Instructional Leader Quotes

Make your own dream. That's the Beatles' story, isn't it? That's Yoko's story, that's what I'm saying now. Produce your own dream. If you want to save Peru, go save Peru. It's quite possible to do anything, but not to put it on the leaders and the parking meters. Don't expect Jimmy Carter or Ronald Reagan or John Lennon or Yoko Ono or Bob Dylan or Jesus Christ to come and do it for you. You have to do it yourself. That's what the great masters and mistresses have been saying ever since time began. They can point the way, leave signposts and little instructions in various books that are now called holy and worshipped for the cover of the book and not for what it says, but the instructions are all there for all to see, have always been and always will be. There's nothing new under the sun. All the roads lead to Rome. And people cannot provide it for you. I can't wake you up. You can wake you up. I can't cure you. You can cure you.

If professional religious leaders cannot instruct us in mythological lore, our artists and creative writers can perhaps step into this priestly role and bring fresh insight to our lost and damaged role.

NO MUSE IS GOOD MUSE To be an Artist you need talent, as well as a wife who washes the socks and the children, and returns phone calls and library books and types. In other words, the reason there are so many more Men Geniuses than Women Geniuses is not Genius. It is because Hemingway never joined the P.T.A. And Arthur Rubinstein ignored Halloween. Do you think Portnoy's creator sits through children's theater matinees--on Saturdays? Or that Norman Mailer faced 'driver's ed' failure, chicken pox or chipped teeth? Fitzgerald's night was so tender because the fender his teen-ager dented happened when Papa was at a story conference. Since Picasso does the painting, Mrs. Picasso did the toilet training. And if Saul Bellow, National Book Award winner, invited thirty-three for Thanksgiving Day dinner, I'll bet he had help. I'm sure Henry Moore was never a Cub Scout leader, and Leonard Bernstein never instructed a tricycler On becoming a bicycler just before he conducted. Tell me again my anatomy is not necessarily my destiny, tell me my hang-up is a personal and not a universal quandary, and I'll tell you no muse is a good muse unless she also helps with the laundry.

The church is instructed to look for its leaders in the first institution, the family.

Well-informed citizens, too, have come in for their share of criticism, since their well-organized “ideological” thinking often turns out to be just a rather mechanical reflection of what their favorite group and party leaders have instructed them to think

Leaders are farmers; they cultivate human beings by adding values to them till they are fully grown as successful people for harvesting.

A leaders gentle reaction and sound instruction are their greatest weapons.

And where are the other gentry that were taken?—the real leaders of this plaguey rebellion. Grey’s case explains their absence, I think. They are wealthy men that can ransom themselves. Here awaiting the gallows are none but the unfortunates who followed; those who had the honor to lead them go free. It’s a curious and instructive reversal of the usual way of things. Faith, it’s an uncertain world entirely!

Helping teacher leaders come to understand their gifts is the first step in developing a specialty. Some leaders are great coaches and should focus on instructional leadership in a district or network where that is valued and supported. Great conceptual thinkers are good in startup mode but the daily grind of leading a school doesn't suit them. Other leaders thrive on the turnaround challenge. The dynamic blended future of education will allow more role specialization.

There was always a leader. He was not the largest, and he need not be the captain, but he was the one they looked to for instruction in their cruelty. He had a cold eye and a coiling tension. Like a snake, the poets might say, but I knew snakes better by then.

Guerrilla leaders spend a great deal more time in organization, instruction, agitation, and propaganda work than they do fighting, for their most important job is to win over the people. “We must patiently explain,” says Mao Tse-tung. “Explain,” “persuade,” “discuss,” “convince”—these words recur with monotonous regularity in many of the early Chinese essays on guerrilla war. Mao has aptly compared guerrillas to fish, and the people to the water in which they swim. If the political temperature is right, the fish, however few in number, will thrive and proliferate. It is therefore the principal concern of all guerrilla leaders to get the water to the right temperature and to keep it there. More

The Onondaga Nation schools recite the Thanksgiving Address, a river of words as old as the people themselves, known in Onondaga language as the Words That Come Before All Else. This ancient order of protocol sets gratitude as the highest priority. The gratitude is directed straight to the ones who share their gifts with the world. (excerpt) ‘Today we have gathered and when we look upon the faces around us we see that the cycles of life continue. We have been given the duty to live in balance and harmony with each other and all living things. So now let us bring our minds together as one as we give greetings and thanks to each other as People. Now our minds are one. We are thankful to our Mother the Earth, for she gives us everything that we need for life. She supports our feet as we walk about upon her. It gives us joy that she still continues to care for us, just as she has from the beginning of time. To our Mother, we send thanksgiving, love, and respect. Now our minds are one. We give thanks to all of the waters of the world for quenching our thirst, for providing strength and nurturing life for all beings. We know its power in many forms—waterfalls and rain, mists and streams, rivers and oceans, snow and ice. We are grateful that the waters are still here and meeting their responsibility to the rest of Creation. Can we agree that water is important to our lives and bring our minds together as one to send greetings and thanks to the Water? Now our minds are one. Standing around us we see all the Trees. The Earth has many families of Trees who each have their own instructions and uses. Some provide shelter and shade, others fruit and beauty and many useful gifts. The Maple is the leader of the trees, to recognize its gift of sugar when the People need it most. Many peoples of the world recognize a Tree as a symbol of peace and strength. With one mind we greet and thank the Tree life. Now our minds are one.

I shall always remember with pleasure and gratitude the lovely and instructive time that I was fortunate enough to spend in Sweden.

Leadership crisis erupt when people who have not learnt how to obey instructions are given the privilege to give commands. Leaders are experienced servants.

The Bible instructs us to proclaim truth, not to hold centers—and anyway, the center is far too liberal a place for biblical orthodoxy.

Guerrilla leaders spend a great deal more time in organization, instruction, agitation, and propaganda work than they do fighting, for their most important job is to win over the people.

It is always safe to learn, even from our enemies; seldom safe to venture to instruct, even our friends." Charles Caleb Colton A leader's greatest strength is knowing his greatest weakness. No person is made perfect and every human is born with unique flaws that affect every decision they make. For some it is envy. For others, greed. And for many, it is pride.  Enemies are often more honest than friends. Friends will overlook your weaknesses, telling you what you want to hear instead of what you should be told because they see you through eyes clouded by admiration.  Enemies care nothing for your friendship. A rival will find your most vulnerable point and expose it without any remorse. But this is a gift — a chance to strengthen where you are

What's a City/NGO-sponsored Neighborhood Summit, you ask? It's a trumped-up group of hand-picked 'neighborhood leaders' who have been instructed in Asset Based Community Development and the Delphi Technique. Their goal? To create neighborhood associations that are managed and manipulated by facilitators who have learned 'consensus building' and are using it to further the (United Nations's Agenda 21) plans.

I saw exactly one picture of Marx and one of Lenin in my whole stay, but it's been a long time since ideology had anything to do with it. Not without cunning, Fat Man and Little Boy gradually mutated the whole state belief system into a debased form of Confucianism, in which traditional ancestor worship and respect for order become blended with extreme nationalism and xenophobia. Near the southernmost city of Kaesong, captured by the North in 1951, I was taken to see the beautifully preserved tombs of King and Queen Kongmin. Their significance in F.M.-L.B. cosmology is that they reigned over a then unified Korea in the 14th century, and that they were Confucian and dynastic and left many lavish memorials to themselves. The tombs are built on one hillside, and legend has it that the king sent one of his courtiers to pick the site. Second-guessing his underling, he then climbed the opposite hill. He gave instructions that if the chosen site did not please him he would wave his white handkerchief. On this signal, the courtier was to be slain. The king actually found that the site was ideal. But it was a warm day and he forgetfully mopped his brow with the white handkerchief. On coming downhill he was confronted with the courtier's fresh cadaver and exclaimed, 'Oh dear.' And ever since, my escorts told me, the opposite peak has been known as 'Oh Dear Hill.' I thought this was a perfect illustration of the caprice and cruelty of absolute leadership, and began to phrase a little pun about Kim Jong Il being the 'Oh Dear Leader,' but it died on my lips.

My argument against a naive form of empiricism was essentially anticipated by Mark Twain. On his first appointment as a reporter, he tells us, the editor of the newspaper instructed him never to report anything unless he could verify it or confirm it by personal knowledge. So he described a social event as follows: 'A woman giving the name of Mrs James Jones, who is reported to be one of the society leaders of the city, is said to have given what purported to be a party yesterday to a number of alleged ladies. The hostess claims to be the wife of a reputed attorney.' One sees that Mark Twain was quick to realize the silliness of the naive empiricist (verificationist) theory of the sources of our knowledge.

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

As the leader of the international Human Genome Project, which had labored mightily over more than a decade to reveal this DNA sequence, I stood beside President Bill Clinton in the East Room of the White House... Clinton's speech began by comparing this human sequence map to the map that Meriwether Lewis had unfolded in front of President Thomas Jefferson in that very room nearly two hundred years earlier. Clinton said, "Without a doubt, this is the most important, most wondrous map ever produced by humankind." But the part of his speech that most attracted public attention jumped from the scientific perspective to the spiritual. "Today," he said, "we are learning the language in which God created life. We are gaining ever more awe for the complexity, the beauty, and the wonder of God's most divine and sacred gift." Was I, a rigorously trained scientist, taken aback at such a blatantly religious reference by the leader of the free world at a moment such as this? Was I tempted to scowl or look at the floor in embarrassment? No, not at all. In fact I had worked closely with the president's speechwriter in the frantic days just prior to this announcement, and had strongly endorsed the inclusion of this paragraph. When it came time for me to add a few words of my own, I echoed this sentiment: "It's a happy day for the world. It is humbling for me, and awe-inspiring, to realize that we have caught the first glimpse of our own instruction book, previously known only to God." What was going on here? Why would a president and a scientist, charged with announcing a milestone in biology and medicine, feel compelled to invoke a connection with God? Aren't the scientific and spiritual worldviews antithetical, or shouldn't they at least avoid appearing in the East Room together? What were the reasons for invoking God in these two speeches? Was this poetry? Hypocrisy? A cynical attempt to curry favor from believers, or to disarm those who might criticize this study of the human genome as reducing humankind to machinery? No. Not for me. Quite the contrary, for me the experience of sequencing the human genome, and uncovering this most remarkable of all texts, was both a stunning scientific achievement and an occasion of worship.

Many readers are familiar with the spirit and the letter of the definition of “prayer”, as given by Ambrose Bierce in his Devil’s Dictionary. It runs like this, and is extremely easy to comprehend: Prayer: A petition that the laws of nature be suspended in favor of the petitioner; himself confessedly unworthy. Everybody can see the joke that is lodged within this entry: The man who prays is the one who thinks that god has arranged matters all wrong, but who also thinks that he can instruct god how to put them right. Half–buried in the contradiction is the distressing idea that nobody is in charge, or nobody with any moral authority. The call to prayer is self–cancelling. Those of us who don’t take part in it will justify our abstention on the grounds that we do not need, or care, to undergo the futile process of continuous reinforcement. Either our convictions are enough in themselves or they are not: At any rate they do require standing in a crowd and uttering constant and uniform incantations. This is ordered by one religion to take place five times a day, and by other monotheists for almost that number, while all of them set aside at least one whole day for the exclusive praise of the Lord, and Judaism seems to consist in its original constitution of a huge list of prohibitions that must be followed before all else. The tone of the prayers replicates the silliness of the mandate, in that god is enjoined or thanked to do what he was going to do anyway. Thus the Jewish male begins each day by thanking god for not making him into a woman (or a Gentile), while the Jewish woman contents herself with thanking the almighty for creating her “as she is.” Presumably the almighty is pleased to receive this tribute to his power and the approval of those he created. It’s just that, if he is truly almighty, the achievement would seem rather a slight one. Much the same applies to the idea that prayer, instead of making Christianity look foolish, makes it appear convincing. Now, it can be asserted with some confidence, first, that its deity is all–wise and all–powerful and, second, that its congregants stand in desperate need of that deity’s infinite wisdom and power. Just to give some elementary quotations, it is stated in the book of Philippians, 4:6, “Be careful for nothing; but in everything by prayer and supplication and thanksgiving, let your requests be known to God.” Deuteronomy 32:4 proclaims that “he is the rock, his work is perfect,” and Isaiah 64:8 tells us, “Now O Lord, thou art our father; we art clay and thou our potter; and we are all the work of thy hand.” Note, then, that Christianity insists on the absolute dependence of its flock, and then only on the offering of undiluted praise and thanks. A person using prayer time to ask for the world to be set to rights, or to beseech god to bestow a favor upon himself, would in effect be guilty of a profound blasphemy or, at the very least, a pathetic misunderstanding. It is not for the mere human to be presuming that he or she can advise the divine. And this, sad to say, opens religion to the additional charge of corruption. The leaders of the church know perfectly well that prayer is not intended to gratify the devout. So that, every time they accept a donation in return for some petition, they are accepting a gross negation of their faith: a faith that depends on the passive acceptance of the devout and not on their making demands for betterment. Eventually, and after a bitter and schismatic quarrel, practices like the notorious “sale of indulgences” were abandoned. But many a fine basilica or chantry would not be standing today if this awful violation had not turned such a spectacularly good profit. And today it is easy enough to see, at the revival meetings of Protestant fundamentalists, the counting of the checks and bills before the laying on of hands by the preacher has even been completed. Again, the spectacle is a shameless one.

There was always a leader. He was not the largest, and he need not be the captain, but he was the one they looked to for instruction in their cruelty. He had a cold eye and a coiling tension. Like a snake, the poets might say, but I knew snakes better by then. Give me the honest asp, who strikes me if I trouble him and not before.

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

Your job as an EntreLeader is to make sure when your team member leaves your office they take their monkey with them. The first step is to give them some ideas for options and instruct them to come back with three good ways to solve the problem and a suggested course of action. The next step is to teach your team to come to your office with a problem only after they have found three or more possible solutions and a suggested course of action. That makes for some great discussions and teachable moments as you show them how you would make the call. After solving problems and making the call with your help several times, the best team members begin to see the pattern you use and can do what you do. The final step is very personally rewarding.

Let the wise listen and add to their learning, and let the discerning get guidance. (Proverbs 1:5, NIV) The way of a fool seems right to him, but a wise man listens to advice. (Proverbs 12:15, NIV) Plans fail for lack of counsel, but with many advisers they succeed. (Proverbs 15:22, NIV) Listen to advice and accept instruction, and in the end you will be wise. (Proverbs 19:20, NIV)

Anchors are fools with substance, and the truths they dispense, though clothed in comedy, take precedence over amusing antics. They are professional fools, intelligent fools that know exactly what they are doing. Discerning and wise, these fools coax, cajole, instruct and criticise their leaders, transforming their mindsets, anchoring and initiating changes in their behaviour, without fear of retribution.

From the start, the German princes who supported Luther were not going to allow themselves to be exploited or commanded by religious leaders again. Henceforth, they would rule both Church and state. In this they were vigorously supported by Martin Luther, whose ‘advice to the German princes who embraced Protestantism was that they compel their subjects to submit to religious instruction and allow them to hear only authorized preachers’.

While I lived with my master in St. Michael's, there was a white young man, a Mr. Wilson, who proposed to keep a Sabbath school for the instruction of such slaves as might be disposed to learn to read the New Testament. We met but three times, when Mr. West and Mr. Fairbanks, both class-leaders, with many others, came upon us with sticks and other missiles, drove us off, and forbade us to meet again. Thus ended our little Sabbath school in the pious town of St. Michael's.

Celler pressed him on theological details that were only vaguely addressed in the amendment: “Would a Protestant child be taught papal infallibility? Would a Catholic boy or girl be required to listen to divine instruction from the Torah? Might Mohammedan parents insist their child be taught the scriptures of the Koran?” In an unusual statement for an evangelical leader, Cook dismissed those concerns, claiming that there was really “not that much difference” among the texts used in the Protestant, Catholic, Jewish, and Muslim traditions.

Leading, not following We’ve been trained to follow. In fact, the very nature of training has following built right into it. We follow instructions. We follow the rules. We follow the leader. The challenge in a six-billion person world is that we don’t have a shortage of followers. Followers are easy to find, and the tools for compliance are more powerful (but less useful) than ever. Now the economy is demanding leaders. Human beings who can engage in what it really means to be a person—to forge connections, to see a path and to make a difference.

In 2010, the Priesthood quorums and Relief Society used the same manual (Gospel Principles)… Most lessons consist of a few pages of exposition on various themes… studded with scriptural citations and quotations from leaders of the church. These are followed by points of discussion like “Think about what you can do to keep the purpose of the Sabbath in mind as you prepare for the day each week.” Gospel Principles instructs teachers not to substitute outside materials, however interesting they may be. In practice this ensures that a common set of ideas are taught in all Mormon chapels every Sunday. That these ideas are the basic principles of the faith mean that Mormon Sunday schools and other church lessons function quite intentionally as devotional exercises rather than instruction in new concepts. The curriculum encourages teachers to ask questions that encourage catechistic reaffirmation of core beliefs. Further, lessons focus to a great extent on the importance of basic practices like prayer, paying tithing, and reading scripture rather than on doctrinal content… Correlated materials are designed not to promote theological reflection, but to produce Mormons dedicated to living the tenants of their faith.

When an independent company undertakes to travel across the plains, they are generally too independent for their own safety and good. There never was and never will be a people in heaven nor on earth, in time nor in eternity, that can be considered truly and entirely independent of counsel and direction. Our independent companies entertain the same mistaken views of independence as people generally do of the independence of a Republican Government. Man in his ignorance is impatient of control, and when he finds himself from under its influence he supposes that he is then independent, or, in other words, that he is a free man. Independence so viewed and so employed, either individually or collectively, religiously or politically, must open a wide arena of action for all the evil, selfish and malignant qualities of depraved men, introducing distraction into every ramification of society, destroying confidence, checking the onward progress of industry and universal prosperity, and bringing in famine, pestilence and destruction everywhere. . . . Individual self-government lies at the root of all true and effective government, whether in heaven or on earth. Those who govern should be wiser and better than the governed, that the lesser may be blessed of the greater. Were this so, then the people would willingly repose their dearest interests to the trusts of their rulers or leaders, and with a feeling of pleasure bow to and carry out to the letter their instructions and conclusions on all matters that pertained to the general good. This will apply to great kingdoms and mighty nations, to small companies of immigrants crossing the plains, or to the home circle. A Republican Government in the hands of a wicked people must terminate in woe to that people, but in the hands of the righteous it is everlasting, while its power reaches to heaven.

As the leader instructed, with regard to the propositions or formulas of the established theories, one must apply them to conform with one's specific conditions and peculiarities after taking into consideration the demands of the time they reflect and the premises they are based on. A theory that does not conform with the specific revolutionary practice is useless. In the guidance of the revolutionary struggle and construction work, the starting point is not the propositions or formulas of the established theories, but the actual realities. The point is not whether something conforms with the established theories but whether it conforms with the demands and interests of the masses and the subjective and objective conditions of a given period.

The 'instructions' received by our military and political leaders for contriving atomic, bacterial, and chemical means of total human extermination have the same psychological status as the messages recorded by the Xosa girl: they are self-induced hallucinations that wantonly defy all the historic precepts of human experience. The fact that these dreams have been put forward under the pseudo-rational garb of advanced theoretic science and justified as a measure for national 'survival' does not disguise their bottomless malignity and irrationality, with its complete divorce from even an animal's instinct for self-preservation. But unlike the pitiable mistake of the Xosa, the colossal kind of error, or 'accident,' that the Pentagon and the Kremlin have already neatly set the fuse for, would be beyond redemption.

His first decision was to return to Rome without knowing who was in charge or how he’d be received. The stakes skyrocketed when he learned, after landing near Brundisium, that Caesar’s will had made him an heir and—by adoption—a son. He reached the capital as Caius Julius Caesar Octavianus, 9 and out of respect for their martyred leader the legions he encountered took his new status seriously. Octavian could have blown the opportunity by coming across as a twerp. But he saw the difference, even then, between inheriting a title and mastering the art of command. The first can happen overnight. The second can take a lifetime. Octavian never explained how he learned this, but with the privilege of closely observing the greatest of all commanders, he’d had to have been a blockhead not to pick up something. Sun Tzu, untranslated in Europe for another eighteen centuries, suggests what it might have been: If wise, a commander is able to recognize changing circumstances and to act expediently. If sincere, his men will have no doubt of the certainty of rewards and punishments. If humane, he loves mankind, sympathizes with others, and appreciates their industry and toil. If courageous, he gains victory by seizing opportunity without hesitation. If strict, his troops are disciplined because they are in awe of him and are afraid of punishment. 10 Caesar, in turn, appears never to have explained to Octavian why he was being taught. 11 That spared him the hang-ups of knowing he’d be son, heir, and commander. Rome’s Chiron tethered a student who had little sense of being tethered. The constraint conveyed instruction and liberation.

But despite the Secret Service–like behavior, and the regal nomenclature, there’s nothing hierarchical about the way an ant colony does its thinking. “Although queen is a term that reminds us of human political systems,” Gordon explains, “the queen is not an authority figure. She lays eggs and is fed and cared for by the workers. She does not decide which worker does what. In a harvester ant colony, many feet of intricate tunnels and chambers and thousands of ants separate the queen, surrounded by interior workers, from the ants working outside the nest and using only the chambers near the surface. It would be physically impossible for the queen to direct every worker’s decision about which task to perform and when.” The harvester ants that carry the queen off to her escape hatch do so not because they’ve been ordered to by their leader; they do it because the queen ant is responsible for giving birth to all the members of the colony, and so it’s in the colony’s best interest—and the colony’s gene pool—to keep the queen safe. Their genes instruct them to protect their mother, the same way their genes instruct them to forage for food. In other words, the matriarch doesn’t train her servants to protect her, evolution does. Popular culture trades in Stalinist ant stereotypes—witness the authoritarian colony regime in the animated film Antz—but in fact, colonies are the exact opposite of command economies. While they are capable of remarkably coordinated feats of task allocation, there are no Five-Year Plans in the ant kingdom. The colonies that Gordon studies display some of nature’s most mesmerizing decentralized behavior: intelligence and personality and learning that emerges from the bottom up.

Rosalind knew she was right, knew there was something even deeper that prevented her from going back. Since she began something had always bothered her about tango: she still had no idea how people knew what the hell they were doing. The dance had no agreed upon formula, no designated rules, just collectively shared sequences that a leader could use interchangeably. It was a conversation, not a speech. This was what was so allegedly wonderful about it: it was an improvisation, a negotiation between two people. No choreography, no predetermined pattern, just endless unpredictable new formations. One couldn't dominate the other. It was--if not historically, at least ideally--a dance of equals. This struck her a lovely in principle and crazy-making in practice. How do you know what to do? "The man will lead you," her teachers told her. What if his lead doesn't make sense? "It will. Practice," Mariela had instructed brightly, unhelpfully.

Allan realised it was only a matter of time before he and Herbert were stopped along the road and checked out properly. Not even a marshal would be allowed just to roll into the capital of a country at war without somebody at least asking a question or two. So Allan spent a couple of hours instructing Herbert as to what he should say – just one sentence in Russian, but a very important one: ‘I am Marshal Meretskov from the Soviet Union – take me to your leader!’ Pyongyang was protected at this time by an outer and an inner military ring. The outer one, twenty kilometres from the city, consisted of anti-aircraft guns and double checkpoints on roads, while the inner ring was virtually a barricade, a front line for defence against land attack. Allan and Herbert got caught in one of the outer checkpoints first and were met by a very drunk North Korean soldier, with a cocked machine gun across his chest. Marshal Herbert had rehearsed his single sentence endlessly, and now he said: ‘I am your leader, take me to… the Soviet Union.

Sharon participates in these searches himself. He orders the soldiers to perform a full body search on all males and sometimes imposes curfews on refugee camps in order to conduct a search. The clear goal of the mission is finding terrorists and killing them. The soldiers have orders not to try and capture the terrorists alive. Sharon instructs them to be rough with the local population, to perform searches in the streets and even to strip suspects naked if necessary; to shoot to kill any Arab who holds a gun; to shoot to kill any Arab who does not obey a Stop! call; and to diminish the risk to their lives by employing a big volume of fire, by uprooting trees from orchards which makes it difficult to capture terrorists, by demolishing houses and driving out their owners to other houses in order to pave secure roads. Haider Abd al-Shafi, Senior Palestinian leader, says: ‘Sharon took a decision to open roads in Al Shateya camp and in Rafah for security. That led to removing houses, the houses of refugees, which is an action not to be taken lightly, but there was no objection neither from Dayan nor from the Israeli government. They let Sharon realize his aim and he really destroyed a lot of refugees’ houses.

NO MUSE IS GOOD MUSE -by Rochelle Distelheim To be an Artist you need talent, as well as a wife who washes the socks and the children, and returns phone calls and library books and types. In other words, the reason there are so many more Men Geniuses than Women Geniuses is not Genius. It is because Hemingway never joined the P.T.A. And Arthur Rubinstein ignored Halloween. Do you think Portnoy's creator sits through children's theater matinees--on Saturdays? Or that Norman Mailer faced 'driver's ed' failure, chicken pox or chipped teeth? Fitzgerald's night was so tender because the fender his teen-ager dented happened when Papa was at a story conference. Since Picasso does the painting, Mrs. Picasso did the toilet training. And if Saul Bellow, National Book Award winner, invited thirty-three for Thanksgiving Day dinner, I'll bet he had help. I'm sure Henry Moore was never a Cub Scout leader, and Leonard Bernstein never instructed a tricycler On becoming a bicycler just before he conducted. Tell me again my anatomy is not necessarily my destiny, tell me my hang-up is a personal and not a universal quandary, and I'll tell you no muse is a good muse unless she also helps with the laundry. -Rochelle Distelheim ===============================

Soon all humane people would understand the need for a revolution from below, where those who worked and struggled and produced would be the ruling class. Those with eyes to see could detect this with ease, while those whose eyes had yet to be opened could always… well, it was thought that events would also assist in persuading them. I realize that this may sound slightly as if I had joined a cult. There actually was a rival Trotskyist group, later to make itself notorious by recruiting Corin and Vanessa Redgrave, whose depraved “leader” Gerry Healy did in fact teach us all we needed to learn about cultism and the mental and sexual and financial exploitation of the young and the credulous. (I learned a lot about “faith-based” movements from this early instruction.) But the “I.S.,” as our group was known, had a relaxed and humorous internal life and also a quizzical and critical attitude to the “Sixties” mindset. We didn’t grow our hair too long, because we wanted to mingle with the workers at the factory gate and on the housing estates. We didn’t “do” drugs, which we regarded as a pathetic, weak-minded escapism almost as contemptible as religion (as well as a bad habit which could expose us to a “plant” from the police). Rock and roll and sex were OK. Looking back, I still think we picked the right options.

Thou shalt give thy all in the struggle to unify the entire society with the revolutionary ideology of the Great Leader Comrade Kim Il-sung. Thou shalt honor the Great Leader Comrade Kim Il-sung with all thy loyalty. Thou shalt make absolute the authority of the Great Leader Comrade Kim Il-sung. Thou shalt make the Great Leader Comrade Kim Il-sung’s revolutionary ideology thy faith and make his instructions thy creed. Thou shalt adhere strictly to the principle of unconditional obedience in carrying out the Great Leader Comrade Kim Il-sung’s instructions. Thou shalt strengthen the entire party’s ideology and willpower and revolutionary unity, centering on the Great Leader Comrade Kim Il-sung. Thou shalt learn from the Great Leader Comrade Kim Il-sung and adopt the Communist look, revolutionary work methods, and people-oriented work style. Thou shalt value the political life thou wast given by the Great Leader Comrade Kim Il-sung, and loyally repay his great trust and thoughtfulness with heightened political awareness and skill. Thou shalt establish strong organizational regulations so that the entire party, nation, and military move as one under the one and only leadership of the Great Leader Comrade Kim Il-sung. Thou shalt pass down the great achievement of the revolution by the Great Leader Comrade Kim Il-sung from generation to generation, inheriting and completing it even unto the very end.

[Wilford] Woodruff met with three members of the Young family: Elder [Brigham] Young [Jr.]; his brother, Major Willard Young; and their nephew, Captain Richard W. Young. . . . 'The apostle was chastised for speaking without authorization and was told not to oppose the enlistment of Mormon volunteers.' . . . That same day, the First Presidency sent out several other letters that explained the Church's stance on members enlisting in the armed services. First, a letter was sent to Governor Heber M. Wells. In that letter, the presidency explained that the Church was against war and that its responsibility was to proclaim peace. Yet in the current circumstances they also felt it their duty to support the war effort. Next, President George Q. Cannon wrote a letter to all of the stake presidents of the Church. President Cannon instructed these leaders not to impede the work of recruitment among their members. Conversely, they were to encourage the enlistment of Latter-day Saint soldiers for the conflict. By sending their message out on several fronts, Church members no longer had to guess at the Church's position on the war. . . . Once the Church had put forward its stance on the war, members of the Church joined the army in great numbers. . . . The Church demonstrated in a remarkable way that service in the military during wartime was in the veins of its people. To all fair observers, it was clear that Latter-day Saints could be counted on to stand by their nation. Since then, the Church has never looked back.

Last year, I did a comprehensive study of T. E. Lawrence—Lawrence of Arabia. Lawrence played a pivotal role in the development of the modern Arab world. He was both pro-Arab and a Zionist. Unlike today, during this time period, this was not a contradiction. I read the entirety of Lawrence’s tome, Seven Pillars of Wisdom, as well as his personal letters. Colonel Lawrence had a comprehensive and personal relation with the emerging Arab political leaders during World War I. He also encountered the Persians (the Iranians of today). He made an interesting and important observation regarding their unique view of Islam. Lawrence observed that the “Shia Mohammedans from Pershia . . . were surly and fanatical, refusing to eat or drink with infidels; holding the Sunni as bad as Christians; following only their own priests and notables.” Each of these three leaders provides valuable insight into the intrigue that is the Middle East today, because the lessons they learned from their leadership in their eras can instruct us on the challenges we face in our own time. A new alliance has developed in the last few years that has created what I call an unholy alliance. History often repeats itself. We no longer have the luxury of simply letting history unfold. We must change the course of events, rewriting the history if needed, to preserve our constitutional republic. In this volume, I discuss and analyze the history and suggest a path of engagement to end what is the latest in a history-spanning line of attempts to export Sharia law and radical jihad around the world. We will win. We must win. We have no option.

THE INSTRUCTION OF PTAHHOTEP Part II If you are one among guests At the table of one greater than you, Take what he gives as it is set before you; Look at what is before you, Don’t shoot many glances at him, Molesting him offends the ka. Don’t speak to him until he summons, One does not know what may displease; Speak when he has addressed you, Then your words will please the heart. The nobleman, when he is behind food, Behaves as his ka commands him; He will give to him whom he favors, It is the custom when night has come. It is the ka that makes his hands reach out, The great man gives to the chosen man; Thus eating is under the counsel of god, A fool is who complains of it. If you are a man of trust, Sent by one great man to another, Adhere to the nature of him who sent you. Give his message as he said it. Guard against reviling speech, Which embroils one great with another; Keep to the truth, don't exceed it, But an outburst should not be repeated. Do not malign anyone, Great or small, the ka abhors it. If you plow and there’s growth in the field, And god lets it prosper in your hand, Do not boast at your neighbors’ side, One has great respect for the silent man: Man of character is man of wealth. If he robs he is like a crocodile in court. Don’t impose on one who is childless, Neither decry nor boast of it; There is many a father who has grief, And a mother of children less content than another; It is the lonely whom god fosters, While the family man prays for a follower. If you are poor, serve a man of worth, That all your conduct may be well with the god. Do not recall if he once was poor, Don’t be arrogant toward him For knowing his former state; Respect him for what has accrued to him. For wealth does not come by itself. It is their law for him whom they love, His gain, he gathered it himself ; It is the god who makes him worthy And protects him while he sleeps. Follow your heart as long as you live, Do no more than is required, Do not shorten the time of “follow-the-heart,” Trimming its moment offends the ka Don’t waste time on daily cares Beyond providing for your household; When wealth has come, follow your heart, Wealth does no good if one is glum! If you are a man of worth And produce a son by the grace of god, If he is straight, takes after you, Takes good care of your possessions. Do for him all that is good, He is your son, your ka begot him, Don’t withdraw your heart from him. But an offspring can make trouble: If he strays, neglects your counsel, Disobeys all that is said, His mouth spouting evil speech, Punish him for all his talk They hate him who crosses you, His guilt was fated in the womb; He whom they guide can not go wrong, Whom they make boatless can not cross. If you are in the antechamber, Stand and sit as fits your rank Which was assigned you the first day. Do not trespass — you will be turned back, Keen is the face to him who enters announced, Spacious the seat of him who has been called. The antechamber has a rule, All behavior is by measure; It is the god who gives advancement, He who uses elbows is not helped. If you are among the people, Gain supporters through being trusted The trusted man who does not vent his belly’s speech, He will himself become a leader, A man of means — what is he like ? Your name is good, you are not maligned, Your body is sleek, your face benign, One praises you without your knowing. He whose heart obeys his belly Puts contempt of himself in place of love, His heart is bald, his body unanointed; The great-hearted is god-given, He who obeys his belly belongs to the enemy.

Paul’s passion was to proclaim Him who had done so much for him. Katangellō (proclaim) means to publicly declare a completed truth or happening. It is a general term and is not restricted to formal preaching. Paul’s proclamation included two aspects, one negative, one positive. Admonishing is from noutheteō. It speaks of encouraging counsel in view of sin and coming punishment. It is the responsibility of church leaders. In Acts 20:31, Paul described his ministry at Ephesus: “Night and day for a period of three years I did not cease to admonish each one with tears.” But it is also the responsibility of every believer. Paul wrote to the Thessalonians, “If anyone does not obey our instruction in this letter, take special note of that man and do not associate with him, so that he may be put to shame. And yet do not regard him as an enemy, but admonish him as a brother” (2 Thess. 3:14-15). Colossians 3:16 commands, “Let the word of Christ richly dwell within you, with all wisdom teaching and admonishing one another.” Paul expressed his confidence that the Romans were “full of goodness, filled with all knowledge, and able also to admonish one another” (Rom. 15:14). If there is sin in the life of a believer, other believers have the responsibility to lovingly, gently admonish them to forsake that sin. Teaching refers to imparting positive truth. It, too, is the responsibility of every believer (Col. 3:16), and is part of the Great Commission (Matt. 28:20). It is especially the responsibility of church leaders. “An overseer, then, must be … able to teach” (1 Tim. 3:2). Admonishing and teaching must be done with all wisdom. This is the larger context. As discussed in chapter 2, wisdom refers to practical discernment—understanding the biblical principles for holy conduct. The consistent pattern of Paul’s ministry was to link teaching and admonishment and bring them together in the context of the general doctrinal truths of the Word. Doctrinal teaching was invariably followed by practical admonitions. That must also be the pattern for all ministries.

The first phase of the war was led by the IAF. It targeted Hamas rocket launchers, commanders and command posts that Hamas deliberately embedded in Gaza’s densely populated civilian neighborhoods. It placed its main headquarters in a hospital and its stockpiles of rockets and missiles in hospitals, schools and mosques, often using children as human shields. Before bombing these Hamas targets, in an effort to minimize civilian casualties the IDF issued warning to civilians to evacuate the premises. Hamas continued to rocket Israeli cities. I instructed the army to prepare for a ground operation to take out the tunnels. Our soldiers would be susceptible to Palestinian ground fire, booby traps, land mines and antitank missiles, some fired by terrorists emerging from underground. As casualties would inevitably mount on both sides in this door-to-door warfare, I realized that Israel would face growing international criticism. But there was no other choice. I called Obama, the first of many phone conversations we had during the operation. He said he supported Israel’s right of self-defense but was very clear on its limits. “Bibi,” he said, “we won’t support a ground action.” “Barack, I don’t want a ground action,” I said. “But if our intelligence shows that the terror tunnels are about to penetrate our territory, I won’t have a choice.” I repeated this conversation with the many foreign leaders whom I called and who called me, thus setting the international stage for a ground action. Most accepted what I said. The same could not be said for the international media. It hammered Israel on the growing number of Palestinian casualties from our air attacks, conveniently absolving Hamas of targeting Israeli civilians while hiding behind Palestinian civilians. The media also bought Hamas’s inflated numbers of Palestinian civilian casualties, and even its staging of fake funerals. We unmasked many of those being claimed as civilians as Hamas terrorists by providing their names, unit affiliation and other identifying data. I visited the IDF’s Southern Command to meet the brigade commanders who would lead the ground action. They were feverishly working on the means to locate and destroy the tunnels. They were brave, resolute and smart. They knew very well the dangers they and their men would face. So did their soldiers, many of whom did not return.

Unlike during the previous Gaza operation in 2012, the Iron Dome supply did not run out. After Operation Pillar of Defense I had instructed the army to accelerate production of Iron Dome projectiles and batteries. We accomplished this with our own funds and with generous American financial support. I now asked the Obama administration for an additional $225 million package to continue the production line after Protective Edge. He agreed, and with the help of Tony Blinken, the deputy national security advisor who later became Biden’s secretary of state, the funding provision sailed through both houses of Congress. I deeply appreciated this support and said so publicly. I was therefore very disappointed when the administration held back on the IDF’s request for additional Hellfire rockets for our attack helicopters. Without offensive weapons we could not bring the Gaza operation to a quick and decisive end. Furthermore, as the air war lingered, the administration issued increasingly critical statements against Israel, calling some of our actions “appalling”2 and thereby opening the moral floodgates against us. Hamas took note. As long as it believed that we couldn’t deliver more aggressive punches, and that international support was waning, it would continue to rocket our cities. Unfortunately, it was aided in this belief by an international tug-of-war. On one side: Israel and Egypt. On the other: Turkey and Qatar, which fully supported Hamas. I worked in close collaboration with Egypt’s new leader, el-Sisi, who had deposed the Islamist Morsi a few months earlier. Our common goal was to achieve an unconditional cease-fire. The last thing el-Sisi wanted was a Hamas success in Gaza that would embolden their Islamist allies in the Sinai and beyond. Hamas’s exiled leader, Khaled Mashal, who escaped the Mossad action in Jordan, was now in Qatar. Supported by his Qatari hosts and Erdogan and ensconced in his lavish villa in Doha, Mashal egged Hamas to keep on fighting. To my astonishment, Kerry urged me to accept Qatar and Turkey as mediators instead of the Egyptians, who were negotiating with Hamas representatives in Cairo for a possible cease-fire. Hamas drew much encouragement from this American position. El-Sisi and I agreed to keep the Americans out of the negotiating loop. In the meantime the IDF would have to further degrade Hamas’s fighting and crush their expectations of achieving anything in the cease-fire negotiations.

During the conversation she [7th-GGM, Anna Maria Hoepflinger Floerl] also talked about the guidance with which God had provided her when they started to expel the Salzburgers. She was born in the state of Bavaria and brought up in ignorance by her seriously erring mother and some relatives. However, when God recognized that He could save her soul, He saw to it that among the twelve journeyman of a papal masterbuilder from Salzburg who worked on a church in Bavaria, there was a Lutheran journeyman, called “the Lutheran,” about whose religion strange things were said. Because he got room and board at the house of her cousin, for whom she worked, she was very much aware of his Christian behavior. And, since she noticed great peace, nonconformance to the world, and diligent prayer and intercession as well as sympathy and tears when he saw the bound Evangelical Salzburgers being led past him, she had the deep desire to talk to this man secretly about his and her religious faith. One evening God arranged for her cousin to be busy with the soldiers who were accompanying the Salzburgers on their way across Bavaria, while the servants were in the tavern. She grasped this opportunity to make this knowledgeable man, who was experienced in Christianity, teach her the Evangelical truth for three hours; upon her request, he also sent her a good book, namely the Schaitberger, in a small well-secured barrel. In it, they eagerly read for three consecutive weeks at night about the Evangelical truth and her previous misunderstandings. Because the people concluded from her overall behavior, especially her absence from monthly confession, observance of brotherhood meetings, participation in pilgrimages, and telling a rosary, that she might have suspicious books, they waylaid her, took the book away from her, and threatened her with jail and death unless she stayed away from this heresy. At the priest’s instigation, her mother, in particular, behaved very badly. Finally God gave her the courage to leave, although she knew neither the way nor the area. A woman potter, also a secret Lutheran, referred her to her very close kinswoman in Austria; but there she was advised in confidence that she was to go to Salzburg rather than to pretend, in violation of her conscience, because here they searched very much after Evangelical people and books. Since the journeyman bricklayer had given her instructions on how to get to the Goldeck jurisdiction and, there, to a Lutheran family, she traveled there without a passport, like a poor abandoned sheep, in the name of God, who was her leader and guide, and she was well received. However, because the Evangelical people were being expelled at that time, she was summoned to appear before the authorities and was threatened that, if she stayed with these Evangelical people, she would enjoy neither God’s care nor any favor from the people in the Empire, but would die a horrible death. Nevertheless, she said that she would go with them regardless of what might happen to her. She preferred all misery and even death itself to renouncing God, her Savior, and the Evangelical truth. She did not start with good days, but with misery and death, as the bricklayer had told her earlier while assuring her of God’s help.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

The 1991-92 trial of Hulon Mitchell, leader of the black, Miami-based Yahweh sect, brought to light what may be some of the most shocking antiwhite murders ever committed in the United States—but they remained mainly local news. Mr. Mitchell’s cult was based on a theory of the white man as devil, which he spread in various ways. One was to show cult members—men, women, and children alike—the vilest possible pornographic videos of white women having sex with animals or black men. He would call the woman “Miss Ann” and claim that her degradation proved she was a she-devil. He also gave a regular course in hatred of whites, which came to be known as the Killing Class. “How many of you would bring back a white head?” he would ask, and everyone would raise his hand. He would then shout, “One day, Yahweh is going to kill the white devil off the planet. We’re going to catch him and we’re going to kill him wherever we find him. All over America, white heads are going to roll!”311 A number of Yahweh sect members were ordered by Mr. Mitchell to seek out and kill white devils—and they did as they were told. Robert Rozier, a former Yahweh sect member and onetime professional football player, testified in January 1992 that he killed three “white devils” on instructions from Mr. Mitchell. It made no difference whom he killed as long as his victims were white. The first two “white devils” were Mr. Rozier’s roommates. However, Mr. Mitchell would not acknowledge these killings because Mr. Rozier failed to bring back the heads as proof. When it was pointed out that it was awkward to be seen walking about Miami with a human head, Mr. Mitchell relaxed the requirements and said he would be satisfied with an ear. Mr. Rozier took to riding the subways with a twelve-inch sword, looking for “white devils” to kill. When he finally got his man, he brought back an ear as a trophy. All told, members of the sect appear to have killed at least seven different “white devils,” beginning in 1986, and ears or fingers were usually brought in as proof of a mission accomplished. Sect members also killed several blacks, but they were apostates and other sworn enemies. The sect killed white people out of pure racial hatred.

When I selected the captain I was looking for four principal virtues. The first was a desire to lead on the field. The second attribute I wanted was someone I could trust to convey my desires, and the third was a person whom the other players would respect as a leader and whose instructions they would follow. I also wanted captains capable of adapting to changing circumstances.

A Wife of Noble Character 10[*]Who can find a virtuous and capable wife?        She is more precious than rubies. 11 Her husband can trust her,        and she will greatly enrich his life. 12 She brings him good, not harm,        all the days of her life. 13 She finds wool and flax        and busily spins it. 14 She is like a merchant’s ship,        bringing her food from afar. 15 She gets up before dawn to prepare breakfast for her household        and plan the day’s work for her servant girls. 16 She goes to inspect a field and buys it;        with her earnings she plants a vineyard. 17 She is energetic and strong,        a hard worker. 18 She makes sure her dealings are profitable;        her lamp burns late into the night. 19 Her hands are busy spinning thread,        her fingers twisting fiber. 20 She extends a helping hand to the poor        and opens her arms to the needy. 21 She has no fear of winter for her household,        for everyone has warm[*] clothes. 22 She makes her own bedspreads.        She dresses in fine linen and purple gowns. 23 Her husband is well known at the city gates,        where he sits with the other civic leaders. 24 She makes belted linen garments        and sashes to sell to the merchants. 25 She is clothed with strength and dignity,        and she laughs without fear of the future. 26 When she speaks, her words are wise,        and she gives instructions with kindness. 27 She carefully watches everything in her household        and suffers nothing from laziness. 28 Her children stand and bless her.        Her husband praises her: 29 “There are many virtuous and capable women in the world,        but you surpass them all!” 30 Charm is deceptive, and beauty does not last;        but a woman who fears the LORD will be greatly praised. 31 Reward her for all she has done.        Let her deeds publicly declare her praise. Ecclesiastes 1   2   3   4   5   6   7   8   9   10   11   12

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

Indeed, it was considered seditious when the 1930s Nationalist Party platform included the stipulation that Spanish be reinstated as the island’s primary language. For their nonnegotiable demands, party leaders were jailed, tortured, and murdered. Confusion and disenfranchisement reigned in the schoolhouse until primary instruction returned to Spanish in 1948. English was demoted to the secondary language of instruction. But the damage had been wrought.

This is an important point. We cannot tell people to trust us. We cannot instruct people to come up with big ideas. And we certainly can’t demand that people cooperate. These are always results—the results of feeling safe and trusted among the people with whom we work.

The pieces of the classroom management puzzle fall into three broad areas: • Instruction – maximizing the rate of learning while making independent learners out of helpless hand-raisers • Discipline – getting students to quit goofing off and get busy • Motivation – giving students a reason to work hard while being conscientious

I Corinthians 14:26: “When you come together, everyone has a hymn, or a word of instruction, a revelation, a tongue or an interpretation.

Without wonder meditation is not a panacea. In fact when asked the spiritual leader Jiddu Krishnamurti, "What good is all this contemplation doing?" It's no use at all," he responded. "Meditation isn't guaranteed to make you wealthy, gorgeous or famous. That's a mystery. You do want to achieve your goal, but you need to let go of the target-oriented, overachieving, task-centered way of doing and remain in the state of being that helps to incorporate your mind and body in your meditation. It is the paradox of the Zen instruction “Try not to try.

Meditation can generate several different kinds of altered states like strong emotional swings. Some of these states may be fun, but they are not the aim of exploring the whole universe of phenomena — seeing, listening, feeling, eating, touching, and thought — and of seeking our liberation amid the storm rather than demanding that the phenomenon match our desires. Practices of contemplation are powerful. When you work alone, and feel you're not free, please protect yourself. This dangerous feeling could include extreme fear, stress, uncertainty or even signs of the physical. Stay to speak with an instructor, a psychologist or a professional who can educate you about the procedure if something like this happens. Without wonder meditation is not a panacea. In fact when asked the spiritual leader Jiddu Krishnamurti, "What good is all this contemplation doing?" It's no use at all," he responded. "Meditation isn't guaranteed to make you wealthy, gorgeous or famous. That's a mystery. You do want to achieve your goal, but you need to let go of the target-oriented, overachieving, task-centered way of doing and remain in the state of being that helps to incorporate your mind and body in your meditation. It is the paradox of the Zen instruction “Try not to try.” What to Do in an Emergency A professional teacher's guide is often required. A group called the Spiritual Emergence Network advises people suffering from a spiritual emergency and lets qualified psychologists and physicians discern between a psychological emergency and a mental breakdown. Another way to tell the difference is that the person who sees visions in a spiritual disaster realizes they are delusions, whereas in a psychotic breakdown the person believes the dreams are real. If you have feelings that are extremely unpleasant and no trainer is present, immediately stop the practice and concentrate on simple earthy stuff to get yourself focused. Dig into the yard, go out walking or jogging, get a workout, take a bath or a shower and eat heavy stuff. Slow down your spiritual awakening when you feel threatened by it.

We do know God has instructed us to pray for leaders. Our duty, then, is to pray for wise decisions, but to trust when foolish and harmful decisions are made.

Pastor Training School Consider this mission statement of a well-known university: “To be plainly instructed and consider well that the main end of your life and studies is to know God and Jesus Christ.” Founded in 1636, this university employed exclusively Christian professors, emphasized character formation in its students above all else, and rooted all its policies and practices in a Christian worldview. This school served as a bastion of academic excellence and Christian distinction.1 This mission statement, however, is not from Dallas Theological Seminary. Neither is it from Wheaton College. It’s from Harvard University—this statement described their founding mission. Harvard began as a school to equip ministers to share the Good News.

Our intelligence gives us ideas and instructions. But it is our ability to cooperate that actually helps us get those things done.

Leaders often lament that followers resist change—such as the CEO who complained to us that his company’s innovation efforts were undermined by middle management “trolls.” Yet as organizational theorist James March observed, leaders rarely notice the opposite problem: when employees pursue their leaders’ instructions “more forcefully than was intended” or inaccurately infer their bosses will be pleased by moves that never occurred to their bossses (and their bosses may not want).

That’s what University of Pennsylvania’s Andrew Carton and his coauthors concluded after studying patients treated for heart attacks in 151 California hospitals. When a hospital had four or fewer values and used vivid imagery, patients were far less likely to be readmitted for further treatment within thirty days—a key indicator of the quality of care. Carton’s team found similar results in an experiment where they assembled sixty-two virtual teams to design new toys. Before designing the toy, team members learned their “company’s” values—and were instructed that their design should be “congruent” with the values. An “expert panel” of seven children was more enthusiastic about playing with toys designed by teams in companies with short lists of vivid values.

sat motionless while gathering his thoughts. Finally, he spoke. “Elder Wilder, when we are given instruction from our leaders, we must obey. Do you not sustain the Prophet and the Twelve Apostles as the mouthpieces of God on the earth, the ones authorized to speak God’s will?

We need to be reminded more than we need to be instructed

If instructional expertise and cultural competence, or the ability to teach across difference, are essential to improving student achievement, then teachers are educational leaders with the greatest scope of influence

Although Gandhi had acknowledged that the situation in Sindh was ‘distressing’, he had rebuked the Sindhi Congress leaders for ‘deserting’ the Hindus in Sindh and had instructed them to return to their home province, where he felt there was great need for them, and that they should ‘die if need be’.10

Simon Graves, Nottingham, a teacher with a lot of knowledge in the English world, now decided to write books for his students. He also gives lectures on the internet about the English language and is very good at it. In his years of instructing, he's had loads of tasks. Simon Greaves, Nottingham, started and developed an internet coaching company, mainly focusing on assisting education leaders and individuals searching for career assistance. Keep in mind that he has over 20 years of expertise to draw upon.

What people love is the idea of freedom. They love to think that they are not slaves. They go to great lengths to convince themselves they are independent, and that no one can boss them around. But reality tells a different story. Most people badly want some parent figure—whether that's a teacher, president, gang leader, pope, guru, God, or Santa Claus—to whom they can delegate their power of choice, for they would much rather trust anyone other than themselves. Having to figure things out on their own and take responsibility for their lives is too scary of a prospect. Following a path is much easier than creating one. This accounts for the popularity of dogma; and this is why, despite all the rhetoric suggesting otherwise, real freedom terrifies people. What they crave is not freedom but authority figures to give them orders. If I can go on record with another runner-up for the most undemocratic sentence of all times . . . most people seem to be born to obey commands. They probably resent the commands, often complain about them, and occasionally secretly break them only to feel guilty later, but the truth is they would be totally lost without them. If you try to take away their chains, they'll scream and shout because their security, their very identity, is in their chains. Give them real freedom and they'll run back to their dogmas crying “please mama hold me tight.” Dogma is what reassures them and lulls them to sleep at night. “No, dear child—dogma whispers softly in their ears—you don't need to venture alone in that big, scary world. Stay by my side instead, and I will always take care of you. I promise you will never have to make difficult choices all by yourself. I will map out the path for you, and all you'll have to do is follow. You will never be lost again.” Forget freedom as a family value. Real freedom is scary. Real freedom is for people with broad shoulders and big hearts.

In 2008 an official website commemorating Sharon’s life and achievements was established, in which, rather than hiding his role in Gaza in those days, it proudly lauded it: Sharon participates in these searches himself. He orders the soldiers to perform a full body search on all males and sometimes imposes curfews on refugee camps in order to conduct a search. The clear goal of the mission is finding terrorists and killing them. The soldiers have orders not to try and capture the terrorists alive. Sharon instructs them to be rough with the local population, to perform searches in the streets and even to strip suspects naked if necessary; to shoot to kill any Arab who holds a gun; to shoot to kill any Arab who does not obey a Stop! call; and to diminish the risk to their lives by employing a big volume of fire, by uprooting trees from orchards which makes it difficult to capture terrorists, by demolishing houses and driving out their owners to other houses in order to pave secure roads. Haider Abd al-Shafi, Senior Palestinian leader, says: ‘Sharon took a decision to open roads in Al Shateya camp and in Rafah for security. That led to removing houses, the houses of refugees, which is an action not to be taken lightly, but there was no objection neither from Dayan nor from the Israeli government. They let Sharon realize his aim and he really destroyed a lot of refugees’ houses.’ Eli Landau, political ally and a friend of Ariel Sharon, says: ‘He was a very senior officer going with the troops from house to house, from bunker to bunker, from orange grove to orange grove, to explain what he meant. Three months later, Gaza was quiet. The terror was crushed with an iron fist, with a vicious hand. He cast fear in Gaza, he was feared.’9 The manner and detail of the retaliation were based on British military counter-insurgency methods employed against the Palestinians during the Arab revolt in the 1930s; it seems that the new rulers of the West Bank and the Gaza Strip were highly impressed by this ruthless methodology. In the case of the British this pattern of inhumanity was in place for three years; in the case of the Palestinians it has lasted for more than fifty years.

The soldiers instructed the kindergartners to close their eyes and pray to God. To ask for candy. They did; they opened their eyes, and there was no candy. Then, they told the children to close their eyes and pray to Fidel Castro for candy. They did. And when they opened their eyes, each child had a piece of candy on his or her desk, quietly slipped there by the soldiers. Marxism always begins that way. By destroying allegiance to anything other than the state, Dear Leader, El Comandante. Faith in God must be destroyed. Devotion to family must be destroyed. Children are taught to betray their parents, to report what they said at home if it differs from the views mandated by the government. Anything that might get in the way of complete and absolute loyalty and obedience to the revolution must be eradicated.

A world that relies on social inequality to keep its machinery running can only afford for a handful of people to imagine themselves “gifted.” Gifted = destined leaders and bosses, visionaries and innovators who have the time and resources to design the future while the masses are trained to sit still, raise their hands, and take instruction.

Failure is the stepping-stone to Success. He fails who gives up a thing in final despair. Go on, I say. You will improve from the very first day, and in a short time you will be another man. All the leaders of humanity, past or present, have studied and investigated with tireless zeal along the special lines and, in Spiritual culture, you must do the same. But you must have health, a strong will and a steady brain, and I will enable you to have these positively. Keep these instructions strictly privately. Master them by constant meditation upon same.

In the Kaṭha Upaniṣad it is stated that the Supreme Lord is the leader of all living entities. He is their sustainer and the awarder of all their necessities and desires. No living entity is independent; all are dependent on the mercy of the Supreme Lord. Therefore the Vedic instruction is that one should enjoy life under the direction of the supreme leader, the Personality of Godhead.

The Ten Commandments As Interpreted by Robin Palmetier 1. Don’t lie. Unless it’s to the police. 2. Don’t cheat your customers. Robin always made sure her dime bags were just a bit larger than any other dealers’ in the area, insuring loyalty in her clientele. 3. Always be polite. Especially to people who don’t like you, as it will piss them off. 4. Don’t steal from anyone. Anyone meaning people, leaving corporations and the IRS fair game. 5. Don’t kill. This one was also on the Bible’s list but, like many Christians, Robin had a long list of exceptions to this rule. It was okay to kill sexual predators (unless they were born-again while serving time), liberal commentators, and anyone described as a "bad guy" by the greatest journalist and political leader of all time, Box News commentator Malcolm Wright. Unless, of course, Mr. Wright happened to be talking about one of her personal friends, which, on occasion, he had. 6. Do not take the Lord’s name in vein. Shit, fuck, cock, pussy, bitch, bastard and their ilk were just fine. Goddamn’s and Jesus Christ’s were no-no’s. 7. Always repay a favor with a favor. Someone does something nice for you, do something nice right back. Being in someone’s debt is a dangerous thing. 8. Affirm that every word in the Bible is true, except the parts that clearly aren’t. Like that thing about eating shellfish—though supposedly an abomination on par with adultery, murder, poly-cotton blends and paying interest on a mortgage—it could not possibly be God’s will. Robin loved scallops and knew the good Lord would not wish to deny her this pleasure. 9. Discuss all decisions with God directly and listen closely to his advice. Sadly, when Praline tried this himself he got nothing but an extended silence, while his mother always seemed to get very detailed instructions. 10. Always remember your mama loves you.

Transcending class distinctions, the speaker [Stalin] portrays the relation between the bourgeoisie and the proletariat as a mere division of labor. The workers and soldiers achieve the revolution, Guchkov and Miliukov “fortify” it.[…] This superintendent’s approach to the historical process is exactly characteristic of the leaders of Menshevism, this handing out of instructions to various classes and then patronizingly criticizing their fulfillment.

Established Christians and new converts alike need to understand the overall plan of God, how it is fulfilled in Christ and the church, and how they as individuals have a part to play in it. Jesus’ teaching method after his resurrection is particularly instructive for us in this context. When he taught his friends on the road to Emmaus, and later that evening taught his disciples in Jerusalem, he opened up the Scriptures to demonstrate that the Messiah needed to suffer. He said to them, ‘Everything must be fulfilled that is written about me in the Law of Moses, the Prophets and the Psalms.’16 ‘The law, the prophets and the psalms’ (or ‘writings’) were the sections into which the Hebrew Scriptures were divided; in other words, Jesus took them through the whole Old Testament, opening their minds so that they could understand, and giving them a summary of Scripture, namely that ‘the Christ will suffer and rise from the dead on the third day, and repentance and forgiveness of sins will be preached in his name to all nations, beginning at Jerusalem’.17 This would hardly be the Old Testament summary that most of us would give if asked, yet Jesus is clear that the Old Testament speaks about a coming Messiah who must suffer and rise again. All the promises must then be fulfilled in and through him, in particular the promise that has been consistent throughout Scripture, of the glory of God filling the earth, and of every nation being blessed through Abraham’s seed. This is why the gospel is to be preached throughout the world. This is the big story, the big picture, the whole plan of God; this is what needs to be understood as a foundational revelation.

his body was cremated and the leaders of the IWW divided the cremated remains into small envelopes that had Hill’s picture on one side and his “last will” on the other. The envelopes containing instructions to scatter the remains were sent to people in South America, Europe, Asia, South Africa, Australia, New Zealand, and every state in the United States except Utah because Joe had said that he “didn’t want to be found dead” there.

Meanwhile, angered by white violence in the South and inspired by the gigantic June 23 march in Detroit, grassroots people on the streets all over the country had begun talking about marching on Washington. “It scared the white power structure in Washington, D.C. to death,” as Malcolm put it in his “Message to the Grassroots” and in his Autobiography.6 So the White House called in the Big Six national Negro leaders and arranged for them to be given the money to control the march. The result was what Malcolm called the “Farce on Washington” on August 28, 1963. John Lewis, then chairman of SNCC and fresh from the battlefields of Georgia, Mississippi, and Alabama where hundreds of blacks and their white student allies were being beaten and murdered simply for trying to register blacks to vote, was forced to delete references to the revolution and power from his speech and, specifically, to take out the sentence, “We will not wait for the President, the Justice Department nor Congress, but we will take matters into our own hands and create a source of power, outside of any national structure, that could and would assure us a victory.” Marchers were instructed to carry only official signs and to sing only one song, “We Shall Overcome.” As a result, many rank-and-file SNCC militants refused to participate.7 Meanwhile, conscious of the tensions that were developing around preparations for the march on Washington and in order to provide a national rallying point for the independent black movement, Conrad Lynn and William Worthy, veterans in the struggle and old friends of ours, issued a call on the day of the march for an all-black Freedom Now Party. Lynn, a militant civil rights and civil liberties lawyer, had participated in the first Freedom Ride from Richmond, Virginia, to Memphis, Tennessee, in 1947 and was one of Robert Williams’s attorneys.8 Worthy, a Baltimore Afro-American reporter and a 1936–37 Nieman Fellow, had distinguished himself by his courageous actions in defense of freedom of the press, including spending forty-one days in the Peoples Republic of China in 1957 in defiance of the U.S. travel ban (for which his passport was lifted) and traveling to Cuba without a passport following the Bay of Pigs invasion in order to help produce a documentary. The prospect of a black independent party terrified the Democratic Party. Following the call for the Freedom Now Party, Kennedy twice told the press that a political division between whites and blacks would be “fatal.

First Week of January 2013 Continuation of my Message to Andy (part 5)   Hi Andy, Are you back from your Tasmanian rowing expedition? Did your team win? I hope so. If I remember correctly, you were always an excellent rower and your teammates at Daltonbury Hall venerated your feathering mastery. I’d love to hear your adventures.☺   Back To My OBSS Escapades   As we headed to Jules’ makeshift office (a classroom temporarily converted), Kim was overtly skittish. He had surmised we would be consigned to cleaning the OBSS lavatories as punishment for our playful misdemeanour. I assured the teenager that that wouldn’t be the case; a more propitious outcome would be in order. Yet, he continued to brood, blaming me for my impertinence. Instead of arguing with him, I kept silent.               I couldn’t help but notice a sardonic smug on Jules’ handsome face when we entered. “Young, will you keep watch outside while I have a word with this young man?” he instructed. I sat on a nearby bench, waiting my turn. Minutes passed, and I needed to use the restroom. I wasn’t sure if I should leave, in the event I would be called upon, but I decided to go. Just as I was finishing my business, I heard a commotion outside. In states of disarray, my leader and tent-mate were being escorted out of the office by a couple of burly guards from the senior officer’s HQ. I was shocked to witness such an unanticipated occurrence. For a brief moment, Kim looked my direction before they marched into the darkness. The unforgettable terror on his face was of a man about to be hanged. It didn’t take long for rumours to circulate around camp that the two were caught red-handed doing unspeakable things to one another. Yet, none of the gossipmongers could provide a definitive account. The next day, Jules and Kim were gone. They had both been hastily expelled without having a chance to say goodbye. My three remaining days at OBSS, I was flummoxed. It was my final evening in Singapore when the truth came to light. My ex-OBSS leader was coming out of a bar in Bugis Street when I stumbled upon him. It was then that I heard the entire narrative from the horse’s mouth.

Craft does not entail looking up decisions in books, or sticking to universal truths. It’s an instinct for making the right decision on every occasion. Pure eggheads lack it. When we think of the Apollo space program, we rarely picture the rocket scientists. We remember a failed mission, Apollo 13, when three guys jury-rigged their spaceship and got back to earth alive. They were among the most highly trained people ever to leave the ground, but they had little training in the repair of carbon dioxide scrubbers. Still, they were able to combine instructions from the ground with their skill as first-class tinkerers. That’s craft: flexibly wise leadership. All great leaders have it.

A low-context culture is a place where little is left to assumption so things are spelled out explicitly. In contrast, high-context cultures are places where people have significant history together and so a great deal of understanding can be assumed. Things operate in high-context cultures as if everyone there is an insider and knows how to behave. Written instructions and explicit directions are minimal because most people know what to do and how to think. Our families are probably the most tangible examples we have of high-context environments. After years of being together, we know what the unspoken rules are of what to eat, how to celebrate holidays, and how to communicate with each other. Many of our workplaces are the same. We know when to submit check requests, how to publicize an event, and how to dress on “casual” Fridays. New employees joining these kinds of organizations can really feel lost without adequate orientation. And many religious services are also very high context. People routinely stand, bow, or recite creeds that appear very foreign and confusing to someone just joining a religious community for the first time. Discerning whether a culture provides direct and explicit communication versus one that assumes a high degree of shared understanding is a strategic point of knowledge. And leaders need to bear in mind the areas of their own organizational and national culture that are high context and how that affects outsiders when they enter. Table

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Discussed in this chapter are the major elements of how to develop adaptive leaders for the future. They include: (1) the adaptive course model (ACM); (2) the ACM Program of Instruction (POI); (3) the establishment of teachers of adaptability (TA), through a certification process and implementation of tools they can employ to develop adaptability; and (4) the Leader Evaluation System, or LES. Taken together, they form the beginning of the new leader education revolution.

They ask that we pray for their families, and for kinder leaders, and for the homeless, and people with AIDS, and people in other countries in crises of starvation or war.

In a 5 November leader article the West African Pilot vented its anger at Churchill’s words in the Commons: ‘That a British prime Minister could utter such a statement during an unparalleled destructive war which has cost Colonial peoples their material resources and manpower is, indeed, a revelation. What, now, must we expect our fate to be after the war?’120 Nnamdi ‘Zik’ Azikiwe, the editor of this pioneering Nigerian nationalist newspaper, also cabled Churchill requesting clarification of the discrepancy between Attlee’s statement and Churchill’s. Did the Charter apply to West Africa or not? Churchill gave instructions for a reply, which, echoing his Commons statement, claimed that the government’s Empire policy was ‘already entirely in harmony with the high conceptions of freedom and justice which inspired the joint declaration [i.e. the Atlantic Charter]’. Therefore, no fresh statement of policy on Africa was required.121 But his efforts were to no avail. In 1943 Zik travelled with a delegation to Britain and used the Charter as the basis for a demand for a timescale for complete independence.

Matthias Zerfass, of his own accord, acknowledged that he was a teacher among them, and remained firm and patient under torture, and was then beheaded. He wrote from prison: “The chief object of our torture has been that we should say how many of us were teachers, and reveal their names and addresses…. I was to acknowledge the authorities as Christian and that infant baptism is right; I pressed my lips together, yielded myself to God, suffered patiently, and thought of the Lord’s word when He said, ‘Greater love hath no man than this, that a man lay down his life for his friends. Ye are My friends, if ye do whatsoever I command you.’ It looks as though I have still much to suffer, but the Lord alone has it in His hand, and I can pray for nothing except that His will be done.” An instruction was issued as follows: “In order to arrest the leaders, teachers, bush-preachers, and corner-preachers of the sectaries… officials shall send spies into the hedges, fens, and moors, especially at the approach of the more important festivals, and when there is full and continued moonlight, in order to discover their secret meeting-places.” Yet in 1534 the Bishop of Münster, in writing to the Pope, bore testimony to the excellent lives of the Anabaptists.

For how far in the future are you optimizing your organization? Are you mentoring solely to instruct or also to learn? Will you know if you’ve accomplished your organizational and personal goals? Are you measuring the things you need to be? Have you assigned a team to write up the company’s goals three to five years out? What will it take to redesign your management team’s schedule so you can mentor one another? How can you reward staff members who attain their measurable goals?

Rather than calling for the white citizens of Little Rock to show Christian love toward the black students, Rice mocked “the wholly selfish and political attitude of the NAACP radical leaders, by socialists and communists, by modernist ‘do-gooders’ who have no other gospel but questions of race and pacifism and labor unions.” He continued:   The nine Negro children were selected by the National Association for the Advancement of Colored People, and on their instructions and to make a public issue.. wholly for political and propaganda purposes…and not for the good of the students themselves, attempted to transfer to Central High School…The Negroes already had a high school equally as good, newer and less crowded…To force integration, President Eisenhower called out units of the 101st Airborne Division to Little Rock, who took over somewhat as “occupation troops.” Citizens were barred from certain streets. Some [whites] were clubbed in the head by soldiers. The nine Negro students went to Central High School.[176]

DAY 25: What specific instructions did Paul give Timothy that would apply to a young person? A young person seeking to live as a disciple of Jesus Christ can find essential guidelines in 4:12–16, where Paul listed five areas (verse 12) in which Timothy was to be an example to the church: 1. In “word” or speech—see also Matthew 12:34–37; Ephesians 4:25, 29, 31. 2. In “conduct” or righteous living—see also Titus 2:10; 1 Peter 1:15; 2:12; 3:16. 3. In “love” or self-sacrificial service for others—see also John 15:13. 4. In “faith” or faithfulness or commitment, not belief—see also 1 Corinthians 4:2. 5. In “purity” and particularly sexual purity—see also 4:2. The verses that follow hold several other building blocks to a life of discipleship: 1. Timothy was to be involved in the public reading, study, and application of Scripture (v. 13). 2. Timothy was to diligently use his spiritual gift that others had confirmed and affirmed in a public way (v. 14). 3. Timothy was to be committed to a process of progress in his walk with Christ (v. 15). 4. Timothy was to “take heed” to pay careful attention to “yourself and to the doctrine” (v. 16). The priorities of a godly leader should be summed up in Timothy’s personal holiness and public teaching. All of Paul’s exhortations in vv. 6–16 fit into one or the other of those two categories. By careful attention to his own godly life and faithful preaching of the Word, Timothy would continue to be the human instrument God would use to bring the gospel and to save some who heard him. Though salvation is God’s work, it is His pleasure to do it through human instruments.

Passive acceptance of the teacher’s wisdom is easy to most boys and girls. It involves no effort of independent thought, and seems rational because the teacher knows more than his pupils; it is moreover the way to win the favour of the teacher unless he is a very exceptional man. Yet the habit of passive acceptance is a disastrous one in later life. It causes men to seek a leader, and to accept as a leader whoever is established in that position. It makes the power of Churches, Governments, party caucuses, and all the other organizations by which plain men are misled into supporting old systems which are harmful to the nation and to themselves. It is possible that there would not be much independence of thought even if education did everything to promote it; but there would certainly be more than there is at present. If the object were to make pupils think, rather than to make them accept certain conclusions, education would be conducted quite differently: there would be less rapidity of instruction and more discussion, more occasions when pupils are encouraged to express themselves, more attempt to make education concern itself with matters in which the pupils feel some interest.

find it interesting, given the controversies over alcohol that would eventually erupt in the history of the Christian church, that the arrival of Christianity in the world and its eventual sway over the empire did not diminish the Roman love of beer. For the early Christians, drunkenness was the sin—as their apostles had repeatedly taught—and not the consumption of alcohol. After all, their Lord had miraculously created wine at a wedding feast, the fledgling church drank wine at its sacred meals, and Christian leaders even instructed their disciples to take wine as a cure for ailments. Clearly, beer and wine used in moderation were welcomed by the early Christians and were taken as a matter of course. It was excess and drunkenness and the immorality that came from both that the Christians opposed.

This is why those with greater social sensitivity have stronger friendships, better marriages, and are happier with their lives in general. At work, leaders do better when they have some sense of whether or not their instructions are being understood. Managers motivate their employees when they have some sense of what their employees want and need. Salesmen close more deals when they have some ability to know what their customers want and can modify their pitch accordingly. Most of us avoid getting into fistfights or looking like complete idiots because we have a reasonable sense of what others think and feel, and thus can manage our relationships reasonably well. Being able to understand others

When you become ministers, teach your people how to think independently without relying on you for instructions. Don't be a leader who tries to control people. Do not limit your people, but provide a creative environment for them to take the initiative

(On a side note: we believe there will be no substantial educational reform until administrators, specifically principals, roll up their sleeves, step into rebellious classes and show teachers how to instruct unruly students. We need educational leaders… not financial bean counters.