Included Leadership Quotes

Leaders are not, as we are often led to think, people who go along with huge crowds following them. Leaders are people who go their own way without caring, or even looking to see, whether anyone is following them. "Leadership qualities" are not the qualities that enable people to attract followers, but those that enable them to do without them. They include, at the very least, courage, endurance, patience, humor, flexibility, resourcefulness, stubbornness, a keen sense of reality, and the ability to keep a cool and clear head, even when things are going badly. True leaders, in short, do not make people into followers, but into other leaders.

Youths need to be invited, included, involved, before they can be influenced and impacted.

ONLY COACH THE COACHABLE THE TRAITS THAT MAKE A PERSON COACHABLE INCLUDE HONESTY AND HUMILITY, THE WILLINGNESS TO PERSEVERE AND WORK HARD, AND A CONSTANT OPENNESS TO LEARNING.

I am a scientist who studies the human mind, including the sexual differences in mental faculties, and I am telling you, ten female thinkers can teach humanity lessons equivalent to the teachings of a hundred male thinkers of history.

The president had shifted to the 'we' mode now, something he invariably did when a potentially unpopular decision was at hand. For the easy ones, it was always 'I.' When he needed a crutch, and especially when he would need someone to blame, he opened up the decisionmaking process and included Critz.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

Empowerment includes growth mindset, positive thinking, acceptance of new challenge, learning and positive self-image.

Stop talking about inclusion and engagement and start including and engaging in every conversation, every meeting.

It's good to include playful and imaginative activities in business management. Managers of every business should be actively utilizing their imagination and directing that toward the advancement of the business. And incorporating playful activities into managerial routines is a good way to do that.

While deeply admiring and affirming past prophets, the Qur’an casts a critical eye on human misapplication of their revelations. “Our prophetic guides came to them with clarifying signs, yet many among them soon lapsed, spreading disorder in the land” (5:32). The perpetual dynamic of monotheistic values revived by prophets only to be subsequently squandered by humans is what concerns the Qur’an. It diagnoses a range of repeated failures, including: losing a close relationship with the Divine and reverting to idolatry; debating minutiae as an excuse to avoid bold action; imposing dogma not found in scripture and turning petty disputes over dogma into deadly violence; and elites selfishly abusing their leadership positions to mislead and manipulate.

In that moment, something hit me: It’s just us. I always thought that in this place there would be somebody better, but it’s just this group of people—including me—trying to figure stuff out. I didn’t mean that as an insult to any of the participants, who were talented people. But we were just people, ordinary people in extraordinary roles in challenging times. I’m not sure what I had expected, but I met the top of the pyramid and it was just us, which was both comforting and a bit frightening.

Christian leadership should include integrity, honesty, compassion, diplomacy, perception, common sense, and forgiveness. Serving as a Christian leader involves servant leadership, which is a radical commitment to their follower’s life that requires acting in love no matter what it costs that leader.

There’s a big difference between teaching and instructing. Telling kids what to do and giving them assignments is not teaching, that’s instructing. On the contrary, teaching includes helping students to cultivate talents, foster understanding, and develop skills. Anyone can instruct, but teaching is a gift.

Mearcstapa is not a comfortable role. Life on the borders of a group— and in the space between groups—is prone to dangers literal and figurative, with people both at “home” and among the “other” likely to misunderstand or mistrust the motivations, piety, and loyalty of the border-stalker. But mearcstapa can be a role of cultural leadership in a new mode, serving functions including empathy, memory, warning, guidance, mediation, and reconciliation. Those who journey to the borders of their group and beyond will encounter new vistas and knowledge that can enrich the group.

True listening is actually that period of silence and allowing someone’s words to reach your conscious brain, but it also includes something else that’s a little weird: with your posture, your face, and your sounds, you signal to someone, “I want what you have, I need to know what you know, and I want you to keep telling me the things you’re telling me.

Contrary to the Harvard Business School model of vocal leadership, the ranks of effective CEOs turn out to be filled with introverts, including Charles Schwab; Bill Gates; Brenda Barnes, CEO of Sara Lee; and James Copeland, former CEO of Deloitte Touche Tohmatsu.

Our schools will not improve if we continue to focus only on reading and mathematics while ignoring the other studies that are essential elements of a good education. Schools that expect nothing more of their students than mastery of basic skills will not produce graduates who are ready for college or the modern workplace. *** Our schools will not improve if we value only what tests measure. The tests we have now provide useful information about students' progress in reading and mathematics, but they cannot measure what matters most in education....What is tested may ultimately be less important that what is untested... *** Our schools will not improve if we continue to close neighborhood schools in the name of reform. Neighborhood schools are often the anchors of their communities, a steady presence that helps to cement the bond of community among neighbors. *** Our schools cannot improve if charter schools siphon away the most motivated students and their families in the poorest communities from the regular public schools. *** Our schools will not improve if we continue to drive away experienced principals and replace them with neophytes who have taken a leadership training course but have little or no experience as teachers. *** Our schools cannot be improved if we ignore the disadvantages associated with poverty that affect children's ability to learn. Children who have grown up in poverty need extra resources, including preschool and medical care.

If done "as God wants.' then leadership will surely include intercessory prayer. The saintly Bishop Azariah of India once remarked to Bishop Stephen Neill that he found time to pray daily, by name, for every leader in his extensive diocese. Little wonder that during his thirty years of eldering there, the diocese tripled its membership and greatly increase in spiritual effectiveness

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles

Not that leaders need to be overly “nice”; the emotional art of leadership includes pressing the reality of work demands without unduly upsetting people.

sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you.

Winning depends on having the best team, and the best teams include more women.

Asian professionals are frequently held back from senior positions by the perception that they don’t have “executive presence,” a factor that similarly operates against other minority groups in the workplace, including women.39 And what constitutes executive presence? Certainly not modesty:

Together, the three of us chewed over all hard decisions, like the old friends we were—laughing, teasing, arguing. I valued them because they would always tell me the truth, including when I was full of it.

In my community, we are taught that leadership qualities include humility, compassion, a sense of fairness, the ability to listen, preparation and carry-through, a love for the people, and a strong spiritual center that begins with a connection to Earth.

When hiring, we look at a variety of factors, including education, experience, and skills. The biggest factor by far, though, is a candidate’s ability to fit in with our existing culture. Some might say this is why we seem to only hire the same type of people, but who knows?

When faced with difficult decisions, painstakingly analyze the situation. Do your homework and be careful not to understate or overstate the impact of pertinent conditions. This includes researching possible consequences and deciding if the department, division, and company can live with them.

To Christy Wimber: "Are you even aware of the massive growth of the 'organic' home church movement in the USA??? They are primarily comprised of those Christians who have suffered significant 'spiritual abuse' (Dr. Ken Blue) within the 'organized' churches of which the Vineyard may be sadly included. I know John came down hard on any servant leader who spiritually abused anyone if he was personally aware of it!!! Alas, John is gone and there doesn't seem to be anyone who comes near to filling his spiritual 'shoes' within VCFUSA. Seems to me God is putting those in leadership who abuse the flock in their place...an empty church!!!" ~R. Alan Woods [2013]

When you listen to people, they feel valued. A 2003 study from Lund University in Sweden finds that “mundane, almost trivial” things like listening and chatting with employees are important aspects of successful leadership, because “people feel more respected, visible and less anonymous, and included in teamwork.”10 And a 2016 paper finds that this form of “respectful inquiry,” where the leader asks open questions and listens attentively to the response, is effective because it heightens the “follower’s” feelings of competence (feeling challenged and experiencing mastery), relatedness (feeling of belonging), and autonomy (feeling in control and having options). Those three factors are sort of the holy trinity of the self-determination theory of human motivation, originally developed by Edward L. Deci and Richard M. Ryan.11

John Wesley’s own grave holds the bones of many other people, including at least five ministers. One can only imagine the bickering.

Performance evaluations include three very distinct components:       1. What is being done well     2. What needs to be improved     3. How improvements will be made Although

In relationships, the cheater is unable to trust anyone, including the cheated.

The Tea Party was built on the wreckage of American capitalism, American leadership, and the Republican Party—making possible everything that came next, including Trump.

When you tell someone they made you angry, you give them complete control over how you think, how you feel  and how you act, and that includes a two-year-old child.

People need to be reminded more often than they need to be instructed." The

He likely knew his father-in-law better than anyone else in the room and seemed to be attempting a similar sort of intervention. By engaging me in a conversation while the others were clearing out—Jared talked about the Clinton email investigation and how hard it must have been—perhaps he thought Trump would forget that he’d asked everyone out, including him. No

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

In that moment, something hit me: It’s just us. I always thought that in this place there would be somebody better, but it’s just this group of people—including me—trying to figure stuff out.

But all civilisations pass away and, even while they remain, inflict peculiar sufferings of their own probably sufficient to outweigh what alleviations they may have brought to the normal pains of man.

The profound paradox is that the great man became more confident in his approach to others, including the man of his own Cabinet, but he recognized that his major confidence was not himself but in Another.

Map out lofty goals… include reasonable checkpoints along the way... refine, improve, and enhance your behavior in alignment with your goals…. that is the dynamic of true leadership and the formula for success.

To lead and lead well, you must necessarily come to the end of yourself (your false self!), and find that this is yet a beginning of a new life, a new kind of leadership, animated by God’s abiding Spirit in you. Living from your core, where the Spirit dwells, you can relinquish the need to fix, to control, and to conquer, and drink in God’s life, a life animated by peace, rest, wholeness, love, forgiveness, and surrender. It’s the good life.

If you’re trying to predict human economic behavior—and you don’t include emotions in your equation—your predictions will probably be way off. Emotions factor heavily into the algorithms that produce our trade-off decisions.

Corporate elites said they needed free-trade agreements, so they got them. Manufacturers said they needed tax breaks and public-money incentives in order to keep their plants operating in the United States, so they got them. Banks and financiers needed looser regulations, so they got them. Employers said they needed weaker unions—or no unions at all—so they got them. Private equity firms said they needed carried interest and secrecy, so they got them. Everybody, including Lancastrians themselves, said they needed lower taxes, so they got them. What did Lancaster and a hundred other towns like it get? Job losses, slashed wages, poor civic leadership, social dysfunction, drugs. Having helped wreck small towns, some conservatives were now telling the people in them to pack up and leave. The reality of “Real America” had become a “negative asset.” The “vicious, selfish culture” didn’t come from small towns, or even from Hollywood or “the media.” It came from a thirty-five-year program of exploitation and value destruction in the service of “returns.” America had fetishized cash until it became synonymous with virtue.

Our essential difficulty is that we are seeking in a mechanism, which is necessary, qualities it simply does not possess. The market does not lead, balance or encourage democracy. However, properly regulated it is the most effective way to conduct business. It cannot give leadership even on straight economic issues. The world-wide depletion of fish stocks is a recent example. The number of fish caught between 1950 and 1989 multiplied by five. The fishing fleet went from 585,000 boats in 1970 to 1.2 million in 1990 and on to 3.5 million today (1995). No one thought about the long- or even medium-term maintenance of stocks; not the fishermen, not the boat builders, not the fish wholesalers who found new uses for their product, including fertilizer and chicken feed; not the financiers. It wasn't their job. Their job was to worry about their own interests. (IV - From Managers and Speculators to Growth)

An entire subgenre of self-help literature devoted to analyzing his methods emerged, books with titles like Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic Expedition. Another example, Shackleton: Leadership Lessons from Antarctica, included such chapters as “Be My Tent Mate: Keep Dissidents Close,” “Camaraderie at 20 Below Zero: Creating an Optimal Work Environment,” and “Sailing Uncharted Waters: Adapt and Innovate.

In contrast to those Hillary Clinton corresponded with, the author did not have the appropriate clearance or a legitimate need to know the information, which included notes of discussions with President Obama about very sensitive programs.

Could I see that God wanted to transform my life from a somewhat ugly, useless branch to an arrow, a tool usable in His hands, for the furtherance of His purposes?....To be thus transformed, was I willing - am I till willing - for the whittling, sandpapering, stripping, processes necessary in my Christian life? The ruthless pulling off of leaves and flowers might include doing without a television set or washing machine, remaining single in order to see a job done, re-evaluating the worthiness of the ambition to be a "good" doctor (according to my terms an values). The snapping of thorns might include drastic dealing with hidden jealousies and unknown prides, giving up prized rights in leadership and administration. The final stripping of the bark might include lessons to be learned regarding death to self - self-defence,self-pity, self-justification, self-vinidication, self-sufficiency, all the mechanisms of preventing the hurt of too deep involvment. Am I prepared for the pain, which may at times seem like sacrifice, in order to be made a tool in His service? My willingness will be a measure of the sincerity of my desire to express my heartfelt gratitude to Him for his so-great salvation. Can I see such minor "sacrifices" in light of the great sacrifice of Calvary, where Christ gave all for me?

Wholeness can also be described as soulfulness, a life that’s centered, passionately engaged, open, creative, connected, and propelled by a sense of mission. It is this kind of wholeness that leaders need to cultivate in themselves and in those under their leadership.

When I’m sitting by my gay friends in church, I hear everything through their ears. When I’m with my recently divorced friend, I hear it through hers. This is good practice. It helps uncenter us (which is, you know, the whole counsel of the New Testament) and sharpens our eye for our sisters and brothers. It trains us to think critically about community, language, felt needs, and inclusion, shaking off autopilot and setting a wider table. We must examine who is invited, who is asked to teach, who is asked to contribute, who is called into leadership. It is one thing to “feel nice feelings” toward the minority voice; it is something else entirely to challenge existing power structures to include the whole variety of God’s people. This is not hard or fancy work. It looks like diversifying small groups and leadership, not defaulting to homogeny as the standard operating procedure. Closer in, it looks like coffee dates, dinner invites, the warm hand of friendship extended to women or families outside your demographic. It means considering the stories around the table before launching into an assumed shared narrative. It includes the old biblical wisdom on being slow to speak and quick to listen, because as much as we love to talk, share, and talk-share some more, there is a special holiness reserved for the practice of listening and deferring.

At the time of the 1 996 terror bombing in Oklahoma City, I heard a radio commentator announce: "Lenin said that the purpose of terror is to terrorize." U.S. media commentators have repeatedly quoted Lenin in that misleading manner. In fact, his statement was disapproving of terrorism. He polemicized against isolated terrorist acts which do nothing but create terror among the populace, invite repression, and isolate the revolutionary movement from the masses. Far from being the totalitarian, tight-circled conspirator, Lenin urged the building of broad coalitions and mass organizations, encompassing people who were at different levels of political development. He advocated whatever diverse means were needed to advance the class struggle, including participation in parliamentary elections and existing trade unions. To be sure, the working class, like any mass group, needed organization and leadership to wage a successful revolutionary struggle, which was the role of a vanguard party, but that did not mean the proletarian revolution could be fought and won by putschists or terrorists.

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

For me, feminism isn't just about gender equality as an end goal, because that implied that the structures we live under currently are the correct ones and the only problem with them is that women do not experience equity beneath them. I disagree. I am in favour of reimagine what out societies should look like, including the ways in which masculine ideas of power and leadership are absorbed as natural and normal. Feminism is also about liberating women from the expectation that we behave in a certain kind of way in order to be taken seriously or given any kind of power at all, however nominal it might be.

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 Moral Law does not give us any grounds for thinking that God is "good" in the sense of being indulgent, or soft, or sympathetic. There is nothing indulgent about the Moral Law. It is as hard as nails. It tells you to do the straight thing and it does not seem to care how painful, or dangerous, or difficult it is to do.

I'll kill you all," yelled Bill, and swore for three or four minutes, calling us every dirty name he could think of for being so chicken-hearted. When people talk about "leadership quality" I often think of Bill Unsworth; he had it. And like many people who have it, he could make you do things you didn't want to do by a kind of cunning urgency. We were ashamed before him. Here he was, a bold adventurer, who had put himself out to include us-- lily-livered wretches-- in a daring, dangerous, highly illegal exploit, and all we could do was worry about being hurt! We plucked up our spirits and swore and shouted filthy words, and set to work to wreck the house.

In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team. This group rarely includes all of the most senior people because some of them just won’t buy in, at least at first. But in the most successful cases, the coalition is always powerful—in terms of formal titles, information and expertise, reputations and relationships, and the capacity for leadership. Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome tradition and inertia except in very small organizations. Weak committees are usually even less effective.

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

What I found telling was what Trump and his team didn’t ask. They were about to lead a country that had been attacked by a foreign adversary, yet they had no questions about what the future Russian threat might be. Nor did they ask how the United States might prepare itself to meet that threat. Instead, with the four of us still in our seats—including two outgoing Obama appointees—the president-elect and his team shifted immediately into a strategy session about messaging on Russia. About how they could spin what we’d just told them. Speaking as if we weren’t there, Priebus began describing what a press statement about this meeting might look like. The Trump team—led by Priebus, with Pence, Spicer, and Trump jumping in—debated how to position these findings for maximum political advantage. They were keen to emphasize that there was no impact on the vote, meaning that the Russians hadn’t elected Trump. Clapper interjected to remind them of what he had said about sixty seconds earlier: the intelligence community did not analyze American politics, and we had not offered a view on that.

Brown believed that technological superiority was imperative to military dominance, and he also believed that advancing science was the key to economic prosperity. “Harold Brown turned technology leadership into a national strategy,” remarks DARPA historian Richard Van Atta. Despite rising inflation and unemployment, DARPA’s budget was doubled. Microprocessing technologies were making stunning advances. High-speed communication networks and Global Positioning System technologies were accelerating at whirlwind speeds. DARPA’s highly classified, high-risk, high-payoff programs, including stealth, advanced sensors, laser-guided munitions, and drones, were being pursued, in the black. Soon, Assault Breaker technology would be battle ready. From all of this work, entire new industries were forming.

As women gain rights, families flourish, and so do societies. That connection is built on a simple truth: Whenever you include a group that’s been excluded, you benefit everyone. And when you’re working globally to include women and girls, who are half of every population, you’re working to benefit all members of every community. Gender equity lifts everyone. From high rates of education, employment, and economic growth to low rates of teen births, domestic violence, and crime—the inclusion and elevation of women correlate with the signs of a healthy society. Women’s rights and society’s health and wealth rise together. Countries that are dominated by men suffer not only because they don’t use the talent of their women but because they are run by men who have a need to exclude. Until they change their leadership or the views of their leaders, those countries will not flourish. Understanding this link between women’s empowerment and the wealth and health of societies is crucial for humanity. As much as any insight we’ve gained in our work over the past twenty years, this was our huge missed idea. My huge missed idea. If you want to lift up humanity, empower women. It is the most comprehensive, pervasive, high-leverage investment you can make in human beings.

In late July, the FBI learned that a Trump campaign foreign policy advisor named George Papadopoulos had been discussing, months earlier, obtaining from the Russian government emails damaging to Hillary Clinton. Based on this information, the FBI opened an investigation to try to understand whether Americans, including any associated with the Trump campaign, were working in any way with the Russians in their influence effort.

There are a number of subjective and objective criteria that I use as a way to rank players. The subjective ones include their ability with both feet; their sense of balance; the disciplined fashion in which they take care of their fitness; their attitude towards training; the consistency between games and over multiple seasons; their demonstrated mastery in several different positions; and the way they add flair to any team for which they play. The objective ones that are impossible to dispute are: the number of goals they have scored; the games they have played for several of the best club teams in the world; the number of League championship and cup medals they have won, and their appearances in World Cups. When you employ this sort of measurement approach, it becomes far easier to define the very highest levels of performance. The people who are least confused about this are other players.

Meanwhile, two miles down the mine shaft, nineteen men sat in absolute darkness trying to figure out what to do. One of the groups included a man whose arm had been pinned between two timbers, and, out of earshot, the others discussed whether to amputate it or not. The man kept begging them to, but they decided against it and he eventually died. Both groups ran out of food and water and started to drink their own urine. Some used coal dust or bark from the timbers to mask the taste. Some were so hungry that they tried to eat chunks of coal as well. There was an unspoken prohibition against crying, though some men allowed themselves to quietly break down after the lamps died, and many of them avoided thinking about their families. Mostly they just thought about neutral topics like hunting. One man obsessed over the fact that he owed $1.40 for a car part and hoped his wife would pay it after he died. Almost immediately, certain men stepped into leadership roles. While there was still lamplight, these men scouted open passageways to see if they could escape and tried to dig through rockfalls that were blocking their path. When they ran out of water, one man went in search of more and managed to find a precious gallon, which he distributed to the others. These men were also instrumental in getting their fellow survivors to start drinking their own urine or trying to eat coal. Canadian psychologists who interviewed the miners after their rescue determined that these early leaders tended to lack empathy and emotional control, that they were not concerned with the opinions of others, that they associated with only one or two other men in the group, and that their physical abilities far exceeded their verbal abilities. But all of these traits allowed them to take forceful, life-saving action where many other men might not.

I must add, too, that the only purpose of the book is to solve the intellectual problem raised by suffering; for the far higher task of teaching fortitude and patience I was never fool enough to suppose myself qualified, nor have I anything to offer my readers except my conviction that when pain is to be borne, a little courage helps more than much knowledge, a little human sympathy more than much courage, and the least tincture of the love of God more than all.

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

I think you have a great women's ministry when the women of your community fall wildly in love with Jesus. Church ladies like this are the overflow of women who are empowered to lead, to challenge, to seek justice and love mercy, to follow Jesus to the ends of the earth like our church mothers and fathers of the past. You have a great women's ministry when there is room for everyone. You have a great women's ministry when you have detoxed from the world's views and unattainable standards for women and begun to celebrate the everyday women of valor, sitting next to you, and when you encourage, affirm, and welcome the diversity of women—their lives, their voices, their experiences—to the community. You have a great women's ministry when your women are ministering—to the world, to the church, to one another—pouring out freely the grace they have received, however God has gifted them, including cooking and crafts, strategy and leadership.

Under the leadership of Henry Kissinger, first as Richard Nixon’s national security adviser and later as secretary of state, the United States sent an unequivocal signal to the most extreme rightist forces that democracy could be sacrificed in the cause of ideological warfare. Criminal operational tactics, including assassination, were not only acceptable but supported with weapons and money. A CIA internal memo laid it out in unsparing terms:        On September 16, 1970 [CIA] Director [Richard] Helms informed a group of senior agency officers that on September 15, President Nixon had decided that an Allende regime was not acceptable to the United States. The President asked the Agency to prevent Allende from coming to power or to unseat him and authorized up to $10 million for this purpose. . . . A special task force was established to carry out this mandate, and preliminary plans were discussed with Dr. Kissinger on 18 September 1970.

Side by side with the limitless possibilities opened up by the new technologies, reflection about international order must include the internal dangers of societies driven by mass consensus, deprived of the context and foresight needed on terms compatible with their historical character. In every other era, this has been considered the essence of leadership; in our own, it risks being reduced to a series of slogans designed to capture immediate short-term approbation. Foreign policy is in danger of turning into a subdivision of domestic politics instead of an exercise in shaping the future. If the major countries conduct their policies in this manner internally, their relations on the international stage will suffer concomitant distortions. The search for perspective may well be replaced by a hardening of differences, statesmanship by posturing. As diplomacy is transformed into gestures geared toward passions, the search for equilibrium risks giving way to a testing of limits.

Many have argued with me that ambition is not the problem. Women are not less ambitious than men, they insist, but more enlightened with different and more meaningful goals. I do not dismiss or dispute this argument. There is far more to life than climbing a career ladder, including raising children, seeking personal fulfillment, contributing to society, and improving the lives of others. And there are many people who are deeply committed to their jobs but do not - and should not have to - aspire to run their organizations. Leadership roles are not the only way to have profound impact.

The fears of militarization Holbrooke had expressed in his final, desperate memos, had come to pass on a scale he could have never anticipated. President Trump had concentrated ever more power in the Pentagon, granting it nearly unilateral authority in areas of policy once orchestrated across multiple agencies, including the State Department. In Iraq and Syria, the White House quietly delegated more decisions on troop deployments to the military. In Yemen and Somalia, field commanders were given authority to launch raids without White House approval. In Afghanistan, Trump granted the secretary of defense, General James Mattis, sweeping authority to set troop levels. In public statements, the White House downplayed the move, saying the Pentagon still had to adhere to the broad strokes of policies set by the White House. But in practice, the fate of thousands of troops in a diplomatic tinderbox of a conflict had, for the first time in recent history, been placed solely in military hands. Diplomats were no longer losing the argument on Afghanistan: they weren’t in it. In early 2018, the military began publicly rolling out a new surge: in the following months, up to a thousand new troops would join the fourteen thousand already in place. Back home, the White House itself was crowded with military voices. A few months into the Trump administration, at least ten of twenty-five senior leadership positions on the president’s National Security Council were held by current or retired military officials. As the churn of firings and hirings continued, that number grew to include the White House chief of staff, a position given to former general John Kelly. At the same time, the White House ended the practice of “detailing” State Department officers to the National Security Council. There would now be fewer diplomatic voices in the policy process, by design.

Lippmann was a major figure in many domains, including political theory. The main collection of his political essays is called “political philosophy for liberal democracy.” In these essays he explains that the “public must be put in its place” so that “the intelligent minorities” may live free of “the trampling and roar of the bewildered herd,” the public. Members of the bewildered herd are supposed to be “spectators of action,” not “participants.” They do have a function, however. Their function is to show up periodically to push a button to vote for a selected member of the leadership class. Then they are to go away and leave us alone. That’s progressive democratic theory. I

One may ask, how is the great King Jaron described by those who know him? The answer rarely includes the word “great,” unless the word to follow is “fool,” though I have also heard “disappointment,” “frustration,” and “chance that he’ll get us all killed.” There are other answers, of course. “He was born to cause trouble, as if nothing else could make him happy.” My nursemaid said that, before I was even four years of age. I still believe her early judgments of me were unfair. Other than occasionally climbing over the castle balconies, and a failed attempt at riding a goat, what could I have possibly done to make her say such a thing? My childhood tutor: “Jaron has a brilliant mind, if one can pin him down long enough to teach him anything he doesn’t think he already knows. Which one rarely can.” It wasn’t that I thought I already knew everything. It was that I had already learned everything I cared to know from him, and besides, I didn’t see the importance of studying in the same way as my elder brother, Darius. He would become king. I would take a position among his advisors or assume leadership within our armies. My parents had long abandoned the idea of me becoming a priest, at the tearful request of our own priest, who once announced over the pulpit that I “belonged to the devils more than the saints.” To be fair, I had just set fire to the pulpit when he said it. Mostly by accident.

Spontaneous order is self-contradictory. Spontaneity connotes the ebullition of surprises. It is highly entropic and disorderly. It is entrepreneurial and complex. Order connotes predictability and equilibrium. It is what is not spontaneous. It includes moral codes, constitutional restraints, personal disciplines, educational integrity, predictable laws, reliable courts, stable money, trustworthy finance, strong families, dependable defense, and police powers. Order requires political guidance, sovereignty, and leadership. It normally entails religious beliefs. The entire saga of the history of the West conveys the courage and sacrifice necessary to enforce and defend these values against their enemies.

Obama occasionally pointed out that the post–Cold War moment was always going to be transitory. The rest of the world will accede to American leadership, but not dominance. I remember a snippet from a column around 9/11: America bestrides the world like a colossus. Did we? It was a story we told ourselves. Shock and awe. Regime change. Freedom on the march. A trillion dollars later, we couldn’t keep the electricity running in Baghdad. The Iraq War disturbed other countries—including U.S. allies—in its illogic and destruction, and accelerated a realignment of power and influence that was further advanced by the global financial crisis. By the time Obama took office, a global correction had already taken place. Russia was resisting American influence. China was throwing its weight around. Europeans were untangling a crisis in the Eurozone. Obama didn’t want to disengage from the world; he wanted to engage more. By limiting our military involvement in the Middle East, we’d be in a better position to husband our own resources and assert ourselves in more places, on more issues. To rebuild our economy at home. To help shape the future of the Asia Pacific and manage China’s rise. To open up places like Cuba and expand American influence in Africa and Latin America. To mobilize the world to deal with truly existential threats such as climate change, which is almost never discussed in debates about American national security.

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

Kissinger traces the balances made in foreign policy, including that of realism and idealism, from the times of Cardinal Richelieu through chapters on Theodore Roosevelt the realist and Woodrow Wilson the idealist. Kissinger, a European refugee who has read Metternich more avidly than Jefferson, is unabashedly in the realist camp. “No other nation,” he wrote in Diplomacy, “has ever rested its claim to international leadership on its altruism.” Other Americans might proclaim this as a point of pride; when Kissinger says it, his attitude seems that of an anthropologist examining a rather unsettling tribal ritual. The practice of basing policy on ideals rather than interests, he pointed out, can make a nation seem dangerously unpredictable.

There are several explanations offered as to why women have lower aspirations than men, including that women feel there is a lack of fit between themselves (their personal characteristics) and senior leadership positions, which are often characterized in highly masculine terms; women feel there are too many obstacles to overcome; women do not want to prioritize career over family; women place less important than do men on job characteristics common to senior roles, such as high pay, power, and prestige; gender role socialization influences girls' and women's attitudes and choices about occupational achievement; and women are more often located in jobs that lack opportunities for advancement and they lower their aspirations in response to this disadvantageous structural position. (p.191)

It grows more and more clear that his purpose is simply to use the National Socialist party as a springboard for his own immoral purposes, and to seize the leadership in order to force the Party onto a different track at the psychological moment. This is most clearly shown by an ultimatum which he sent to the Party leaders a few days ago, in which he demands, among other things, that he shall have a sole and absolute dictatorship of the Party, and that the Committee, including the locksmith Anton Drexler, the founder and leader of the Party, should retire…. And how does he carry on his campaign? Like a Jew. He twists every fact… National Socialists! Make up your minds about such characters! Make no mistake. Hitler is a demagogue… He believes himself capable… of filling you up with all kinds of tales that are anything but the truth.21 Although

You know what the best course I ever took at college was? Biology. We studied evolution. And I learned something important.’ Now he included Leonard in his gaze. ‘It helped me choose my career. For thousands, no, millions of years we had these huge brains, the neo-cortex, right? But we didn’t speak to each other, and we lived like fucking pigs. There was nothing. No language, no culture, nothing. And then, suddenly, wham! It was there. Suddenly it was something we had to have, and there was no turning back. So why did it suddenly happen?’ Russell shrugged. ‘Hand of God?’ ‘Hand of God my ass. I’ll tell you why. Back then we all used to hang out together all day long doing the same thing. We lived in packs. So there was no need for language. If there was a leopard coming, there was no point saying, Hey man, what’s coming down the track? A leopard! Everyone could see it, everyone was jumping up and down and screaming, trying to scare it off. But what happens when someone goes off on his own for a moment’s privacy? When he sees a leopard coming, he knows something the others don’t. And he knows they don’t know. He has something they don’t, he has a secret, and this is the beginning of his individuality, of his consciousness. If he wants to share his secret and run down the track to warn the other guys, then he’s going to need to invent language. From there grows the possibility of culture. Or he can hang back and hope the leopard will take out the leadership that’s been giving him a hard time. A secret plan, that means more individuation, more consciousness.’ The band was starting to play a fast, loud number. Glass had to shout his conclusion, ‘Secrecy made us possible,’ and Russell raised his beer to salute the theory.

In a country addicted to the virus of consumption, wealth, individualism, and judgement — be a person who is committed to the act of serving with love. To the act of spreading love. To serving with love. To uplifting with love. United we stand, divided we fall. Choose your part. Choose leadership. Be a leader, not a follower. You were born an original. Don’t die a copy. Freedom ain’t free and that just so happens to be the problem and the answer to the solution. All men are created equal but not treated equal. The only thing that is free is love, and love with conditions is not love. Liberty and life with conditions is not liberty and life. Ask more of your country and your countrymen. Protect all American’s rights to true freedom. Not the declaration of freedom but the actualization of freedom, which includes true liberty, true equality and the unconditional ability to pursue the highest virtues of life.

It has been noted in various quarters that the half-illiterate Italian violin maker Antonio Stradivari never recorded the exact plans or dimensions for how to make one of his famous instruments. This might have been a commercial decision (during the earliest years of the 1700s, Stradivari’s violins were in high demand and open to being copied by other luthiers). But it might also have been because, well, Stradivari didn’t know exactly how to record its dimensions, its weight, and its balance. I mean, he knew how to create a violin with his hands and his fingers but maybe not in figures he kept in his head. Today, those violins, named after the Latinized form of his name, Stradivarius, are considered priceless. It is believed there are only around five hundred of them still in existence, some of which have been submitted to the most intense scientific examination in an attempt to reproduce their extraordinary sound quality. But no one has been able to replicate Stradivari’s craftsmanship. They’ve worked out that he used spruce for the top, willow for the internal blocks and linings, and maple for the back, ribs, and neck. They’ve figured out that he also treated the wood with several types of minerals, including potassium borate, sodium and potassium silicate, as well as a handmade varnish that appears to have been composed of gum arabic, honey, and egg white. But they still can’t replicate a Stradivarius. The genius craftsman never once recorded his technique for posterity. Instead, he passed on his knowledge to a number of his apprentices through what the philosopher Michael Polyani called “elbow learning.” This is the process where a protégé is trained in a new art or skill by sitting at the elbow of a master and by learning the craft through doing it, copying it, not simply by reading about it. The apprentices of the great Stradivari didn’t learn their craft from books or manuals but by sitting at his elbow and feeling the wood as he felt it to assess its length, its balance, and its timbre right there in their fingertips. All the learning happened at his elbow, and all the knowledge was contained in his fingers. In his book Personal Knowledge, Polyani wrote, “Practical wisdom is more truly embodied in action than expressed in rules of action.”1 By that he meant that we learn as Stradivari’s protégés did, by feeling the weight of a piece of wood, not by reading the prescribed measurements in a manual. Polyani continues, To learn by example is to submit to authority. You follow your master because you trust his manner of doing things even when you cannot analyze and account in detail for its effectiveness. By watching the master and emulating his efforts in the presence of his example, the apprentice unconsciously picks up the rules of the art, including those which are not explicitly known to the master himself. These hidden rules can be assimilated only by a person who surrenders himself to that extent uncritically to the imitation of another.

In Spain an exceptionally favourable situation, more favourable than in Russia before the October 1917 revolution, there was no party or leadership capable of making a correct estimate of the situation, drawing the necessary conclusions, and the workers firmly to take power. All that was necessary in the situation was to explain to the workers the real relationship of forces, the necessary and vital steps and to show them how their leaders and organisations stood in the way. Power was in the hands of the workers, but it was not centralised or organised. Committees, Juntas or Soviets, the name does not matter, should have been organised in every factory and district, elected by the workers, housewives and all sections of the working population, including the peasants and of course the workers’ militias. These in turn should have been linked by delegates to form area, regional and an all national committee. This could have formed the framework of a new regime pushing aside the contemptible and powerless government and establishing the dictatorship of the proletariat.

While we recognize the deep roots white supremacy has in the consciousness of most white people, we do not believe that only a handful of exemplary white people can be won to fighting white supremacy. We believe an end to this whole rotten system is in the ultimate interests of the vast majority of humanity, including the majority of white people. Accordingly, we reject the notion of the "white solidarity organization" that acts under the leadership of this or that people of color organization. The abdication [by] white people of the responsibility of thinking for themselves does not magically erase the colonial dynamic that exists between white people and people of color. The evasion of struggle over questions of principle for fear of being unpopular or criticized by people of color can only be called the politics of guilt. Moreover, the decision to take leadership from a particular organization is itself an intervention in the internal affairs of the community in which the organization is based. There is no escape from he logic of this society other than a revolutionary commitment to change it.

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

The biggest fear for homeschooled children is that they will be unable to relate to their peers, will not have friends, or that they will otherwise be unable to interact with people in a normal way. Consider this: How many of your daily interactions with people are solely with people of your own birth year?  We’re not considering interactions with people who are a year or two older or a year or two younger, but specifically people who were born within a few months of your birthday. In society, it would be very odd to section people at work by their birth year and allow you to interact only with persons your same age. This artificial constraint would limit your understanding of people and society across a broader range of ages. In traditional schools, children are placed in grades artificially constrained by the child’s birth date and an arbitrary cut-off day on a school calendar. Every student is taught the same thing as everyone else of the same age primarily because it is a convenient way to manage a large number of students. Students are not grouped that way because there is any inherent special socialization that occurs when grouping children in such a manner. Sectioning off children into narrow bands of same-age peers does not make them better able to interact with society at large. In fact, sectioning off children in this way does just the opposite—it restricts their ability to practice interacting with a wide variety of people. So why do we worry about homeschooled children’s socialization?  The erroneous assumption is that the child will be homeschooled and will be at home, schooling in the house, all day every day, with no interactions with other people. Unless a family is remotely located in a desolate place away from any form of civilization, social isolation is highly unlikely. Every homeschooling family I know involves their children in daily life—going to the grocery store or the bank, running errands, volunteering in the community, or participating in sports, arts, or community classes. Within the homeschooled community, sports, arts, drama, co-op classes, etc., are usually sectioned by elementary, pre-teen, and teen groupings. This allows students to interact with a wider range of children, and the interactions usually enhance a child’s ability to interact well with a wider age-range of students. Additionally, being out in the community provides many opportunities for children to interact with people of all ages. When homeschooling groups plan field trips, there are sometimes constraints on the age range, depending upon the destination, but many times the trip is open to children of all ages. As an example, when our group went on a field trip to the Federal Reserve Bank, all ages of children attended. The tour and information were of interest to all of the children in one way or another. After the tour, our group dined at a nearby food court. The parents sat together to chat and the children all sat with each other, with kids of all ages talking and having fun with each other. When interacting with society, exposure to a wider variety of people makes for better overall socialization. Many homeschooling groups also have park days, game days, or play days that allow all of the children in the homeschooled community to come together and play. Usually such social opportunities last for two, three, or four hours. Our group used to have Friday afternoon “Park Day.”  After our morning studies, we would pack a picnic lunch, drive to the park, and spend the rest of the afternoon letting the kids run and play. Older kids would organize games and play with younger kids, which let them practice great leadership skills. The younger kids truly looked up to and enjoyed being included in games with the older kids.

... P doth protest to much. It would be one thing if P were merely silent about Midian. But P is hostile to Midian. Its author tells a story of a complete massacre of the Midianites. He wants no Midianites around. And he especially wants no Midianite women around. This author buried the Moses-Midian connection. We can know why he did this. Practically all critical scholars ascribe this Priestly work to the established priesthood at Jerusalem. For most of the biblical period, that priesthood traced its ancestry to Aaron, the first high priest. It was a priesthood of Levites, but not the same Levites who gave us the E text. Some, including me, ascribe the E text to Levites who traced their ancestry to Moses. These two Levite priestly houses, the Aaronids and the Mushites, were engaged in struggles for leadership and in polemic against each other. The E (Mushite) source took pains, as we have seen to connect Moses' Midianite family back to Abraham. That is understandable. E was justifying the Mushite Levites' line in Israel's history. And it is equally understandable why their opponents, the Aaronids, cast aspersions on any Midianite background. That put a cloud over any Levites, or any text, that claimed a Midianite genealogy. We all could easily think of parallel examples in politics and religion in history and today.

You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!

It is rather like arguing with an Irishman,” wrote Michael Hadow of his many conversations with Dayan. “He enjoys knocking down ideas just for the sake of argument and one will find him arguing in completely opposite directions on consecutive days.” Indeed, Dayan was a classic man of contradictions: famed as a warrior, he professed deep respect for the Arabs, including those who attacked his village, Nahalal, in the early 1930s, and who once beat him and left him for dead. A poet, a writer of children’s stories, he admitted publicly that he regretted having children, and was a renowned philanderer as well. A lover of the land who made a hobby of plundering it, he had amassed a huge personal collection of antiquities. A stickler for military discipline, he was prone to show contempt for the law. As one former classmate remembered, “He was a liar, a braggart, a schemer, and a prima donna—and in spite of that, the object of deep admiration.” Equally contrasting were the opinions about him. Devotees such as Meir Amit found him “original, daring, substantive, focused,” a commander who “radiated authority and leadership [with] … outstanding instincts that always hit the mark.” But many others, among them Gideon Rafael, saw another side of him: “Rocking the boat is his favorite tactic, not to overturn it, but to sway it sufficiently for the helmsman to lose his grip or for some of its unwanted passengers to fall overboard.” In private, Eshkol referred to Dayan as Abu Jildi, a scurrilous one-eyed Arab bandit.

Under Dr. Fauci’s leadership, the allergic, autoimmune, and chronic illnesses which Congress specifically charged NIAID to investigate and prevent, have mushroomed to afflict 54 percent of children, up from 12.8 percent when he took over NIAID in 1984.59 Dr. Fauci has offered no explanation as to why allergic diseases like asthma, eczema, food allergies, allergic rhinitis, and anaphylaxis suddenly exploded beginning in 1989, five years after he came to power. On its website, NIAID boasts that autoimmune disease is one of the agency’s top priorities. Some 80 autoimmune diseases, including juvenile diabetes and rheumatoid arthritis, Graves’ disease, and Crohn’s disease, which were practically unknown prior to 1984, suddenly became epidemic under his watch.60,61,62 Autism, which many scientists now consider an autoimmune disease,63,64,65 exploded from between 2/10,000 and 4/10,000 Americans66 when Tony Fauci joined NIAID, to one in thirty-four today. Neurological diseases like ADD/ADHD, speech and sleep disorders, narcolepsy, facial tics, and Tourette’s syndrome have become commonplace in American children.67 The human, health, and economic costs of chronic disease dwarf the costs of all infectious diseases in the United States. By this decade’s end, obesity, diabetes, and pre-diabetes are on track to debilitate 85 percent of America’s citizens.68 America is among the ten most over-weight countries on Earth. The health impacts of these epidemics—which fall mainly on the young—eclipse even the most exaggerated health impacts of COVID-19.

The more the State of Israel relied on force to manage the occupation, the more compelled it was to deploy hasbara. And the more Western media consumers encountered hasbara, the more likely they became to measure Israel’s grandiose talking points against the routine and petty violence, shocking acts of humiliation, and repression that defined its relationship with the Palestinians. Under the leadership of Prime Minister Benjamin Netanyahu, a professional explainer who spent the early years of his political career as a frequent guest on prime time American news programs perfecting the slickness of the Beltway pundit class, the Israeli government invested unprecedented resources into hasbara. Once the sole responsibility of the Israeli foreign ministry, the task of disseminating hasbara fell to a special Ministry of Public Diplomacy led by Yuli Edelstein, a rightist settler and government minister who called Arabs a “despicable nation.” Edelstein’s ministry boasted an advanced “situation room,” a paid media team, and coordination of a volunteer force that claimed to include thousands of volunteer bloggers, tweeters, and Facebook commenters fed with talking points and who flood social media with hasbara in five languages. The exploits of the propaganda soldiers conscripted into Israel’s online army have helped give rise to the phenomenon of the “hasbara troll,” an often faceless, shrill and relentless nuisance deployed on Twitter and Facebook to harass public figures who expressed skepticism of official Israeli policy or sympathy for the Palestinians.

The Sumerian pantheon was headed by an "Olympian Circle" of twelve, for each of these supreme gods had to have a celestial counterpart, one of the twelve members of the Solar System. Indeed, the names of the gods and their planets were one and the same (except when a variety of epithets were used to describe the planet or the god's attributes). Heading the pantheon was the ruler of Nibiru, ANU whose name was synonymous with "Heaven," for he resided on Nibiru. His spouse, also a member of the Twelve, was called ANTU. Included in this group were the two principal sons of ANU: E.A ("Whose House Is Water"), Anu's Firstborn but not by Antu; and EN.LIL ("Lord of the Command") who was the Heir Apparent because his mother was Antu, a half sister of Anu. Ea was also called in Sumerian texts EN.KI ("Lord Earth"), for he had led the first mission of the Anunnaki from Nibiru to Earth and established on Earth their first colonies in the E.DIN ("Home of the Righteous Ones")—the biblical Eden. His mission was to obtain gold, for which Earth was a unique source. Not for ornamentation or because of vanity, but as away to save the atmosphere of Nibiru by suspending gold dust in that planet's stratosphere. As recorded in the Sumerian texts (and related by us in The 12th Planet and subsequent books of The Earth Chronicles), Enlil was sent to Earth to take over the command when the initial extraction methods used by Enki proved unsatisfactory. This laid the groundwork for an ongoing feud between the two half brothers and their descendants, a feud that led to Wars of the Gods; it ended with a peace treaty worked out by their sister Ninti (thereafter renamed Ninharsag). The inhabited Earth was divided between the warring clans. The three sons of Enlil—Ninurta, Sin, Adad—together with Sin's twin children, Shamash (the Sun) and Ishtar (Venus), were given the lands of Shem and Japhet, the lands of the Semites and Indo-Europeans: Sin (the Moon) lowland Mesopotamia; Ninurta, ("Enlil's Warrior," Mars) the highlands of Elam and Assyria; Adad ("The Thunderer," Mercury) Asia Minor (the land of the Hittites) and Lebanon. Ishtar was granted dominion as the goddess of the Indus Valley civilization; Shamash was given command of the spaceport in the Sinai peninsula. This division, which did not go uncontested, gave Enki and his sons the lands of Ham—the brown/black people—of Africa: the civilization of the Nile Valley and the gold mines of southern and western Africa—a vital and cherished prize. A great scientist and metallurgist, Enki's Egyptian name was Ptah ("The Developer"; a title that translated into Hephaestus by the Greeks and Vulcan by the Romans). He shared the continent with his sons; among them was the firstborn MAR.DUK ("Son of the Bright Mound") whom the Egyptians called Ra, and NIN.GISH.ZI.DA ("Lord of the Tree of Life") whom the Egyptians called Thoth (Hermes to the Greeks)—a god of secret knowledge including astronomy, mathematics, and the building of pyramids. It was the knowledge imparted by this pantheon, the needs of the gods who had come to Earth, and the leadership of Thoth, that directed the African Olmecs and the bearded Near Easterners to the other side of the world. And having arrived in Mesoamerica on the Gulf coast—just as the Spaniards, aided by the same sea currents, did millennia later—they cut across the Mesoamerican isthmus at its narrowest neck and—just like the Spaniards due to the same geography—sailed down from the Pacific coast of Mesoamerica southward, to the lands of Central America and beyond. For that is where the gold was, in Spanish times and before.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while de-emphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I've said this earlier but it's worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, 'I hope you will let it go,' about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to be almost darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay. Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president so brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check...without these checks on our leaders, without those institutions vigorously standing against abuses of power, our country cannot sustain itself as a functioning democracy. I know there are men and women of good conscience in the United States Congress on both sides of the aisle who understand this. But not enough of them are speaking out. They must ask themselves to what, or to whom, they hold a higher loyalty: to partisan interests or to the pillars of democracy? Their silence is complicity - it is a choice - and somewhere deep down they must know that. Policies come and go. Supreme Court justices come and go. But the core of our nation is our commitment to a set of shared values that began with George Washington - to restraint and integrity and balance and transparency and truth. If that slides away from us, only a fool would be consoled by a tax cut or different immigration policy.

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

In the world of mental health, the lowest-functioning clients and the highest-functioning clients receive the worst care. The lowest-functioning clients typically struggle with serious mental illnesses that are maintained more than cured. And, because of downward drift that draws a disproportionate number of such patients into the lower income brackets, these clients often do not have access to top-notch care. The highest-functioning clients, on the other hand, usually have a lot going for them, including family or schools that connect them with private therapists when needed. These high-functioning clients are what therapists call YAVIS—young, attractive, verbal, intelligent, and successful—and these qualities bestow all sorts of social and psychological advantages. Being young means, as a colleague once put it, “that you haven’t completely screwed up your life yet.” Being verbal allows you to easily exchange a common currency with friends and bosses as you parlay being talkative into social status. Intelligence aids achievement and problem-solving, and even leadership. Successful people are generally brimming with confidence. And, as Aristotle said, “beauty is a greater recommendation than any letter of introduction.” So, YAVIS clients are well received nearly everywhere they go, and many therapists light up when one comes walking in the door. Still, there are two paths to being smart and charming when you are young: Life has been good or life has been bad. When life has been good, maybe someone goes to see a therapist for a while because some isolated thing is not currently going well. Most likely, the difficulty will be resolved quickly and the client will be on his way. When life has been bad, someone goes to see a therapist because even though things look pretty on the outside the person feels horrible on the inside, and this is a discrepancy that even many therapists cannot hold. Sometimes it is just too jarring to imagine that someone who seems so perfect has lived a life that has been so imperfect. What results is a therapy where the client’s image gets in the way of the help that he or she needs. The client has come to focus on what has not gone well, but the therapist is blinded by what has. Too often, being successful when you are young is about survival. Some people are good at hiding their troubles. They are good at “falling up.

The emphasis was on “soft.” No matter what else happened, the wranglers were to stay soft while riding the horses. Soft hands, soft seat, and soft legs. There was to be absolutely no hitting, kicking, slapping, or yelling at any time for any reason. The penalty for doing such things was to be placed on a two-day suspension. A second offense would lead to termination. Neither penalty was ever needed. At times it wasn’t easy to stay quiet with the horses because so many of them had been “used up” over the years, dulled to any form of cue. However, we remained consistent in our focus and the horses responded. The wranglers were instructed to ride the horses with the softest cues possible, often using nothing more than a light squeeze to get forward movement and a shift of weight in the saddle, along with light pressure on the reins, for a stop. They were also instructed to look for, find, and then release their cues at the slightest try from the horse—something they all became very adept at doing. With everyone riding in the same manner from one day to the next, all the horses began to respond within a few weeks. Before we knew it, all of our horses, including the very old ones that had been in the program for years and years, became responsive to the lightest of cues. We’d taught our horses to be responsive to these light cues, but a question remained. How could we keep them that way, particularly with the hundreds of different people who would be riding each horse over the summer? The answer was simple. Everyone needed to remain consistent. So, instead of expecting our horses to respond to the conflicting cues that each new rider was bound to give, we taught each rider how to communicate with our horses. Each week when a new batch of guests arrived at the ranch, we held an orientation in the riding arena. During this orientation, we explained how our horses were trained and what was expected of them as a rider of one of our horses. We gave them a demonstration in the saddle of proper seat and hand position, so they could keep their balance. We showed them the cues for walk, stop, trot, lope, and turn, using a horse right out of the string. Once we had demonstrated how our horses worked, we got everyone on horseback in the arena and helped them to practice giving the cues, allowing the horse to respond, and releasing the cues so that the horse would remain responsive. Of note is the fact that after

ISIS was forced out of all its occupied territory in Syria and Iraq, though thousands of ISIS fighters are still present in both countries. Last April, Assad again used sarin gas, this time in Idlib Province, and Russia again used its veto to protect its client from condemnation and sanction by the U.N. Security Council. President Trump ordered cruise missile strikes on the Syrian airfield where the planes that delivered the sarin were based. It was a minimal attack, but better than nothing. A week before, I had condemned statements by Secretary of State Rex Tillerson and U.N. Ambassador Nikki Haley, who had explicitly declined to maintain what had been the official U.S. position that a settlement of the Syrian civil war had to include Assad’s removal from power. “Once again, U.S. policy in Syria is being presented piecemeal in press statements,” I complained, “without any definition of success, let alone a realistic plan to achieve it.” As this book goes to the publisher, there are reports of a clash between U.S. forces in eastern Syria and Russian “volunteers,” in which hundreds of Russians were said to have been killed. If true, it’s a dangerous turn of events, but one caused entirely by Putin’s reckless conduct in the world, allowed if not encouraged by the repeated failures of the U.S. and the West to act with resolve to prevent his assaults against our interests and values. In President Obama’s last year in office, at his invitation, he and I spent a half hour or so alone, discussing very frankly what I considered his policy failures, and he believed had been sound and necessary decisions. Much of that conversation concerned Syria. No minds were changed in the encounter, but I appreciated his candor as I hoped he appreciated mine, and I respected the sincerity of his convictions. Yet I still believe his approach to world leadership, however thoughtful and well intentioned, was negligent, and encouraged our allies to find ways to live without us, and our adversaries to try to fill the vacuums our negligence created. And those trends continue in reaction to the thoughtless America First ideology of his successor. There are senior officials in government who are trying to mitigate those effects. But I worry that we are at a turning point, a hinge of history, and the decisions made in the last ten years and the decisions made tomorrow might be closing the door on the era of the American-led world order. I hope not, and it certainly isn’t too late to reverse that direction. But my time in that fight has concluded. I have nothing but hope left to invest in the work of others to make the future better than the past. As of today, as the Syrian war continues, more than 400,000 people have been killed, many of them civilians. More than five million have fled the country and more than six million have been displaced internally. A hundred years from now, Syria will likely be remembered as one of the worst humanitarian catastrophes of the twenty-first century, and an example of human savagery at its most extreme. But it will be remembered, too, for the invincibility of human decency and the longing for freedom and justice evident in the courage and selflessness of the White Helmets and the soldiers fighting for their country’s freedom from tyranny and terrorists. In that noblest of human conditions is the eternal promise of the Arab Spring, which was engulfed in flames and drowned in blood, but will, like all springs, come again.

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.