Insider Leadership Quotes

If you want to rebel, rebel from inside the system.That's much more powerful than rebelling outside the system.

Today is a new day and it brings with it a new set of opportunities for me to act on. I am attentive to the opportunities and I seize them as they arise. I have full confidence in myself and my abilities. I can do all things that I commit myself to. No obstacle is too big or too difficult for me to handle because what lies inside me is greater than what lies ahead of me. I am committed to improving myself and I am getting better daily. I am not held back by regret or mistakes from the past. I am moving forward daily. Absolutely nothing is impossible for me.

I'll be long gone before some smart person ever figures out what happened inside this Oval Office." (Washington DC, 12 May, 2008)

You don’t need fashion designers when you are young. Have faith in your own bad taste. Buy the cheapest thing in your local thrift shop - the clothes that are freshly out of style with even the hippest people a few years older than you. Get on the fashion nerves of your peers, not your parents - that is the key to fashion leadership. Ill-fitting is always stylish. But be more creative - wear your clothes inside out, backward, upside down. Throw bleach in a load of colored laundry. Follow the exact opposite of the dry cleaning instructions inside the clothes that cost the most in your thrift shop. Don’t wear jewelry - stick Band-Aids on your wrists or make a necklace out of them. Wear Scotch tape on the side of your face like a bad face-lift attempt. Mismatch your shoes. Best yet, do as Mink Stole used to do: go to the thrift store the day after Halloween, when the children’s trick-or-treat costumes are on sale, buy one, and wear it as your uniform of defiance.

You can’t sell it outside if you can’t sell it inside.

Winning requires reaching inside of yourself for that extra gear to accelerate challenges.

Sometimes the reason God doesn't show up to win your battles is because he already put inside of you the power to end it.

Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside.

The art of diplomacy is finding a reasonable route among imperfect alternatives.

Adaptability and change management requires strong emotional and social intelligence. It is a part of inside-out leadership.

ALWAYS BUILD COMMUNITIES BUILD COMMUNITIES INSIDE AND OUTSIDE OF WORK. A PLACE IS MUCH STRONGER WHEN PEOPLE ARE CONNECTED.

Over the years the Indian leadership, and the educated Indian, have deliberately projected and embellished an image about Indians that they know to be untrue, and have wilfully encouraged the well-meaning but credulous foreign observer to accept it. What is worse, they have fallen in love with this image, and can no longer accept that it is untrue.

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

Parker Palmer observes, "A leader is a person who must take special responsibility for what's going on inside him or her self, inside his or her consciousness, lest the act of leadership create more harm than good.

Inside mind there are two parts: the controlling mind (ego), and the relaxed but aware mind (self). The controlling mind is the overthinking mind. It is the ego. It tries too much and has many doubts and conflicts. It overthinks and overdoes. It is full with excessive possessiveness and attachments. On the other-hand, the relaxed but aware mind has the natural ability to face and overcome the problems of life with awareness and efficiency.

Great things happen from the inside. Open the petals of your 114 chakras from the inside and allow the new lights and new grace to enter.

They were following me because I was ahead of them, which is no way to choose a leader. Following someone simply because they're out in front is never a good idea, but it happens all the time.

We lead more out of who we are than out of what we do, strategic or otherwise. If we fail to recognize that who we are on the inside informs every aspect of our leadership, we will do damage to ourselves and to those we lead.

A dream conceived from the inside-out eventually becomes reality. But a dream desired from the outside-in is subject to spoil and tragedy.

Thinking outside of the box keeps you from suffocating inside of one.

leadership philosophy: to ask first what problem they were solving, and then to try and solve it in the simplest way possible.

It’s okay to not be okay all the time.

This was a constant truth of the pandemic. Saving lives was always possible, if we chose to do it.

the doorframes were about six feet, seven inches high. To navigate, I would discreetly bob my head down as if nodding to an unseen companion as I walked. I had no idea how finely calibrated my ducking was until I got new soles and heels on a pair of dress shoes during the George W. Bush administration. Apparently, this refurbished footwear made me about a half-inch taller than usual. Rushing so as not to be late to a Situation Room meeting with the president, I did the usual bob and smacked my head so hard that I rocked backward, stunned. A Secret Service agent asked me if I was okay. I said yes, and continued walking, stars in my eyes. As I sat at the table with the president and his national security team, I began to feel liquid on my scalp and realized I was bleeding. So I did the obvious thing: I kept tilting my head in different directions to keep the running blood inside my hairline. Heaven only knows what President Bush thought was wrong with me, but he never saw my blood.

In the context of the work environment, emotional intelligence enables three important skill sets: stellar work performance, outstanding leadership, and the ability to create the conditions for happiness.

Although these cases are different, Rodríguez, Parolin and Kasper were all considered too moderate for senior leadership positions in the John Paul II and Benedict XVI years, when the top papal priority was Catholic identity.

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

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

There was something curiously aligned between the Trump family and MBS. Like the entire Saudi leadership, MBS had, practically speaking, no education. In the past, this had worked to limit the Saudi options—nobody was equipped to confidently explore new intellectual possibilities. As a consequence, everybody was wary of trying to get them to imagine change. But MBS and Trump were on pretty much equal footing. Knowing little made them oddly comfortable with each other.

I would follow such beauty, said something inside Ender. I would see as those eyes see.

The mark of a mature leader is that she doesn't let life's irritations, inside or outside the workplace, deter her from her goals.

Never an insider, Murray used her outsider status to make herself a thorn in the side of segregation and political oppression.

Your ability and desire to try things out, make mistakes and, at times, make a fool of yourself, are a big part of why being imperfect will be core to your long-term success.

It’s important to recognize that your intention counts immeasurably.

Customer service has become absolutely strategic.

The leader who is able to embrace his or her imperfections is the one who will most likely inspire sustainable and healthy success.

Those who know how to make connections, to connect the dots, ideas and people will be those who know how to surf on the wave of change that is ahead.

Empathy is a superpower for doping your team’s engagement.

You need to get ahead of the curve and put forward the best version of you, otherwise others will write their version of you for you.

We will need to embrace the messiness while seeking order.

Your number one fans ought to be your employees, starting with yourself.

You must be a steward of your employees’ time.

Be sensitive to your conscience. True success flows from the inside-out. The fact that something is popular doesn't make it right.

You can fix a lot of things, but you can't un-die people.

There's an old saying that when American catches a cold, Black people get the flu. Well in 2020, when American catches Coronavirus, Black and Latinx people die.

We teach children to color inside the lines, and then expect adults to think outside the box.

The future belongs to the curious. The ones who are not afraid to try it, explore it, poke at it, question it, and turn it inside out.

Tough times should serve only one purpose in your life; to teach you how to be tougher on the inside than your circumstances are on the outside.

I always love that 'we' part from a staff officer.

The ordinary think inside of the box, the extraordinary think outside of the box, but genius thinks inside, outside, below and above the box.

Activate your energy,discover your sucess inside you " (C)(P) Succenergy by Tãnia Tomé

Ironically, the RSS leadership has always implicitly accepted the self-reliance policies adopted by India’s first prime minister, Nehru (1947–64).

Succenergy, activate your energy, discover all your success inside of you. Tãnia Tomé (C)

American philosopher William James wrote of the mysterious formation of identity, “that the best way to define a man’s character would be to seek out the particular mental or moral attitude in which, when it came upon him, he felt himself most deeply and intensely alive and active. At such moments, there is a voice inside which speaks and says, ‘This is the real me!

The most important thing you can do to build your organization and to lead to the next level is to BUILD PEOPLE. Your People. This is how organizations become strong from the inside out.

A report by the IHME, released in late October 2020, estimated that 130k lives could be saved in the United States between the fall of that year and spring 2021 if people universally wore masks.

During the periods of stay-at-home orders, more people of color were going to work riding the train and working in places with more and longer exposure to the virus. Yes, this is known as structural racism.

Signs of communist domination of the andartes were not difficult to find, but at the same time there was no indication that the KKE desired to seize power by force. On the contrary, what evidence there is suggests that the KKE - in so far as its divided leadership was capable of any decisions at all in the absence of a clear lead from Moscow - had decided not to seize power at a time when it could easily have done so.

when you want to go up that mountain and everyone else around you is telling you that is too hard, and you’ll never going to make it, please listen to that small voice inside your heart and one day you will reach the mountain top

As an example of what happens when this thinking is taken to its extreme, more than one of my interviewees report having been told (sometimes by men and women in leadership) that the most Christ-like thing a woman can do is submit to being raped.

We wanted to recreate inside ourselves our former front-line self-assurance. We were pups and we did not understand to what extent the Archipelago was unlike the front, to what degree its war of siege was more difficult than our war of explosives.

Intimidation, humiliation, isolation, feeling dumb, feeling useless and rejection are all stresses we try to avoid inside the organization. But the danger inside is controllable and it should be the goal of leadership to set a culture free of danger from each other. And the way to do that is by giving people a sense of belonging. By offering them a strong culture based on a clear set of human values and beliefs. By giving them the power to make decisions. By offering trust and empathy. By creating a Circle of Safety.

As Page puts it, “Good ideas are always crazy until they’re not.” It’s a principle he’s tried to apply at Google. When Page and Sergey Brin began wondering aloud about developing ways to search the text inside of books, all of the experts they consulted said it would be impossible to digitize every book. The Google cofounders decided to run the numbers and see if it was actually physically possible to scan the books in a reasonable amount of time. They concluded it was, and Google has since scanned millions of books. “I’ve learned that your intuition about things you don’t know that much about isn’t very good,” Page said. “The way Elon talks about this is that you always need to start with the first principles of a problem. What are the physics of it? How much time will it take? How much will it cost? How much cheaper can I make it? There’s this level of engineering and physics that you need to make judgments about what’s possible and interesting. Elon is unusual in that he knows that, and he also knows business and organization and leadership and governmental issues.

The moral of the story: promote only those you would hire. Put your SDRs through the same hiring and evaluation process you would for external candidates. No one benefits—not you, your company, sales leadership, or the SDRs themselves—when a promotion sets reps up to fail.

We ask people to say, “I am a commitment to …” instead of “I’m committed to …” as a reminder that we are the commitment, we strive to embody its value and contribution, and we’re fully accountable for its outcome. The commitment lives inside us and moves out from our center.

A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

As we’ve been talking about, no matter what we’re doing on the outside, people respond primarily to how we’re feeling about them on the inside. And how we’re feeling about them depends on whether we’re in or out of the box concerning them. Let me illustrate that point further with a couple of examples.

Most churches do not grow beyond the spiritual health of their leadership. Many churches have a pastor who is trying to lead people to a Savior he has yet to personally encounter. If spiritual gifting is no proof of authentic faith, then certainly a job title isn't either. You must have a clear sense of calling before you enter ministry. Being a called man is a lonely job, and many times you feel like God has abandoned you in your ministry. Ministry is more than hard. Ministry is impossible. And unless we have a fire inside our bones compelling us, we simply will not survive. Pastoral ministry is a calling, not a career. It is not a job you pursue. If you don’t think demons are real, try planting a church! You won’t get very far in advancing God’s kingdom without feeling resistance from the enemy. If I fail to spend two hours in prayer each morning, the devil gets the victory through the day. Once a month I get away for the day, once a quarter I try to get out for two days, and once a year I try to get away for a week. The purpose of these times is rest, relaxation, and solitude with God. A pastor must always be fearless before his critics and fearful before his God. Let us tremble at the thought of neglecting the sheep. Remember that when Christ judges us, he will judge us with a special degree of strictness. The only way you will endure in ministry is if you determine to do so through the prevailing power of the Holy Spirit. The unsexy reality of the pastorate is that it involves hard work—the heavy-lifting, curse-ridden, unyielding employment of your whole person for the sake of the church. Pastoral ministry requires dogged, unyielding determination, and determination can only come from one source—God himself. Passive staff members must be motivated. Erring elders and deacons must be confronted. Divisive church members must be rebuked. Nobody enjoys doing such things (if you do, you should be not be a pastor!), but they are necessary in order to have a healthy church over the long haul. If you allow passivity, laziness, and sin to fester, you will soon despise the church you pastor. From the beginning of sacred Scripture (Gen. 2:17) to the end (Rev. 21:8), the penalty for sin is death. Therefore, if we sin, we should die. But it is Jesus, the sinless one, who dies in our place for our sins. The good news of the gospel is that Jesus died to take to himself the penalty of our sin. The Bible is not Christ-centered because it is generally about Jesus. It is Christ-centered because the Bible’s primary purpose, from beginning to end, is to point us toward the life, death, and resurrection of Jesus for the salvation and sanctification of sinners. Christ-centered preaching goes much further than merely providing suggestions for how to live; it points us to the very source of life and wisdom and explains how and why we have access to him. Felt needs are set into the context of the gospel, so that the Christian message is not reduced to making us feel better about ourselves. If you do not know how sinful you are, you feel no need of salvation. Sin-exposing preaching helps people come face-to-face with their sin and their great need for a Savior. We can worship in heaven, and we can talk to God in heaven, and we can read our Bibles in heaven, but we can’t share the gospel with our lost friends in heaven. “Would your city weep if your church did not exist?” It was crystal-clear for me. Somehow, through fear or insecurity, I had let my dreams for our church shrink. I had stopped thinking about the limitless things God could do and had been distracted by my own limitations. I prayed right there that God would forgive me of my small-mindedness. I asked God to forgive my lack of faith that God could use a man like me to bring the message of the gospel through our missionary church to our lost city. I begged God to renew my heart and mind with a vision for our city that was more like Christ's.

THERE IS NO RINGMASTER OUTSIDE THE CIRCUS Stop looking at the ringmaster and be free of the circus. And a world exists outside the circus. If you are feeling stressed inside the circus, you can join back the jungle. If you are fed up of learning new tricks, join back the jungle. Unfortunately the lion thinks, the real challenge is the circus.

Rare are the leaders of organizations who will tell you that their people don’t matter. However, there is a big difference between understanding the value of the people inside an organization and actually making decisions that consider their needs. It’s like saying, “my kids are my priority,” but always putting work first. What kind of family dynamic or relationship with our kids do we think results? The same is true in business. When we say our people matter but we don’t actually care for them, it can shatter trust and create a culture of paranoia, cynicism, and self-interest. This is not some highfalutin management theory—it’s biology. We are social animals and we respond to the environments we’re in. Good people put in a bad environment are capable of doing bad things. People who may have done bad things, put in a good environment, are capable of becoming remarkable, trustworthy, and valuable members of an organization. This is why leadership matters. Leaders set the culture. Leaders are responsible for overseeing the environment in which people are asked to work . . . and the people will act in accordance with that culture.

The response provided by the Trust’s leadership each time it heard clinical concerns over GIDS appears to have been to criticize the way those concerns have been voiced – the tone of them – or to argue that such remarks are upsetting to other GIDS staff. What seems to have been lacking is a willingness to grapple with the substance of concerns, and put patients first and foremost.

BE CREATIVE. Your post-fifty years should be your most creative time. You have wisdom of experience and freedom to apply it where you want. Avoid metaphors such as you are on the “back nine.” This denigrates the impact you can have. DON’T BE A DILETTANTE. Don’t just do a portfolio of things. Whatever you get involved with, have accountability and consequence. Drive it. FIND PEOPLE WHO HAVE VITALITY. Surround yourself with them; engage with them. Often they will be younger. APPLY YOUR GIFTS. Figure out what you are uniquely good at, what sets you apart. And understand the things inside you that give you a sense of purpose. Then apply them. DON’T WASTE TIME WORRYING ABOUT THE FUTURE. Allow serendipity to play a role. Most of the turning points in life cannot be predicted or controlled.

No longer was a defection, a leaked document, or some other treasonous act a prerequisite for being deemed an SP, though only serious offenses like those would seem to merit such severe condemnation. It meant, after all, expulsion from the church and the loss of salvation—a severe penalty. But now anyone who expressed even the smallest criticism of church policy or leadership was in danger of being cast out.

Now you can do as I do, stand outside and criticize, bring pressure if you can, write and argue about it. All of this may do some good. But nothing of substance will happen unless there are people inside these institutions who are able to (and want to) lead them into better performance for the public good. Some of you ought to make careers inside these big institutions and become a force for good—from the inside.

These studies showed that delaying the mask mandates and bar closures was associated with increased cases. On May 20th, we sent analysis to every governor and the mayor of every major city showing the significant benefit of early action. Too few changed their approaches but facing a rising sea of local doubters even many elected officials who didn't make changes were silently grateful for someone publicly pushing them to do the right things.

The great man will come when all of us are feeling great, not when all of us are feeling small. He will ride in at some splendid moment when we all feel that we could do without him. "We are then able to answer in some manner the question, "Why have we no great men?" We have no great men chiefly because we are always looking for them. We are connoisseurs of greatness, and connoisseurs can never be great; we are fastidious, that is, we are small. "When Diogenes went about with a lantern looking for an honest man, I am afraid he had very little time to be honest himself And when anybody goes about on his hands and knees looking for a great man to worship, he is making sure that one man at any rate shall not be great. "Now, the error of Diogenes is evident. The error of Diogenes lay in the fact that he omitted to notice that every man is both an honest man and a dishonest man. Diogenes looked for his honest man inside every crypt and cavern; but he never thought of looking inside the thief.

Humility means that each leader’s relationship to other leaders is characterized by an acknowledgment that he deserves none of the recognition, power, or influence that his position affords him. It means knowing, as a leader, that as long as sin still lives inside you, you will need to be rescued from you. Humility means you love serving more than you crave leading. It means owning your inability rather than boasting in your abilities. It means always being committed to listen and learn. Humility means seeing fellow leaders not so much as serving your success but serving the one who called each of you. It means being more excited about your fellow leaders’ commitment to Christ than you are about their loyalty to you. It’s about fearing the power of position rather than craving it. It’s about being more motivated to serve than to be seen. Humility is always being ready to consider the concern of others for you, confess what God reveals through them, and to commit to personal change. Humility is

In a company known for its inventiveness, separable, single-threaded leadership has been one of Amazon’s most useful inventions. We discuss it in chapter three. This is the organizational strategy that minimizes the drag on efficiency created by intra-organizational dependencies. The basic premise is, for each initiative or project, there is a single leader whose focus is that project and that project alone, and that leader oversees teams of people whose attention is similarly focused on that one project.

Health outcomes for black people are worse across the board during non-pandemic times. Black women are 22% more likely to die from heart disease than white women and 71% more likely to die from cervical cancer. Blacks are diagnosed with diabetes at a 71% higher rate than whites. Minorities receive lower quality care for their diabetes, resulting in more complications, such as chronic kidney disease and amputations. The list of conditions which Blacks suffer more extend to mental health, cancer, and heart disease.

I walked to work by cutting across the Washington Mall in front of the US Capital to the Hubert Humphrey building … In an overly large lobby … High on one of the walls is a quotation from Hubert Humphrey, the Minnesotan who served as Vice President to Lyndon Johnson. It reads, "The moral test of government is how that government treat those who are in the dawn of life: the children, those who are in the twilight of life: the elderly, and those who are in the shadow of life: the sick, the needy, and the handicapped.

Healthy and nutritious foods are less likely to be available in predominantly black neighbor's, while candy bars, and alcohol, and low-cost fast food are more likely to be in abundance. Consistently studies have shown that these factors are related to race, independent of income. All of this puts Black communities at higher risk of developing more severe COVID 19. So do more densely packed neighborhoods with less green space, more poorly ventilated living arrangements, and more frequent use of public transportation.

For the US to be like Russia today,” he wrote, “it would be necessary to have massive corruption by the majority of members of Congress as well as by the Departments of Justice and Treasury, and agents of the FBI, CIA, DIA, IRS, Marshall Service, Border Patrol, state and local police officers, the Federal Reserve Bank, Supreme Court justices, US district court judges, support of the varied organized crime families, the leadership of the Fortune 500 companies, at least half of the banks in the US, and the New York Stock Exchange.

Here are the commons symptoms that result from micromanagement: 1. The team shows a lack of initiative. Members will not take action unless directed. 2. The team does not seek solutions to problems; instead, its members sit and wait to be told about a solution. 3. Even in an emergency, a team that is being micromanaged will not mobilize and take action. 4. Bold and aggressive action becomes rare. 5. Creativity grinds to a halt. 6. The team tends to stay inside their own silo; not stepping out to coordinate efforts with other departments or divisions for fear of overstepping their bounds. 7. An overall sense of passivity and failure to react.

What plagues the US healthcare system is not universally poor outcomes, but poor outcomes for the bottom rungs of society. Low income populations and racial minorities. As with much inequalities, the factors that result in this outcome feed on one another to make the problem worse. Black Americans are less likely to be able to find a physician who will treat them. The physicians they do find are less likely to give them a needed prescription for pain relief as they are more likely to be seen as drug seekers. They are also less likely to be able to afford the prescriptions they are given, they are more likely to have unaddressed trauma, often multi-generational and childhood trauma.

An old Cherokee chief is teaching his grandson about life: “A fight is going on inside me,” he said to the boy. “It is a terrible fight and it is between two wolves. “One is evil—he is anger, envy, sorrow, regret, greed, self-pity, arrogance, guilt, resentment, inferiority, lies, false pride, superiority, self-doubt, and ego. “The other is good—he is joy, peace, love, hope, serenity, truth, humility, kindness, benevolence, empathy, generosity, compassion and faith. “This same fight is going on inside you—and inside every other person, too.” The grandson thought about it for a minute and then asked his grandfather, “Which wolf will win?” The old chief simply replied, “The one you feed.

Under the leadership of religious professionals, modern worship has become passive—listening to a message and singing some songs. Seldom is there a call to service or an invitation to trust Christ. Baptisms take place inside the church where it is safe and comfortable rather than in public where there is opportunity to give witness to the saving grace of Christ. The great needs of society are left to para-church groups, government agencies, and other social service organizations. All the while the church is losing its muscle tone, its biceps are becoming loose and flabby and its belly is becoming round and soft. Not a pretty picture for one who once was toned and buff—a lean, mean fighting machine.

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.

There has been so much misinformation spread about the nature of this interview that the actual events that took place merit discussion. After being discreetly delivered by the Secret Service to the FBI’s basement garage, Hillary Clinton was interviewed by a five-member joint FBI and Department of Justice team. She was accompanied by five members of her legal team. None of Clinton’s lawyers who were there remained investigative subjects in the case at that point. The interview, which went on for more than three hours, was conducted in a secure conference room deep inside FBI headquarters and led by the two senior special agents on the case. With the exception of the secret entry to the FBI building, they treated her like any other interview subject. I was not there, which only surprises those who don’t know the FBI and its work. The director does not attend these kinds of interviews. My job was to make final decisions on the case, not to conduct the investigation. We had professional investigators, schooled on all of the intricacies of the case, assigned to do that. We also as a matter of procedure don’t tape interviews of people not under arrest. We instead have professionals who take detailed notes. Secretary Clinton was not placed under oath during the interview, but this too was standard procedure. The FBI doesn’t administer oaths during voluntary interviews. Regardless, under federal law, it would still have been a felony if Clinton was found to have lied to the FBI during her interview, whether she was under oath or not. In short, despite a whole lot of noise in the media and Congress after the fact, the agents interviewed Hillary Clinton following the FBI’s standard operating procedures.

If Fascism concerns itself less with specific policies than with finding a pathway to power, what about the tactics of leadership? My students remarked that the Fascist chiefs we remember best were charismatic. Through one method or another, each established an emotional link to the crowd and, like the central figure in a cult, brought deep and often ugly feelings to the surface. This is how the tentacles of Fascism spread inside a democracy. Unlike a monarchy or a military dictatorship imposed on society from above, Fascism draws energy from men and women who are upset because of a lost war, a lost job, a memory of humiliation, or a sense that their country is in steep decline. The more painful the grounds for resentment, the easier it is for a Fascist leader to gain followers by dangling the prospect of renewal or by vowing to take back what has been stolen.

And in a major speech to the Reichstag on January 30, 1939, Hitler uttered an unmistakable threat to any Jews who did choose to remain behind in his Germany:    I have very often been a prophet in my lifetime and I have usually been laughed at for it. During my struggle for power, it was primarily the Jewish people who just laughed when they heard me prophesy that one day I would become head of state and thereby assume the leadership of the entire people, and that I would then among other things subject the Jewish problem to a solution. I expect that the howls of laughter that rose then from the throats of German Jewry have by now died to a croak.      Today I'm going to turn prophet yet again: if international finance Jewry inside and outside Europe should succeed once more in plunging our peoples into a world war, then the outcome will not be a Bolshevization of the world and therewith the victory of Jewry, but the destruction of the Jewish race in Europe! When

Parenting pressures have resculpted our priorities so dramatically that we simply forget. In 1975 couples spent, on average, 12.4 hours alone together per week. By 2000 they spent only nine. What happens, as this number shrinks, is that our expectations shrink with it. Couple-time becomes stolen time, snatched in the interstices or piggybacked onto other pursuits. Homework is the new family dinner. I was struck by Laura Anne’s language as she described this new reality. She said the evening ritual of guiding her sons through their assignments was her “gift of service.” No doubt it is. But this particular form of service is directed inside the home, rather than toward the community and for the commonweal, and those kinds of volunteer efforts and public involvements have also steadily declined over the last few decades, at least in terms of the number of hours of sweat equity we put into them. Our gifts of service are now more likely to be for the sake of our kids. And so our world becomes smaller, and the internal pressure we feel to parent well, whatever that may mean, only increases: how one raises a child, as Jerome Kagan notes, is now one of the few remaining ways in public life that we can prove our moral worth. In other cultures and in other eras, this could be done by caring for one’s elders, participating in social movements, providing civic leadership, and volunteering. Now, in the United States, child-rearing has largely taken their place. Parenting books have become, literally, our bibles. It’s understandable why parents go to such elaborate lengths on behalf of their children. But here’s something to think about: while Annette Lareau’s Unequal Childhoods makes it clear that middle-class children enjoy far greater success in the world, what the book can’t say is whether concerted cultivation causes that success or whether middle-class children would do just as well if they were simply left to their own devices. For all we know, the answer may be the latter.

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.

Inside, the air was warm, humid. A mist hung. As this husband and wife strolled the rows arm in arm, the plants seemed to take notice—their swiveling blossoms followed in our lovers’ wake, as if to drink in the full flavor of Sun Moon’s honor and modesty. The couple stopped, deep in the hothouse, to recumbently enjoy the splendor of North Korea’s leadership. An army of hummingbirds hovered above them, expert pollinators of the state, the buzzing thrum of their wing beats penetrating the souls of our lovers, all the while dazzling them with the iridescent flash of their throats and the way their long flower-kissing tongues flicked in delight. Around Sun Moon, blossoms opened, the petals spreading wide to reveal hidden pollen pots. Commander Ga dripped with sweat, and in his honor, groping stamens emanated their scent in clouds of sweet spoor that coated our lovers’ bodies with the sticky seed of socialism. Sun Moon offered her Juche to him, and he gave her all he had of Songun policy. At length, in depth, their spirited exchange culminated in a mutual exclaim of Party understanding. Suddenly, all the plants in the hothouse shuddered and dropped their blossoms, leaving a blanket upon which Sun Moon could recline as a field of butterflies ticklishly alighted upon her innocent skin. Finally, citizens, Sun Moon has shared her convictions with her husband!

SEVEN CHANGE MASTERY SHIFTS • Change Mastery Shift 1: From Problem Focus to Opportunity Focus. Effective leaders tend to perceive and to innovate on the opportunities inherent in change. • Change Mastery Shift 2: From Short-Term Focus to Long-Term Focus. Effective leaders don’t lose sight of their long-term vision in the midst of change. • Change Mastery Shift 3: From Circumstance Focus to Purpose Focus. Effective leaders maintain a clear sense of purpose, value, and meaning to rise above immediate circumstances. • Change Mastery Shift 4: From Control Focus to Agility Focus. Effective leaders understand that control is a management principle that yields a certain degree of results. However, agility, flexibility, and innovation are leadership principles that sustain results over the long haul. • Change Mastery Shift 5: From Self-Focus to Service. Effective leaders buffer their teams and organizations from the stress of change by managing, neutralizing, and/or transcending their own stress. • Change Mastery Shift 6: From Expertise Focus to Listening Focus. Effective leaders stay open and practice authentic listening to stay connected with others and to consider multiple, innovative solutions. • Change Mastery Shift 7: From Doubt Focus to Trust Focus. Effective leaders are more secure in themselves; they possess a sense that they can handle whatever may come their way; their self-awareness and self-trust are bigger than the circumstances of change.

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.

As it turned out, Mary Jo White and other attorneys for the Sacklers and Purdue had been quietly negotiating with the Trump administration for months. Inside the DOJ, the line prosecutors who had assembled both the civil and the criminal cases started to experience tremendous pressure from the political leadership to wrap up their investigations of Purdue and the Sacklers prior to the 2020 presidential election in November. A decision had been made at high levels of the Trump administration that this matter would be resolved quickly and with a soft touch. Some of the career attorneys at Justice were deeply unhappy with this move, so much so that they wrote confidential memos registering their objections, to preserve a record of what they believed to be a miscarriage of justice. One morning two weeks before the election, Jeffrey Rosen, the deputy attorney general for the Trump administration, convened a press conference in which he announced a “global resolution” of the federal investigations into Purdue and the Sacklers. The company was pleading guilty to conspiracy to defraud the United States and to violate the Food, Drug, and Cosmetic Act, as well as to two counts of conspiracy to violate the federal Anti-kickback Statute, Rosen announced. No executives would face individual charges. In fact, no individual executives were mentioned at all: it was as if the corporation had acted autonomously, like a driverless car. (In depositions related to Purdue’s bankruptcy which were held after the DOJ settlement, two former CEOs, John Stewart and Mark Timney, both declined to answer questions, invoking their Fifth Amendment right not to incriminate themselves.) Rosen touted the total value of the federal penalties against Purdue as “more than $8 billion.” And, in keeping with what had by now become a standard pattern, the press obligingly repeated that number in the headlines. Of course, anyone who was paying attention knew that the total value of Purdue’s cash and assets was only around $1 billion, and nobody was suggesting that the Sacklers would be on the hook to pay Purdue’s fines. So the $8 billion figure was misleading, much as the $10–$12 billion estimate of the value of the Sacklers’ settlement proposal had been misleading—an artificial number without any real practical meaning, designed chiefly to be reproduced in headlines. As for the Sacklers, Rosen announced that they had agreed to pay $225 million to resolve a separate civil charge that they had violated the False Claims Act. According to the investigation, Richard, David, Jonathan, Kathe, and Mortimer had “knowingly caused the submission of false and fraudulent claims to federal health care benefit programs” for opioids that “were prescribed for uses that were unsafe, ineffective, and medically unnecessary.” But there would be no criminal charges. In fact, according to a deposition of David Sackler, the Department of Justice concluded its investigation without so much as interviewing any member of the family. The authorities were so deferential toward the Sacklers that nobody had even bothered to question them.

All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was

MT: Mimetic desire can only produce evil? RG: No, it can become bad if it stirs up rivalries but it isn't bad in itself, in fact it's very good, and, fortunately, people can no more give it up than they can give up food or sleep. It is to imitation that we owe not only our traditions, without which we would be helpless, but also, paradoxically, all the innovations about which so much is made today. Modern technology and science show this admirably. Study the history of the world economy and you'll see that since the nineteenth century all the countries that, at a given moment, seemed destined never to play anything but a subordinate role, for lack of “creativity,” because of their imitative or, as Montaigne would have said, their “apish” nature, always turned out later on to be more creative than their models. It began with Germany, which, in the nineteenth century, was thought to be at most capable of imitating the English, and this at the precise moment it surpassed them. It continued with the Americans in whom, for a long time, the Europeans saw mediocre gadget-makers who weren't theoretical or cerebral enough to take on a world leadership role. And it happened once more with the Japanese who, after World War II, were still seen as pathetic imitators of Western superiority. It's starting up again, it seems, with Korea, and soon, perhaps, it'll be the Chinese. All of these consecutive mistakes about the creative potential of imitation cannot be due to chance. To make an effective imitator, you have to openly admire the model you're imitating, you have to acknowledge your imitation. You have to explicitly recognize the superiority of those who succeed better than you and set about learning from them. If a businessman sees his competitor making money while he's losing money, he doesn't have time to reinvent his whole production process. He imitates his more fortunate rivals. In business, imitation remains possible today because mimetic vanity is less involved than in the arts, in literature, and in philosophy. In the most spiritual domains, the modern world rejects imitation in favor of originality at all costs. You should never say what others are saying, never paint what others are painting, never think what others are thinking, and so on. Since this is absolutely impossible, there soon emerges a negative imitation that sterilizes everything. Mimetic rivalry cannot flare up without becoming destructive in a great many ways. We can see it today in the so-called soft sciences (which fully deserve the name). More and more often they're obliged to turn their coats inside out and, with great fanfare, announce some new “epistemological rupture” that is supposed to revolutionize the field from top to bottom. This rage for originality has produced a few rare masterpieces and quite a few rather bizarre things in the style of Jacques Lacan's Écrits. Just a few years ago the mimetic escalation had become so insane that it drove everyone to make himself more incomprehensible than his peers. In American universities the imitation of those models has since produced some pretty comical results. But today that lemon has been squeezed completely dry. The principle of originality at all costs leads to paralysis. The more we celebrate “creative and enriching” innovations, the fewer of them there are. So-called postmodernism is even more sterile than modernism, and, as its name suggests, also totally dependent on it. For two thousand years the arts have been imitative, and it's only in the nineteenth and twentieth centuries that people started refusing to be mimetic. Why? Because we're more mimetic than ever. Rivalry plays a role such that we strive vainly to exorcise imitation. MT

All leadership begins from inside a person and must be developed and grown as they grow into emerging and enduring leaders

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.