but also that of leaders who may know better but are intimidated by the political costs of speaking out on such a heavily moralized and charged issue. The prejudice is evident in the contradiction that some harmful substances (alcohol, tobacco) are legal while others, less harmful in some ways, are contraband. This has less to do with the innate danger of the drugs than with which populations are publicly identified with using the drugs. The white and wealthier the population, the more acceptable is the substance. And profit. If you have fear, prejudice, and ignorance, there will be profit.

A woman with a strong sense of personal power, is self confident enough to accurately identify her strengths as well as her blind spots, which she is continually working to improve.

In drawing attention to the physical characteristics of women leaders, they can be dismissed as either too pretty or too ugly. The net effect is to prevent women's identification with the issues. If the public women is stigmatized as too 'pretty,' she's a threat, a rival--or simply not serious; if derided as too 'ugly,' one risks tarring oneself with the same brush by identifying oneself with her agenda.

We acquire a sense of worth either by realizing our talents, or by keeping busy, or by identifying ourselves with something apart from us--be it a cause, a leader, a group, possessions and the like. Of the three, the path of self-realization is the most difficult. It is taken only when other avenues to a sense of worth are more or less blocked. Men of talent have to be encouraged and goaded to engage in creative work. Their groans and laments echo through the ages. Action is a highroad to self-confidence and esteem.

It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed.

golden rules for career success 1 Specialize in a very small niche; develop a core skill 2 Choose a niche that you enjoy, where you can excel and stand a chance of becoming an acknowledged leader 3 Realize that knowledge is power 4 Identify your market and your core customers and serve them best 5 Identify where 20 percent of effort gives 80 percent of returns 6 Learn from the best 7 Become self-employed early in your career 8 Employ as many net value creators as possible 9 Use outside contractors for everything but your core skill 10 Exploit capital leverage

Leaders who can identify, hire, and cultivate employees who are humble, hungry, and smart will have a serious advantage over those who cannot.

Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level.

The path of self-realisation is the most difficult. -We acquire a sense of worth either by realising our talents, or by keeping busy, or by identifying ourselves with something apart from us - be it a cause, a leader, a group, possessions, and the like. Of the three, the path of self-realisation is the most difficult. It is taken when other avenues to a sense of worth are more or less blocked.

A paranoid, hypersensitive, grandiose, ill-informed leader such as Donald Trump, who has surrounded himself with a Cabinet and a set of advisers who either are unable to bring him out of his paranoid suspicions and insistences or, worse, identify with his positions, represents a multidimensional threat to our country and the world.

The farther right you go on the curve, the more you will encounter the clients and customers who may need what you have, but don't necessarily believe what you believe. As clients, they are the ones for whom, no matter how hard you work, it's never enough. Everything usually boils down to price with them. They are rarely loyal. They rarely give referrals and sometimes you may even wonder out loud why you still do business with them. "They just don't get it," our gut tells us. The importance of identifying this group is so that you can avoid doing business with them.

Early theorists of group psychology had tried to explain why men were so sheeplike when they functioned in groups. They developed ideal like "mental contagion" and "herd instinct," which became very popular. But as Freud was quick to see, these ideas never really did explain what men did with their judgment and common sense when they got caught up in groups. Freud saw right away what they did with it: they simply became dependent children again, blindly following the inner voice of their parents, which now came to them under the hypnotic spell of the leader. They abandoned their egos to his, identified with his power, tried to function with him as an ideal.

Identify Risks and Weaknesses and transform them into strength through process improvement

a leadership development plan has to address these three phases: Identifying emerging leaders Investing in the development of emerging leaders Entrusting responsibility to emerging leaders

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

When you criticize someone with followers, the followers recognize that, if you are correct, they have been sucked in. If they had been sucked in, then they must not be too bright, or at least they were not well enough informed to form a critical judgment which would have led them to identify their leader as someone not worth following. So, a criticism of the leader produces a particular response in the followers. They feel that there has been an attack on them personally. The critic is saying, loud and clear, that anyone who has followed this particular leader is not a good judge of character, intellect, or facts. They are quite correct. This is exactly what the critic is saying.

Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

Whether in Bolshevism, Fascism, or Nazism, we meet continually with the forcible and ruthless usurpation of the power of the State by a minority drawn from the masses, resting on their support, flattering them and threatening them at the same time; a minority led by a charismatic leader and brazenly identifying itself with the State. It is a tyranny that does away with all the guarantees of the constitutional State, constituting as the only party the minority that has created it, furnishing that party with far-reaching judicial and administrative functions, and permitting within the whole life of the nation no groups, no activities, no opinions, no associations or religions, no publications, no educational institutions, no business transactions, that are not dependent on the will of the Government.

To begin with, we have to be more clear about what we mean by patriotic feelings. For a time when I was in high school, I cheered for the school athletic teams. That's a form of patriotism — group loyalty. It can take pernicious forms, but in itself it can be quite harmless, maybe even positive. At the national level, what "patriotism" means depends on how we view the society. Those with deep totalitarian commitments identify the state with the society, its people, and its culture. Therefore those who criticized the policies of the Kremlin under Stalin were condemned as "anti-Soviet" or "hating Russia". For their counterparts in the West, those who criticize the policies of the US government are "anti-American" and "hate America"; those are the standard terms used by intellectual opinion, including left-liberal segments, so deeply committed to their totalitarian instincts that they cannot even recognize them, let alone understand their disgraceful history, tracing to the origins of recorded history in interesting ways. For the totalitarian, "patriotism" means support for the state and its policies, perhaps with twitters of protest on grounds that they might fail or cost us too much. For those whose instincts are democratic rather than totalitarian, "patriotism" means commitment to the welfare and improvement of the society, its people, its culture. That's a natural sentiment and one that can be quite positive. It's one all serious activists share, I presume; otherwise why take the trouble to do what we do? But the kind of "patriotism" fostered by totalitarian societies and military dictatorships, and internalized as second nature by much of intellectual opinion in more free societies, is one of the worst maladies of human history, and will probably do us all in before too long. With regard to the US, I think we find a mix. Every effort is made by power and doctrinal systems to stir up the more dangerous and destructive forms of "patriotism"; every effort is made by people committed to peace and justice to organize and encourage the beneficial kinds. It's a constant struggle. When people are frightened, the more dangerous kinds tend to emerge, and people huddle under the wings of power. Whatever the reasons may be, by comparative standards the US has been a very frightened country for a long time, on many dimensions. Quite commonly in history, such fears have been fanned by unscrupulous leaders, seeking to implement their own agendas. These are commonly harmful to the general population, which has to be disciplined in some manner: the classic device is to stimulate fear of awesome enemies concocted for the purpose, usually with some shreds of realism, required even for the most vulgar forms of propaganda. Germany was the pride of Western civilization 70 years ago, but most Germans were whipped to presumably genuine fear of the Czech dagger pointed at the heart of Germany (is that crazier than the Nicaraguan or Grenadan dagger pointed at the heart of the US, conjured up by the people now playing the same game today?), the Jewish-Bolshevik conspiracy aimed at destroying the Aryan race and the civilization that Germany had inherited from Greece, etc. That's only the beginning. A lot is at stake.

I have finally come to realize why Jesus has such a passionate love, yes, a passionate love for the poor and the outcasts. He could see clearly how an arrogant and self-righteous society had stripped millions of his poor of their dignity and pride as God's children and reduced them, even in their own eyes, to nothing more than unwanted trash. Now I understand why he took pride in identifying himself as the Good Shepherd and homeless himself, because he himself was treated by the leaders of his own people as trash to be eliminated.

When it comes to identifying a real leader, that task can be much easier. Don't listen to the claims of the person professing to be the leader. Don't examine his credentials. Don't check his title. Check his influence. The proof of leadership is found in the followers. I

Leading for true belonging is about creating a culture that celebrates uniqueness. What serves leaders best is understanding your players’ best efforts. My job as a leader is to identify their unique gift or contribution. A strong leader pulls players toward a deep belief in themselves.

If we try to identify the interim stage of human development that has been attained in fulfillment of the spiritual demands that have been set by religious leaders of humanity since Zoroaster and Lao Tzu, then we must say that humans nowadays are still far closer to gorillas than they are to being men.

I got hold of a copy of the video that showed how Saddam Hussein had actually confirmed himself in power. This snuff-movie opens with a plenary session of the Ba'ath Party central committee: perhaps a hundred men. Suddenly the doors are locked and Saddam, in the chair, announces a special session. Into the room is dragged an obviously broken man, who begins to emit a robotic confession of treason and subversion, that he sobs has been instigated by Syrian and other agents. As the (literally) extorted confession unfolds, names begin to be named. Once a fellow-conspirator is identified, guards come to his seat and haul him from the room. The reclining Saddam, meanwhile, lights a large cigar and contentedly scans his dossiers. The sickness of fear in the room is such that men begin to crack up and weep, rising to their feet to shout hysterical praise, even love, for the leader. Inexorably, though, the cull continues, and faces and bodies go slack as their owners are pinioned and led away. When it is over, about half the committee members are left, moaning with relief and heaving with ardent love for the boss. (In an accompanying sequel, which I have not seen, they were apparently required to go into the yard outside and shoot the other half, thus sealing the pact with Saddam. I am not sure that even Beria or Himmler would have had the nerve and ingenuity and cruelty to come up with that.)

McCarthy would neither have become a sensation, nor ruined the careers of so many innocent people, had he not received support from some of the nation’s leading newspapers and financing from right-wingers with deep pockets. He would have been exposed much sooner had his wild accusations not been met with silence by many mainstream political leaders from both parties who were uncomfortable with his bullying tactics but lacked the courage to call his bluff. By the time he self-destructed, a small number of people working in government had indeed been identified as security risks, but none because of the Wisconsin senator’s scattershot investigations.

the most effective problem-finders become adept at searching for and identifying patterns.

To obtain higher performance, leaders must identify the critical obstacles to forward progress and then develop a coherent approach to overcoming them.

people in a healthy organization, beginning with the leaders, learn from one another, identify critical issues, and recover quickly from mistakes.

The media has become tribal leaders,” he says. “They’re telling the tribe how to identify and behave, and we’re following along.

When building your Dream 100 list, instead of identifying the national influencers or leaders in your niche, you need to identify your local influencers.

A small businesses ability to gain an edge for a profitable niche is not by just focusing on the dynamic market gap, but by identifying a market within the gap.

Don’t just identify the problem; find a solution.

The cure for multiple problems lies in one major cause that needs to be identified and fixed. A great leader starts with the biggest problem and makes remediation strategies.

A group whipped into narcissistic fervor “is eager to have a leader with whom it can identify,” Fromm wrote. “The leader is then admired by the group which projects its narcissism onto him.

Innovation liberalism is "a liberalism of the rich," to use the straightforward phrase of local labor leader Harris Gruman. This doctrine has no patience with the idea that everyone should share in society's wealth. What Massachusetts liberals pine for, by and large, is a more perfect meritocracy--a system where everyone gets an equal chance and the truly talented get to rise. Once that requirement is satisfied--once diversity has been achieved and the brilliant people of all races and genders have been identified and credentialed--this species of liberal can't really conceive of any further grievance against the system. The demands of ordinary working-class people, Gruman says, are unpersuasive to them: "Janitors, fast-food servers home care or child care providers--most of whom are women and people of color--they don't have college degrees." And if you don't have a college degree in Boston--brother, you've got no one to blame but yourself.

Assorted theories have been advanced to explain confirmation bias—why people rush to embrace information that supports their beliefs while rejecting information that disputes them: that first impressions are difficult to dislodge, that there’s a primitive instinct to defend one’s turf, that people tend to have emotional rather than intellectual responses to being challenged and are loath to carefully examine evidence. Group dynamics only exaggerate these tendencies, the author and legal scholar Cass Sunstein observed in his book Going to Extremes: insularity often means limited information input (and usually information that reinforces preexisting views) and a desire for peer approval; and if the group’s leader “does not encourage dissent and is inclined to an identifiable conclusion, it is highly likely that the group as a whole will move toward that conclusion.” Once the group has been psychologically walled off, Sunstein wrote, “the information and views of those outside the group can be discredited, and hence nothing will disturb the process of polarization as group members continue to talk.” In fact, groups of like-minded people can become breeding grounds for extreme movements. “Terrorists are made, not born,” Sunstein observed, “and terrorist networks often operate in just this way. As a result, they can move otherwise ordinary people to violent acts.

Vladimir Putin pledges no allegiance to to the democratic articles of faith, but he does not explicitly renounce democracy. He disdains Western values while professing to identify with the West. He doesn’t care what the State Department puts in next year’s human rights report, because he has yet to pay a political price in his own country for the sins reported in prior years. He tells bald lies with a straight face, and when guilty of aggression, blames the victim. He has convinced many, apparently including the American president, that he is a master strategist, a man of strength and will. Confined to Russia, these facts would be sobering, but Putin, like Mussolini nine decades ago, is watched carefully in other regions by leaders who are tempted to follow in his footsteps. Some already are.

Situational leadership articulates that effective leaders are the ones able to change their behavior according to the situation at hand. It identifies leadership styles relevant to specific situations.

When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

Figure 2.2: Model of the leader's agenda (leadership content) based on the definition of leadership. Establish a system to assign credible, challenging goals to everyone. Goals should be based on previously identified gaps (see item 4.5). Promote the team's mastery

To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level.

The pull of fascist politics is powerful. It simplifies human existence, gives us an object, a “them” whose supposed laziness highlights our own virtue and discipline, encourages us to identify with a forceful leader who helps us make sense of the world, whose bluntness regarding the “undeserving” people in the world is refreshing. If democracy looks like a successful business, if the CEO is tough-talking and cares little for democratic institutions, even denigrates them, so much the better. Fascist politics preys on the human frailty that makes our own suffering seem bearable if we know that those we look down upon are being made to suffer more. Navigating the tensions created by living in a state with a democratic sphere of governance, a nondemocratic hierarchical economic sphere, and a rich, complex civil society replete with organizations, associations, and community groups adhering to multiple visions of a good life can be frustrating. Democratic citizenship requires a degree of empathy, insight, and kindness that demands a great deal of all of us. There are easier ways to live.

Moses’ use of his power and authority to disenfranchise women in his community identifies him as one of the male religious leaders in virtually every religious tradition of which I have ever heard whose response to women’s demands for equality—even a small amount of parity—is, “Over my dead body.

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

On Turgenev: He knew from Lavrov that I was an enthusiastic admirer of his writings; and one day, as we were returning in a carriage from a visit to Antokolsky's studio, he asked me what I thought of Bazarov. I frankly replied, 'Bazaraov is an admirable painting of the nihilist, but one feels that you did not love him as mush as you did your other heroes.' 'On the contrary, I loved him, intensely loved him,' Turgenev replied, with an unexpected vigor. 'When we get home I will show you my diary, in which I have noted how I wept when I had ended the novel with Bazarov's death.' Turgenev certainly loved the intellectual aspect of Bazarov. He so identified himself with the nihilist philosophy of his hero that he even kept a diary in his name, appreciating the current events from Bazarov's point of view. But I think that he admired him more than he loved him. In a brilliant lecture on Hamlet and Don Quixote, he divided the history makers of mankind into two classes, represented by one or the other of these characters. 'Analysis first of all, and then egotism, and therefore no faith,--an egotist cannot even believe in himself:' so he characterized Hamlet. 'Therefore he is a skeptic, and never will achieve anything; while Don Quixote, who fights against windmills, and takes a barber's plate for the magic helmet of Mambrino (who of us has never made the same mistake?), is a leader of the masses, because the masses always follow those who, taking no heed of the sarcasms of the majority, or even of persecutions, march straight forward, keeping their eyes fixed upon a goal which is seen, perhaps, by no one but themselves. They search, they fall, but they rise again and find it,--and by right, too. Yet, although Hamlet is a skeptic, and disbelieves in Good, he does not disbelieve in Evil. He hates it; Evil and Deceit are his enemies; and his skepticism is not indifferentism, but only negation and doubt, which finally consume his will.' These thought of Turgenev give, I think, the true key for understanding his relations to his heroes. He himself and several of his best friends belonged more or less to the Hamlets. He loved Hamlet, and admired Don Quixote. So he admired also Bazarov. He represented his superiority admirably well, he understood the tragic character of his isolated position, but he could not surround him with that tender, poetical love which he bestowed as on a sick friend, when his heroes approached the Hamlet type. It would have been out of place.

A leader should surround himself with persons who fit his requirements and standards—and then turn them loose to do their jobs. When you identify a toxic subordinate leader within your ranks, remove them. If you cannot remove them, reassign them to a role where their toxicity can be minimized. Their duty at their level was just as important as my duty at my level. Leaders lead from the front; managers lead from the rear. When the battle is over, there must be plans (made in advance) for follow-on actions. A leader must have clearly defined objectives. He must ensure these objectives are clearly understood by his subordinate leaders.

Even more essential, however, is the identification of the individuals in the masses with the "führer." The more helpless the "mass-individual" has become, owing to his upbringing, the more pronounced is his identification with the führer, and the more the childish need for protection is disguised in the form of a feeling at one with the führer. This inclination to identify is the psychological basis of national narcissism, i.e., of the self-confidence that individual man derives from the "greatness of the nation." The reactionary lower middle-class man perceives himself in the führer, in the authoritarian state. On the basis of this identification he feels himself to be a defender of the "national heritage," of the "nation," which does not prevent him, likewise on the basis of this identification, from simultaneously despising "the masses" and confronting them as an individual. The wretchedness of his material and sexual situation is so overshadowed by the exalting idea of belonging to a master race and having a brilliant führer that, as time goes on, he ceases to realize how completely he has sunk to a position of insignificant, blind allegiance. The worker who is conscious of his skills—he, in short, who has rid himself of his submissive structure, who identifies with his work and not with the führer, with the international working masses and not with the national homeland—represents the opposite of this. He feels himself to be a leader, not on the basis of his identification with the führer, but on the basis of his consciousness of performing work that is vitally necessary for society's existence.

The pull of fascist politics is powerful. It simplifies human existence, gives us an object, a “them” whose supposed laziness highlights our own virtue and discipline, encourages us to identify with a forceful leader who helps us make sense of the world, whose bluntness regarding the “undeserving” people in the world is refreshing.

For leaders, vulnerability often looks and feels like discomfort. In his book Tribes: We Need You to Lead Us, Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

In fact, in our initial surveys we learned that only one employee in seven could name even one of their organization’s most important goals. That’s right—15 percent could not name even one of the top three goals their leaders had identified. The other 85 percent named what they thought was the goal, but it often didn’t remotely resemble what their leaders had said.

Dale Carnegie was a master at identifying potential leaders. Once asked by a reporter how he had managed to hire forty-three millionaires, Carnegie responded that the men had not been millionaires when they started working for him. They had become millionaires as a result. The reporter next wanted to know how he had developed these men to become such valuable leaders. Carnegie replied, “Men are developed the same way gold is mined. Several tons of dirt must be moved to get an ounce of gold. But you don’t go into the mine looking for dirt,” he added. “You go in looking for the gold.” That’s exactly the way to develop positive, successful people. Look for the gold, not the dirt; the good, not the bad. The more positive qualities you look for, the more you are going to find.

The guy smiled at me, and I glanced at him again just in time to look directly into his eyes. My mistake. Sight was a common Talent, but my magic went beyond seeing the world with crystal clarity or being able to navigate through the dark like it was daylight. Because I could also see into people. All I had to do was stare into someone’s eyes, and I knew exactly what they were feeling at that moment, whether it was love, hate, anger, or something else. Not only that, but I could actually feel the emotion in my own heart, just like the person who was experiencing it. Soulsight, it was called. A major Talent and one that I could have done without. Most people didn’t have a lot of nice thoughts, feelings, or emotions, not even toward their own so-called friends and family. But this guy . . . he radiated cold sorrow, as though he was carrying around a heavy burden that he could never, ever be free from. Still, there was a rock-hard strength mixed in with his sorrow, along with a flicker of something else buried deep, deep down . . . a hot spark that I couldn’t quite identify. I knew in an instant that he was the sort of guy who was exceedingly loyal to his friends. Who felt responsible for others. Who tried to help people as much as he could even if they didn’t deserve it, and he ended up being the one who got hurt instead. The sort of guy that others saw as a leader and naturally flocked to. The sort of guy who was just so disgustingly fascinating that you couldn’t help wanting to know more about him. The guy kept smiling, although his expression grew thinner and fainter the longer I stared. But I couldn’t help it. For the first time in a long time, I was completely captivated by another person. In that moment, all I wanted to do was peel back the cool exterior of his emotions and see what really lay beneath—and especially see what would happen when that hot spark inside him flared to life and he finally let out his true feelings. But there was also something disturbingly . . . familiar about him. As though I’d met him someplace before, although I couldn’t quite remember where. I kept staring into his green eyes, hoping that my soulsight would kick in a tiny bit more and bring the knowledge, the memory, along with it . . .

The themes of Jesus' teaching are important, but of course he was more than a teacher. All the Gospels put the end of his life at the dramatic center of his story. Here all the hopes of Israel come together—he is the king of the Jews, the greatest of all the suffering prophets. Yet Jesus transformed those expectations. He did not lead Israel to victory over Rome. Indeed, one of the remarkable features of the narratives of his last days is that his increasing isolation makes it impossible to identify him with any one 'side' or cause. The Roman governor sentenced him as a Jewish rebel, but the leaders of Judaism also turned against him. He attacked the powerful on behalf of the poor, but in the end the mob too called for his blood. His own disciples ran away; Peter denied him. He did not go to his death agony as a representative of Jews, or of the poor, or of Christians, but alone, and thus, according to Christian faith, as a representative of all.

How can you identify a moderate? He is the man who only shoots at his own side and never at the enemy. Moderates merit friendly civility, but no respect. They are often useful, if irritating allies, but do not permit them any input into strategy and tactics or decision-making. And do not accept them as leaders except of their own moderate faction. They are considerably worse than useless in that regard because they are constantly trying to find a middle ground that quite often does not exist.

I decided, was to look at the common threads among the companies I’d already identified as having mojo. First, I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they could create. They hadn’t accepted the standard menu of options as a given. They had allowed themselves to question the usual definitions of success in business and to imagine possibilities other than the ones all of us are familiar with.

Even so, the advance of the far right in Europe and the United States reveals the need to rethink memory work, to adapt it to new generations for whom the Second World War feels like a long-ago crisis. It's important to tell a story people can identify with, a story of ordinary people, the Mitlaufer, and not only of heroes, victims, or monsters. To raise awareness that, if history as such does not repeat itself, sociological and psychological mechanisms do, which push individuals and societies to make irrational choices by supporting regimes and leaders who are opposed to their interests, by becoming complicit in criminal ideas and actions. The most dangerous monster is not a megalomaniacal and violent leader, but us, the people who make him possible, who give him the power to lead. By our opportunism, by our conformity to all-powerful capitalism, which places money and consumption over education, intelligence, and culture, we are in danger of losing the democracy, peace, and freedom that so many of our predecessors have fought to preserve.

Jimmy Hoffa’s first notoriety in union work was as the leader of a successful strike by the “Strawberry Boys.” He became identified with it. In 1932 the nineteen-year-old Jimmy Hoffa was working as a truck loader and unloader of fresh fruits and vegetables on the platform dock of the Kroger Food Company in Detroit for 32¢ an hour. Twenty cents of that pay was in credit redeemable for groceries at Kroger food stores. But the men only got that 32¢ when there was work to do. They had to report at 4:30 P.M. for a twelve-hour shift and weren’t permitted to leave the platform. When there were no trucks to load or unload, the workers sat around without pay. On one immortal hot spring afternoon, a load of fresh strawberries arrived from Florida, and the career of the most famous labor leader in American history was launched. Hoffa gave a signal, and the men who would come to be known as the Strawberry Boys refused to move the Florida strawberries into refrigerator cars until their union was recognized and their demands for better working conditions were met.

But except for committed anarchists, the assassination attempt was widely condemned. In fact, it turned the tide of public opinion that, up until this moment, had been sympathetic to the strikers. Americans feared anarchists more than robber barons. Labor leaders, sensing the mood, went on the attack. “This man Berkman is an anarchist and, of course, is not identified with us,” said Samuel Gompers, president of the American Federation of Labor. “I cannot use language strong enough to express my condemnation of such an act as Berkman’s.

A lot of time and energy went into dismantling the dynamic between Arthur and Ben, identifying the leader of the pack. Understanding their motives would bring closure to the community, and the information could prevent a recurrence at another school. The country’s most renowned psychologists examined the evidence collected in the aftermath of the attack on Bradley—Ben’s and Arthur’s journals, their academic records, interviews with neighbors and friends of the family—and every single one arrived at the same conclusion: Arthur called it.

The reason you’re mentioning what you’re seeing isn’t to rub salt in a wound or micromanage, it’s to give the person you’re trying to help a real-time experience of your values and standards. You’re using the Mention to show them things like: (1) how keeping an eye on the details is a form of caring for yourself and others; (2) why it’s important to try and identify patterns because that’s what leads to innovation; and (3) how no matter what’s going on in the hustle and bustle, they work for someone who never loses sight of the human beings in their care. Before

The economists Ulrike Malmendier and Geoffrey Tate identified optimistic CEOs by the amount of company stock that they owned personally and observed that highly optimistic leaders took excessive risks. They assumed debt rather than issue equity and were more likely than others to “overpay for target companies and undertake value-destroying mergers.” Remarkably, the stock of the acquiring company suffered substantially more in mergers if the CEO was overly optimistic by the authors’ measure. The stock market is apparently able to identify overconfident CEOs. This

nothing knee-jerk about their politics. Two out of three of them say that abortion is “always” or “usually” morally wrong. They are far more likely than voters age thirty and over to identify themselves as politically “strictly independent.” In fact, more than any other generation I’ve tracked in my polling, Globals seem determined to find a middle ground on the hot-button issues of the day and to decide each one on a case by case basis, not because their party leaders are urging them in one direction or the other. I like to tell audiences that while First Globals might not be more...

This wasn’t the only mistake they made. They also botched the cleanup operation on the servers they could access. They had created a script called LogWiper.sh to erase activity logs on the servers to prevent anyone from seeing the actions they had taken on the systems. Once the script finished its job, it was also supposed to erase itself, like an Ouroboros serpent consuming its own tail. But the attackers bungled the delete command inside the script by identifying the script file by the wrong name. Instead of commanding the script to delete LogWiper.sh, they commanded it to delete logging.sh. As a result, the LogWiper script couldn’t find itself and got left behind on servers for Kaspersky to find. Also left behind by the attackers were the names or nicknames of the programmers who had written the scripts and developed the encryption algorithms and other infrastructure used by Flame. The names appeared in the source code for some of the tools they developed. It was the kind of mistake inexperienced hackers would make, so the researchers were surprised to see it in a nation-state operation. One, named Hikaru, appeared to be the team leader who created a lot of the server code,

It says quite clearly that processes within the brain that trigger a hormone release can cause enormous effects on the body.” It says, that is, that what we think can change our bodies, that there is a quantifiable chemical link between mind and matter, spirit and body, imagination and reality. Spiritual leaders, great thinkers, artists have been saying this very thing for ages, but the fact that hardheaded, hard-research oriented neuroscientists are not just saying it but actually identifying and measuring the very neurochemicals that link idea with matter adds a new legitimacy and urgency to the idea.

The ideal subjects for brainwashing are people who have “no…organization or occupation with which they were firmly identified.” They feel sympathy for the “underdogs of the world,” for the less fortunate or exploited. The Cultural Revolution in China taught “reeducation” leaders that the best subjects for brainwashing were those with the most highly developed sense of sin and guilt, and the greatest vulnerability to self-criticism. It seems from these indicators that a subject most vulnerable to mind-altering messages is a late-twentieth-century working woman, struggling to make a place for herself in a turbulent world

Adorno and his colleagues identified nine a priori clusters of personality dimensions—many surprisingly similar to Dicks’s “High F Syndrome”—that made up the authoritarian personality: 1. Conventionalism: Rigid adherence to conventional middle-class values. 2. Authoritarian Submission: Submissive, uncritical attitude toward idealized moral authorities of the in-group. 3. Authoritarian Aggression: Tendency to be on the lookout for, and to condemn, reject, and punish, people who violate conventional values. 4. Anti-Intraception: Opposition to the subjective, the imaginative, the tender-minded. 5. Superstition and Stereotypy: The belief in mystical determinants of the individual’s fate; the disposition to think in rigid categories. 6. Power and “Toughness”: Preoccupation with the dominance-submission, strong-weak, leader-follower dimension; identification with power figures; overemphasis on the conventionalized attributes of the ego; exaggerated assertion of strength and toughness. 7. Destructiveness and Cynicism: Generalized hostility, vilification of the human. 8. Projectivity: The disposition to believe that wild and dangerous things go on in the world; the projection outward of unconscious emotional impulses. 9. Sex: Exaggerated concern with sexual “goings-on.

There’s no question that it’s easier to manage a “fitting-in” culture. You set standards and rules. You lead by “put up or shut up.” But you miss real opportunities—especially helping your team members find their purpose. When you push a “fitting-in culture” you miss the opportunity to help people find their personal drive—what’s coming from their hearts. Leading for true belonging is about creating a culture that celebrates uniqueness. What serves leaders best is understanding your players’ best efforts. My job as a leader is to identify their unique gift or contribution. A strong leader pulls players toward a deep belief in themselves.

Other animals are exceptionally good at identifying and reacting to predators, rivals and friends. They never act as if they believe that rivers or trees are inhabited by spirits who are watching. In all these ways, other animals continually demonstrate their working knowledge that they live in a world brimming with other minds as well as their knowledge of those minds' boundaries. their understanding seems more acute, pragmatic, and frankly, better than ours at distinguishing real from fake. So, I wonder, do humans really have a better developed Theory of Mind than other animals? ...Children talk to dolls for years, half believing or firmly believing that the doll hears and feels and is a worthy confidante. Many adults pray to statues, fervently believing that they're listening. ...All of this indicates a common human inability to distinguish conscious minds from inanimate objects, and evidence from nonsense. Children often talk to a fully imaginary friends whom they believe listens and has thoughts. Monotheism might be the adult version. ...In the world's most technologically advanced, most informed societies, a majority people take it for granted that disembodied spirits are watching, judging, and acting on them. Most leaders of modern nations trust that a Sky-God can be asked to protect their nation during disasters and conflicts with other nations. All of this is theory of mind gone wild, like an unguided fire hose spraying the whole universe with presumed consciousness. Humans' "superior" Theory of Mind is in part pathology. The oft repeated line "humans are rational beings" is probably our most half-true assertion about ourselves. There is in nature an overriding sanity and often in humankind an undermining insanity. We, among all animals, are most frequently irrational, distortional, delusional, and worried. Yet, I also wonder, is our pathological ability to generate false beliefs...also the very root of human creativity?

God is speaking to prophets to call the modern-day Church to “rise up” and to awaken. It must awaken to the reality that the people are not called to just come to a church building, but we are called to go into all the world around us and be the Church in professions and communities and world systems and structures. We are to become micro-groups: going into school board meetings, executive offices, school halls, state departments, and more! A house for the nation is a Church that engages the Seven Mountains of influence by identifying, supporting, and resourcing the body of Christ located at the front lines of the battle of influence. A house for the nation will require a coming together of many leaders.

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.

I’ve always thought the pre-Revolutionary system was more elegant, but it did concentrate too much power in the hands of one person. Keyes says that at least you knew who the man was then. The person who represents a Lobby in Congress is never the one who makes the real decisions; the real leaders are rarely identifiable and are never held responsible for their actions. If a puppet gets in trouble they sacrifice him and haul out another. I don’t doubt that that’s true, at least some of the time, but it’s certainly not the whole story. If a Lobby consistently acts against the public interest, its voting power dwindles away. Keyes says that’s a cynical illusion: all the polls reflect is how much money a Lobby has put into advertising.

That was the conclusion of a study conducted by BI Norwegian Business School, which identified the five key traits (emotional stability, extraversion, openness to new experiences, agreeableness and conscientiousness) of a successful leader. Women scored higher than men in four out of the five. But it may also be because the women who do manage to make it through are filling a gender data gap: studies have repeatedly found that the more diverse a company’s leadership is, the more innovative they are. This could be because women are just innately more innovative – but more likely is that the presence of diverse perspectives makes businesses better informed about their customers. Certainly, innovation is strongly linked to financial performance.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

No one trans story is better or inherently more “radical” than another, but that hasn’t stopped cisgender media culture from deeming certain trans stories to be more valuable than others. Those of us who don’t fit the classical narrative end up either having our stories edited and reedited until they fit, or end up having our voices silenced. And that’s fucked. At its best, this narrative is just an oversimplification of the trans community. At its worst, this narrative is used as a tool—reinforced by cisgender editors, curators, movement leaders, and gatekeepers—that continues to pressure trans people into fitting into one of two binary genders. By showing how desirable it is to be gender conforming and “pass” as a man or as a woman, this narrative reiterates the idea that gender nonconforming trans people are less-than and should be lucky to be treated as the gender with which we identify.

Progressives today are quick to fault “America” for slavery and a host of other outrages. America did this, America did that. As we will see in this book, America didn’t do those things, the Democrats did. So the Democrats have cleverly foisted their sins on America, and then presented themselves as the messiahs offering redemption for those sins. It’s crazy, but it’s also ingenious. We have to give them credit for ingenuity. The second whitewash is to portray the Civil War entirely in terms of the North versus the South. The North is supposedly the anti-slavery side and the South is the pro-slavery side. A recent example is Ta-Nehisi Coates’s article about the Confederate battle flag in The Atlantic.3 Now of course there is an element of truth in this, in that the Civil War was fought between northern states and southern states. But this neat and convenient division ignores several important details. First, the defenders of the Confederate cause were, almost without exception, Democrats. Coates cites many malefactors from Senator Jefferson Davis to Senator James Henry Hammond to Georgia Governor Joseph Brown. Yet while identifying these men as southerners and Confederates, Coates omits to identify them as Democrats. Second, Coates and other progressives conveniently ignore the fact that northern Democrats were also protectors of slavery. We will see in this chapter how Stephen Douglas and other northern Democrats fought to protect slavery in the South and in the new territories. Moreover, the southerners who fought for the Confederacy cannot be said to have fought merely to protect slavery on their plantations. Indeed, fewer than one-third of white families in the South on the eve of the Civil War had slaves. Thus the rigid North-South interpretation of the Civil War conceals—and is intended to conceal—the active complicity of Democrats across the country to save, protect, and even extend the “peculiar institution.” As the Charleston Mercury editorialized during the secession debate, the duty of the South was to “rally under the banner of the Democratic Party which has recognized and supported . . . the rights of the South.”4 The real divide was between the Democratic Party as the upholder of slavery and the Republican Party as the adversary of slavery. All the figures who upheld and defended American slavery—Senators John C. Calhoun and Stephen Douglas, President James Buchanan, Supreme Court Chief Justice Roger Taney, architect of the Dred Scott decision, and the main leaders of the Confederacy—were Democrats. All the heroes of black emancipation—from the black abolitionists Sojourner Truth and Frederick Douglass, to the woman who organized the Underground Railroad, Harriet Tubman, to the leader whose actions finally destroyed American slavery, Abraham Lincoln—were Republicans. It is of the utmost importance to progressive propagandists to conceal or at least ignore this essential historical truth.

Some leadership proponents suggest leaders should determine their talents and their passion, and in so doing they determine their calling. They argue if you understand the passion God has given you and you identify the gifts God placed in your life, then you can deduce the kinds of things God has prepared you to do. The problem with this line of thinking is the lack of biblical support. Consider Moses herding sheep in the wilderness. Had he discovered his gifts and passions, he would never have returned to Egypt to deliver the Hebrews. But that was God's agenda. Second, it is tempting to assume God wants us to do things we enjoy and are good at doing. However, for God to accomplish his purposes, he may ask us to do things we do not consider enjoyable (he asked his Son to die on a cross), but they are necessary tasks for God's will to be fulfilled. It's great to be passionate about the work you do. However, spiritual leaders are driven by God, not their passion and talents.

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

I have again been asked to explain how one can "become a Daoists..." with all of the sad things happening in our world today, Laozi and Zhuangzi give words of advice, tho not necessarily to become a Daoist priest or priestess... " So many foreigners who want to become “Religious Daoists” 道教的道师 （道士） do not realize that they must not only receive a transmission of a Lu 籙 register which identifies their Daoist school, and learn as well how to sing the ritual melodies, play the flute, stringed instruments, drums, and sacred dance steps, required to be an ordained and functioning Daoist priest or priestess. This process usually takes 10 years or more of daily discipleship and practice, to accomplish. There are 86 schools and genre of Daoist rituals listed in the Baiyun Guan Gazeteer, 白雲觀志, which was edited by Oyanagi Sensei, in Tokyo, 1928, and again in 1934, and re-published by Baiyun Guan in Beijing, available in their book shop to purchase. Some of the schools, such as the Quanzhen Longmen 全真龙门orders, allow their rituals and Lu registers to be learned by a number of worthy disciples or monks; others, such as the Zhengyi, Qingwei, Pole Star, and Shangqing 正一，清微，北极，上请 registers may only be taught in their fullness to one son and/or one disciple, each generation. Each of the schools also have an identifying poem, from 20 or 40 character in length, or in the case of monastic orders (who pass on the registers to many disciples), longer poems up to 100 characters, which identify the generation of transmission from master to disciple. The Daoist who receives a Lu register (給籙元科, pronounced "Ji Lu Yuanke"), must use the character from the poem given to him by his or her master, when composing biao 表 memorials, shuwen 梳文 rescripts, and other documents, sent to the spirits of the 3 realms (heaven, earth, water /underworld). The rituals and documents are ineffective unless the correct characters and talismanic signature are used. The registers are not given to those who simply practice martial artists, Chinese medicine, and especially never shown to scholars. The punishment for revealing them to the unworthy is quite severe, for those who take payment for Lu transmission, or teaching how to perform the Jinlu Jiao and Huanglu Zhai 金籙醮，黃籙齋 科儀 keyi rituals, music, drum, sacred dance steps. Tang dynasty Tangwen 唐文 pronunciation must also be used when addressing the highest Daoist spirits, i.e., the 3 Pure Ones and 5 Emperors 三请五帝. In order to learn the rituals and receive a Lu transmission, it requires at least 10 years of daily practice with a master, by taking part in the Jiao and Zhai rituals, as an acolyte, cantor, or procession leader. Note that a proper use of Daoist ritual also includes learning Inner Alchemy, ie inner contemplative Daoist meditation, the visualization of spirits, where to implant them in the body, and how to summon them forth during ritual. The woman Daoist master Wei Huacun’s Huangting Neijing, 黃庭內經 to learn the esoteric names of the internalized Daoist spirits. Readers must be warned never to go to Longhu Shan, where a huge sum is charged to foreigners ($5000 to $9000) to receive a falsified document, called a "license" to be a Daoist! The first steps to true Daoist practice, Daoist Master Zhuang insisted to his disciples, is to read and follow the Laozi Daode Jing and the Zhuangzi Neipian, on a daily basis. Laozi Ch 66, "the ocean is the greatest of all creatures because it is the lowest", and Ch 67, "my 3 most precious things: compassion for all, frugal living for myself, respect all others and never put anyone down" are the basis for all Daoist practice. The words of Zhuangzi, Ch 7, are also deeply meaningful: "Yin and Yang were 2 little children who loved to play inside Hundun (ie Taiji, gestating Dao). They felt sorry because Hundun did not have eyes, or eats, or other senses. So everyday they drilled one hole, ie 2 eyes, 2 ears, 2 nostrils, one mouth; and on the 7th day, Hundun died.

If you’re not part of the solution, you’re part of the problem,” or Martin Luther King’s statement that “our scientific power has outgrown our spiritual power. We have guided missiles and misguided men,” or Malcolm’s “We can work together with all other leaders and organizations, in harmony and unity, to eliminate evil in our community.” The saying “It takes a whole village to raise a child” (which I had seen in a little newsletter identifying it as an African proverb) really caught on. After about a year organizations all over the country began using it, and Hillary Rodham Clinton recently adapted it for the title of her book. Jimmy also began writing a regular column for the newsletter, raising all sorts of questions, such as, “Why are we at war with one another.?” “How will we make a living?” “What Time is it in Detroit and the World?”1 Clementine’s deeply felt appeals, Jimmy’s challenging questions, and my inclusion of news of community-building activities all helped to create the image of SOSAD as not just another organization but the spearhead of a new movement.

It is possible that the next economic downturn--or stock market crash--will bring on further developments. During the recession at the end of the 1980s, ex-Ku Klux Klan leader David Duke gathered strong support from disgruntled citizens in Louisiana for his gubernatorial and US Senate races. Voters did not seem to be bothered by his record, which included plenty of statements like: "The Jews have been working against our national interest. . . . I think they should be punished." Bertram Gross and Kevin Phillips had each foreseen part of a process that engendered remarkable tolerance for authoritarian political solutions. Gross correctly identified the kind of authority that the corporate world wanted to exercise over working- and middle-class Americans. Phillips was perceptive about the way ordinary Americans would participate in actually constructing a more harsh and restrictive social milieu. By the 1990s the two strands were coalescing into something we could call "Authoritarian Democracy." Today it is clear that the goals of the corporate rich can be furthered by the enthusiasms of the popular classes, especially in the realms of religion.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

Billy Sol Estes, who died on May 14, 2013, rebuffed my many attempts to interview him. He had long stopped speaking publicly about the strange deaths or his knowledge of them, praying as he got older in years for a more spiritual solution to the murders. “I think there’s still a God in heaven, and I think that God will straighten history out,” Estes said. “I’ve decided that none of us can do it down here.”69 I did have access and the full cooperation of Billy Sol Estes’s personal attorney Douglas Caddy, who supplied interviews, source materials, and remembrances for this book. I can understand Estes’s reluctance to give interviews in his later years. By the time I asked him in 2012, he had already identified Lyndon Johnson as the ultimate perpetrator in the murder of President Kennedy and had implicated him in seven other murders on record, in interviews and with many credible media outlets. Both Bobby Baker and Billy Sol Estes were self-described wheeler dealers, operators, hustlers; both were in deep with Johnson, made money from his political influence, and eventually paid for it. Both overreached for personal gain, possibly believing that their leader could exonerate them. Johnson used them for his own wealth until they became a liability. Then, they were promptly cut off the tree and left to rot.

There followed a three-year spectacle during which [Senator Joseph] McCarthy captured enormous media attention by prophesying the imminent ruin of America and by making false charges that he then denied raising—only to invent new ones. He claimed to have identified subversives in the State Department, the army, think tanks, universities, labor unions, the press, and Hollywood. He cast doubt on the patriotism of all who criticized him, including fellow senators. McCarthy was profoundly careless about his sources of information and far too glib when connecting dots that had no logical link. In his view, you were guilty if you were or ever had been a Communist, had attended a gathering where a supposed Communist sympathizer was present, had read a book authored by someone soft on Communism, or subscribed to a magazine with liberal ideas. McCarthy, who was nicknamed Tailgunner Joe, though he had never been a tail gunner, was also fond of superlatives. By the middle of 1951, he was warning the Senate of “a conspiracy so immense and an infamy so black as to dwarf any previous such venture in the history of man.” McCarthy would neither have become a sensation, nor ruined the careers of so many innocent people, had he not received support from some of the nation’s leading newspapers and financing from right-wingers with deep pockets. He would have been exposed much sooner had his wild accusations not been met with silence by many mainstream political leaders from both parties who were uncomfortable with his bullying tactics but lacked the courage to call his bluff. By the time he self-destructed, a small number of people working in government had indeed been identified as security risks, but none because of the Wisconsin senator’s scattershot investigations. McCarthy fooled as many as he did because a lot of people shared his anxieties, liked his vituperative style, and enjoyed watching the powerful squirm. Whether his allegations were greeted with resignation or indignation didn’t matter so much as the fact that they were reported on and repeated. The more inflammatory the charge, the more coverage it received. Even skeptics subscribed to the idea that, though McCarthy might be exaggerating, there had to be some fire beneath the smoke he was spreading. This is the demagogue’s trick, the Fascist’s ploy, exemplified most outrageously by the spurious and anti-Jewish Protocols of the Elders of Zion. Repeat a lie often enough and it begins to sound as if it must—or at least might—be so. “Falsehood flies,” observed Jonathan Swift, “and the truth comes limping after it.” McCarthy’s career shows how much hysteria a skilled and shameless prevaricator can stir up, especially when he claims to be fighting in a just cause. After all, if Communism was the ultimate evil, a lot could be hazarded—including objectivity and conventional morality—in opposing it.

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

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

Equal protection under the law is not a hard principle to convince Americans of. The difficulty comes in persuading them that it has been violated in particular cases, and of the need to redress the wrong. Prejudice and indifference run deep. Education, social reform, and political action can persuade some. But most people will not feel the sufferings of others unless they feel, even in an abstract way, that 'it could have been me or someone close to me'. Consider the astonishingly rapid transformation of American attitudes toward homosexuality and even gay marriage over the past decades. Gay activism brought these issues to public attention but attitudes were changed during tearful conversations over dinner tables across American when children came out to their parents (and, sometimes, parents came out to their children). Once parents began to accept their children, extended families did too, and today same-sex marriages are celebrated across the country with all the pomp and joy and absurd overspending of traditional American marriages. Race is a wholly different matter. Given the segregation in American society white families have little chance of seeing and therefore understanding the lives of black Americans. I am not black male motorist and never will be. All the more reason, then, that I need some way to identify with one if I am going to be affected by his experience. And citizenship is the only thing I know we share. The more differences between us are emphasized, the less likely I will be to feel outrage at his mistreatment. Black Lives Matter is a textbook example of how not to build solidarity. There is no denying that by publicizing and protesting police mistreatment of African-Americans the movement mobilized supporters and delivered a wake-up call to every American with a conscience. But there is also no denying that the movement's decision to use this mistreatment to build a general indictment of American society, and its law enforcement institutions, and to use Mau-Mau tactics to put down dissent and demand a confession of sins and public penitence (most spectacularly in a public confrontation with Hillary Clinton, of all people), played into the hands of the Republican right. As soon as you cast an issue exclusively in terms of identity you invite your adversary to do the same. Those who play one race card should be prepared to be trumped by another, as we saw subtly and not so subtly in the 2016 presidential election. And it just gives that adversary an additional excuse to be indifferent to you. There is a reason why the leaders of the civil rights movement did not talk about identity the way black activists do today, and it was not cowardice or a failure to be "woke". The movement shamed America into action by consciously appealing to what we share, so that it became harder for white Americans to keep two sets of books, psychologically speaking: one for "Americans" and one for "Negroes". That those leaders did not achieve complete success does not mean that they failed, nor does it prove that a different approach is now necessary. No other approach is likely to succeed. Certainly not one that demands that white Americans agree in every case on what constitutes discrimination or racism today. In democratic politics it is suicidal to set the bar for agreement higher than necessary for winning adherents and elections.

Guénon and Evola, consistently with most other modern spiritual figures, identified the age we are living in now as the final age, or Kali Yuga, as it is called in both Hinduism and Buddhism. In the ancient Scandinavian religion, the equivalent age was the Wolf Age. Lest this seems like just some metaphysical mumbo-jumbo, let me quote a few examples from the Hindu scriptures that describe the characteristics of Kali Yuga: In Kali Yuga, wealth alone will be considered the sign of a man’s good birth, proper behavior, and fine qualities. And law and justice will be applied only on the basis of one’s power. Men and women will live together merely because of superficial attraction, and success in business will depend on deceit. Womanliness and manliness will be judged according to one’s expertise in sex. A person’s propriety will be seriously questioned if he does not earn a good living. And one who is very clever at juggling words will be considered a learned scholar. He who can maintain a family will be regarded as an expert man, and the principles of religion will be observed only for the sake of reputation. Cities will be dominated by thieves, the Vedas will be contaminated by speculative interpretations of atheists, political leaders will virtually consume the citizens, and the so-called priests and intellectuals will be devotees of their bellies and genitals. When irreligion becomes prominent in the family, the women of the family become corrupt, and from the degradation of womanhood comes unwanted population. These are just a few of many such examples. Whatever one thinks of Hinduism as a religion, this description certainly seems uncannily accurate in our present world.

After that preacher told me to quit thinking, I began thinking harder. I did my research. Turns out, the memo he was trying to pass me—“A good Christian bases her faith on disapproving of gays and abortion”—started being issued only forty years ago. In the 1970s, a few rich, powerful, white, (outwardly) straight men got worried about losing their right to continue racially segregating their private Christian schools and maintaining their tax-exempt status. Those men began to feel their money and power being threatened by the civil rights movement. In order to regain control, they needed to identify an issue that would be emotional and galvanizing enough to unite and politically activate their evangelical followers for the first time. They decided to focus on abortion. Before then—a full six years after the Roe v. Wade Supreme Court decision—the prevailing evangelical position was that life began with the baby’s first breath, at birth. Most evangelical leaders had been indifferent to the Court’s decision in Roe, and some were cited as supporting the ruling. Not anymore. They wrote a new memo using freshly feigned outrage and rhetoric calling for “a holy war…to lead the nation back to the moral stance that made America great.” They sponsored a meeting of 15,000 pastors—called The Religious Roundtable—to train pastors on how to convince their congregations to vote for antichoice, antigay candidates. This is how they disseminated the memo down to evangelical ministers, who passed it down to pews across America. The memo read, To be aligned with Jesus, to have family values, to be moral, one must be against abortion and gay people and vote for the candidate that is antiabortion and antigay.

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

Baron, Baroness Originally, the term baron signified a person who owned land as a direct gift from the monarchy or as a descendant of a baron. Now it is an honorary title. The wife of a baron is a baroness. Duke, Duchess, Duchy, Dukedom Originally, a man could become a duke in one of two ways. He could be recognized for owning a lot of land. Or he could be a victorious military commander. Now a man can become a duke simply by being appointed by a monarch. Queen Elizabeth II appointed her husband Philip the Duke of Edinburgh and her son Charles the Duke of Wales. A duchess is the wife or widow of a duke. The territory ruled by a duke is a duchy or a dukedom. Earl, Earldom Earl is the oldest title in the English nobility. It originally signified a chieftan or leader of a tribe. Each earl is identified with a certain area called an earldom. Today the monarchy sometimes confers an earldom on a retiring prime minister. For example, former Prime Minister Harold Macmillan is the Earl of Stockton. King A king is a ruling monarch. He inherits this position and retains it until he abdicates or dies. Formerly, a king was an absolute ruler. Today the role of King of England is largely symbolic. The wife of a king is a queen. Knight Originally a knight was a man who performed devoted military service. The title is not hereditary. A king or queen may award a citizen with knighthood. The criterion for the award is devoted service to the country. Lady One may use Lady to refer to the wife of a knight, baron, count, or viscount. It may also be used for the daughter of a duke, marquis, or earl. Marquis, also spelled Marquess. A marquis ranks above an earl and below a duke. Originally marquis signified military men who stood guard on the border of a territory. Now it is a hereditary title. Lord Lord is a general term denoting nobility. It may be used to address any peer (see below) except a duke. The House of Lords is the upper house of the British Parliament. It is a nonelective body with limited powers. The presiding officer for the House of Lords is the Lord Chancellor or Lord High Chancellor. Sometimes a mayor is called lord, such as the Lord Mayor of London. The term lord may also be used informally to show respect. Peer, Peerage A peer is a titled member of the British nobility who may sit in the House of Lords, the upper house of Parliament. Peers are ranked in order of their importance. A duke is most important; the others follow in this order: marquis, earl, viscount, baron. A group of peers is called a peerage. Prince, Princess Princes and princesses are sons and daughters of a reigning king and queen. The first-born son of a royal family is first in line for the throne, the second born son is second in line. A princess may become a queen if there is no prince at the time of abdication or death of a king. The wife of a prince is also called a princess. Queen A queen may be the ruler of a monarchy, the wife—or widow—of a king. Viscount, Viscountess The title Viscount originally meant deputy to a count. It has been used most recently to honor British soldiers in World War II. Field Marshall Bernard Montgomery was named a viscount. The title may also be hereditary. The wife of a viscount is a viscountess. (In pronunciation the initial s is silent.) House of Windsor The British royal family has been called the House of Windsor since 1917. Before then, the royal family name was Wettin, a German name derived from Queen Victoria’s husband. In 1917, England was at war with Germany. King George V announced that the royal family name would become the House of Windsor, a name derived from Windsor Castle, a royal residence. The House of Windsor has included Kings George V, Edward VII, George VI, and Queen Elizabeth II.

By explaining the precise power that held groups together Freud could also show why groups did not fear danger. The members do not feel that they are alone with their own smallness and helplessness, as they have the powers of the hero-leader with whom they are identified. Natural narcissism-the feeling that the person next to you will die, but not you-is reinforced by trusting dependence on the leader's power. No wonder that hundreds of thousands of men marched up from trenches in the face of blistering gunfire in World War I. They were partially self-hypnotised, so to speak. No wonder men imagine victories against impossible odds: don't they have the omnipotent powers of the parental figure? Why are groups so blind and stupid?-men have always asked. Because they demand illusions, answered Freud, they "constantly give what is unreal precedence over what is real." And we know why. The real world is simply too terrible to admit; it tells man that he is a small, trembling animal who will decay and die. illusion changes all this, makes man seem important, vital to the universe, immortal in some way. Who transmits this illusion, if not the parents by imparting the macro-lie of the cultural causa-sui? The masses look to the leaders to give them just the untruth that they need; the leader continues the illusions that triumph over the castration complex and magnifies them into a truly heroic victory. Furthermore, he makes possible a new experience, the expression of forbidden impulses, secret wishes, and fantasies. In group behavior anything goes because the leader okays it. It is like being an omnipotent infant again, encouraged by the parent to indulge oneself plentifully, or like being in psychoanalytic therapy where the analyst doesn't censure you for anything you feel or think. In the group each man seems an omnipotent hero who can give full vent to his appetites under the approving eye of the father. And so we understand the terrifying sadism of group activity.