Improvement Leaders Quotes

Shine your light and make a positive impact on the world; there is nothing so honorable as helping improve the lives of others.

The type of person you are is usually reflected in your business. To improve your business, first improve yourself.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Once you educate the boys, they tend to leave the villages and go search for work in the cities, but the girls stay home, become leaders in the community, and pass on what they’ve learned. If you really want to change a culture, to empower women, improve basic hygiene and health care, and fight high rates of infant mortality, the answer is to educate girls.

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.

Don't live the same day over and over again and call that a life. Life is about evolving mentally, spiritually, and emotionally.

You don't necessarily need atomic bombs to destroy a nation. Politicians who value their pockets than the life of citizens always do that every day.

No one else knows exactly what the future holds for you, no one else knows what obstacles you've overcome to be where you are, so don't expect others to feel as passionate about your dreams as you do.

The most attractive thing about you should have less to do with your face or body and more to do with your attitude and how you treat people.

For a candidate, a leader, or anyone, really, the question is not “Are you flawed?” It’s “What do you do about your flaws?” Do you learn from your mistakes so you can do and be better in the future? Or do you reject the hard work of self-improvement and instead tear others down so you can assert they’re as bad or worse than you are?

Hit the reset button. Whatever happened yesterday, forget about it. Get a new perspective. Today is a new day. Fresh start, begins now.

Before the first streaks of light at dawn on December 7, 275 miles north of Oahu, the six (Japanese) carriers of the Striking Force turned into the southeast wind. Pounding into heavy swells at high speed, the carriers pitched severely with thunderous impact. The wind, surging seas, and roar of warming aircraft engines made communications possible only by hand signals and handheld signal lamps. Salt spray reached the high flight decks, and Commander Fuchida, the group leader, was very concerned about the conditions for launching planes. If this had been a training exercise the launch might have been delayed until conditions improved. However, this was not an exercise, and there would be no delay.

The Ad♥rkable Manifesto 1. We have nothing to declare but our dorkiness. 2. Jumble sales are our shopping malls. 3. Better to make cookies than be a cookie-cutter. 4. Suffering doesn’t necessarily improve you but it does give you something to blog about. 5. Experiment with Photoshop, hair dye, nail polish and cupcake flavours but never drugs. 6. Don’t follow leaders, be one. 7. Necessity is the mother of customisation. 8. Puppies make everything better. 9. Quiet girls rarely make history. 10. Never shield your oddness, but wear your oddness like a shield.

Dependent cultures not only kill the ambition of the people and the organization, they will ultimately drain the energy of the leader and result in the burnout that has killed so many promising careers

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.

It is the capacity to develop and improve their skills that distinguishes leaders from followers.

Infinite-minded leaders understand that “best” is not a permanent state. Instead, they strive to be “better.” “Better” suggests a journey of constant improvement and makes us feel like we are being invited to contribute our talents and energies to make progress in that journey.

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

If you're not reaching back to help anyone then you're not building a legacy.

A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement

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

I meant the moral to be that revolutions only effect a radical improvement when the masses are alert and know how to chuck out their leaders as soon as the latter have done their job.

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

If you don't contradict yourself on a regular basis, then you're not thinking.

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.

While delivering organisational change or improvements, one cannot be sure whether the main challenge is narcissistic and deluded leaders or the sheep that follow in abundance" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

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.

When the vision is clear, the results will appear. Keep your mindset positive as you work your plan, flourish, and always remember why you started.

Mindfulness improves your capacity for self-discovery and empowerment.

People can destroy people; People can also decorate. The former are misleaders; the latter are leaders.

If you won't improve yourself, who will?

Leaders don't climb hills of success with shoes of pride. They are slippery enough to bring a person down to the valley.

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.

During the cold war, the anticommunist ideological framework could transform any data about existing communist societies into hostile evidence. If the Soviets refused to negotiate a point, they were intransigent and belligerent; if they appeared willing to make concessions, this was but a skillful ploy to put us off our guard. By opposing arms limitations, they would have demonstrated their aggressive intent; but when in fact they supported most armament treaties, it was because they were mendacious and manipulative. If the churches in the USSR were empty, this demonstrated that religion was suppressed; but if the churches were full, this meant the people were rejecting the regime's atheistic ideology. If the workers went on strike (as happened on infrequent occasions), this was evidence of their alienation from the collectivist system; if they didn't go on strike, this was because they were intimidated and lacked freedom. A scarcity of consumer goods demonstrated the failure of the economic system; an improvement in consumer supplies meant only that the leaders were attempting to placate a restive population and so maintain a firmer hold over them. If communists in the United States played an important role struggling for the rights of workers, the poor, African-Americans, women, and others, this was only their guileful way of gathering support among disfranchised groups and gaining power for themselves. How one gained power by fighting for the rights of powerless groups was never explained. What we are dealing with is a nonfalsifiable orthodoxy, so assiduously marketed by the ruling interests that it affected people across the entire political spectrum.

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

Leaders create influence with the clays of criticism others throw at them. They don't take offence; they take corrections.

Just as the bird needs wings to fly, a leader needs useful information to flow. Leaders learn.

Leaders don't venture without vision. They don't pray without plans. They don't climb without clues. They are always prepared.

If there is one leader to whom most Chinese people express gratitude for improvements in their daily lives, it is Deng Xiaoping. Did any other leader in the twentieth century do more to improve the lives of so many? Did any other twentieth-century leader have such a large and lasting influence on world history?

In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.

Anyaele Sam Chiyson Leadership Law of Reproduction: Distinguished leaders impress, inspire and invest in other leaders.

Anyaele Sam Chiyson Leadership Law of Influence: It takes an influential leader to excellently raise up leaders of influence.

To be a leader one has to have followers. To get others to follow is a skill, not a command.

A leader does not reduce his speeds to meet the views of negative thinkers. He leaves them to do their job as he focuses.

To me, this is one of the strongest marks of great leadership. Nobody is always right. Great leaders use that to learn and improve, instead of fighting it.

Build your house on granite. By granite I mean your nature that you are torturing to death, the love in your child's body, your wife's dream of love, your own dream of life when you were sixteen. Exchange your illusions for a bit of truth. Throw out your politicians and diplomats! Take your destiny into your own hands and build your life on rock. Forget about your neighbor and look inside yourself! Your neighbor, too, will be grateful. Tell you're fellow workers all over the world that you're no longer willing to work for death but only for life. Instead of flocking to executions and shouting hurrah, hurrah, make a law for the protection of human life and its blessings. Such a law will be part of the granite foundation your house rests on. Protect your small children's love against the assaults of lascivious, frustrated men and women. Stop the mouth of the malignant old maid; expose her publicly or send her to a reform school instead of young people who are longing for love. Don;t try to outdo your exploiter in exploitation if you have a chance to become a boss. Throw away your swallowtails and top hat, and stop applying for a license to embrace your woman. Join forces with your kind in all countries; they are like you, for better or worse. Let your child grow up as nature (or 'God') intended. Don't try to improve on nature. Learn to understand it and protect it. Go to the library instead of the prize fight, go to foreign countries rather than to Coney Island. And first and foremost, think straight, trust the quiet inner voice inside you that tells you what to do. You hold your life in your hands, don't entrust it to anyone else, least of all to your chosen leaders. BE YOURSELF! Any number of great men have told you that.

If you refuse to accept what is, and choose to see what could be, then you set a course for yourself that makes others take notice of you, respect you, revere you. It is then that they become objects of your destiny instead of you playing a support role in theirs.

The truth no matter how hard it is to bear, must be accepted and confronted head on because it is real. Businesses and people who accept truth soar.

Anyaele Sam Chiyson Leadership Law of Leading: Superlative leaders are fully equipped to deliver in destiny; they locate eternally assigned destines.

Anyaele Sam Chiyson Leadership Law of Legacy: Supreme leaders determine where generations are going and develop outstanding leaders they pass the baton to.

Anyaele Sam Chiyson Leadership Law of Effectual Change: Good leaders value change, they accomplish a desired change that gets the organization and society better.

Anyaele Sam Chiyson Leadership Law of Development: Surpassing leaders progress advancely from a lower to a higher state of leadership through leading other leaders the right way.

Anyaele Sam Chiyson Leadership Law of Prosperity: Great leaders teach other leaders the infinite intelligence that enables them to have plenty of all things and live the good life.

Lack of confidence will always allow doubt, but strong self-confidence will build courage.

Leaders do not conform; they reform. If you conform, you are nurturing mediocrity. If you reform, you are breeding change.

If you fall into a pit, you need a ladder, not a hoe. You must climb up and not dig up. Leaders discover the right way out of limitations.

Only the mediocre die always at their best. Real leaders are always improving—and raising their bar on how superbly they can perform and how quickly they can move. —JEAN GIRAUDOUX

Good leadership is like exercise. We do not see any improvement to our bodies with day-to-day comparisons.

We must humble ourselves before [others] so we may learn from what others have lived. It is only when we have added their expertise to our own that we can truly excel towards our most ambitious goals and reach our fullest potential.

Anyaele Sam Chiyson Leadership Law of Advancement: Notable leaders chart the course of action that causes other leaders to progress toward reaching a goal and raising the status of power.

A person with low standards will forever be walking. A person with high standard will soon stop walking and start running. Later, they’ll soon stop running and start galloping. The next time you see him, he’s either flying or soaring.

Anyaele Sam Chiyson Leadership Law of Responsibility: Great leaders greet their geniuses through their greatest power of choice, principle-based living and highest means of expressing their voice.

Start today creating a vision for yourself, your life, and your career. Bounce back from adversity and create what you want, rebuild and rebrand. Tell yourself it's possible along the way, have patience, and maintain peace with yourself during the process.

Anyaele Sam Chiyson Leadership Law of Successful Results: Renowned leaders strive for victory and outdo their previous successes, they do what it takes to recognize an opportunity and pounce on it rightly to achieve great results.

The tough and kind leader loves her people enough to know they can always improve their game. She lights a fire in them to always get better.

You steadily grow into becoming your best as you choose to be accountable and accept responsibility for improvement.

Every great leader is clearly teaching and every great teacher is leading

Leaders step up, even when they feel like hiding. And they do so because they care.

Few of us realize our potential; because if we did, we would pursue our passion and walk in our purpose.

Friends can speed up your steps or slow down your pace. Leaders choose friends wisely; they are aware of the consequences.

A leader who sows confidence will reap excellency and legacy. A leader who sows fear will reap stagnancy or complacency.

By constant practices, deliberate repetitions and uninterrupted exercises, leaders go from zero to hero. They don't quit.

Leaders do what is uncomfortable but helpful. They run away from the comfort that doesn't produce any help for the world.

Bridges take people across rivers. Leaders take people across ignorance. With a leader, the destination of a journey is sure.

Words do less than 10 things, but actions do more than 10 thousand things. Leaders don’t talk in vain; they follow with actions.

Leaders prioritize what they want.

One must not be afraid of a little silence. Some find silence awkward or oppressive. But a relaxed approach to dialogue will include the welcoming of some silence. It is often a devastating question to ask oneself, but it is sometimes important to ask it - 'In saying what I have in mind will I really improve on the silence?

The world doesn't die with its leaders. It merely changes, and our best goals must be to steer it on an upward path, so that we leave it better than we found it, and so that it has ample chance to improve beyond our lifetime instead of falling into chaos without our steadying hand.

As business leaders we need to understand that lack of data is not the issue. Most businesses have more than enough data to use constructively; we just don't know how to use it. The reality is that most businesses are already data rich, but insight poor.

It is the rare leader who actively tries to improve the lives of his most vulnerable people. The usual condition of monarchs is to take bribes, reign over a slow tumble into chaos, and deflect blame.” —ARNO TUUTTI, in The Unexpected Insouciance of Anarcho-Syndicalism

Money Can make things better but a perfect relationship makes your life complete.

Always assume your assumptions about others are wrong. Because often, they are

When you increase in learning and education, you increase your ability to act, and you have a chance to improve your circumstances.

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

Leaders inform, inspire and improve people. They educate, empower and enrich the value of their followers. They make impacts.

Fear punches holes in your eyes so that you don't see the future clearly. Faith enlarges your vision to behold your destiny.

Learning from failure boosts a leader's chance of staying ahead of his standards. Leaders who rise quickly after falling are always stable.

The ladder of leadership can only stand firm on the grounds of integrity. Any other ground makes it unstable till it falls.

When an archer misses the mark he turns and looks for the fault within himself. Failure to hit the bull’s-eye is never the fault of the target. To improve your aim, improve yourself.

A good leader doesn’t have to know everything. Nobody knows everything that’s why you surround yourself with people who are experts in different areas. “That’s what makes a good leader.

When we don’t pay close attention to the decisions made by our leaders, when we fail to educate ourselves about the major issues of the day, when we choose not to make our voices and opinions heard, that’s when democracy breaks down. That’s when power is abused. That’s when the most extreme voices in our society fill the void that we leave. That’s when powerful interests and their lobbyists are most able to buy access and influence in the corridors of power –- because none of us are there to speak up and stop them. Participation in public life doesn’t mean that you all have to run for public office -– though we could certainly use some fresh faces in Washington. (Laughter and applause.) But it does mean that you should pay attention and contribute in any way that you can. Stay informed. Write letters, or make phone calls on behalf of an issue you care about. If electoral politics isn’t your thing, continue the tradition so many of you started here at Michigan and find a way to serve your community and your country –- an act that will help you stay connected to your fellow citizens and improve the lives of those around you.

The leader-leader model not only achieves great improvements in effectiveness and morale but also makes the organization stronger. Most critically, these improvements are enduring, decoupled from the leader’s personality and presence. Leader-leader structures are significantly more resilient, and they do not rely on the designated leader always being right. Further, leader-leader structures spawn additional leaders throughout the organization naturally. It can’t be stopped.

HOW TO CHOOSE A GREAT LEADER 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.

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.

Our lives are marked by the people who choose to matter more: the teacher who encouraged our curiosity, the neighbor who lent a helping hand in time of need, the great leaders and perceptive thinkers whose vision and innovation improve the quality of our lives. And that's what it means to matter more. It's not about pursuit of riches or fame. It's about making a difference in people's lives. Remembered or not, lived out in a small town or on the world stage, the journey of relevance matters.

People who blame others for their failures never overcome them. They simply move from problem to problem. To reach your potential, you must continually improve yourself, and you can’t do that if you don’t take responsibility for your actions and learn from your mistakes.

Consider the world we could live in if all of our local and global leaders, if all of our personal and professional friends and foes, recognized the defeasibility of their beliefs and acted accordingly. That sure sounds like progress to me. But of course I could be wrong.

Where do business leaders turn for advice to improve their leadership skills? Many successful leaders like Dan Cathy, President and COO of Chick-fil-A turn to the Bible. Speaking at Trinity College in Illinois, “Cathy discussed how scripture dictates Chick-fil-A’s business plan.

The Labour party on the whole has not been a very effective opposition since the election, partly because it spent months and months electing its new leader. I think the Labour party should, for one thing, stress much more that for most people in the past 13 years, the period was not one of collapse into chaos but actually one where the situation improved, and particularly in areas such as schools, hospitals and a variety of other cultural achievements—so the idea that somehow or other it all needs to be taken down and ground into the dust is not valid. I think we need to defend what most people think basically needs defending and that is the provision of some form of welfare from the cradle to the grave.

Eventually, I came to the conclusion that the key to improving dog-human relationships is through social cognition, not behaviorism. Positive reinforcement is a shortcut to train dogs, but it is not necessarily the best way to form a relationship with them. To truly live with dogs, humans need to become “great leaders.” Not dictators who rule by doling out treats and by threatening punishment, but leaders who respect and value their dogs as sentient beings.

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

Adams has shown a nearly inexhaustible desire, leavened with an equal amount of sheer talent- five decades' worth and counting- in an unrelenting effort to stabilize, strengthen, and improve the standing of indigenous peoples, minority groups, and the larger society as well. He is an exemplary Native activist, indeed.

Strive to do small things well. Be a doer and a self-starter—aggressiveness and initiative are two most admired qualities in a leader—but you must also put your feet up and think. Strive for self-improvement through constant self-evaluation. Never be satisfied. Ask of any project, How can it be done better? Don’t overinspect or oversupervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat. Keep the troops informed; telling them “what, how, and why” builds their confidence. The harder the training, the more troops will brag. Enthusiasm, fairness, and moral and physical courage—four of the most important aspects of leadership. Showmanship—a vital technique of leadership. The ability to speak and write well—two essential tools of leadership. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities. Have consideration for others. Yelling detracts from your dignity; take men aside to counsel them. Understand and use judgment; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly. Stay ahead of your boss.

We are all skyscrapers, continually adding rooms and floors to who we are. Once one floor is done, the next begins and the result is a constant work in progress. The best business leaders treat their companies like projects never to be completed, only improved and refined, so why shouldn’t we also treat ourselves as such?

Democracies, as we know, are prone to every error from incompetence and corruption to misguided fetishes and gridlock. Therefore, it is astonishing, in a sense, that we would be willing to submit the direction of our societies to the collective wisdom of an imperfect and frequently disengaged public. How could we be so naïve? To that fair question, we must reply: how could anyone be so gullible as permanently to entrust power—an inherently corrupting force—to a single leader or party? When a dictator abuses his authority, there is no legal way to stop him. When a free society falters, we still have the ability--through open debate and the selection of new leaders--to remedy those shortcomings. We still have time to pick a better egg. That is democracy's comparative advantage, and it should be recognized and preserved.

Authoritarian high-modernist states in the grip of a self-evident (and usually half-baked) social theory have done irreparable damage to human communities and individual livelihoods. The danger was compounded when leaders came to believe, as Mao said, that the people were a “blank piece of paper” on which the new regime could write.

nothing worth having is ever going to come easy or be handed to them on a silver platter.

To be a successful leader, you need to protect the voices without authority. More often than not, they work on the ground and know what really needs to be changed.

Nothing provides better clarity of purpose than knowing exactly how your business improves peoples lives, and why they buy what they buy from you.

WHAT ARE YOU GIVING UP IN ORDER TO IMPROVE YOURSELF?

Leaders inspire the people around them to become better.

When you give away genuine appreciation, it is mirrored back to you in improved attitudes, stronger commitment, and better performance.

A person's integrity develops early in life. Once formed, it is difficult to alter, change, or improve.

A leader’s goal is to improve on upon the past and if your goal is to remain where you are, doing the same things you have done times and times again, you can’t lead.

Until you fall in love with positive change, becoming passionate about improving the status quo, you won’t become a leader.

The Shoes Should fit! you can't build a business that is not yours.

Let them ask who you are but do not let others dictate who you should be.

When you do it, you are not another dreamer

Great leaders are not afraid to do things that no one has done before. They set the precedent for change. Without great leaders, the world would not be able to grow and improve.

Without growth, organizations struggle to add talented people. Without talented people, organizations struggle to grow.

Only the mediocre die always at their best. Real leaders are always improving- and raising their bar on how superbly they can perform and how quickly they can move

Leadership is not a solo act; it’s a team performance. 

When you think there is nothing left to improve on, your business dies, for there is no shortage of innovators

You are a painter of success. Paint your life into a masterpiece of excellence.

You are the artistic painter of your success. Paint your life day-by-day, into a masterpiece of excellence over a lifetime.

Every day I read, write, think, ask questions, and file what I learn. These are the five disciplines I practice to keep improving.

However, one intriguing shift that suggests there are limits to automation was the recent decision by Toyota to systematically put working humans back into the manufacturing process. In quality and manufacturing on a mass scale, Toyota has been a global leader in automation technologies based on the corporate philosophy of kaizen (Japanese for “good change”) or continuous improvement. After pushing its automation processes toward lights-out manufacturing, the company realized that automated factories do not improve themselves. Once Toyota had extraordinary craftsmen that were known as Kami-sama, or “gods” who had the ability to make anything, according to Toyota president Akio Toyoda.49 The craftsmen also had the human ability to act creatively and thus improve the manufacturing process. Now, to add flexibility and creativity back into their factories, Toyota chose to restore a hundred “manual-intensive” workspaces.

Throughout your life, you’ll meet three types of leaders. The first inspires ambition, without results. The second improves results, but ignores the spirit. In Your Best Year Ever, Michael Hyatt proves he is the rare third type of leader—one who both raises our performance and lifts our soul.” —SALLY HOGSHEAD New York Times bestselling author; creator, How to Fascinate®

I will choose and display the right attitudes. I will determine and act upon important priorities. I will know and follow healthy guidelines. I will communicate with and care for my family. I will practice and develop good thinking. I will make and keep proper commitments. I will earn and properly manage finances. I will deepen and live out my faith. I will accept and show responsibility. I will initiate and invest in solid relationships. I will plan for and model generosity. I will embrace and practice good values. I will seek and experience improvements.

3. We should work on changing ourselves before trying to improve others. A great danger to good leadership is the temptation to try to change others without first making changes to yourself.

Great leaders understand the importance of assigning the right people to the right positions. If you put the wrong person in the wrong place, no matter how talented or earnest they are, they will never reach the peak of their potential. Their strengths will be underutilized and they may never measure up to your expectations. Reassign to get the best out of others and the situation.

There is a theory about human behavior called the 10-80-10 principle. I speak of it often when I talk to corporate groups or business leaders. It is the best strategy I know for getting the most out of your team. Think of your team or your organization as a big circle. At the very center of it, the nucleus, are the top 10 percenters, people who give all they've got all the time, who are the essence of self-discipline, self-respect, and the relentless persuit of improvement. They are the elite- the most powerful component of any organization. They are the people I love to coach. Outside the nucleus are the 80 percenters. They are the majority- people who go to work, do a good job, and are relatively reliable. The 80 percenters are for the most part trustworthy and dutiful, but they simply don't have the drive and the unbending will that the nucleus guys do. They just don't burn as hot. The final 10 percenters are uninterested or defiant. They are on the periphery, mostly just coasting through life, not caring about reaching their potential or honoring the gifts they've been given. They are coach killers. The leadership challenge is to move as many of the 80 percenters into the nucleus as you can.

We cannot keep on blaming the past leaders about the present circumstances. We need to be mindful that if we do nothing to improve the present circumstances, our children will also blame us in the future.

The most effective leaders are not motivated by a desire to control events or to be in the spotlight. They are motivated by the desire to advance ideas and new ways of looking at the world, or to improve the situation of a group of people. These motivations belong to introverts and extroverts alike. You can achieve these same goals - you can be inspiring and motivational - without compromising your quiet ways.

Progressivism is a spectrum; it’s not an ideology following one leader saying one thing. It’s many people who have very wildly diverging opinions about many things. But, as progressives, if we could commit to a general frame of reference that we are about improving the quality of life for a lot more people, we’re about helping working and middle-class people, and we’re about taking care of poor people, we could really make some inroads in political power in this country. But, if we choose to be purists, if we choose to be arguing for a consensus we will never reach, for agreement on every point, it’s never going to happen.

As you and I grow and improve as leaders, so will those we lead. We need to remember that when people follow us, they can only go as far as we go. If our growth stops, our ability to lead will stop along with it.

A good leader must have the wisdom to know when a pursuit is no longer worthy of being pursued - a time when the losses of the present must be accepted - and cut - to preserve the gains and providence of the future.

The American people were sick and tired of endless “negotiations.” They were sick and tired of politicians hiding behind closed doors. They wanted the Senate to vote on legislation to improve their lives. At the very least, they had a right to know where their senators stood on the issues. But Senate leaders preferred to do nothing rather than “divide” their caucus by exposing the pro-corporate stances of a handful of their Democratic colleagues.

Bored by the tedious and improving conversation of those who have neither the wit to exaggerate nor the genius to romance. Tired of the intelligent person whose reminiscences are always based upon memory, whose statements are invariably limited by probability, and who is at any time liable to be corroborated by the merest Philistine who happens to be present. Society sooner or later must return to its lost leader — the cultured and fascinating liar.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

After desperately trying to improve our situation for two months and having been met with bland smiles I told the guards just what I was going to do to them when the Russians came. They beat me up a little. I was fired as group leader.

The most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly “reminding” an employee if she is not yet doing what is needed. Without this, improvement will not occur.

When leaders are optimistic, group members’ positive moods are increased and group performance improves. But when leaders display negative emotions, group members’ negativity and frustration increase, which decreases group performance [144].

Every single achievement you make, every single life you change and every single skill you acquire brings you one step closer to becoming a better leader. Every day you can improve the leader in you to become a better person and a greater leader.

Abilities wither under criticism; they blossom under encouragement. To become a more effective leader of people, apply…     Principle 6 Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise.

With such variation in individuals on the team, the challenge for any leader was to raise the level of every member of the team so that they could perform at their absolute best. In order to do that, a leader must make it his or her personal mission to train, coach, and mentor members of the team so they perform to the highest standards—or at least the minimum standard. But there is a dichotomy in that goal: while a leader must do everything possible to help develop and improve the performance of individuals on the team, a leader must also understand when someone does not have what it takes to get the job done. When all avenues to help an individual get better are exhausted without success, then it is the leader’s responsibility to fire that individual so he or she does not negatively impact the team.

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.

In order to improve HOW and WHAT we do, we constantly look to what others are doing. We attend conferences, read books, talk to friends and colleagues to get their input and advice, and sometimes we are also the dispensers of advice. We are in pursuit of understanding the best practices of others to help guide us. But it is a flawed assumption that what works for one organization will work for another. Even if the industries, sizes and market conditions are the same, the notion that “if it’s good for them, it’s good for us” is simply not true.

The lessons learned, then, in Robinson's case: "Additional training is required to inform soldiers of the dangers of self-medicating along with the associated risk of overdosing" is the first. "Encourage the use of a battle buddy among warriors" is the second. "Increase suicide prevention classes" is the third. "Increase communication to twice a day with high-risk soldiers" is the fourth. "Continue improvements in leader communication" is the fifth. And that's that. Eight months. Five minutes. The army moves on to the next suicide. Case forever closed.

Practicing responsibility will do great things for you. It will strengthen your talent, advance your skills, and increase your opportunities. It will improve your quality of life during the day and help you to sleep better at night. But it will also improve the lives of the people around you.

First, a leader can create the type of change or results that will improve the lives of others. Second, a leader can motivate others to become leaders, and in turn improve others’ lives. And third, a leader can feel a sense of accomplishment and achievement that provides human fulfillment and happiness.

The short-sighted refusal to make an effort towards improving labor conditions, the refusal to adopt measures which would insure the workman in case of accidents in the factories, the refusal to forbid child labor, the refusal to consider protective measures for female workers, especially expectant mothers - all this was of assistance to the Social Democratic leaders, who were thankful for every opportunity which they could exploit for forcing the masses into their net. Our bourgeois parties can never repair the damage that resulted from the mistake they then made. For they sowed the seeds of hatred when they opposed all efforts at social reform.

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.

You do not simply, mindlessly, implement the best practices. You have to think deeply about your condition. If the “best practice” seems like a useful countermeasure for your problem, you should learn from the best practice; however, what may have worked in some other place may not work for you without adjustment and even further improvement.

A common example is process as proxy. Good process serves you so you can serve customers. But if you’re not watchful, the process can become the thing. This can happen very easily in large organizations. The process becomes the proxy for the result you want. You stop looking at outcomes and just make sure you’re doing the process right. Gulp. It’s not that rare to hear a junior leader defend a bad outcome with something like, “Well, we followed the process.” A more experienced leader will use it as an opportunity to investigate and improve the process. The process is not the thing. It’s always worth asking, do we own the process or does the process own us? In a Day 2 company, you might find it’s the second.

Value self-improvement above self-promotion. King Solomon of ancient Israel said, “Let instruction and knowledge mean more to you than silver or the finest gold. Wisdom is worth much more than precious jewels or anything else you desire.” Make your next career move based on how it will improve you personally rather than how it will enhance you financially.

People don't expect perfection, but they do appreciate when they see leaders who sincerely try to improve and ask for help in areas where they might be weak. You don't have to be good at everything to lead, but the best leaders are honest about where they need assistance, working to fill in those gaps, while also taking action and responsibility for areas of personal growth.

Tame your tongue. If you sometimes overreact emotionally, a first step to improvement is to stop yourself from saying things you shouldn’t. The next time you want to lash out, hold your tongue for five minutes, and give yourself a chance to cool down and look at things more rationally. Use this strategy repeatedly and you will find yourself in better command of your emotions.

BE A LEADER A leader’s job often includes changing your people’s attitudes and behaviour. Some suggestions to accomplish this: PRINCIPLE 1 Begin with praise and honest appreciation. PRINCIPLE 2 Call attention to people’s mistakes indirectly. PRINCIPLE 3 Talk about your own mistakes before criticising the other person. PRINCIPLE 4 Ask questions instead of giving direct orders. PRINCIPLE 5 Let the other person save face. PRINCIPLE 6 Praise the slightest improvement and praise every improvement. Be ‘hearty in your approbation and lavish in your praise.’ PRINCIPLE 7 Give the other person a fine reputation to live up to. PRINCIPLE 8 Use encouragement. Make the fault seem easy to correct. PRINCIPLE 9 Make the other person happy about doing the thing you suggest.

Look at last week’s schedule. How much of your time did you devote to regular, disciplined activities? Did you do anything to grow and improve yourself professionally? Did you engage in activities promoting good health? Did you dedicate part of your income to savings or investments? If you’ve been putting off those things, telling yourself that you’ll do them later, you may need to work on your self-discipline.

When subordinates aren’t doing what they should, leaders that exercise Extreme Ownership cannot blame the subordinates. They must first look in the mirror at themselves. The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute. If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

agent, the people out there looking for a leader, they want vibrant. They want massive. They want dynamic. Nobody wants a little skinny god. They want a thirty-inch drop between your chest and waist sizes. Big pecs. Long legs. Cleft chin. Big calves. They want more than human. They want larger than life size. Nobody wants just anatomically correct. People want anatomical enhancement. Surgically augmented. New and improved. Silicone-implanted. Collagen-injected.

The “Muslim speech,” as we took to calling the second major address, was trickier. Beyond the negative portrayals of terrorists and oil sheikhs found on news broadcasts or in the movies, most Americans knew little about Islam. Meanwhile, surveys showed that Muslims around the world believed the United States was hostile toward their religion, and that our Middle East policy was based not on an interest in improving people’s lives but rather on maintaining oil supplies, killing terrorists, and protecting Israel. Given this divide, I told Ben that the focus of our speech had to be less about outlining new policies and more geared toward helping the two sides understand each other. That meant recognizing the extraordinary contributions of Islamic civilizations in the advancement of mathematics, science, and art and acknowledging the role colonialism had played in some of the Middle East’s ongoing struggles. It meant admitting past U.S. indifference toward corruption and repression in the region, and our complicity in the overthrow of Iran’s democratically elected government during the Cold War, as well as acknowledging the searing humiliations endured by Palestinians living in occupied territory. Hearing such basic history from the mouth of a U.S. president would catch many people off guard, I figured, and perhaps open their minds to other hard truths: that the Islamic fundamentalism that had come to dominate so much of the Muslim world was incompatible with the openness and tolerance that fueled modern progress; that too often Muslim leaders ginned up grievances against the West in order to distract from their own failures; that a Palestinian state would be delivered only through negotiation and compromise rather than incitements to violence and anti-Semitism; and that no society could truly succeed while systematically repressing its women. —

Measuring the wrong thing is often worse than measuring nothing, because you do get what you measure. So if the assessments focus on how much people “enjoy” the experience—be that reading a book, watching a talk, or going to a training session—those same books, talks, and trainings will respond to those measurements by prioritizing the wrong outcomes: making participants feel good and giving them a good time. Simply stated, measuring entertainment value produces great entertainment, not change; measuring the wrong things crowds out assessing other, more relevant indicators such as improvements in workplaces. Improvement comes from employing measurements that are appropriate, those that are connected to the areas in which we seek improvement. In the case of leadership, that appropriate measurement would include assessing the frequency of desirable leader behaviors; actual workplace conditions such as engagement, satisfaction, and

The biggest problem in AFRICA, is the government/public service leaders ensure that the education system teaches them WHAT to think and NOT HOW TO THINK. IT embeds a Fixed Mindest of Learned Helplessness. We can ReThink Resilience and psycap to transform the people, but the leaders won't be too happy when the voters can think beyond learned helplessness and a go beyond a liming culture 2000 years out of date. We need to Rethink Education and culture in the digital age.

… not only the women of the Qurashi aristocracy were highly enough esteemed as a social group to come, like the men, to swear allegiance and to take part in the negotiations with the new military leader of the city, but also that they could express a boldly critical attitude toward Islam. They were not going to accept the new religion without knowing exactly how it would improve their situation. This critical spirit on the part of women toward the political leader remained alive and well during the first decades of Islam. It only disappeared with the onset of absolutism, with Mu'awiya and the turning of Islam into a dynastic system. This meant, on the one hand, the disappearance of the tribal aristocratic spirit with the formation of the Muslim state, and, on the other hand, the disappearance of Islam as the Prophet's experiment in living, in which equality, however merely potential it might be, opened the door to the dream of a practicing democracy.

In the medium term, AI may automate our jobs, to bring both great prosperity and equality. Looking further ahead, there are no fundamental limits to what can be achieved. There is no physical law precluding particles from being organised in ways that perform even more advanced computations than the arrangements of particles in human brains. An explosive transition is possible, although it may play out differently than in the movies. As mathematician Irving Good realised in 1965, machines with superhuman intelligence could repeatedly improve their design even further, in what science-fiction writer Vernor Vinge called a technological singularity. One can imagine such technology outsmarting financial markets, out-inventing human researchers, out-manipulating human leaders and potentially subduing us with weapons we cannot even understand. Whereas the short-term impact of AI depends on who controls it, the long-term impact depends on whether it can be controlled at all.

In my first leadership position, I mistakenly thought that being named the leader meant that I was the leader. Back then I defined leading as a noun—as the position I was appointed to—not a verb—as what I was doing. Though I had been hired as the senior pastor, I quickly discovered the real leader of the church was a down-to-earth farmer named Claude, who had been earning his leadership influence through many positive actions over many years. He later explained it to me, saying, “John, all the letters

Grant had a theory about which kinds of circumstances would call for introverted leadership. His hypothesis was that extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees. To test his idea, he and two colleagues, professors Francesca Gino of Harvard Business School and David Hofman of the Kenan-Flagler Business School at the University of North Carolina, carried out a pair of studies of their own. In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent. In

If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same. They need criticism, but they also require positive and substantive language and information and true support to really blossom. If you’re perceived as a negative person—always picking, pulling, criticizing—you will simply get tuned out by those around you. Your influence, ability to teach, and opportunity to make progress will be diminished and eventually lost. When that happens, you become useless, a hindrance to progress. When your feedback is interpreted as a personal attack rather than a critique with positive intentions, you are going backward. Constructive criticism is a powerful instrument essential for improving performance. Positive support can be equally productive. Used together by a skilled leader they become the key to maximum results. Most of us seem to be more inclined to offer the negative. I don’t know why, but it’s easier to criticize than to compliment. Find the right mixture for optimum results.

It is possible - given absolute control over the media and the police - to rewrite the memories of hundreds of millions of people, if you have a generation to accomplish it in. Almost always, this is done to improve the hold that the powerful have on power, or to serve the narcissism or megalomania or paranoia of national leaders. It throws a monkey wrench into the error-correcting machinery. It works to erase public memory of profound political mistakes, and thus to guarantee their eventual repetition. In our time, with total fabrication of realistic stills, motion pictures, and videotapes technologically within reach, with television in every home, and with critical thinking in decline, restructuring societal memories even without much attention from the secret police seems possible. What I’m imagining here is not that each of us has a budget of memories implanted in special therapeutic sessions by state-appointed psychiatrists, but rather that small numbers of people will have so much control over news stories, history books, and deeply affecting images as to work major changes in collective attitudes.

Ethnic pandering may improve the political lot of statist politicians looking for electoral advantage, it may serve the interests of self-appointed leaders of ethnic groups promoting balkanization and demographic advantage, and it may help incompetent foreign governments that prefer exporting their next generation to the United States rather than reforming their regimes and economic systems, but it certainly is not pursued in the best interests of America’s children and future generations, whose well-being is rarely considered in the making of these decisions.

Labourism was to be the bete noire of the Party, hated as much as the capitalist system itself. Its growth was to lead to the hardening of Party attitudes almost to the point where even the wish to improve everyday conditions was considered iniquitous. The resentment was heated by the fact that many of the rising Labour leaders had been fellow members of the Social Democratic Federation and once professed the revolution.No words were strong enough for the Party's contempt. In the the Socialist Standard they were 'fakirs', a strong allusion to self-seeking piety, and on the platforms 'Labour bleeders',...

Our society is awash with founders, all listening to the same leadership podcasts, doing the same kettlebell lunges to improve grip and leg strength at the same time, then dissolving identical Tim Ferriss–approved muscle-building complexes into their post-workout shakes to transform their previously similar mesomorph bodies into something even more metabolically equivalent. All while making parallel grandiose-style projections about their own app, disruption, or innovation whereby their personal self-interest miraculously aligns with the interest of society writ large and places them as CEO/founder/servant-leader on the very prow of the vessel of civilization.

I’ve found that some unsuccessful people act the same way. They do all kinds of things to keep others from getting ahead, trying to prevent them from improving themselves or their situation. They use all kinds of devices to keep others in the basket with them: playing politics, promoting mediocrity, role-playing, and so on. But the good news is that if people try to do that, you don’t have to buy into their belief system. You can stay out of the basket by refusing to be a crab. You may have to face opposition and live through times of insecurity, but you’ll also experience freedom, increased potential, and satisfaction. Raise yourself up, and raise others with you. —

The Party justified its “dictatorship” through purity of faith. Their Scriptures were the teachings of Marxism-Leninism, regarded as a “scientific” truth. Since ideology was so important, every leader had to be—or seem to be—an expert on Marxism-Leninism, so that these ruffians spent their weary nights studying, to improve their esoteric credentials, dreary articles on dialectical materialism. It was so important that Molotov and Polina even discussed Marxism in their love letters: “Polichka my darling . . . reading Marxist classics is very necessary . . . You must read some more of Lenin’s works coming out soon and then a number of Stalin’s . . . I so want to see you.

Every great leader I served with understood the need to share the hardships with the men and women they led. Nothing gains the respect of the troops quicker than spending time on the factory floor, or in the trading room, the warehouse, the clinic, or the foxhole. The C-suite, the corner office, the front office, or the largest cubicle can trap you into believing that your place is above the people you serve. It is not. Wherever you sit as a leader, don’t sit for long. Get out of your office and spend time with the employees. This will give you an appreciation for the work they do, an understanding of the challenges they face, and insights into how to improve the business.

Social entrepreneurs are among the most dynamic engines of the cooperative movement. Where corporate moguls work for personal enrichment, these civic-minded business leaders work for the cooperative equivalent, which is a desire to generate community self-reliance, abolish poverty, and enhance community economic well-being by improving housing, food, transportation, energy, health, finance, and a host of other products and services. Their motivations are not selfishly financial; they are far deeper, rooted in both the human spirit and the pervasive sense of community that human beings have striven to express throughout history. As the economist Jean Monnet once said, “Without community, there is crisis.

Courage is the ladder on which all the other virtues mount.” —CLARE BOOTHE LUCE When things go wrong, when you experience sudden reversals and disappointments, your natural tendency will be to respond with negativity, fear, and anger. Whenever you feel hurt or threatened by loss or criticism, you react to protect yourself with the fight-or-flight response. As a leader, your first job is to take firm control over your mind and emotions, and then to take control over the situation, in that order. Leaders focus on the future, not the past. They focus on what can be done now to resolve the problem or improve the situation. They focus on what is under their control, their next decisions and actions. You must do the same.

A leader’s job often includes changing your people’s attitudes and behavior. Some suggestions to accomplish this: PRINCIPLE 1 Begin with praise and honest appreciation. PRINCIPLE 2 Call attention to people’s mistakes indirectly. PRINCIPLE 3 Talk about your own mistakes before criticizing the other person. PRINCIPLE 4 Ask questions instead of giving direct orders. PRINCIPLE 5 Let the other person save face. PRINCIPLE 6 Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise.” PRINCIPLE 7 Give the other person a fine reputation to live up to. PRINCIPLE 8 Use encouragement. Make the fault seem easy to correct. PRINCIPLE 9 Make the other person happy about doing the thing you suggest.

The Capitalist Class knows that what brings on the increased supply is not immigration so much, but the improved and ever improving machinery, held as private property. For every immigrant by whom the labor market is overstocked, it is overstocked by ten workingmen in the country whom privately owned machinery displaces. The Capitalist Class is full well aware that if this fact be known the conclusion would leap to sight ; to wit, that the solution oi" the Labor Problem is simply the public ownership of the machine. If fifty men, working ten hours a day, can, with improved machinery, produce as much as one hundred did before without such improved machinery, the publicly owned machine would not, as the privately owned machine does, throw out fifty men; it would throw out five of the former ten hours of work. It is clear as day to the Capitalist Class that it must raise dust over this fact so as to conceal it; and no better means to this end is offered than the fomenting of the plausible delusion that the evil lies in immigration. Anti-immigration laws are the fruit of these two purpose. Such laws kill two flies with one slap ; they draw attention away from the nerve that aches, and simultaneously they help to set the workers of the land in racial and creed hostility against the newcomers, who, of course, the Capitalist Class itself sees to shall not be lacking. Obviously, it is in the interest of the Working Class that this brace of fatal delusions be dispelled from their minds. What does the Labor Leader do? He helps nurse both delusions.

If government had declined to build racially separate public housing in cities where segregation hadn’t previously taken root, and instead had scattered integrated developments throughout the community, those cities might have developed in a less racially toxic fashion, with fewer desperate ghettos and more diverse suburbs. If the federal government had not urged suburbs to adopt exclusionary zoning laws, white flight would have been minimized because there would have been fewer racially exclusive suburbs to which frightened homeowners could flee. If the government had told developers that they could have FHA guarantees only if the homes they built were open to all, integrated working-class suburbs would likely have matured with both African Americans and whites sharing the benefits. If state courts had not blessed private discrimination by ordering the eviction of African American homeowners in neighborhoods where association rules and restrictive covenants barred their residence, middle-class African Americans would have been able gradually to integrate previously white communities as they developed the financial means to do so. If churches, universities, and hospitals had faced loss of tax-exempt status for their promotion of restrictive covenants, they most likely would have refrained from such activity. If police had arrested, rather than encouraged, leaders of mob violence when African Americans moved into previously white neighborhoods, racial transitions would have been smoother. If state real estate commissions had denied licenses to brokers who claimed an “ethical” obligation to impose segregation, those brokers might have guided the evolution of interracial neighborhoods. If school boards had not placed schools and drawn attendance boundaries to ensure the separation of black and white pupils, families might not have had to relocate to have access to education for their children. If federal and state highway planners had not used urban interstates to demolish African American neighborhoods and force their residents deeper into urban ghettos, black impoverishment would have lessened, and some displaced families might have accumulated the resources to improve their housing and its location. If government had given African Americans the same labor-market rights that other citizens enjoyed, African American working-class families would not have been trapped in lower-income minority communities, from lack of funds to live elsewhere. If the federal government had not exploited the racial boundaries it had created in metropolitan areas, by spending billions on tax breaks for single-family suburban homeowners, while failing to spend adequate funds on transportation networks that could bring African Americans to job opportunities, the inequality on which segregation feeds would have diminished. If federal programs were not, even to this day, reinforcing racial isolation by disproportionately directing low-income African Americans who receive housing assistance into the segregated neighborhoods that government had previously established, we might see many more inclusive communities. Undoing the effects of de jure segregation will be incomparably difficult. To make a start, we will first have to contemplate what we have collectively done and, on behalf of our government, accept responsibility.

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.

The second decade of the 21st century has seen the rise of a counter-Enlightenment movement called populism, more accurately, authoritarian populism.24 Populism calls for the direct sovereignty of a country’s “people” (usually an ethnic group, sometimes a class), embodied in a strong leader who directly channels their authentic virtue and experience. Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

If Bezos took one leadership principle most to heart—which would also come to define the next half decade at Amazon—it was principal #8, “think big”: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. In 2010, Amazon was a successful online retailer, a nascent cloud provider, and a pioneer in digital reading. But Bezos envisioned it as much more. His shareholder letter that year was a paean to the esoteric computer science disciplines of artificial intelligence and machine learning that Amazon was just beginning to explore. It opened by citing a list of impossibly obscure terms such as “naïve Bayesian estimators,” “gossip protocols,” and “data sharding.” Bezos wrote: “Invention is in our DNA and technology is the fundamental tool we wield to evolve and improve every aspect of the experience we provide our customers.

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.

Despite the fact that Uncle Rulon and his followers regard the governments of Arizona, Utah, and the United States as Satanic forces out to destroy the UEP, their polygamous community receives more than $6 million a year in public funds. More than $4 million of government largesse flows each year into the Colorado City public school district—which, according to the Phoenix New Times, “is operated primarily for the financial benefit of the FLDS Church and for the personal enrichment of FLDS school district leaders.” Reporter John Dougherty determined that school administrators have “plundered the district’s treasury by running up thousands of dollars in personal expenses on district credit cards, purchasing expensive vehicles for their personal use and engaging in extensive travel. The spending spree culminated in December [2000], when the district purchased a $220,000 Cessna 210 airplane to facilitate trips by district personnel to cities across Arizona.” Colorado City has received $1.9 million from the U.S. Department of Housing and Urban Development to pave its streets, improve the fire department, and upgrade the water system. Immediately south of the city limits, the federal government built a $2.8 million airport that serves almost no one beyond the fundamentalist community. Thirty-three percent of the town’s residents receive food stamps—compared to the state average of 4.7 percent. Currently the residents of Colorado City receive eight dollars in government services for every dollar they pay in taxes; by comparison, residents in the rest of Mohave County, Arizona, receive just over a dollar in services per tax dollar paid. “Uncle Rulon justifies all that assistance from the wicked government by explaining that really the money is coming from the Lord,” says DeLoy Bateman. “We’re taught that it’s the Lord’s way of manipulating the system to take care of his chosen people.” Fundamentalists call defrauding the government “bleeding the beast” and regard it as a virtuous act.

Movements are not initiated by revolutionaries. They begin when large numbers of people, having reached the point where they can’t take the way things are anymore, see some hope of improving their daily lives and begin to move on their own. I have also learned that if you want to know what a movement is going to be about, you should keep your ears close to the grassroots to hear the “why” questions that people are asking. For example, during and after World War II when black folks had acquired a new self-confidence from working in the plant and fighting overseas, they began asking, “Why do white folks treat us this way?” with a new urgency, and so the civil rights movement was born. In the 1960s, when white flight to the suburbs made blacks the majority or near-majority in cities like Detroit, people began asking, “Why are all the political leaders in our city still white?” giving rise to the Black Power movement. In the mid-1980s the main questions people in Detroit were asking were about young people and violence.

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.

Firstly, the Azerbaijanian struggle for a measure of autonomy and self-government is genuine and is locally inspired. The facts of history and existing conditions show that Azerbaijan has always been struggling to overthrow the feudal conditions imposed upon it (and upon the rest of Iran) by corrupt Iranian Governments. Secondly, the extent of Russian interference appeared to be negligible. In our travels we saw few Russian troops, and in Kurdistan we saw none at all. The leaders of the Azerbaijanian Government are not Russians but Azerbaijanians, and with few exceptions their sole aim seems to be the recovery and improvement and economic reform of Azerbaijan. There may be some Russian influence by indirect means, but I would suggest that it is less than our own influence in Iran which we exercise by direct control of ministers, political parties, state financiers, and by petty bribery. As for Kurdish Independence. The Kurds ask for an independence of their own making, not an independence sponsored by the British Government. Like the Azerbaijanians the Kurds are seeking real autonomy, and more than that, self-determination. Our present scheme to take them over and use them as a balancing factor in the political affairs of the Middle East is a reflection upon the honest of our intentions, and a direct blow at the spirit of all good men.

for nearly a decade, the World Bank has been reiterating its finding that “crime and violence have emerged in recent years as major obstacles to the realization of development objectives.”8 The Bank has stated flatly, “In many developing countries, high levels of crime and violence not only undermine people’s safety on an everyday level, they also undermine broader development efforts to improve governance and reduce poverty.”9 Multiple studies by the United Nations Office on Drugs and Crime (UNODC) have concluded that restraining violence is a precondition to poverty alleviation and economic development, plainly stating that “a foundational level of order must be established before development objectives can be realized.”10 Leaders of the United Kingdom’s Department for International Development (DFID) have concluded, “Poor people want to feel safe and secure just as much as they need food to eat, clean water to drink and a job to give them an income. Without security there cannot be development.”11 When it comes to violence, researchers are increasingly concerned that development experts are missing Amartya Sen’s insight that “development [is] a process of expanding the real freedoms people enjoy,” and are failing to appreciate the idea “that freedom from crime and violence are key components of development. Freedom from fear is as important as freedom from want. It is impossible to truly enjoy one of these rights without the other.”12

Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

You might well wonder how on earth, after all their countless betrayals and cruelties, men like Agathocles could sit safe on their thrones for years and even defend themselves against foreign enemies without their citizens ever conspiring against them; and this while many others, equally ready to use cruelty, weren’t even able to hold on to their power in peacetime, never mind in war. I think it’s a question of whether cruelty is well or badly used. Cruelty well used (if we can ever speak well of something bad) is short-lived and decisive, no more than is necessary to secure your position and then stop; you don’t go on being cruel but use the power it has given you to deliver maximum benefits to your subjects. Cruelty is badly used when you’re not drastic enough at the beginning but grow increasingly cruel later on, rather than easing off. A leader who takes the first approach has a chance, like Agathocles, of improving his position with his subjects and with God too; go the other way and you have no chance at all. It’s worth noting that when you take hold of a state, you must assess how much violence and cruelty will be necessary and get it over with at once, so as not to have to be cruel on a regular basis. When you’ve stopped using violence your subjects will be reassured and you can then win them over with generosity. If you don’t do all it takes at the beginning, because you were badly advised or didn’t have the nerve, then you’ll always have to be wielding the knife; and you’ll never be able to count on your subjects, since with all the violence you’re handing out they won’t be able to count on you. So get the violence over with as soon as possible; that way there’ll be less time for people to taste its bitterness and they’ll be less hostile. Favours, on the other hand, should be given out slowly, one by one, so that they can be properly savoured. Most of all, though, a ruler should have the kind of relationship with his subjects where nothing that can happen, good or bad, will force him to change his approach, because if hard times demand it, your cruelty will come too late, while any concessions you make will be seen as wrung out of you and no one will be impressed. 9 Monarchy with public support Now let’s turn to our second case, where a private citizen becomes king in his own country not by crime or unacceptable violence, but with the support of his fellow-citizens. We can call this a monarchy with public support and to become its king you don’t have to be wholly brilliant or extraordinarily lucky, just shrewd in a lucky way. Obviously, to take control of this kind of state you need the support of either the common people or the wealthy families, the nobles. In

There are many who profess to be religious and speak of themselves as Christians, and, according to one such, “as accepting the scriptures only as sources of inspiration and moral truth,” and then ask in their smugness: “Do the revelations of God give us a handrail to the kingdom of God, as the Lord’s messenger told Lehi, or merely a compass?” Unfortunately, some are among us who claim to be Church members but are somewhat like the scoffers in Lehi’s vision—standing aloof and seemingly inclined to hold in derision the faithful who choose to accept Church authorities as God’s special witnesses of the gospel and his agents in directing the affairs of the Church. There are those in the Church who speak of themselves as liberals who, as one of our former presidents has said, “read by the lamp of their own conceit.” (Joseph F. Smith, Gospel Doctrine [Deseret Book Co., 1939], p. 373.) One time I asked one of our Church educational leaders how he would define a liberal in the Church. He answered in one sentence: “A liberal in the Church is merely one who does not have a testimony.” Dr. John A. Widtsoe, former member of the Quorum of the Twelve and an eminent educator, made a statement relative to this word liberal as it applied to those in the Church. This is what he said: “The self-called liberal [in the Church] is usually one who has broken with the fundamental principles or guiding philosophy of the group to which he belongs. . . . He claims membership in an organization but does not believe in its basic concepts; and sets out to reform it by changing its foundations. . . . “It is folly to speak of a liberal religion, if that religion claims that it rests upon unchanging truth.” And then Dr. Widtsoe concludes his statement with this: “It is well to beware of people who go about proclaiming that they are or their churches are liberal. The probabilities are that the structure of their faith is built on sand and will not withstand the storms of truth.” (“Evidences and Reconciliations,” Improvement Era, vol. 44 [1941], p. 609.) Here again, to use the figure of speech in Lehi’s vision, they are those who are blinded by the mists of darkness and as yet have not a firm grasp on the “iron rod.” Wouldn’t it be wonderful if, when there are questions which are unanswered because the Lord hasn’t seen fit to reveal the answers as yet, all such could say, as Abraham Lincoln is alleged to have said, “I accept all I read in the Bible that I can understand, and accept the rest on faith.” . . . Wouldn’t it be a great thing if all who are well schooled in secular learning could hold fast to the “iron rod,” or the word of God, which could lead them, through faith, to an understanding, rather than to have them stray away into strange paths of man-made theories and be plunged into the murky waters of disbelief and apostasy? . . . Cyprian, a defender of the faith in the Apostolic Period, testified, and I quote, “Into my heart, purified of all sin, there entered a light which came from on high, and then suddenly and in a marvelous manner, I saw certainty succeed doubt.” . . . The Lord issued a warning to those who would seek to destroy the faith of an individual or lead him away from the word of God or cause him to lose his grasp on the “iron rod,” wherein was safety by faith in a Divine Redeemer and his purposes concerning this earth and its peoples. The Master warned: “But whoso shall offend one of these little ones which believe in me, it were better … that a millstone were hanged about his neck, and that he were drowned in the depth of the sea.” (Matt. 18:6.) The Master was impressing the fact that rather than ruin the soul of a true believer, it were better for a person to suffer an earthly death than to incur the penalty of jeopardizing his own eternal destiny.

Spellbinders are characterized by pathological egotism. Such a person is forced by some internal causes to make an early choice between two possibilities: the first is forcing other people to think and experience things in a manner similar to his own; the second is a feeling of being lonely and different, a pathological misfit in social life. Sometimes the choice is either snake-charming or suicide. Triumphant repression of selfcritical or unpleasant concepts from the field of consciousness gradually gives rise to the phenomena of conversive thinking (twisted thinking), or paralogistics (twisted logic), paramoralisms (twisted morality), and the use of reversion blockades (Big Lies). They stream so profusely from the mind and mouth of the spellbinder that they flood the average person’s mind. Everything becomes subordinated to the spellbinder’s over-compensatory conviction that they are exceptional, sometimes even messianic. An ideology emerges from this conviction, true in part, whose value is supposedly superior. However, if we analyze the exact functions of such an ideology in the spellbinder’s personality, we perceive that it is nothing other than a means of self-charming, useful for repressing those tormenting selfcritical associations into the subconscious. The ideology’s instrumental role in influencing other people also serves the spellbinder’s needs. The spellbinder believes that he will always find converts to his ideology, and most often, they are right. However, they feel shock (or even paramoral indignation) when it turns out that their influence extends to only a limited minority, while most people’s attitude to their activities remains critical, pained and disturbed. The spellbinder is thus confronted with a choice: either withdraw back into his void or strengthen his position by improving the ef ectiveness of his activities. The spellbinder places on a high moral plane anyone who has succumbed to his influence and incorporated the experiential method he imposes. He showers such people with attention and property, if possible. Critics are met with “moral” outrage. It can even be proclaimed that the compliant minority is in fact the moral majority, since it professes the best ideology and honors a leader whose qualities are above average. Such activity is always necessarily characterized by the inability to foresee its final results, something obvious from the psychological point of view because its substratum contains pathological phenomena, and both spellbinding and self-charming make it impossible to perceive reality accurately enough to foresee results logically. However, spellbinders nurture great optimism and harbor visions of future triumphs similar to those they enjoyed over their own crippled souls. It is also possible for optimism to be a pathological symptom. In a healthy society, the activities of spellbinders meet with criticism effective enough to stifle them quickly. However, when they are preceded by conditions operating destructively upon common sense and social order; such as social injustice, cultural backwardness, or intellectually limited rulers sometimes manifesting pathological traits, spellbinders’ activities have led entire societies into large-scale human tragedy. Such an individual fishes an environment or society for people amenable to his influence, deepening their psychological weaknesses until they finally join together in a ponerogenic union. On the other hand, people who have maintained their healthy critical faculties intact, based upon their own common sense and moral criteria, attempt to counteract the spellbinders’ activities and their results. In the resulting polarization of social attitudes, each side justifies itself by means of moral categories. That is why such commonsense resistance is always accompanied by some feeling of helplessness and deficiency of criteria.