Identifying Leadership Quotes

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.

At its essence, good leadership isn’t about being indispensable; it’s about helping others be prepared to possibly step into your shoes—giving them access to your own decision making, identifying the skills they need to develop and helping them improve, and, as I’ve had to do, sometimes being honest with them about why they’re not ready for the next step up.

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.

It takes valor to identify your breaking points and refuse to allow people/circumstances use them to force you say/do things you don’t believe





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With managing a business, you need to Invest in good software and or good data mining systems. Run your numbers routinely. Take a look at your revenues - when is the money typically coming in, from where, can you identify any patterns in your revenues? Then take a look at your expenses - analyze the numbers and identify patterns. Why? Because Identifying patterns and extracting actionable items from your revenue and expense data will result in the clarity you need to make good business decisions.

recent IBM poll of fifteen hundred CEOs identified creativity as the number-one “leadership competency” of the future.

I'd rather do more with the same, then the same with less.

I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire.

You have to learn to prioritize properly and quickly identify what’s going to move you further ahead and what’s going to make you stall.

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

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.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

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

Author says that, while Eisenhower had other intellectual mentors, he learned how to lead men from Gen. Walter Krueger. Krueger was the first American enlisted man to rise to four-star general, and he so identified with those he led that he once invited a sentry out of the rain and gave him his own dry uniform.

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.

Becoming more self-aware is the necessary first step to bridging differences. Without it, you will not be able to identify or understand when you encounter differences that matter.

Barry Johnson, an expert on leadership who is the author of Polarity Management: Identifying and Managing Unsolvable Problems,

I’ve had to develop a new skill of how to identify takers from givers.

The third stage in religious development arises when men identify them—when the Numinous Power to which they feel awe is made the guardian of the morality to which they feel obligation.

Communicators begin with generous intent and then surrender the work to the audience to do with as they will, including identifying and resonating with the work in their own unique ways.

And when we talk about race today, with all the pain packed into that conversation, the Holy Spirit remains in the room, This doesn't mean the conversations aren't painful, aren't personal, aren't charged with emotion. But it does mean we can survive. We can survive honest discussions about slavery, about convict leasing, about stolen land, deportation, discrimination, and exclusion. We can identify the harmful politics of gerrymandering, voter suppression, criminal justice laws, and policies that disproportionately affect people of color negatively. And we can expose the actions of white flight, the real impact of all-white leadership, the racial disparity in wages, and opportunities for advancement. We can lament and mourn. We can be livid and enraged. We can be honest. We can tell the truth. We can trust that the Holy Spirit is here. We must. For only by being truthful about how we got here can we begin to imagine another way.

We teach our players, in response to any situation they face, to press pause and ask: What does this situation require of me? Pressing pause gives you time to think. It gets you off autopilot and helps you gain clarity about the outcome you are pursuing, the situation you are experiencing, and the Above the Line action you need to take to achieve the outcome. There are two important benefits of pressing pause: A) It helps you avoid doing something foolish or harmful B) It focuses you on acting with purpose to accomplish your goals A productive pause could last only a split second, which helps you regain your focus and take control of your action. It could last an hour, a day, or longer. The purpose is to take the time necessary to be intentional about the way you think and act. Pressing pause does not come naturally; it is a skill that must be developed. The more you practice, the more skilled you become at being able to identify how and when to use it effectively.

For success you need tune your subconscious mind to reach the top of the mountain and overcome all the obstacles on the road. Identify your internal motivations and tune it to the top of the mountain.

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.

I’m sure the driver was a great guy and all he wanted was to drive me to my hotel—but he was a complete stranger to me and the truth is that being vigilant isn’t a part-time job, it’s not about being nice to people, it’s about reality. I made a terrible mistake once, believing the monsters that want to hurt us are easily labeled and identified, rather than walking and hiding amongst us. That’s my reality.

I have never identified with the "K" in Kafka's works, by the way. Having grown up in a democracy, I have dared to imagine that I know at all times who is really in charge, what is really going on. This could be a mistake.

They do identify a large increase in civilian ignorance or apathy about military issues and also in civilian deference to the military on conduct of the wars, which they consider may be connected to decline in trust of civilian leadership.

Those who are resonating the most with your work, who recognize themselves in your vision, will naturally crave language that speaks to that you-and-me kind of 'we.' They’ll want to identify with your ideas personally and keep talking about them.

The Marines were not even under McChrystal’s command at this point; they reported directly to Marine leadership at Central Command in Tampa, Florida. The problem of fractured command identified in the last Bush administration review remained almost a year later.8

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

unity is possible among the people of our nation with the right kind of leadership. But we the people must for ourselves determine that we will be indivisible regardless of the leadership, and we must exercise our ability to identify the divisive forces and vote them out of office.

A very small percentage of those in the church stand behind a pulpit or sport certain kinds of identifiable clothing. The actual leadership roster of the church includes disciples ministering in every arena of life, in business, law, medicine, education, the arts, sciences, government, and religion. The objective of Jesus’s church-growth strategy was not to build a single, behemoth social institution with a limited set of ordained authorities. Instead, his Spirit was to be poured out on all flesh to effect a widening, deepening base of influence within every nation, worldview, and social institution.

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.

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.

Grace plus ministry equals influence. Influence is most effective when it is within the limits God has given us. Even if that influence looks lesser to others, it is really greater because it is the measure of influence we are supposed to have. Greatness is a direct result of our faithfulness to our divine assignments.

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.

The Single Biggest Reason Talented People Fail Many gifted, intelligent, charming, decent, charitable and hard-working people fail. One should go so far as to say that most such people fall short of their dreams or at least their potential, because of one reason: They failed to identify in themselves an Achilles’ heel that was common knowledge to other people.

TAKING 100% RESPONSIBILITY PROCESS STEP 1: Identify an issue/complaint about anything going on in your life. State the complaint in “unenlightened” terms. Be dramatic. Ham it up. Blame overtly. STEP 2: Step into 100% responsibility. Physically find a place in the room that represents your internal shift to being 100% responsible for the situation. STEP 3: Gain insight by completing these statements, repeating each of them several times, until you have what feels like a breakthrough: From the past this reminds me of… I keep this issue going by… What I get from keeping this issue going is… The lifelong pattern I’m noticing is… I can demonstrate 100% responsibility concerning this issue by… STEP 4: If during Step 3, you do not experience a shift, go back to Step 1 and repeat the process.

Another pastor from India gave me some simple and powerful advice I hope never leaves me. His ministry has led over three million people to Jesus. All these people are being discipled. When I asked how he organized this massive army, he replied, “Americans always want to know about strategy. This is what I will tell you: my leaders are the most humble men I know, and they know Jesus deeply.” He proceeded to tell me that his biggest mistakes were the times when he allowed people into leadership who were not humble. He got so excited about releasing their gifts, but it always led to their destruction. To this day, he says those are his biggest regrets. Now his main criterion for identifying leaders is humility, and his leadership problems have significantly decreased. We would never admit it, but we often search for leaders the way the world does. We look at outward appearances.

Strategy cannot be a useful concept if it is a synonym for success. Nor can it be a useful tool if it is confused with ambition, determination, inspirational leadership, and innovation. Ambition is drive and zeal to excel. Determination is commitment and grit. Innovation is the discovery and engineering of new ways to do things. Inspirational leadership motivates people to sacrifice for their own and the common good.1 And strategy, responsive to innovation and ambition, selects the path, identifying how, why, and where leadership and determination are to be applied.

How had Lincoln been able to lead these inordinately prideful, ambitious, quarrelsome, jealous, supremely gifted men to support a fundamental shift in the purpose of the war? The best answer can be found in what we identify today as Lincoln’s emotional intelligence: his empathy, humility, consistency, self-awareness, self-discipline, and generosity of spirit. “So long as I have been here,” Lincoln maintained, “I have not willingly planted a thorn in any man’s bosom.” In his everyday interactions with the team, there was no room for mean-spirited behavior, for grudges or personal resentments.

Claims that Jesus was not married first began in the second century. They arose as Christianity absorbed ideas of asceticism and Greek dualism, which devalued the body and the physicality of the world in favor of the spirit. Closely identified with the body, women were also devalued, silenced, and marginalized, losing roles of leadership they’d possessed within first-century Christianity. Celibacy became a path to holiness. Virginity became one of Christianity’s higher virtues. Certain that the end-time would come soon, believers in the second century hotly debated if Christians should marry. Considering the accretion of such views into the religion, it struck me as not particularly acceptable for Jesus to have been married.

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.

The whole suggestion is predicated on a damnable fucking lie—the BIG lie, actually—one which Richman himself happily helped create and which he works hard, on a daily basis, to keep alive. See … it makes for a better article when you associate the food with a personality. Richman, along with the best and worst of his peers, built up these names, helped make them celebrities by promoting the illusion that they cook—that if you walk into one of dozens of Jean-Georges’s restaurants, he’s somehow back there on the line, personally sweating over your halibut, measuring freshly chopped herbs between thumb and forefinger. Every time someone writes “Mr. Batali is fond of strong, assertive flavors” (however true that might be) or “Jean Georges has a way with herbs” and implies or suggests that it was Mr. Batali or Mr. Vongerichten who actually cooked the dish, it ignores the reality, if not the whole history, of command and control and the creative process in restaurant kitchens. While helpful to chefs, on the one hand, in that the Big Lie builds interest and helps create an identifiable brand, it also denies the truth of what is great about them: that there are plenty of great cooks in this world—but not that many great chefs. The word “chef” means “chief.” A chef is simply a cook who leads other cooks. That quality—leadership, the ability to successfully command, inspire, and delegate work to others—is the very essence of what chefs are about. As Richman knows. But it makes better reading (and easier writing) to first propagate a lie—then, later, react with entirely feigned outrage at the reality.

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.

Unlike many of his contemporaries, Finney did not believe in American exceptionalism—or blind patriotism. “There can scarcely be conceived a more abominable and fiendish maxim,” he wrote, “than ‘our country right or wrong,’” a maxim that, he noted, had been adopted in the case of the 1846 war with Mexico. On a national day of fasting in 1841, he called for a “public confession of national sins,” identifying those he found particularly egregious. One of them was “the outrageous injustice with which this nation has treated the aborigines in this country.” (He was referring in particular to the expulsion of the Cherokees from Georgia in 1838–39.) Another was of course slavery. By 1846 he had confronted the argument that slavery was a lesser evil than the division of the Union. “A nation,” he exclaimed, “who have drawn the sword and bathed in blood in defense of the principle that all men have an inalienable right to liberty, that they are born free and equal. Such a nation… standing with its proud foot on the neck of three millions of crushed and prostrate slaves! Oh horrible! This is less an evil to the world than emancipation, or even than the dismemberment of our hypocritical union! Oh, shame, where is thy blush?” Finney, needless to say, supported war with the South when it came.

On the one hand, the creeds do not speak of “the Jews” as responsible for the death of Jesus; he “suffered under” and “was crucified under” Pontius Pilate. On the other hand, the creeds do not mention Jesus’s Judaism at all. With the stress in some churches on Jesus’s divine sonship, the cross, the resurrection, and the redemptory role of saving humanity from sin and death, his historical connection to Judaism gets lost along with his very Jewish message of the kingdom of heaven. The problem is more than one of silence. In the popular Christian imagination, Jesus still remains defined, incorrectly and unfortunately, as “against” the Law, or at least against how it was understood at the time; as “against” the Temple as an institution and not simply against its first-century leadership; as “against” the people Israel but in favor of the Gentiles. Jesus becomes the rebel who, unlike every other Jew, practices social justice. He is the only one to speak with women; he is the only one who teaches nonviolent responses to oppression; he is the only one who cares about the “poor and the marginalized” (that phrase has become a litany in some Christian circles). Judaism becomes in such discourse a negative foil: whatever Jesus stands for, Judaism isn’t it; whatever Jesus is against, Judaism epitomizes the category. No wonder even today Jesus somehow looks “different” from “the Jews”: in the movies and artistic renderings, he’s blond and they are swarthy; he is cute and buff and they need rhinoplasty and Pilates. Jesus and his followers such as Peter and Mary Magdalene become identified as (proto-) Christian; only those who chose not to follow him remain “Jews.

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

The information in this topic of decision making and how to create and nurture it, is beneficial to every cop in their quest to mastering tactics and tactical decision making and are a must read for every cop wanting to be more effective and safe on the street. My purpose is to get cops thinking about this critical question: In mastering tactics shouldn’t we be blending policy and procedure with people and ideas? It should be understandable that teaching people, procedures helps them perform tasks more skillfully doesn’t always apply. Procedures are most useful in well-ordered situations when they can substitute for skill, not augment it. In complex situations, in the shadows of the unknown, uncertain and unpredictable and complex world of law enforcement conflict, procedures are less likely to substitute for expertise and may even stifle its development. Here is a different way of putting it as Klein explains: In complex situations, people will need judgment skills to follow procedures effectively and to go beyond them when necessary.3 For stable and well-structured tasks i.e. evidence collection and handling, follow-up investigations, booking procedures and report writing, we should be able to construct comprehensive procedure guides. Even for complex tasks we might try to identify the procedures because that is one road to progress. But we also have to discover the kinds of expertise that comes into play for difficult jobs such as, robbery response, active shooter and armed gunman situations, hostage and barricade situations, domestic disputes, drug and alcohol related calls and pretty much any other call that deals with emotionally charged people in conflict. Klein states, “to be successful we need both analysis (policy and procedure) and intuition (people and ideas).”4 Either one alone can get us into trouble. Experts certainly aren’t perfect, but analysis can fail. Intuition isn’t magic either. Klein defines intuition as, “ways we use our experience without consciously thinking things out”. Intuition includes tacit knowledge that we can’t describe. It includes our ability to recognize patterns stored in memory. We have been building these patterns up all our lives from birth to present, and we can rapidly match a situation to a pattern or notice that something is off, that some sort of anomaly is warning us to be careful.5

It’s not always so easy, it turns out, to identify your core personal projects. And it can be especially tough for introverts, who have spent so much of their lives conforming to extroverted norms that by the time they choose a career, or a calling, it feels perfectly normal to ignore their own preferences. They may be uncomfortable in law school or nursing school or in the marketing department, but no more so than they were back in middle school or summer camp. I, too, was once in this position. I enjoyed practicing corporate law, and for a while I convinced myself that I was an attorney at heart. I badly wanted to believe it, since I had already invested years in law school and on-the-job training, and much about Wall Street law was alluring. My colleagues were intellectual, kind, and considerate (mostly). I made a good living. I had an office on the forty-second floor of a skyscraper with views of the Statue of Liberty. I enjoyed the idea that I could flourish in such a high-powered environment. And I was pretty good at asking the “but” and “what if” questions that are central to the thought processes of most lawyers. It took me almost a decade to understand that the law was never my personal project, not even close. Today I can tell you unhesitatingly what is: my husband and sons; writing; promoting the values of this book. Once I realized this, I had to make a change. I look back on my years as a Wall Street lawyer as time spent in a foreign country. It was absorbing, it was exciting, and I got to meet a lot of interesting people whom I never would have known otherwise. But I was always an expatriate. Having spent so much time navigating my own career transition and counseling others through theirs, I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire. I met my own envy after some of my former law school classmates got together and compared notes on alumni career tracks. They spoke with admiration and, yes, jealousy, of a classmate who argued regularly before the Supreme Court. At first I felt critical. More power to that classmate! I thought, congratulating myself on my magnanimity. Then I realized that my largesse came cheap, because I didn’t aspire to argue a case before the Supreme Court, or to any of the other accolades of lawyering. When I asked myself whom I did envy, the answer came back instantly. My college classmates who’d grown up to be writers or psychologists. Today I’m pursuing my own version of both those roles.

It was typical of the American to identify the one unfinished strand.

Self-reflection is the key to identifying what you stand for, what your values are, and what matters most.

The most interesting aspect of leadership is that it cannot be predicted. All great leaders had been quite ordinary in their early years. It was only when they became leaders that people started recognising them as leaders. It is difficult to identify specific qualities that make a leader. However, when leaders emerge, people are inclined to point out their leadership qualities. Yet, when other people imbibe the same qualities and try to imitate the actions of their leaders, they may fail.

That’s usually the case. Identify someone with a problem, and you’ll be identifying someone who resists the suggestion that he has one. That’s self-deception — the inability to see that one has a problem.

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

A CEO To increase global presence, product mix, and market share to improve and maintain shareholder earnings and value Mergers and acquisitions Reengineering and change management International corporate leadership experience Visionary strategist; identify and pursue new growth opportunities Board member and shareholder relations management Developer of world-class teams to achieve world-class results MBA from Oxford in international business Skilled in raising capital for growth and expansion

identify for yourself - honestly - what will make you feel happy and successful.

During the Weekly Tactical, there are two overriding goals: resolution of issues and reinforcement of clarity. Obstacles need to be identified and removed, and everyone needs to be on the same page.

In a free society, we do not imprison those who violate profound cultural taboos or burn them at the stake. But they must be identified as dangerous radicals, not fit to be counted among the priesthood. The reaction is appropriate. To raise the dread question is to open the possibility that the institutions responsible “for the indoctrination of the young” and the other propaganda institutions may be infected by the most dangerous of plagues: insight and understanding. Awareness of the facts might threaten the social order, protected by a carefully spun web of pluralist mysticism, faith in the benevolence of our pure-hearted leadership, and general superstitious belief. An

In what is perhaps its most significant meaning, “to institutionalize” is to infuse with value beyond the technical requirements of the task at hand. The prizing of social machinery beyond its technical role is largely a reflection of the unique way in which it fulfills personal or group needs. Whenever individuals become attached to an organization or a way of doing things as persons rather than as technicians, the result is a prizing of the device for its own sake. From the standpoint of the committed person, the organization is changed from an expendable tool into a valued source of personal satisfaction. Some manifestations of this process are quite obvious; others are less easily recognized. It is a commonplace that administrative changes are difficult when individuals have become habituated to and identified with long-established procedures. For example, the shifting of personnel is inhibited when business relations become personal ones and there is resistance to any change that threatens rewarding ties.

Leadership is a kind of work done to meet the needs of a social situation. Possibly there are some individuals more likely to be leaders than others, possessed of distinguishing personal traits or capacities.[5] Whether or not this is so, we shall here be concerned with leadership as a specialized form of activity, a kind of work or function. Identifying what leaders do certainly bears on (and is perhaps indispensable to) the discovery of requisite personal attributes; but the questions are of a different kind and may be treated separately.

Leadership is not equivalent to office-holding or high prestige or authority or decision-making. It is not helpful to identify leadership with whatever is done by people in high places. The activity we have in mind may or may not be engaged in by those who are formally in positions of authority. This is inescapable if we are to develop a theory that will be useful in diagnosing cases of inadequate leadership on the part of persons in authority.

If you feel that the thrill is long gone out of your leadership position, I guarantee if you will commit yourself to identifying and developing the strengths in your people, you’ll experience a resurgence of excitement in your career. It will require you to really observe, analyze, and study each team member’s habits, actions, and responses to critical situations. It’s a quest that will help you continue to discover new strengths in individuals, including your kids.

Everyone in your organization has strengths inside, just waiting for you to talk to them. There’s no telling how helpful these strengths can and will be to you once you become aware of them and communicate with them. Peter Drucker pointed out that strong people always have strong weaknesses. That’s logical when you think about it. Show me a successful person, and I’ll show you someone with a few chinks in his or her armor. Drucker then went on to stress that focusing on strengths makes demands on performance. Once you identify a strength in a person and talk to that person about it, don’t be surprised if they say, “You’re exactly right, and watch this.” They want to confirm your insight by putting that strength into action. Sarah Bernhardt, the great actress, understood this. She said, “When you tell a woman she has a beautiful profile, she begins to live sideways.” I think the same is true of the male gender.

A leader must be able to identify these types of situations and not shy away from removing malcontents from the organization. It takes true character to stay with an organization when things seem to be at their bleakest. It

As a leader, there are professional skills and traits that are expected. It’s your job to identify and exhibit them so you can be challenged and judged professionally as a leader—and not as a woman.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

The advantages of using account of the legal defense DUI professional According to a DUI or DWI they have very high values, and can be much more difficult, if not able to qualified lawyer in these types of services. It important to get the services of professionals who are familiar with the course of DUI criminal record because the team is almost certainly best, highest paid on the common law also working for many years in a row, and he is almost certain that the officials involved to enforce the law and choose the most effective way. The consumption can peak at promoting the method of blood flow to help ease and the minimum number of punches than likely. Even if you do not want the removal of a fence of a demo, it is deliberately allowed to produce only for the ingredients so suddenly that the interest will be at least in his imprisonment and the decision of the necessary business expense. Education Lawyer, worth DUI, because they understand the rules on the details of the DUI. Great leadership only recognizes attorneys who offer surgery that seemed to bend the lowest possible cost. Field sobriety tests are defense without success, and when the lawyer to provide classroom-oriented, to the surprise of identifying the brain decides what industry breathalyzer sobriety vote or still under investigation. Trying to fight against DUI private value, it may be impossible for the layman is that much of the Berufsrecht did. DUI lawyer can be a file with the management consultants can be used or deny the accuracy of the successful management of blood or urine witnesses. Almost always one day, you can not help learning tool. If there is a case where the amount, solid, is the legal adviser to shock and other consultants witnesses are willing to cut portions and finds out she has some tire testing and influence. Being part of the time, problems with eating problems and more experience DUI attorney in looks secrets and created. The idea that the lawyer is suddenly more than the end result of controlling historical significance of countless people do not share the court made. It very appropriate, qualified, but two at the end of every little thing that you do not agree even repentance and uses for what was happening right opportunity. It can not be argued, perhaps, costs, what seems to be one that includes many just go to the airport to record driving under the influence, but their professional experience and meetings, both issues related to diversity, Lange random taxation measures. Many people today claim that the market is in DUI cases, of course, exhausted, and are a lawyer, go to their rights in the region.

Identifying the true difference between intelligence, knowledge, and wisdom is quite simple.

No amount of intellectual prowess or personal charisma can make up for an inability to identify a few simple things and stick to them over time.

Joy is inward, it is generated inside. It is not found outside and brought in. It is for those who accept the world as it is, part good, part bad, and who identify with the good by adding a little island of serenity to it. Hermann

But until the twentieth century there were few references of any kind to bushido. Some doubted its very existence. Professor Hall Chamberlain, in an essay The Invention of a New Religion, published in 1912, wrote: ‘Bushido, as an institution or a code of rules, has never existed. The accounts given of it have been fabricated out of whole cloth, chiefly for foreign consumption… Bushido was unknown until a decade or so ago.’12 It may have been a series of religious exercises, accessible to very few. At all events in the 1920s it was popularized as a code of military honour, identified with extreme nationalism and militarism, and became the justification for the most grotesque practices, first the murder of individuals, later mass-cruelty and slaughter. The ‘knights of bushido’ were the militant leadership of totalitarian Shintoism, the equivalent, in this oriental setting, of the ‘vanguard élites’ of Lenin and Mussolini, the blackshirts and brownshirts and Chekists of Europe.

Even with commonly identified values, there may be little agreement on the meaning of values statements. The lesson here is that leaders must engage their constituents in a dialogue about values. A common understanding of values emerges from a process, not a pronouncement.

If you want to explore identifying and shedding a childhood vow, you will begin by identifying as concretely and specifically as you’re able the vow or vows you believe and sift them against the good news of Jesus.

Power over anxiety begins when you succinctly identify the sources in concrete ways; it then continues when you tell some friends you trust.

Leaders trying to accomplish a worthy mission have to cultivate the ability to identify the one, two, or three essential issues facing them at a given moment. It is never five or ten. It is always one or two—maybe three—issues that really matter. Having indentified these, leaders must let the remaining concerns go, either by giving themselves permission to turn their attention away from all that is not central to their purpose or by handing peripheral issues to others, including an adversary. Being able to do this—to concentrate on the most important issues while relinquishing the rest—depends on a leader’s willingness to recognize two things: first, he or she cannot do it all, and second, by saying no to that which is not mission critical, one is actually saying yes to that which is.

At its essence, good leadership isn’t about being indispensable; it’s about helping others be prepared to step into your shoes—giving them access to your own decision-making, identifying the skills they need to develop and helping them improve, and sometimes being honest with them about why they’re not ready for the next step up.

What Bill Walsh did is easy to describe: (1) He could identify problems that needed to be solved; and (2) He could solve them.

The answer lies in a way of assigning roles to leadership that preserves the primacy of the final decision-maker and acknowledges the importance of those around him or her; a way of identifying one’s natural leadership bias while encouraging greater experimentation between leadership roles; a way of celebrating the different modes of leadership while side-stepping the naughtiness of numbers:

For the First Few Weeks of a New Group 1. What section of the newspaper do you read first—funnies, sports, world news, local news, editorial, business? Why? 2. What vacation or big trip (either as a child or as an adult) did you enjoy the most? 3. When you are lost, which of the following are you most likely to do? a. stop and ask for directions b. check a map c. drive around until you find the place you’re looking for d. not admit to anyone that you’re lost 4. When you undress at night, do you tend to put your clothes on a hanger, fold them over a chair, stuff them into a hamper, or leave them on the floor? Be honest! For Established Groups After a few weeks, history-giving questions can come right out of the sermon or biblical text. While tied to the message, they still need to be safe and nonthreatening. Some examples: 1. (for a message on the miracle of Lazarus): What is the most amazing thing you’ve ever seen? 2. (for a message on the Prodigal Son): Which of the following characters in the story do you most identify with—and why? a. the father b. the rebel son c. the “good” brother d. the friends at the party e. another character: __________ 3. (for a message on Matthew 7:1–5): Which phrase(s) best describe(s) the attitudes in the home you grew up in—and why? a. high expectations b. live and let live c. harsh d. tolerant e. merciful

As earlier mentioned, religious organizations would have to clearly identify what their primary calling or focus should be, and also come up to the fact that administration of the affairs of a people and the practice of faith are mutually exclusive in a secular state as Nigeria. In a figurative sense, it may be said that CAMA, 2020 has taken the cloak of Karma and the spirits once untouchable will now come in their humble humanity to give account of their stewardship.

the extent to which Mormons wish to continue to dissociate themselves from any of the three major branches of Christianity makes it harder for them to credibly claim to be Christian at the same time. Imagine a young man raised in a not overly devout LDS home today who begins to go around describing a vision he had received in which he saw three identical looking men who identified themselves as Father, Son, and Holy Ghost. They instructed him to associate with no existing church but to await further revelation. Eventually an angel guides him to dig up silver tiles that are covered with writing he cannot read but looks a little like pictographs on totem poles. Later he announces he has been enabled by God’s Spirit to translate them. They tell the story of a group of Mormons who migrated to the Yukon in the late nineteenth century and who mingled with the Inuit there until they were all killed off except for one who had buried these tiles with their story engraved on them. Later God reveals to this young man extensive instructions for the founding of a new group restoring the original Mormonism of Joseph Smith, which had begun to be corrupted by Brigham Young, lost its moorings considerably in the mid-twentieth century, was reformed and improved by LDS church president Ezra Taft Benson but still needs a full restoration. After all, Joseph Smith died before he could pass on his authority to his divinely ordained successor, so no existing Mormons have true priesthood authority. The Salt Lake City-based Mormons, the rural Utah fundamentalist Mormons, and the Community of Christ (formerly the Reorganized Church of Jesus Christ of Latter-day Saints) are all illegitimate, and it is time to restore original Mormonism under the leadership of this upstart young man. Anyone who wants to be in God’s best graces has to be baptized into the new church this man is organizing, which is to be called the Restored Church of our Holy Lord Jesus Christ of Last-day Disciples. Existing Mormon baptisms are not good enough for membership in his church. Indeed, this new Restored Church is the one true church on the entire planet. At the same time, it wants to call itself Mormon and be treated as fully Mormon by the Quorum of the Twelve and the First Presidency in Salt Lake City, by all the renegade fundamentalist Mormons, and by the Community of Christ. What is the likelihood that anyone in these three groups would agree? Yet that is very close to how the rest of Christendom perceives, rightly or wrongly, the desires of the Church of Jesus Christ of Latter-day Saints.

Assuming that you make the decision to multithread your organization, the optimal management approach is to think of each thread as a different company. For each thread, you’ll need to identify a leadership team (“cofounders”) and create an incentive structure that allows it to operate with a great deal of independence and reap the benefits of success, without making your current managers so envious that it tears the organization apart. This is always challenging!

A lot of young people are not doing well in their studies today not because they are not "academically bright", but because they lack a good role model who they can identify with. Be that role model by becoming the success that your youth needs.

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

How had Lincoln been able to lead these inordinately prideful, ambitious, quarrelsome, jealous, supremely gifted men to support a fundamental shift in the purpose of the war? The best answer can be found in what we identify today as Lincoln’s emotional intelligence: his empathy, humility, consistency, self-awareness, self-discipline, and generosity of spirit. “So long as I have been here,” Lincoln maintained, “I have not willingly planted a thorn in any man’s bosom.” In his everyday interactions with the team, there was no room for mean-spirited behavior, for grudges or personal resentments. He welcomed arguments within the cabinet, but would be “greatly pained,” he warned them, if he found his colleagues attacking one another in public.

At its essence, good leadership isn't about being indispensable; it's about helping others be prepared to possibly step into your shoes -- giving them access to your own decision making, identifying the skills they need to develop and helping them improve, and, as I've had to do, sometimes being honest with them about why they're not ready for the next step up.

One obvious aspect of management is identifying people who can help you get where you are trying to go. Talent-identification sounds like a straightforward business. If it were, every team would be successful.

Role Modeling and Meaningful Mentors Given the importance of socialization in leadership education and the power of analogue to organize people's approaches, one important facet of training the next generation of impact investors is to celebrate role models. Historically business schools have exposed students to leading businesspeople who have exemplified a model life in which their business success was followed by a retirement enriched by charity work. Now the increasing popularity on business school campuses of impact investing pioneers is offering an alternative model for students to follow. Schools that recognize the importance of mentoring and role modeling will need to identify additional opportunities to expose students to similarly forward-looking role models. Beyond the charismatic entrepreneurs, role models can also come from the leaders of networks, standard-setting bodies and other industry-builders who will increasingly represent high-leverage leadership in the impact investing industry's next phase.

If we have a nation of consumers, obviously the quickest and most effective way to get them into our congregations is to identify what they want and offer it to them, satisfy their fantasies, promise them the moon, recast the gospel into consumer terms—entertainment, satisfaction, excitement, adventure, problem solving, whatever. This is the language Americans grow up on, the language we understand. We are the world’s champion consumers, so why shouldn’t we have state-of-the-art consumer churches?

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

One barrier could entail time restraint. It does require some time to identify the tasks completed and determine who would be best suited for the task. Also, you must factor in training the individual. Consider this as mentoring or developing the team member. Start thinking of delegation as growth of the individual team member and less of a burden on you.

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

Models of leader attributes that dominated in the early part of the 20th century emphasized leader traits. Several surveys and reviews of this literature identified a number of dispositional qualities that distinguished leaders from nonleaders, including intelligence, originality, dependability, initiative, desire to excel, sociability, adaptability, extroversion, and dominance. However, no single personal quality was strongly and consistently correlated with leadership.

As I listen to leaders tell their stories, I hear very little about strategic planning and goal setting. I hear a lot about identifying and acting on opportunities. Strategies and goals have their place. But they don’t define leadership. Leaders see and seize opportunity. And in most cases, the opportunities take them by surprise.

US Military Was Prepared to Act in Benghazi Contrary to what the Obama administration has told the American people, the US military was poised and ready to respond immediately and forcefully against terrorists in Benghazi, Libya. That’s what we learned in December 2015 from an email exchange from then–Department of Defense Chief of Staff Jeremy Bash to State Department leadership immediately offering “forces that could move to Benghazi” during the terrorist attack on Benghazi. In an email sent to top Department of State officials, at 7:19 p.m. ET, only hours after the attack had begun, Bash says, “we have identified the forces that could move to Benghazi. They are spinning up as we speak.” The Obama administration redacted the details of the military forces available, oddly citing a Freedom of Information Act (FOIA) exemption that allows the withholding of “deliberative process” information. The Obama administration and Clinton officials hid this compelling Benghazi email for years. The email makes readily apparent that the military was prepared to launch immediate assistance that could have made a difference, at least at the CIA annex. The fact that the Obama Administration withheld this email for so long only worsens the scandal of Benghazi.