Leader Attributes Quotes

Every time I hear a political speech or I read those of our leaders, I am horrified at having, for years, heard nothing which sounded human. It is always the same words telling the same lies. And the fact that men accept this, that the people’s anger has not destroyed these hollow clowns, strikes me as proof that men attribute no importance to the way they are governed; that they gamble – yes, gamble – with a whole part of their life and their so called 'vital interests.

There is within the human heart a quality of intelligence which has been known to surpass that attributed to the human mind.

But there seems to have been an actual decline in rational thinking. The United States had become a place where entertainers and professional athletes were mistaken for people of importance. They were idolized and treated as leaders; their opinions were sought on everything and they took themselves just as seriously — after all, if an athlete is paid a million or more a year, he knows he is important … so his opinions of foreign affairs and domestic policies must be important, too, even though he proves himself to be both ignorant and subliterate every time he opens his mouth. (Most of his fans were just as ignorant and unlettered; the disease was spreading.)

A Chinese proverb says, “Those who drink the water must remember those who dug the well.” Gratitude is one of the most attractive of all personal attributes;

In preparing for this ceremony," Kai said, setting the bouquet on the mantel behind him, "I did some research and learned that the word Alpha has held many meanings across history. Alpha can refer to the first of something," said Kai, "or the beginning of everything. It can be attributed to a particularly powerful or charismatic person, or it can signify the dominant leader in a pack of animals, most notably, of course, wolves." His serious expression tweaked briefly into a teasing smile. "It has meanings in chemistry, physics, and even astronomy, where it describes the brightest star in a constellation. But it seems clear that Ze’ev and Scarlet have created their own definition for the word, and their relationship has given this word a new meaning for all of us. Being an Alpha means that you’ll stand against all adversity to be with your mate. It means accepting each other, both for your strengths and your flaws. It means forging your own path to happiness and to love.

You cannot easily fit women into a structure that is already coded as male; you have to change the structure. That means thinking about power differently. It means decoupling it from public prestige. It means thinking collaboratively, about the power of followers not just of leaders. It means, above all, thinking about power as an attribute or even a verb (‘to power’), not as a possession.

If an epileptic seizure is focused in a particular sweet spot in the temporal lobe, a person won´t have motor seizures, but instead something more subtle. The effect is something like a cognitive seizure, marked by changes of personality, hyperreligiosity (an obsession with religion and feelings of religious certainity), hypergraphia (extensive writing on a subject, usually about religion), the false sense of an external presence, and, often, the hearing voices that are attributed to a god. Some fraction of history´s prophets, martyrs, and leaders appear to have had temporal lobe epilepsy. When the brain activity is kindled in the right spot, people hear voices. If a physician prescribes an anti-epileptic medication, the seizures go away and the voices disappear. Our reality depends on what our biology is up to.

An integrated male possesses many of the following attributes: •He has a strong sense of self. He likes himself just as he is. •He takes responsibility for getting his own needs met. •He is comfortable with his masculinity and his sexuality. •He has integrity. He does what is right, not what is expedient. •He is a leader. He is willing to provide for and protect those he cares about. •He is clear, direct, and expressive of his feelings. •He can be nurturing and giving without caretaking or problem-solving. •He knows how to set boundaries and is not afraid to work through conflict.

You cannot easily fit women into a structure that is already coded as male; you have to change the structure. That means thinking about power differently. It means decoupling it from public prestige. It means thinking collaboratively, about the power of followers not just of leaders. It means, above all, thinking about power as an attribute or even a verb ('to power'), not as a possession.

I did learn fairly early that the best and most effective way to lead is by letting people do things because they want to do them, not because you want them to. The best leaders also know when they are wrong, and are capable of pulling themselves out. And the best leaders enable others to make decisions for them. Let me rephrase that. Much ofLinux's success can be attrib­uted to my own personality flaws: 1) I'm lazy; and 2) I like to get credit for the work of others.

After spending years around investors and business leaders I’ve come to realize that someone else’s failure is usually attributed to bad decisions, while your own failures are usually chalked up to the dark side of risk.

In order to change the world, you must first change yourself. In order to have the right to see what is wrong with the world, you must first earn that right through seeing what is wrong with yourself. We do not become influencers, leaders and teachers, through pulling on our better attributes and applying those better attributes to a broken world like a healing balm; rather, we become influencers, leaders and teachers in this world, by performing within ourselves the purging that we wish to see take place in others.

Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

The comforting idea that “the old will die and the young will forget”—a remark attributed to David Ben-Gurion, probably mistakenly—expresses one of the deepest aspirations of Israeli leaders after 1948. It was not to be.

Alpha can refer to the first of something," said Kai, "or the beginning of everything. It can be attributed to a particularly powerful or charismatic person, or it can signify the dominant leader in a pack of animals, most notably, of course, wolves." His serious expression tweaked briefly into a teasing smile. "It has meanings in chemistry, physics, and even astronomy, where it describes the brightest star in a constellation. But it seems clear that Ze'ev and Scarlet have created their own definition for the word, and their relationship has given this word a new meaning for all of us. Being an Alpha means that you'll stand against all adversity to be with your mate. It means accepting each other, both of your strengths and your flaws. It means forging your own path to happiness and to love.

Was it the wicked leaders who led innocent populations to slaughter, or was it wicked populations who chose leaders after their own hears? On the face of it, it seemed unlikely that one Leader could force a million Englishmen against their will. If, for instance, Mordred had been anxious to make the English wear petticoats, or stand on their heads, they would surely not have joined his party -- however clever or persuasive or deceitful or even terrible his inducements? A leader was surely forced to offer something which appealed to those he led? He might give the impetus to the falling building, but surely it had to be toppling on its own account before it fell? If this were true, then wars were not calamities into which amiable innocents were led by evil men.They were national movements, deeper, more subtle in origin. And, indeed, it did not feel to him as if he or Mordred had led their country to its misery. If it was so easy to lead one's country in various directions, as if she was a pig on a string, why had he failed to lead her into chivalry, into justice, and into peace? He had been trying. Then again -- this was the second circle -- it was like the Inferno -- if neither he nor Mordred had really set the misery in motion, who had been the cause? How did the fact of war begin in general? For any one war seemed so rooted in its antecedents. Mordred went back to Morgause, Morgause to Uther Pendragon, Uther to his ancestors. It seemed as if Cain had slain Abel, seizing his country, after which the men of Abel had sought to win their patrimony again for ever. Man had gone on, through age after age, avenging wrong with wrong, slaughter with slaughter. Nobody was the better for it, since both sides always suffered, yet everybody was inextricable. The present war might be attributed to Mordred or to himself. But also it was due to a million Thrashers, to Lancelot, Guenever, Gawaine, everybody. Those who lived by the sword were forced to die by it. It was as if everything would lead to sorrow, so long as man refused to forget the past. The wrongs of Uther and of Cain were wrongs which could have been righted only by the blessing of forgetting them.

Edgar Allan Poe was an American poet, short story writer, playwright, editor, critic, essayist and one of the leaders of the American Romantic Movement. Best known for his tales of the macabre and mystery, Poe was one of the early American practitioners of the short story and a progenitor of detective fiction and crime fiction. He is also credited with contributing to the emergent science fiction genre.Poe died at the age of 40. The cause of his death is undetermined and has been attributed to alcohol, drugs, cholera, rabies, suicide (although likely to be mistaken with his suicide attempt in the previous year), tuberculosis, heart disease, brain congestion and other agents. Source: Wikipedia

As much as Henry Kissinger wanted to attribute historical movement to impersonal forces, he too conceded to "the difference personalities make".

A core attribute of the effective leader is the act of inspiring and developing others. Leaders model by their actions.

It was brought down by a confluence of factors – among them I would highlight the Depression, the breakdown of the democratic process that began in 1930 and is in part attributable to the president and the arch-conservatives around him, the miscalculations of the leaders of several major political parties, and the swell of voters’ affinity for the radical parties of the Left and the Right.

In 2007, Stanford Business School Advisory committee asserted that self awareness was the most important attribute a leader should develop. The challenge for the modern entrepreneur is to take that path.

Their analysis revealed that a number of psychopathic attributes were actually more common in business leaders than in so-called disturbed criminals--attributes such as superficial charm, egocentricity, persuasiveness, lack of empathy, independence, and focus--and the main difference between the groups was in the more "antisocial" aspects of the syndrome: the criminals' lawbreaking, physical aggression, and impulsivity dials were cranked up higher.

In a visit to San Salvador in February 1989, Vice President Dan Quayle told army leaders that death squad killings and other human rights violations attributed to the military had to be ended. Ten days later, the US-trained Atlacatl Battalion—which was believed to have a US trainer assigned to it at all times—attacked a guerrilla field hospital, killing at least ten people, including five patients, a doctor and a nurse, and raping at least two of the female victims before shooting them.

The fundamental attribution error is simply this: human beings tend to falsely attribute the negative behaviors of others to their character (an internal attribution), while they attribute their own negative behaviors to their environment (an external attribution).

That means thinking about power differently. It means decoupling it from public prestige. It means thinking collaboratively, about the power of followers not just of leaders. It means, above all, thinking about power as an attribute or even a verb ('to power'), not as a possession.

We avoid tough conversations, including giving honest, productive feedback. Some leaders attributed this to a lack of courage, others to a lack of skills, and, shockingly, more than half talked about a cultural norm of “nice and polite” that’s leveraged as an excuse to avoid tough conversations.

You “burn” your way into the mind by narrowing the focus to a single word or concept. It’s the ultimate marketing sacrifice. Federal Express was able to put the word overnight into the minds of its prospects because it sacrificed its product line and focused on overnight package delivery only. In a way, the law of leadership—it’s better to be first than to be better—enables the first brand or company to own a word in the mind of the prospect. But the word the leader owns is so simple that it’s invisible. The leader owns the word that stands for the category. For example, IBM owns computer. This is another way of saying that the brand becomes a generic name for the category. “We need an IBM machine.” Is there any doubt that a computer is being requested? You can also test the validity of a leadership claim by a word association test. If the given words are computer, copier, chocolate bar, and cola, the four most associated words are IBM, Xerox, Hershey’s, and Coke. An astute leader will go one step further to solidify its position. Heinz owns the word ketchup. But Heinz went on to isolate the most important ketchup attribute. “Slowest ketchup in the West” is how the company

Like most of the left’s leaders, I was a Marxist and a socialist. I believed in the “dialectic” of history and therefore, even though I knew that the societies calling themselves Marxist were ruled by ruthless dictatorships, I believed they would soon evolve into socialist democracies. I attributed their negative features to under-development and to the capitalist pasts from which they had emerged.

There are plenty of attributes that separate the great leader from the good manager. Both may put their work before family and friends, survive on little sleep, endure a lifetime of red-eye flights. Look more closely and you will find that the great leader possesses an unusual, and essential, characteristic – he will think and operate like an owner, or a person who owns a substantial stake of the business, even if, in a financial or legal sense, he is neither.

Not only does a good army commander not need any special qualities, on the contrary he needs the absence of the highest and best human attributes—love, poetry, tenderness, and philosophic inquiring doubt. He should be limited, firmly convinced that what he is doing is very important (otherwise he will not have sufficient patience), and only then will he be a brave leader. God forbid that he should be humane, should love, or pity, or think of what is just and unjust.

Their analysis revealed that a number of psychopathic attributes were actually more common in business leaders than in so-called ‘disturbed’ criminals – attributes such as superficial charm, egocentricity, persuasiveness, lack of empathy, independence and focus – and that the main difference between the groups was in the more ‘antisocial’ aspects of the syndrome: the criminals’ law-breaking, physical aggression and impulsivity dials (to return to our analogy of earlier) were cranked up higher.

In this chapter, I want to focus on the really big crimes that have been committed by atheist groups and governments. In the past hundred years or so, the most powerful atheist regimes—Communist Russia, Communist China, and Nazi Germany—have wiped out people in astronomical numbers. Stalin was responsible for around twenty million deaths, produced through mass slayings, forced labor camps, show trials followed by firing squads, population relocation and starvation, and so on. Jung Chang and Jon Halliday’s authoritative recent study Mao: The Unknown Story attributes to Mao Zedong’s regime a staggering seventy million deaths.4 Some China scholars think Chang and Halliday’s numbers are a bit high, but the authors present convincing evidence that Mao’s atheist regime was the most murderous in world history. Stalin’s and Mao’s killings—unlike those of, say, the Crusades or the Thirty Years’ War—were done in peacetime and were performed on their fellow countrymen. Hitler comes in a distant third with around ten million murders, six million of them Jews. So far, I haven’t even counted the assassinations and slayings ordered by other Soviet dictators like Lenin, Khrushchev, Brezhnev, and so on. Nor have I included a host of “lesser” atheist tyrants: Pol Pot, Enver Hoxha, Nicolae Ceaus̹escu, Fidel Castro, Kim Jong-il. Even these “minor league” despots killed a lot of people. Consider Pol Pot, who was the leader of the Khmer Rouge, the Communist Party faction that ruled Cambodia from 1975 to 1979. Within this four-year period Pol Pot and his revolutionary ideologues engaged in systematic mass relocations and killings that eliminated approximately one-fifth of the Cambodian population, an estimated 1.5 million to 2 million people. In fact, Pol Pot killed a larger percentage of his countrymen than Stalin and Mao killed of theirs.5 Even so, focusing only on the big three—Stalin, Hitler, and Mao—we have to recognize that atheist regimes have in a single century murdered more than one hundred million people.

Google spent millions of dollars on a study called Project Aristotle to study teams around the globe. They wanted to know the attributes and characteristics of the best teams and who the best team leaders were. Sure enough, the best leaders were the most positive. They were the ones who made it safe for every person on the team to speak out and feel valued and respected. They were the most supportive and encouraging, constantly giving of themselves to their team members so the team members could be their best selves.

Large or small, our actions forge our futures, hopefully inspiring others along the way. Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable. In times of adversity and change, we really discover who we are and what we’re made of. Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along. Fixing moments, like mopping a dirty floor, only provides short-term satisfaction. But take the time to understand the cause of the problem—like how to keep a floor from getting so dirty in the first place—solves, and maybe eliminates, a problem. How leaders embody the values they espouse sets a tone, an expectation, that guides their employees’ behaviors. While I would not want to constantly battle against the odds, the raw feeling of accomplishing something that others did not think possible, or leading people beyond where they thought they could go, is extremely gratifying.

What interested these gnostics far more than past events attributed to the “historical Jesus” was the possibility of encountering the risen Christ in the present.49 The Gospel of Mary illustrates the contrast between orthodox and gnostic viewpoints. The account recalls what Mark relates: Now when he rose early on the first day of the week, he appeared first to Mary Magdalene … She went and told those who had been with him, as they mourned and wept. But when they heard that he was alive and had been seen by her, they would not believe it.50 As the Gospel of Mary opens, the disciples are mourning Jesus’ death and terrified for their own lives. Then Mary Magdalene stands up to encourage them, recalling Christ’s continual presence with them: “Do not weep, and do not grieve, and do not doubt; for his grace will be with you completely, and will protect you.”51 Peter invites Mary to “tell us the words of the Savior which you remember.”52 But to Peter’s surprise, Mary does not tell anecdotes from the past; instead, she explains that she has just seen the Lord in a vision received through the mind, and she goes on to tell what he revealed to her. When Mary finishes, she fell silent, since it was to this point that the Savior had spoken with her. But Andrew answered and said to the brethren, “Say what you will about what she has said. I, at least, do not believe that the Savior has said this. For certainly these teachings are strange ideas!”53 Peter agrees with Andrew, ridiculing the idea that Mary actually saw the Lord in her vision. Then, the story continues, Mary wept and said to Peter, “My brother Peter, what do you think? Do you think that I thought this up myself in my heart? Do you think I am lying about the Savior?” Levi answered and said to Peter, “Peter, you have always been hot-tempered … If the Savior made her worthy, who are you to reject her?”54 Finally Mary, vindicated, joins the other apostles as they go out to preach. Peter, apparently representing the orthodox position, looks to past events, suspicious of those who “see the Lord” in visions: Mary, representing the gnostic, claims to experience his continuing presence.55 These gnostics recognized that their theory, like the orthodox one, bore political implications. It suggests that whoever “sees the Lord” through inner vision can claim that his or her own authority equals, or surpasses, that of the Twelve—and of their successors. Consider the political implications of the Gospel of Mary: Peter and Andrew, here representing the leaders of the orthodox group, accuse Mary—the gnostic—of pretending to have seen the Lord in order to justify the strange ideas, fictions, and lies she invents and attributes to divine inspiration. Mary lacks the proper credentials for leadership, from the orthodox viewpoint: she is not one of the “twelve.” But as Mary stands up to Peter, so the gnostics who take her as their prototype challenge the authority of those priests and bishops who claim to be Peter’s successors.

Of the many exceptional leaders we served alongside throughout our military careers, the consistent attribute that made them great was that they took absolute ownership—Extreme Ownership—not just of those things for which they were responsible, but for everything that impacted their mission. These leaders cast no blame. They made no excuses. Instead of complaining about challenges or setbacks, they developed solutions and solved problems. They leveraged assets, relationships, and resources to get the job done. Their own egos took a back seat to the mission and their troops. These leaders truly led.

Adorno and his colleagues identified nine a priori clusters of personality dimensions—many surprisingly similar to Dicks’s “High F Syndrome”—that made up the authoritarian personality: 1. Conventionalism: Rigid adherence to conventional middle-class values. 2. Authoritarian Submission: Submissive, uncritical attitude toward idealized moral authorities of the in-group. 3. Authoritarian Aggression: Tendency to be on the lookout for, and to condemn, reject, and punish, people who violate conventional values. 4. Anti-Intraception: Opposition to the subjective, the imaginative, the tender-minded. 5. Superstition and Stereotypy: The belief in mystical determinants of the individual’s fate; the disposition to think in rigid categories. 6. Power and “Toughness”: Preoccupation with the dominance-submission, strong-weak, leader-follower dimension; identification with power figures; overemphasis on the conventionalized attributes of the ego; exaggerated assertion of strength and toughness. 7. Destructiveness and Cynicism: Generalized hostility, vilification of the human. 8. Projectivity: The disposition to believe that wild and dangerous things go on in the world; the projection outward of unconscious emotional impulses. 9. Sex: Exaggerated concern with sexual “goings-on.

I tell them to recruit kids whose coaches report that they had tremendous work ethics. They lifted weights on their own during the off-season. They showed up early for practice, stayed late, and asked for extra help on their skills. They were leaders who helped push everyone on the team to work harder. And they displayed these traits both when the team did well and when it struggled through adversity. It’s relatively easy to be enthused and hardworking on a team that’s winning. It shows more character to display those same attributes on a team that’s losing. It speaks to a person’s mental toughness, toughness that will be invaluable in dealing with the setbacks and rejections that inevitably come along in a business career.

Not only does a good army commander not need any special qualities, on the contrary he needs the absence of the highest and best human attributes—love, poetry, tenderness, and philosophic inquiring doubt. He should be limited, firmly convinced that what he is doing is very important (otherwise he will not have sufficient patience), and only then will he be a brave leader. God forbid that he should be humane, should love, or pity, or think of what is just and unjust. It is understandable that a theory of their ‘genius’ was invented for them long ago because they have power! The success of a military action depends not on them, but on the man in the ranks who shouts ‘We are lost!’ or who shouts ‘Hurrah!’ And only in the ranks can one serve with assurance of being useful.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

Global conditions that prevail at the time of decision. Global conditions provide constraints and opportunities for international decision making and color the degree to which both an actor’s internal attributes and individual leader preferences can account for the choices made. n Internal, or domestic, characteristics of the transnational actor. The internal characteristics—such as wealth, military might, and public opinion—of the transnational actor making the decision heavily shape the range of choices open to the individual decision maker. n Characteristics of individuals who are the decision-making leaders. The individual values, personalities, beliefs, intelligence, and prior experiences of the leaders of transnational actors are important as well because they predispose them to take certain kinds of positions on global issues. This

But that is really the least of the irrational attributes of proportional representation. A more important one – which is shared by even the mildest of proportional systems – is that they assign disproportionate power in the legislature to the third-largest party, and often to even smaller parties. It works like this. It is rare (in any system) for a single party to receive an overall majority of votes. Hence, if votes are reflected proportionately in the legislature, no legislation can be passed unless some of the parties cooperate to pass it, and no government can be formed unless some of them form a coalition. Sometimes the two largest parties manage to do this, but the most common outcome is that the leader of the third-largest party holds the ‘balance of power’ and decides which of the two largest parties shall join it in government, and which shall be sidelined, and for how long. That means that it is correspondingly harder for the electorate to decide which party, and which policies, will be removed from power.

It is only because military men are invested with pomp and power and crowds of sychophants flatter power, attributing to it qualities of genius it does not possess. The best generals I have known were, on the contrary, stupid or absent-minded men. Bagratión was the best, Napoleon himself admitted that. And Bonaparte himself! I remember his limited, self-satisfied face on the field of Austerlitz. Not only does a good army commander not need any special qualities, on the contrary he needs the absence of the highest and best human attributes—love, poetry, tenderness, and philosophic inquiring doubt. He should be limited, firmly convinced that what he is doing is very important (otherwise he will not have sufficient patience), and only then will he be a brave leader. God forbid that he should be humane, should love, or pity, or think of what is just and unjust. It is understandable that a theory of their ‘genius’ was invented for them long ago because they have power! The success of a military action depends not on them, but on the man in the ranks who shouts, ‘We are lost!’ or who shouts, ‘Hurrah!’ And only in the ranks can one serve with assurance of being useful.

A careful reading of Scripture reveals that this is God's preferred way to make his presence known on earth - not chiefly through movers, shakers, and A-listers, but rather through out-casts, losers, those of ill repute, and those who were held in low esteem. If we examine Jesus' friendships, for example, we will notice a disproportionately low number of celebrities, powerful politicians, affluent business people, high-society people, prominent leaders, and the like. But if you were a known prostitute or a tax collector, an addict or an alcoholic, a no-name, a leper or a paralytic, or a despised and rejected sinner, your chance of being invited into Jesus' inner circle of friends would increase. So scandalous and unexpected were Jesus' associations that he was accused of being a glutton, a drunk, and a friend of tax collectors and sinners (Luke 7:34). The scribes and Pharisees shamed, scolded, and excluded such sinners for their failure to measure up. Yet these strugglers experienced Jesus as humble, gentle, and kind - attributes the scribes and Pharisees knew little to nothing about, because they were too busy separating the world between the good people and the bad people, the saints and the sinners, the virtuous and the scumbags, the insiders and the outsiders, the worthy and the unworthy. Meanwhile, Jesus was hanging out with, befriending, and welcoming religious society's choice rejects, thereby separating the world between the proud and the humble.

But Holbrooke brought to every job he ever held a visionary quality that transcended practical considerations. He talked openly about changing the world. “If Richard calls you and asks you for something, just say yes,” Henry Kissinger said. “If you say no, you’ll eventually get to yes, but the journey will be very painful.” We all said yes. By the summer, Holbrooke had assembled his Ocean’s Eleven heist team—about thirty of us, from different disciplines and agencies, with and without government experience. In the Pakistani press, the colorful additions to the team were watched closely, and generally celebrated. Others took a dimmer view. “He got this strange band of characters around him. Don’t attribute that to me,” a senior military leader told me. “His efforts to bring into the State Department representatives from all of the agencies that had a kind of stake or contribution to our efforts, I thought was absolutely brilliant,” Hillary Clinton said, “and everybody else was fighting tooth and nail.” It was only later, when I worked in the wider State Department bureaucracy as Clinton’s director of global youth issues during the Arab Spring, that I realized how singular life was in the Office of the Special Representative for Afghanistan and Pakistan—quickly acronymed, like all things in government, to SRAP. The drab, low-ceilinged office space next to the cafeteria was about as far from the colorful open workspaces of Silicon Valley as you could imagine, but it had the feeling of a start-up.

Korie: Phil and Willie are so much alike. We went to a marriage seminar at our church one time, and Phil and Kay and Jase and Missy were there as well. Each of the couples took a personality test to see if their personalities were compatible. We all laughed because Phil and Willie scored high in the characteristics for having a dominant personality. They were almost identical in a lot of areas, but somewhat different in that Willie was high in the social category as well. I think Willie got that part of his personality from his mother. It’s funny because people look at the Robertsons and think Jase and Phil are just alike, and they are certainly similar in their love for ducks. But when we took the personality test, we saw that Jase’s personality is much more like his mother’s. So I guess it makes sense that Phil and Jase get along so well in the duck blind. They made a good team, just like Phil and Kay do at home. Kay has always said that Willie is a lot like Phil and even calls him “Phil Jr.” at times. While I wouldn’t go that far, I definitely saw the similarities. They both have strong, charismatic personalities. They are both big-picture guys with big ideas and deep beliefs. Whatever either of them is going in life, he does it all the way, and they are both very opinionated, which can sometimes be a challenge. Phil and Willie haven’t always been as close as they are now. As they grew, they recognized the attributes they have in common and learned to value one another’s differences and strengths. Willie says it couldn’t have happened until after he was thirty, though. He needed to grow up and mature, and Phil has gotten more relaxed as he’s gotten older. Willie loves to hunt with his dad and brothers, but there have been times when he’s had a hard time sitting in Phil’s blind. You can only have one leader in the duck blind, only one man who lines up the men and yells, “Cut ‘em!” when it’s time to shoot. Willie and Phil have both always been leaders, whether it’s in the blind or in business.

In their eagerness to eliminate from history any reference to individuais and individual events, collectivist authors resorted to a chimerical construction, the group mind or social mind. At the end of the eighteenth and beginning of the nineteenth centuries German philologists began to study German medieval poetry, which had long since fallen into oblivion. Most of the epics they edited from old manuscripts were imitations of French works. The names of their authors—most of them knightly warriors in the service of dukes or counts—were known. These epics were not much to boast of. But there were two epics of a quite different character, genuinely original works of high literary value, far surpassing the conventional products of the courtiers: the Nibelungenlied and the Gudrun. The former is one of the great books of world literature and undoubtedly the outstanding poem Germany produced before the days of Goethe and Schiller. The names of the authors of these masterpieces were not handed down to posterity. Perhaps the poets belonged to the class of professional entertainers (Spielleute), who not only were snubbed by the nobility but had to endure mortifying legal disabilities. Perhaps they were heretical or Jewish, and the clergy was eager to make people forget them. At any rate the philologists called these two works "people's epics" (Volksepen). This term suggested to naive minds the idea that they were written not by individual authors but by the "people." The same mythical authorship was attributed to popular songs (Volkslieder) whose authors were unknown. Again in Germany, in the years following the Napoleonic wars, the problem of comprehensive legislative codification was brought up for discussion. In this controversy the historical school of jurisprudence, led by Savigny, denied the competence of any age and any persons to write legislation. Like the Volksepen and the Volkslieder, a nation s laws, they declared, are a spontaneous emanation of the Volksgeist, the nations spirit and peculiar character. Genuine laws are not arbitrarily written by legislators; they spring up and thrive organically from the Volksgeist. This Volksgeist doctrine was devised in Germany as a conscious reaction against the ideas of natural law and the "unGerman" spirit of the French Revolution. But it was further developed and elevated to the dignity of a comprehensive social doctrine by the French positivists, many of whom not only were committed to the principies of the most radical among the revolutionary leaders but aimed at completing the "unfinished revolution" by a violent overthrow of the capitalistic mode of production. Émile Durkheim and his school deal with the group mind as if it were a real phenomenon, a distinct agency, thinking and acting. As they see it, not individuais but the group is the subject of history. As a corrective of these fancies the truism must be stressed that only individuais think and act. In dealing with the thoughts and actions of individuais the historian establishes the fact that some individuais influence one another in their thinking and acting more strongly than they influence and are influenced by other individuais. He observes that cooperation and division of labor exist among some, while existing to a lesser extent or not at ali among others. He employs the term "group" to signify an aggregation of individuais who cooperate together more closely.

with the KABIRI. And we have shown that the latter were the same as the Manus, the Rishis and our Dhyan Chohans, who incarnated in the Elect of the Third and Fourth Races. Thus, while in Theogony the Kabiri-Titans were seven great gods: cosmically and astronomically the Titans were called Atlantes, because, perhaps, as Faber says, they were connected (a) with At-al-as "the divine Sun," and (b) with tit "the deluge." But this, if true, is only the exoteric version. Esoterically, the meaning of their symbols depends on the appellation, or title, used. The seven mysterious, awe-inspiring great gods—the Dioscuri,[420] the deities surrounded with the darkness of occult nature—become the Idei (or Idaeic finger) with the adept-healer by metals. The true etymology of the name lares (now signifying "ghosts") must be sought in the Etruscan word "lars," "conductor," "leader." Sanchoniathon translates the word Aletae as fire worshippers, and Tabor believes it derived from Al-Orit, "the god of fire." Both are right, as in both cases it is a reference to the Sun (the highest God), toward whom the planetary gods "gravitate" (astronomically and allegorically) and whom they worship. As Lares, they are truly the Solar Deities, though Faber's etymology, who says that "lar" is a contraction of "El-Ar," the solar deity, is not very correct. They are the "lares," the conductors and leaders of men. As Aletae, they were the seven planets -- astronomically; and as Lares, the regents of the same, our protectors and rulers—mystically. For purposes of exoteric or phallic worship, as also cosmically, they were the Kabiri, their attributes being recognised in these two capacities by the name of the temples to which they respectively belonged, and those of their priests. They all belonged, however, to the Septenary creative and informing groups of Dhyan Chohans. The Sabeans, who worshipped the "regents of the Seven planets" as the Hindus do their Rishis, held Seth and his son Hermes (Enoch or Enos) as the highest among the planetary gods. Seth and Enos were borrowed from the Sabeans and then disfigured by the Jews (exoterically); but the truth can still be traced about them even in Genesis.[421] Seth is the "progenitor" of those early men of the Third Race in whom the "Planetary" angels had incarnated—a Dhyan Chohan himself, who belonged to the informing gods; and Enos (Hanoch or Enoch) or Hermes, was said to be his son—because it was a generic name for all the early Seers ("Enoichion"). Thence the worship. The Arabic writer Soyuti says that the earliest records mention Seth, or Set, as the founder of Sabeanism; and therefore that the pyramids which embody the planetary system were regarded as the place of sepulchre of both Seth and Idris (Hermes or Enoch), (See Vyse, "Operations," Vol. II., p. 358); that thither Sabeans proceeded on pilgrimage, and chanted prayers seven times a day, turning to the North (the Mount Meru, Kaph, Olympus, etc., etc.) (See Palgrave, Vol. II., p. 264). Abd Allatif says curious things about the Sabeans and their books. So does Eddin Ahmed Ben Yahya, who wrote 200 years later. While the latter maintains "that each pyramid was consecrated to a star" (a star regent rather), Abd Allatif assures us "that he had read in Sabean books that one pyramid was the tomb of Agathodaemon and the other of Hermes" (Vyse, Vol. II., p. 342). "Agathodaemon was none other than Seth, and, according to some writers, Hermes was his son," adds Mr. Staniland Wake in "The Great Pyramid," p. 57. Thus, while in Samothrace and the oldest

the Great Man theory (that leaders are born not made, the concept closest to our idea of some people, such as Rick Rescorla, having the ‘right stuff’); trait theory (a derivative of Great Man theory, which posits that leaders are distinguished by the traits or attributes they display, such as integrity and trustworthiness); psychoanalytic theory (Freud’s idea that all social groups are representations of the family); charismatic leadership (in which a figure attracts followers purely on the basis of personality); behavioural theory (that effective leadership results from certain behaviours); situational theory (that the way leadership is executed depends on the situation); contingency theory (an expansion of situational theory, which, in addition to situation, takes account of variables such as the kind of task for which leadership is required and how much power the leader has); transactional versus transformational leadership theory (which contrasts a fairly conventional style of leadership with a more visionary, inspirational style); distributed leadership theory (which eschews a strict hierarchy for a more fluid model, in which leadership roles are shared naturally rather than being formally assigned); and servant leadership theory, in which leadership is carried out purely for the benefit of the group, often at cost to the leader himself.

The failure of every one of these long line of “Pacts” is always attributable to the many divisions among the Sinhalese. When one party agrees to condescend towards some solution on the Tamil problem , the others will rise in unison to object and obstruct. They will never compromise or agree on any decision when it comes to solving the Tamil problem by consensus. It is not in the ethos or in the political character of the Sinhala leaders and governments to honour and abide by agreeements and pacts conceding rights to the Tamils as a people.

To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

So, frankly, being open to the fact that you might be wrong doesn’t just make you more emotionally correct, it makes you a more informed and thoughtful leader. I’ve always felt this notion was best characterized by the brilliant statement often attributed to Mahatma Gandhi: “There goes my people. I must follow them, for I am their leader.

Forgiveness means that you are willing to give someone else a second chance to breathe in new life in his body. That is one of the greatest attribution of a Leader.

Voters—here’s the real challenge: we don’t need empty promises made by politicians whose only goal in life is to get elected or re-elected. We need leaders with attributes that qualify them to lead us through the difficult challenges we’re facing.

Empowerment does not work without the attributes of competence and clarity.

If Steve ever was starstruck, it was by Lasseter, whose artistry seemed to be irrefutable evidence of what Steve believed to be the most important attribute of computers: that they were tools that could unleash and enhance human creativity.

We should do it because we should try to get out of our own jail cell of bitterness and hatred and leave the pain behind. Forgiveness is an attribute of a strong character.

I have come to realize that much of my success can be attributed to the fact that I believe in the capacity of the people who have worked with me. I truly think that the leader who tries to know it all and tells everyone what to do is doomed to failure.

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

Luxo Jr. was the breakthrough,” Steve told me many years later. If Steve ever was starstruck, it was by Lasseter, whose artistry seemed to be irrefutable evidence of what Steve believed to be the most important attribute of computers: that they were tools that could unleash and enhance human creativity. Despite his boyish ways (his office is stuffed with so many toys it could double as a Pixar museum, and his wardrobe consists exclusively of blue jeans and hundreds of loud, Hawaiian-style print shirts), Lasseter was a confident grown-up, and not persnickety in any way. While he never looked to Steve for creative advice on his short features, he calmly listened to his boss’s opinions, before going ahead with his own plans anyway. But he made compromises when needed, too, rather than insisting on perfection: when he couldn’t prepare a polished version of a short called Tin Toy in time for SIGGRAPH, he simply showed what he could and filled in the rest with line drawings. Lasseter

The essential attributes of a great leader are a positive attitude, humility, and gratitude.

Intelligence is a mere means of building ones focus,it's knowledge,wisdom and understanding that is the factor that attributes to one achieving ones position in society to gain ones place to be a leader and a guide

experiences and the environment. The model postulates that effective problem solving and performance can be explained by the leader’s basic competencies and that these competencies are in turn affected by the leader’s attributes, experience, and environment.

This raises an interesting paradox: the leaders recognized and selected by the Army to serve at strategic levels—where uncertainty and complexity are the greatest—tend to have lower levels of one of the attributes most related to success at strategic level.”[67]

This is followed by a meeting with the leader’s new direct reports in which they are asked questions such as, What would you like to know about the new leader? What would you like him to know about you? About the business situation? The main findings are then fed back, without attribution, to the new leader. The process ends with a facilitated meeting between the new leader and the direct reports.

Once Trump had won, a panicked punditburo swung into action, insisting in a crescendo of consensus that trade had little to do with the country’s deindustrialization; that it was pretty much all due to technological factors; that what happened to manufacturing workers was therefore unavoidable. After the dust had settled, many commentators changed their mind on this question, quietly acknowledging the disastrous consequences of ill-crafted trade deals. But what matters for our purposes is the initial reaction, which was virtually unanimous and unfolded along the same lines as in 1896: the rationality of working-class grievances had to be denied.12 The outcome of the 2016 election, the same punditburo insisted, could not and must not be explained by reference to economic factors or to long-term, class-related trends. Yes, lots of Trump voters said they were motivated by economic concerns; yes, Trump talked about economic issues all the time; and yes, the economic stagnation of Trump-voting areas is obvious to anyone who has gone there. And also: every time our post-partisan liberal leaders deregulated banks and then turned around and told working-class people that their misfortunes were attributable to their poor education … every time they did this and then thought to themselves, “They have nowhere else to go” … they made the Trump disaster a little more likely. But to acknowledge those plain facts was to come dangerously close to voicing the intolerable heresy that the D.C. opinion cartel dubbed the “economic anxiety” thesis—the idea that people voted for Trump out of understandable worries about wages or opioids or unemployment or deindustrialization. The reason this was intolerable, one suspects, is because it suggested that there was a rational element to certain groups’ support for Trump and also that there was something less than A+ about the professional-class Camelot over which the Democrats presided for eight years.

The final leg of our leadership stool is competence, pure and simple. If I buy into the vision and believe that the leader cares about me, do I think she can actually achieve the vision? Will I follow her into the jungle with no map forward or back and trust that she will get me out of there? I like to refer to this as the Andy Grove attribute.

As the modern scholar Alan Cameron has put it: ‘In 529 the philosophers of Athens were threatened with the destruction of their entire way of life.’ The Christians were behind this – yet you will search almost in vain for the word ‘Christian’ in most of the writings of the philosophers. That is not to say that evidence of them is not there. It is. The miasmatic presence of the religion is keenly felt on countless pages: it is Christians who are driving persecutions, torturing their colleagues, pushing philosophers into exile. Damascius and his fellow scholars loathed the religion and its uncompromising leaders. Even Damascius’s famously mild and gentle teacher, Isidore, ‘found them absolutely repulsive’; he considered them ‘irreparably polluted, and nothing whatever could constrain him to accept their company’. But the actual word Christian is missing. As if the very syllables were too distasteful for them to pronounce, the philosophers resorted to elaborate circumlocutions. At times, the names they gave them were muted. With a masterful understatement, the present system of Christian rule, with its torture, murder and persecution, was referred to as ‘the present situation’ or ‘the prevailing circumstances’. At another time the Christians became – perhaps a reference to those stolen and desecrated statues – ‘the people who move the immovable’. At other times the names were blunter: the Christians were ‘the vultures’ or, more simply still, ‘the tyrant’. Other phrases carried a contemptuous intellectual sneer. Greek literature is awash with hideously rebarbative creatures, and the philosophers turned to these to convey the horror of their situation: the Christians started to be referred to as ‘the Giants’ and the ‘Cyclops’. These particular names seem, at first sight, an odd choice. These are not the most repellent monsters in the Greek canon; Homer alone could have offered the man-eating monster Scylla as a more obvious insult. That would have missed the point. The Giants and the Cyclops of Greek myth aren’t terrible because they are not like men – they are terrible because they are. They belong to the uncanny valley of Greek monsters: they look, at first glance, like civilized humans yet they lack all the attributes of civilization. They are boorish, base, ill-educated, thuggish. They are almost men, but not quite – and all the more hideous for that. It was, for these philosophers, the perfect analogy. When that philosopher had been beaten till the blood ran down his back, the precise insult that he hurled at the judge had been: ‘There, Cyclops. Drink the wine, now that you have devoured the human flesh.

In the eyes of contemporary observers, such as Thucydides, as well as later historians, the advancement of Athenian hegemony depended upon a public-spirited, able elite at the helm and a demos willing to accept leadership. Conversely, the downfall of Athens was attributed to the wiles and vainglory of leaders who managed to whip up popular support for ill-conceived adventures.

But I do think effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along.

Not only does a good army commander not need any special qualities, on the contrary he needs the absence of the highest and best human attributes—love, poetry, tenderness, and philosophic inquiring doubt. He should be limited, firmly convinced that what he is doing is very important (otherwise he will not have sufficient patience), and only then will he be a brave leader.

Does innocence mean not being implicated in wrongdoing such as torture of prisoners or the “collateral damage” to hapless civilians? And is it that the citizens are innocent but not their leaders? If that is the case, isn’t the system closer to the dictatorships whose horrendous crimes were attributed solely, or overwhelmingly, to the leadership and not to the followers?

Think about this. What would it take for you (or your staff) to move on from your current organization? Would you leave to feel valued, empowered, and largely left to your skills without being micromanaged but with the occasional “Hey, thanks for doing a great job!” from your manager? Organizational leaders: are you doing the little things to retain people? Are these attributes inherent and apparent in your organizational culture? If you are not asking yourselves these questions, you’d be wise to start doing so immediately. We should never underestimate how important it is for people to feel they are valued, respected, and heard. They want to know their voices matter and be met with a high level of responsiveness. All these needs rely on effective communication as the glue to bind them together.

Black leaders of all ideological stripes agreed that the key to racial progress was black people helping themselves. King, for example, said he wanted above all else to get black people to shed the idea that they did not control their destiny, an idea he attributed to the power of racists to infect black people with self-defeating doubts about inferiority and create a psychological need

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.

As I reflect upon some of the exceptional leaders I’ve studied in my research, I’m struck by how Covey’s principles are manifested in many of their stories. Let me focus on one of my favorite cases, Bill Gates. It’s become fashionable in recent years to attribute the outsize success of someone like Bill Gates to luck, to being in the right place at the right time. But if you think about it, this argument falls apart. When Popular Electronics put the Altair computer on its cover, announcing the advent of the first-ever personal computer, Bill Gates teamed up with Paul Allen to launch a software company and write the BASIC programming language for the Altair. Yes, Gates was at just the right moment with programming skills, but so were other people—students in computer science and electrical engineering at schools like Cal Tech, MIT, and Stanford; seasoned engineers at technology companies like IBM, Xerox, and HP; and scientists in government research laboratories. Thousands of people could’ve done what Bill Gates did at that moment, but they didn’t. Gates acted upon the moment. He dropped out of Harvard, moved to Albuquerque (where the Altair was based), and wrote computer code day and night. It was not the luck of being at the right moment in history that separated Bill Gates, but his proactive response to being at the right moment (Habit 1: Be Proactive).

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

Kiongozi wa wananchi au wa serikali hapaswi kuchaguliwa au kuteuliwa kwa ajili ya kupata sifa ya madaraka na hivyo kunyanyasa na kudharau watu kwa sababu ya madaraka yake, anapaswa kuchaguliwa au kuteuliwa kwa ajili ya kuleta mabadiliko katika nchi kama kiongozi wa dhima aliyokabidhiwa kwa unyenyekevu na heshima kwa wananchi wenzake.

In Die Welt von Gestern, Stefan Zweig attributed the decline of civil order in Europe to the myth of progress.7 In all the ideologies of his day – communism, socialism, Nazism, fascism – Zweig saw the same pernicious attempt to rewrite the principles of social order in terms of a linear progression from past to future. The cult of the leader, of the ‘vanguard party’, of the ‘avant-garde’ – all supposed that society has a direction, in the way that businesses have a purpose and armies have a goal. And all licensed the increasing conscription of the citizen, and the steady absorption of the functions of society into the machinery of the state.

Attributing culpability for cyberattacks is difficult. Competent spy agencies labor to make it nigh-impossible. But it didn’t take long before Obama administration and congressional leaders started expressing with unusual certainty—off the record, of course—that Russia was behind the assault. A theory emerged. The Russians were putting a digital thumb on the scale of the US election to help the aforementioned reality-TV host—who just happened to be running on the most pro-Russia platform in GOP history.

In Palestine, the one sanctuary of the worship of Jahve, the Temple, retained its high prestige. The sacerdotal hierarchy, swayed by the aristocratic Sadducean party, strictly maintained the ritual observances. But the luxury, the depravity, the religious indifference of these sacerdotal leaders, their subserviency to the Roman authorities, their contempt for the Messianic hope and the doctrine of the resurrection, had alienated from them the affection of the people, and, in the eyes of some, even cast discredit on the Temple itself. Some indeed were so much disgusted that they fled from the official sanctuary and its servants, and, afar from the world, devoted themselves to the service of God and a strict observance of the Law. The Essenes represented this movement: grouped in small communities they lived on the borders of the Dead Sea, near Engaddi. The Sadducean priests persecuted Jesus Christ and His disciples. As for the Essenes, they lived alongside of the new Faith, and if they did embrace it, it was but slowly. The Pharisees, so often condemned in the Gospels for their hypocrisy, their false zeal, and their peculiar practices, did not form a special sect; the name was applied generally to all those who were ultra-scrupulous in following the Law, and not the Law only, but the thousand observances with which they had amplified it, attributing as much importance to them as to the fundamental precepts of morality. Still, they were faithful defenders of the Messianic hope and of belief in the resurrection. Beneath their proud and overstrained attachment to details of observance, they had a solid foundation of faith and piety. Amongst them the Gospel made many excellent converts.

Intrapreneur leaders present solid leadership attributes such as “full open communication,” “creativity,” “confidence,” “resourcefulness,” “decisiveness,” “ownership,” “digital readiness,” “self-adaptation,” and “resilience.

After commending the district’s ability to produce “leaders in civic, social and political life,” McGarry attributed the disturbances to “professional agitators and saboteurs bent upon creating and furthering racial and religious incidents.

Not a single nation,” he went on, as though reading it line by line, still gazing menacingly at Stavrogin, “not a single nation has ever been founded on principles of science or reason. There has never been an example of it, except for a brief moment, through folly. Socialism is from its very nature bound to be atheism, seeing that it has from the very first proclaimed that it is an atheistic organisation of society, and that it intends to establish itself exclusively on the elements of science and reason. Science and reason have, from the beginning of time, played a secondary and subordinate part in the life of nations; so it will be till the end of time. Nations are built up and moved by another force which sways and dominates them, the origin of which is unknown and inexplicable: that force is the force of an insatiable desire to go on to the end, though at the same time it denies that end. It is the force of the persistent assertion of one’s own existence, and a denial of death. It’s the spirit of life, as the Scriptures call it, ‘the river of living water,’ the drying up of which is threatened in the Apocalypse. It’s the æsthetic principle, as the philosophers call it, the ethical principle with which they identify it, ‘the seeking for God,’ as I call it more simply. The object of every national movement, in every people and at every period of its existence is only the seeking for its god, who must be its own god, and the faith in Him as the only true one. God is the synthetic personality of the whole people, taken from its beginning to its end. It has never happened that all, or even many, peoples have had one common god, but each has always had its own. It’s a sign of the decay of nations when they begin to have gods in common. When gods begin to be common to several nations the gods are dying and the faith in them, together with the nations themselves. The stronger a people the more individual their God. There never has been a nation without a religion, that is, without an idea of good and evil. Every people has its own conception of good and evil, and its own good and evil. When the same conceptions of good and evil become prevalent in several nations, then these nations are dying, and then the very distinction between good and evil is beginning to disappear. Reason has never had the power to define good and evil, or even to distinguish between good and evil, even approximately; on the contrary, it has always mixed them up in a disgraceful and pitiful way; science has even given the solution by the fist. This is particularly characteristic of the half-truths of science, the most terrible scourge of humanity, unknown till this century, and worse than plague, famine, or war. A half-truth is a despot … such as has never been in the world before. A despot that has its priests and its slaves, a despot to whom all do homage with love and superstition hitherto inconceivable, before which science itself trembles and cringes in a shameful way..." Stavrogin observed cautiously... "The very fact that you reduce God to a simple attribute of nationality …” “I reduce God to the attribute of nationality?” cried Shatov. “On the contrary, I raise the people to God. And has it ever been otherwise? The people is the body of God. Every people is only a people so long as it has its own god and excludes all other gods on earth irreconcilably; so long as it believes that by its god it will conquer and drive out of the world all other gods. Such, from the beginning of time, has been the belief of all great nations, all, anyway, who have been specially remarkable, all who have been leaders of humanity. There is no going against facts. The Jews lived only to await the coming of the true God and left the world the true God. The Greeks deified nature and bequeathed the world their religion, that is, philosophy and art. Rome deified the people in the State, and bequeathed the idea of the State to the nations.

Attribution given to the Honorable Robert Nesta Marley, Peter Tosh, Jimmy Cliff, Marcus Garvey, Usain Bolt, the Honorable Portia Simpson-Miller, Louise Bennett, Grace Jones, and Shelly-Ann Fraser-Pryce. Deepest gratitude to all the leaders that continue to inspire us to be our best selves.

Palestinians and their supporters, including many of the American left, use the word NAKBA to describe a disaster that just HAPPENED to the Palestinians, like some natural disaster, a hurrican, or, dare I say, a premeditated holocaust. One that was inflicted upon a nation out of the blue and without any provocation. But that day (May 15, 1948), which was indeed disastrous for Arab Palestinians, Syrians, Iraqis, Egyptians, and their allies, was not an act of God. It was a military and political defeat that was the result of bad choices made by bad Arab leaders… the Nakba is a branded term, used to attribute victimhood and heroism to a loss in a war that was initiated by that same losing side. If the Arabs had agreed to the UN Partition Plan, no war would have happened, no Nakba would have happened, and maybe we would have been living in peace ever since.

Hire not on cultural fit, but on cultural contribution. When leaders prize cultural fit, they end up hiring people who think in similar ways. Originality comes not from people who match the culture, but from those who enrich it. Before interviews, identify the diverse backgrounds, skill sets, and personality traits that are currently missing from your culture. Then place a premium on those attributes in the hiring process. 7. Shift from exit interviews to entry interviews. Instead of waiting to ask for ideas until employees are on their way out the door, start seeking their insights when they first arrive. By sitting down with new hires during onboarding,

There is a shift coming from purpose-driven leaders to presence-driven leaders. Ask yourself how much in your church can only be attributed to God’s power working in your midst and that will tell you how much you are presence focused. If you focus on prayer, not programs, you are presence-driven.

What are your strengths? How do you know that? What do you need to work on? How do you know that? How are you working on this area? Is your company helping? When was your last promotion? How was the promotion communicated to you? What is the one thing you believe you did to earn this promotion? When was your last compensation increase? (Compensation = base salary + bonus and/or stock.) Do you feel fairly compensated? If not, what would you consider fair compensation? What facts do you base that opinion on? Have you told this to your manager? When was the last time you received useful feedback from your manager? What compliment do you wish you could receive about your work? Are you learning from your manager? What was the last significant thing you learned from them? What was the last thing you built at work that you enjoyed? What was your last major failure at work? What’d you learn? Are you clear about the root causes of that failure? What was the last piece of feedback you received (from anyone) that substantially changed your working style? Who is your mentor?1 When was the last time you met with them? When was your last 360 review?2 What was your biggest lesson? When did you last change jobs? Why? When did you last change companies? Why? What aspect of your current job would you bring with you to a future gig? What is your dream job? (Role, company, etc.) What is a company you admire? What attributes do you admire? Who is a leader that you admire? What are the qualities of that leader that you admire?

So I am an Indian who's mother tongue is Tamil and Ancestral language is Telugu, Intellectual legacy from Palm leaves is in Vatteluzhuthu (Tamil + Malayalam Mixture), So wherever I go for research studies on Environment/ Ecology/ Biology, I represent myself as INDIAN (Who is comfortable in English) unless I marry a Non - Indian girl, and I represent Tamil Philosophy for defense mechanisms, science, business and all other possible spiritual, social and all other dimensions that are focused. The thing is learning Hindi, Sanskrit, Kannada or any foreign language is not a big deal, if i put effort for 3 to 6 months I can easily grab a language from grammatical foundations to advanced speaking but even after learning another language, at some point of my time in future, either I have become a biological researcher and/or astronaut as I dream of , but at that moment If I do not have the attributes of my current birth place, then there will be a guy or a girl or a leader or even a child who would easily question me that you have forgotten your mother tongue either for money or for women or for passion, so how can we trust you that you will protect/ guide us? So previous life carnation was Rajput and before that was time frame Europe, those things are in my mind and I will never forget, but in this very life I have to represent Tamil Philosophy and Ideology, As English is a common communicative and International language in science and technology, there is no one can deny English, Even lord Krishna was embarrassed just because he was Yadav. So although I have knowledge of all Indian gods and Goddesses and respecting all religions, castes and customs within India, within earth, within universe and beyond, I represent in English with Tamil Philosophy. So wherever I go for research studies on Environment/ Ecology/ Biology, I represent myself as Indian unless I marry a Non - Indian girl, and I represent Tamil Philosophy for defense mechanisms, science, business and all other possible spiritual, social and all other dimensions that are focused. Now choosing Guru is important before starting your passionate journey (Mine is science), so while choosing Guru, three things to remember, 1) Guru must be Knowing context specific problems, 2) Guru must not have lived immoral life 3) Guru must have withstand enormous pressure and opposition to show his/her potential on specific subject in his/her time 4) You can also choose more Guru as you move on in your life but starting point or First Guru must be from your Place My Gurus That I really Consider as my gurus 1) Mahakavi Subramanya Bharathiyar 2) Tholkappiar 3) Carl Sagan 4) Stephen Hawking 5) Bear Grylls 6) Siddhartha 7) Lord Ramachandra 8) Lord Shiva 9) Lord Dasarat (Indra) 10) All goddesses 11) Lilith (She was portrayed as bad but she was not bad) 12) Lord prometheus 13) Lord Surya 14) Lord Krishna (Sometimes because I hate him) 15) Sita

Conrey Electric is the leader of sales and service of electric motors in the greater Portland area. We are unmatched when it comes to experience and inventory. We credit our success with 2 key attributes: Experience and Inventory. Our sales staff offers over 140 years of combined electric motor and control experience. If you find yourself in need of an AC electric motor, Fan or Pump Repair we invite you to visit Conrey.

Four things are inside the sender of the communication when information is being sent to another: (1) feelings,-(2) intentions,-(3) attitudes,-and (4) thoughts. These four attributes are private.

star business has two attributes: ★ it is the leader in its market niche; and ★ the market niche is growing fast, at least 10 per cent a year.

Mark Allin and Richard Burton started Capstone, their book-publishing venture, with high hopes. False modesty aside, they knew they were excellent editors, with a great track record at two publishing giants. I could vouch for Mark Allin’s profit-making abilities, since he gave me the idea for writing The 80/20 Principle, my bestselling book. Richard and Mark envisaged Capstone as a star venture, the leader in a new category of ‘funky business books’. They convinced me that this idea was plausible and I became their financial backer. I reckoned that I had an ‘each-way bet’ - either their star business would materialise, or, at worst, they would pick a few great winners, making Capstone highly profitable. The business appeared to start well. They commissioned a stream of trendy books from interesting authors. The product looked great, with distinctive trendy designs. Mark and Richard were full of ideas and enthusiasm, confidently projecting sales that would give us good profits. The only thing was, the forecasts never materialised. Whenever we looked at the numbers we were constantly disappointed. I kept injecting cash, and it kept vanishing. To this day I don’t know why their books didn’t sell in quantities we could reasonably expect.The favoured explanation was the weakness of the sales force - inevitably, it was difficult to acquire distribution muscle from scratch. Maybe they just had bad luck in not commissioning any smash hits. Whatever the reason, Capstone was a financial black hole. I remember a rather difficult meeting at my home in Richmond some three years after the start. Richard and Mark asked for a further loan to commission new books. I had to say no. We had to face facts. Capstone was not a star; the category of ‘funky business books’ had not established itself. Capstone was a rather weak follower in the business-books arena. Capstone had none of the financial attributes of a star. If it looked like a dog, behaved like a dog and barked like a dog, it probably was a dog.

Hire not on cultural fit, but on cultural contribution. When leaders prize cultural fit, they end up hiring people who think in similar ways. Originality comes not from people who match the culture, but from those who enrich it. Before interviews, identify the diverse backgrounds, skill sets, and personality traits that are currently missing from your culture. Then place a premium on those attributes in the hiring process.

The fundamental ethical objection to eugenics is that it licenses some people to decide whether the lives of others are worth living. Part of an intellectual dynasty that included the Victorian uber-Darwinian TH Huxley and the novelist Aldous, Julian Huxley never doubted that an improved human species would match his own high-level brainpower. But not everyone thinks intellect is the most valuable human attribute. General de Gaulle’s daughter Anne had Down’s syndrome, and the famously undemonstrative soldier and Resistance leader referred to her as “my joy”, and when at the age of 20 she died he wept. The capacity to give and receive love may be more central to the good life than self-admiring cleverness.

Of the many exceptional leaders we served alongside throughout our military careers, the consistent attribute that made them great was that they took absolute ownership—Extreme Ownership—not just of those things for which they were responsible, but for everything that impacted their mission. These leaders cast no blame. They made no excuses. Instead of complaining about challenges or setbacks, they developed solutions

The Major Attributes of Leadership. The following are important factors of leadership:— 1.   Unwavering courage based upon knowledge of self, and of one’s occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader very long. 2.   Self-control. The man who cannot control himself can never control others. Self-control sets a mighty example for one’s followers, which the more intelligent will emulate. 3.   A keen sense of justice. Without a sense of fairness and justice, no leader can command and retain the respect of his followers. 4.   Definiteness of decision. The man who wavers in his decisions, shows that he is not sure of himself, cannot lead others successfully. 5.   Definiteness of plans. The successful leader must plan his work, and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks. 6.   The habit of doing more than paid for. One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers. 7.   A pleasing personality. No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all of the factors of a pleasing personality. 8. Sympathy and understanding. The successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems. 9. Mastery of detail. Successful leadership calls for mastery of the details of the leader’s position. 10. Willingness to assume full responsibility. The successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility, he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed. 11. Cooperation. The successful leader must understand and apply the principle of cooperative effort and be able to induce his followers to do the same. Leadership calls for power, and power calls for cooperation.

The Major Attributes of Leadership. The following are important factors of leadership:— 1.   Unwavering courage based upon knowledge of self, and of one’s occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader very long. 2.   Self-control. The man who cannot control himself can never control others. Self-control sets a mighty example for one’s followers, which the more intelligent will emulate. 3.   A keen sense of justice. Without a sense of fairness and justice, no leader can command and retain the respect of his followers. 4.   Definiteness of decision. The man who wavers in his decisions, shows that he is not sure of himself, cannot lead others successfully. 5.   Definiteness of plans. The successful leader must plan his work, and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks. 6.   The habit of doing more than paid for. One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers. 7.   A pleasing personality. No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all of the factors of a pleasing personality. 8. Sympathy and understanding. The successful leader must be in sympathy with his

Recognition Accountability is so important—holding ourselves and others accountable for actions—whether planned or part of an implementation schedule. Appreciation and gratitude must be part of our heart and soul as we work with the people and processes we incorporate in our leadership strategy. Recognizing those who perform and those we can lead to better performance is part of our leadership style. Best is we create our own style of how we display attribution and succession, and how we reward accountability that leads us to outcomes we, as leaders, and those with shared vision, desire.