Leader Delegation Quotes

You're bored, aren't you.' 'I need constant distraction. Shall we go?' 'Uh, aren't you supposed to delegate responsibility or something? If you're not here, who's in charge?' Skulduggery looked around and pointed to a sorcerer at the far side of the cemetery. 'He is.' 'Who is he?' 'Don't know. He looks like leadership material, though, doesn't he?' 'Does he?' 'He's wearing a hat.' 'And that means he's a leader?' 'Leaders wear hats. It's to keep the rain off while we make important decisions. He'll do fine.' 'Shouldn't you tell him that he's in charge?' 'And spoil the surprise?

A true leader delegates. Just as your're doing now. Never doubt your courage.

Building a team is a huge task. This task can’t be delegated to someone else. You’re the leader of your business and you have to behave like a leader for your employees.

Ultimately, totalitarianism is the only sort of politics that can truly serve the sky-god's purpose. Any movement of a liberal nature endangers his authority and that of his delegates on earth. One God, one King, one Pope, one master in the factory, one father-leader in the family at home.

Only do what only you can do.

A good leader motivates his team. Delegation. Motivation. Would Oliver say good job to her when she finished butchering her mom’s old suitcase?

When leaders in an organization have responsibility without authority, they're unable to direct progress and they're unable to achieve results. When we delegate responsibility, we need to delegate the appropriate authority to go along with that.

We asked a thousand leaders to list marble-earning behaviors—what do your team members do that earns your trust? The most common answer: asking for help. When it comes to people who do not habitually ask for help, the leaders we polled explained that they would not delegate important work to them because the leaders did not trust that they would raise their hands and ask for help. Mind. Blown.

Often times leaders can become so content with delegating others to find solutions to the problems that they are oblivious to the fact that they're part of it.

If you delegate tasks, you create followers, if you delegate authority , you create leaders

A leaders job is to ELEVATE the team, not delegate the team. Elevate your team to take initiative because real leadership is when you can create a culture of self-leadership within your team

Projects become complex because we try to solve it alone. Use your working relationships to help you problem solve. Your solution may be as easy as asking your online community for help and direction.

In a pre-scientific society the best the common man can do is pin his faith on a leader and give him his support, trusting in his benevolence against the misuse of the delegated power and in his wisdom to govern justly and make war successfully.

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

Principles of Liberty 1. The only reliable basis for sound government and just human relations is Natural Law. 2. A free people cannot survive under a republican constitution unless they remain virtuous and morally strong. 3. The most promising method of securing a virtuous and morally strong people is to elect virtuous leaders. 4. Without religion the government of a free people cannot be maintained. 5. All things were created by God, therefore upon him all mankind are equally dependent, and to Him they are equally responsible. 6. All men are created equal. 7. The proper role of government is to protect equal rights, not provide equal things. 8. Men are endowed by their Creator with certain unalienable rights. 9. To protect man's rights, God has revealed certain principles of divine law. 10. The God-given right to govern is vested in the sovereign authority of the whole people. 11. The majority of the people may alter or abolish a government which has become tyrannical. 12. The United States of America shall be a republic. 13. A constitution should be structured to permanently protect the people from the human frailties of their rulers. 14. Life and Liberty are secure only so long as the Igor of property is secure. 15. The highest level of securitiy occurs when there is a free market economy and a minimum of government regulations. 16. The government should be separated into three branches: legislative, executive, and judicial. 17. A system of checks and balances should be adopted to prevent the abuse of power. 18. The unalienable rights of the people are most likely to be preserved if the principles of government are set forth in a written constitution. 19. Only limited and carefully defined powers should be delegated to the government, all others being retained by the people. 20. Efficiency and dispatch require government to operate according to the will of the majority, but constitutional provisions must be made to protect the rights of the minority. 21. Strong human government is the keystone to preserving human freedom. 22. A free people should be governed by law and not by the whims of men. 23. A free society cannot survive a republic without a broad program of general education. 24. A free people will not survive unless they stay strong. 25. "Peace, commerce, and honest friendship with all nations; entangling alliances with none." 26. The core unit which determines the strength of any society is the family; therefore, the government should foster and protect its integrity. 27. The burden of debt is as destructive to freedom as subjugation by conquest. 28. The United States has a manifest destiny to be an example and a blessing to the entire human race.

It is, therefore, necessary to be suspicious of those who seek to convince us with means other than reason, and of charismatic leaders: we must be cautious about delegating to others our judgement and our will. Since it is difficult to distinguish true prophets from false, it is as well to regard all prophets with suspicion. It is better to renounce revealed truths, even if they exalt us by their splendor of if we find them convenient because we can acquire them gratis. It is better to content oneself with other more modest and less exiting truths, those one acquires painfully, little by little and without shortcuts, with study, discussion, and reasoning, those that can we verified and demonstrated.

a leader should never delegate that which he had not done before and done well.

You Do Not Delegate Accountability

Leadership is not just delegation of work, it is participation in the work.

I’ve seen too many leaders misunderstand leadership for legacy. Even the most experienced leaders will divide instead of delegate and incite instead of unite to advance hidden personal agendas.

A wise leader made an attention-grabbing statement that's stayed with me for decades. He declared, "I've made it a general principle to refrain from promoting anyone to a place of authority whose record is perfect." When asked why, he answered, "I learn more about a person's character by their response to failure than anything else. Did they own responsibility, repent, and grow from the experience? Or did they justify their behavior and delegate the blame? It shows if he or she is fit for responsibility." What I learned from that was: it indicates if wisdom is what he or she prizes above all else.

Good leaders follow as well as they lead. Because you can’t delegate effectively without being a good follower. When you delegate, you have to then trust the leadership of the person you delegated the activity to. And that’s good followership.

delegation—either to time or to other people.… Transferring responsibility to other skilled and trained people enables you to give your energies to other high-leverage activities. Delegation means growth, both for individuals and for organizations.

Ten Principles for Success Strive to be a leader of character, competence, and courage. Lead from the front. Say, “Follow me!” and then lead the way. Stay in top physical shape—physical stamina is the root of mental toughness. Develop your team. If you know your people, are fair in setting realistic goals and expectations, and lead by example, you will develop teamwork. Delegate responsibility to your subordinates and let them do their jobs. You can’t do a good job if you don’t have a chance to use your imagination or your creativity. Anticipate problems and prepare to overcome obstacles. Don’t wait until you get to the top of the ridge and then make up your mind. Remain humble. Don’t worry about who receives the credit. Never let power or authority go to your head. Take a moment of self-reflection. Look at yourself in the mirror every night and ask yourself if you did your best. True satisfaction comes from getting the job done. The key to a successful leader is to earn respect—not because of rank or position, but because you are a leader of character. Hang Tough!—Never, ever, give up.

He wasn’t concerned with getting credit or even with being in charge; he simply assigned work to those who could perform it best. This meant delegating some of his most interesting, meaningful, and important tasks—work that other leaders would have kept for themselves. Why did the research not reflect the talents of people like the

the Taliban’s leaders had no idea where this turn in American attitudes had come from. They made little effort to find out. When pressed on the issue of education for girls by the occasional visiting American delegation, they said, “This is God’s law,” recalled the State Department’s Leonard Scensny. “This is the way it’s supposed to be. Leave us alone.

Delegating, thinking strategically, communicating—you may think this all sounds like Management 101. And you’re right. The most basic elements of management are often what trip up managers early in their careers. And because they are the basics, the bosses of rookie managers often take them for granted. They shouldn’t—an extraordinary number of people fail to develop these skills. I’ve maintained an illusion throughout this article—that only rookie managers suffer because they haven’t mastered these core skills. But the truth is, managers at all levels make these mistakes. An organization that supports its new managers by helping them to develop these skills will have surprising advantages over the competition.

Before settling in to work, we noticed a large travel case on the mantelpiece. I unsnapped the latches and lifted the top. On one side there was a large desert scene on a marble base featuring miniature gold figurines, as well as a glass clock powered by changes in temperature. On the other side, set in a velvet case, was a necklace half the length of a bicycle chain, encrusted with what appeared to be hundreds of thousands of dollars’ worth of rubies and diamonds—along with a matching ring and earrings. I looked up at Ben and Denis. “A little something for the missus,” Denis said. He explained that others in the delegation had found cases with expensive watches waiting for them in their rooms. “Apparently, nobody told the Saudis about our prohibition on gifts.” Lifting the heavy jewels, I wondered how many times gifts like this had been discreetly left for other leaders during official visits to the kingdom—leaders whose countries didn’t have rules against taking gifts, or at least not ones that were enforced. I thought again about the Somali pirates I had ordered killed, Muslims all, and the many young men like them across the nearby borders of Yemen and Iraq, and in Egypt, Jordan, Afghanistan, and Pakistan, whose earnings in a lifetime would probably never touch the cost of that necklace in my hands. Radicalize just 1 percent of those young men and you had yourself an army of half a million, ready to die for eternal glory—or maybe just a taste of something better. I set the necklace down and closed the case. “All right,” I said. “Let’s work.

He gave subordinates input into key decisions, implementing the ideas that made sense, while making it clear that he had the final authority. He wasn’t concerned with getting credit or even with being in charge; he simply assigned work to those who could perform it best. This meant delegating some of his most interesting, meaningful, and important tasks—work that other leaders would have kept for themselves.

In February 1878, Grant braved rain, wind, and snow to become the first American president to visit Jerusalem. He met with a delegation of American Jews who distributed relief to their suffering brethren in the Holy Land and he promised to carry their message to Jewish leaders at home. As they entered religious sites, Julia was susceptible to powerful emotions, her active imagination a perfect foil for her husband’s skeptical, deadpan humor.

So for one hundred and sixteen days, fifty-five men who were among the leaders of our nation met and argued and retired to our inns to continue the debate, and we dealt with the most profound topics that men can deal with, the problems of self-government, and not a single clue as to what we were discussing or how we were dividing was revealed to the outside world. Thus, delegates were freed from posturing for public acclaim; more important, they were free to change their minds and to retreat from weak positions hastily taken. I

There is an oft-told story of a delegation going to the White House to present President Franklin D. Roosevelt with a policy proposal. After he had listened to them, he said, ‘Okay, you have convinced me. Now go out and bring pressure on me to do it.’ Fundamental social change rarely comes without sustained political pressure. And politicians are rarely intellectual or policy leaders, even though they will try to take the credit for something once it is up and running. Just occasionally, one emerges with the courage to lead. Pressure matters. One

The bribe bought Florence peace for a year, but in June 1502 Borgia was back. As his army sacked more surrounding towns, he commanded the leaders in Florence to send a delegation to hear his latest demands. Two people were selected to try to deal with him. The elder was Francesco Soderini, a wily Church leader who led one of the anti-Medici factions in Florence. Accompanying him was the son of a bankrupt lawyer, well-educated but poor, whose writing skills and savvy understanding of power games had established him as Florence’s cleverest young diplomat: Niccolò Machiavelli.

Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness—in short, on character. Leaders are part of the team, and although they are given organizational authority, their real authority isn't delegated top-down but earned bottom-up. From the outside, a managed team and a led team can look the same, but from the inside they feel very different.

Going back to that filter of susceptibility to shame- when it comes to work, we're afraid of being judged for a lack of knowledge or lack of understanding. We hate asking for help. But that's where it gets wild. We asked a thousand leaders to list marble earning behaviors- what do your team members do that earns your trust? The most common answer: asking for help. When it comes to people who do not habitually ask for help, the leaders we polled explained that they would not delegate important work to them because the leaders did not trust that they would raise their hands and ask for help. Mind. Blown. p228

Executives who complain about “execution” problems have usually confused strategy with goal setting. When the “strategy” process is basically a game of setting performance goals—so much market share and so much profit, so many students graduating high school, so many visitors to the museum—then there remains a yawning gap between these ambitions and action. Strategy is about how an organization will move forward. Doing strategy is figuring out how to advance the organization’s interests. Of course, a leader can set goals and delegate to others the job of figuring out what to do. But that is not strategy. If that is how the organization runs, let’s skip the spin and be honest—call it goal setting.

We are glad to visit your beautiful country. It is prosperous—you all live far from the struggle. Nobody destroys your towns, cities, fields. Nobody kills your citizens, your sisters and mothers, your fathers and brothers. I come from a place where bombs pound villages into ash, where Russian blood oils the treads of German tanks, where innocent civilians die every day.” She caught herself up, exhaled slowly as she marshaled her next words. No one moved, least of all the marksman. “An accurate bullet fired by a sniper like me, Mrs. Roosevelt, is no more than a response to an enemy. My husband lost his life at Sevastopol before my eyes. He died in my arms. As far as I am concerned, any Hitlerite I see through my telescopic sights is the one who killed him.” A frozen silence fell over the room. Only the marksman’s eyes moved as he looked around the table, cataloging responses. The Soviet delegation leader sat clutching his butter knife, looking like he wanted to saw off her head and bowl it through the window into the White House gardens. The smart Washington women in their frills and pearls looked appalled. The First Lady looked . . . Embarrassed? the marksman wondered. Did that horsey presidential bitch look embarrassed? “I’m sorry, Lyudmila dear,” she said quietly, laying down her napkin. “I had no wish to offend you. This conversation is important, and we will continue it in a more suitable setting. But now, unfortunately, it is time to disperse. My duties are calling, and I understand

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

During the hostage crisis we sent a number of secret delegations into Iran, which was fairly easy to do because the Iranian leaders wanted to maintain as normal an environment as possible and relished all the favorable publicity that resulted from visits by foreign news media. Even the Ayatollah Khomeini gave personal interviews to American journalists. On one occasion we had a few CIA agents in Tehran who were traveling with false German passports, since many Iranian leaders had been educated in Germany. As our people were leaving, one of them had his credentials checked and was waved past by the customs officials. He was called back, however, and the official said, “Something is wrong with your passport. I’ve been here more than twenty years and this is the first time I’ve seen a German document that used a middle initial instead of a full name. Your name is given as Josef H. Schmidt and I don’t understand it.” The quick-thinking agent said, “Well, when I was born my given middle name was Hitler, and I have received special permission not to use it.” The official smiled, nodded, and approved his departure.

they’ll start.” “What are they going to do about the Elder Council?” “Meritorious was a good man and the most powerful Grand Mage we had seen in a long time. The other Councils in Europe are worried about who will fill the vacuum now that he’s gone. The Americans are offering their support, the Japanese are sending delegates to help us wrest back some control, but…” “It sounds like a lot of people are panicking.” “And they have a right to. Our systems of power, our systems of self-government, are delicate. If we topple, others will follow. We need a strong leader.” “Why don’t you do it?” He laughed. “Because I’m not well liked, and I’m not well trusted, and I already have a job. I’m a detective, remember?” She gave her own little shrug. “Vaguely.” Another snippet of pub music drifted by the window, and Stephanie thought about the world she’d grown up in, and how different it was from the world she’d been introduced to, and yet how similar. There was joy and happiness in both, just as there was heartbreak and horror. There was good and evil and everything in between, and these qualities seemed to be shared equally in the worlds of the magical and the mundane. It was her life now. She couldn’t imagine living without either one. “How are you?” Skulduggery asked, his voice gentle.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

One of Castro’s first acts as Cuba’s Prime Minister was to go on a diplomatic tour that started on April 15, 1959. His first stop was the United States, where he met with Vice President Nixon, after having been snubbed by President Eisenhower, who thought it more important to go golfing than to encourage friendly relations with a neighboring country. It seemed that the U.S. Administration did not take the new Cuban Prime Minister seriously after he showed up dressed in revolutionary garb. Delegating his Vice President to meet the new Cuban leader was an obvious rebuff. However, what was worse was that an instant dislike developed between the two men, when Fidel Castro met Vice President Richard Milhous Nixon. This dislike was amplified when Nixon openly badgered Castro with anti-communistic rhetoric. Once again, Castro explained that he was not a Communist and that he was with the West in the Cold War. However, during this period following the McCarthy era, Nixon was not listening. During Castro’s tour to the United States, Canada and Latin America, everyone in Cuba listened intently to what he had to say. Fidel’s speeches, that were shown on Cuban television, were troubling to Raúl and he feared that his brother was deviating from Cuba’s path towards communism. Becoming concerned by Fidel’s candid remarks, Raúl conferred with his close friend “Che” Guevara, and finally called Fidel about how he was being perceived in Cuba. Following this conversation, Raúl flew to Texas where he met with his brother Fidel in Houston. Raúl informed him that the Cuban press saw his diplomacy as a concession to the United States. The two brothers argued openly at the airport and again later at the posh Houston Shamrock Hotel, where they stayed. With the pressure on Fidel to embrace Communism he reluctantly agreed…. In time he whole heartily accepted Communism as the philosophy for the Cuban Government.

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

Here is my six step process for how we will first start with ISIS and then build an international force that will fight terrorism and corruption wherever it appears. “First, in dedication to Lieutenant Commander McKay, Operation Crapshoot commenced at six o’clock this morning. I’ve directed a handpicked team currently deployed in Iraq to coordinate a tenfold increase in aerial bombing and close air support. In addition to aerial support, fifteen civilian security companies, including delegations from our international allies, are flying special operations veterans into Iraq. Those forces will be tasked with finding and annihilating ISIS, wherever they walk, eat or sleep. I’ve been told that they can’t wait to get started. “Second, going forward, our military will be a major component in our battle against evil. Militaries need training. I’ve been assured by General McMillan and his staff that there is no better final training test than live combat. So without much more expenditure, we will do two things, train our troops of the future, and wipe out international threats. “Third, I have a message for our allies. If you need us, we will be there. If evil raises its ugly head, we will be with you, arm in arm, fighting for what is right. But that aid comes with a caveat. Our allies must be dedicated to the common global ideals of personal and religious freedom. Any supposed ally who ignores these terms will find themselves without impunity. A criminal is a criminal. A thief is a thief. Decide which side you’re on, because our side carries a big stick. “Fourth, to the religious leaders of the world, especially those of Islam, though we live with differing traditions, we are still one people on this Earth. What one person does always has the possibility of affecting others. If you want to be part of our community, it is time to do your part. Denounce the criminals who besmirch your faith. Tell your followers the true meaning of the Koran. Do not let the money and influence of hypocrites taint your religion or your people. We request that you do this now, respectfully, or face the scrutiny of America and our allies. “Fifth, starting today, an unprecedented coalition of three former American presidents, my predecessor included, will travel around the globe to strengthen our alliances. Much like our brave military leaders, we will lead from the front, go where we are needed. We will go toe to toe with any who would seek to undermine our good intentions, and who trample the freedoms of our citizens. In the coming days you will find out how great our resolve truly is. “Sixth, my staff is in the process of drafting a proposal for the members of the United Nations. The proposal will outline our recommendations for the formation of an international terrorism strike force along with an international tax that will fund ongoing anti-terrorism operations. Only the countries that contribute to this fund will be supported by the strike force. You pay to play.

Think about it,” Obama said to us on the flight over. “The Republican Party is the only major party in the world that doesn’t even acknowledge that climate change is happening.” He was leaning over the seats where Susan and I sat. We chuckled. “Even the National Front believes in climate change,” I said, referring to the far-right party in France. “No, think about it,” he said. “That’s where it all began. Once you convince yourself that something like that isn’t true, then…” His voice trailed off, and he walked out of the room. For six years, Obama had been working to build what would become the Paris agreement, piece by piece. Because Congress wouldn’t act, he had to promote clean energy, and regulate fuel efficiency and emissions through executive action. With dozens of other nations, he made climate change an issue in our bilateral relationship, helping design their commitments. At international conferences, U.S. diplomats filled in the details of a framework. Since the breakthrough with China, and throughout 2015, things had been falling into place. When we got to Paris, the main holdout was India. We were scheduled to meet with India’s prime minister, Narendra Modi. Obama and a group of us waited outside the meeting room, when the Indian delegation showed up in advance of Modi. By all accounts, the Indian negotiators had been the most difficult. Obama asked to talk to them, and for the next twenty minutes, he stood in a hallway having an animated argument with two Indian men. I stood off to the side, glancing at my BlackBerry, while he went on about solar power. One guy from our climate team came over to me. “I can’t believe he’s doing this,” he whispered. “These guys are impossible.” “Are you kidding?” I said. “It’s an argument about science. He loves this.” Modi came around the corner with a look of concern on his face, wondering what his negotiators were arguing with Obama about. We moved into the meeting room, and a dynamic became clear. Modi’s team, which represented the institutional perspective of the Indian government, did not want to do what is necessary to reach an agreement. Modi, who had ambitions to be a transformative leader of India, and a person of global stature, was torn. This is one reason why we had done the deal with China; if India was alone, it was going to be hard for Modi to stay out. For nearly an hour, Modi kept underscoring the fact that he had three hundred million people with no electricity, and coal was the cheapest way to grow the Indian economy; he cared about the environment, but he had to worry about a lot of people mired in poverty. Obama went through arguments about a solar initiative we were building, the market shifts that would lower the price of clean energy. But he still hadn’t addressed a lingering sense of unfairness, the fact that nations like the United States had developed with coal, and were now demanding that India avoid doing the same thing. “Look,” Obama finally said, “I get that it’s unfair. I’m African American.” Modi smiled knowingly and looked down at his hands. He looked genuinely pained. “I know what it’s like to be in a system that’s unfair,” he went on. “I know what it’s like to start behind and to be asked to do more, to act like the injustice didn’t happen. But I can’t let that shape my choices, and neither should you.” I’d never heard him talk to another leader in quite that way. Modi seemed to appreciate it. He looked up and nodded.

Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized

Working Group Strong, clearly focused leader Individual accountability The group’s purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates Team Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together

Meanwhile, the Democrats grew divided between supporters of Johnson’s foreign policy and those who had embraced Robert Kennedy’s antiwar position. This split played out in a particularly disruptive manner at the Democratic convention in Chicago. With Kennedy tragically gone, the traditional party organization stepped into the breach. The party insiders who dominated on the convention floor favored Vice President Hubert Humphrey, but Humphrey was deeply unpopular among antiwar delegates because of his association with President Johnson’s Vietnam policies. Moreover, Humphrey had not run in a single primary. His campaign, as one set of analysts put it, was limited to “party leaders, union bosses, and other insiders.” Yet, with the backing of the party regulars, including the machine of powerful Chicago mayor Richard Daley, he won the nomination on the first ballot.

The McGovern–Fraser Commission issued a set of recommendations that the two parties adopted before the 1972 election. What emerged was a system of binding presidential primaries. Beginning in 1972, the vast majority of the delegates to both the Democratic and Republican conventions would be elected in state-level primaries and caucuses. Delegates would be preselected by the candidates themselves to ensure their loyalty. This meant that for the first time, the people who chose the parties’ presidential candidates would be neither beholden to party leaders nor free to make backroom deals at the convention; rather, they would faithfully reflect the will of their state’s primary voters. There were differences between the parties, such as the Democrats’ adoption of proportional rules in many states and mechanisms to enhance the representation of women and minorities. But in adopting binding primaries, both parties substantially loosened their leaders’ grip over the candidate selection process—opening it up to voters instead.

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.

Instead of looking at a task as just a chore, look at it as an opportunity to learn more about the associated piece of equipment, the procedure, or if nothing else, about how to delegate or accomplish tasks.

THE 10 MAJOR CAUSES OF FAILURE IN LEADERSHIP We come now to the major faults of leaders who fail, because it is just as essential to know WHAT NOT TO DO as it is to know what to do. 1. INABILITY TO ORGANIZE DETAILS. Efficient leadership calls for ability to organize and to master details. No genuine leader is ever "too busy" to do anything which may be required of him in his capacity as leader. When a man, whether he is a leader or follower, admits that he is "too busy" to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable lieutenants. 2. UNWILLINGNESS TO RENDER HUMBLE SERVICE. Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. "The greatest among ye shall be the servant of all" is a truth which all able leaders observe and respect. 3. EXPECTATION OF PAY FOR WHAT THEY "KNOW" INSTEAD OF WHAT THEY DO WITH THAT WHICH THEY KNOW. The world does not pay men for that which they "know." It pays them for what they DO, or induce others to do. 4. FEAR OF COMPETITION FROM FOLLOWERS. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ABILITY TO GET OTHERS TO PERFORM, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid. 5. LACK OF IMAGINATION. Without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently.

If there was any politician in America who reflected the Cold War and what it did to the country, it was Richard Nixon—the man and the era were made for each other. The anger and resentment that were a critical part of his temperament were not unlike the tensions running through the nation as its new anxieties grew. He himself seized on the anti-Communist issue earlier and more tenaciously than any other centrist politician in the country. In fact that was why he had been put on the ticket in the first place. His first congressional race in 1946, against a pleasant liberal incumbent named Jerry Voorhis, was marked by red-baiting so savage that it took Voorhis completely by surprise. Upon getting elected, Nixon wasted no time in asking for membership in the House Un-American Activities Committee. He was the committee member who first spotted the contradictions in Hiss’s seemingly impeccable case; in later years he was inclined to think of the case as one of his greatest victories, in which he had challenged and defeated a man who was not what he seemed, and represented the hated Eastern establishment. His career, though, was riddled with contradictions. Like many of his conservative colleagues, he had few reservations about implying that some fellow Americans, including perhaps the highest officials in the opposition party, were loyal to a hostile foreign power and willing to betray their fellow citizens. Yet by the end of his career, he became the man who opened the door to normalized relations with China (perhaps, thought some critics, he was the only politician in America who could do that without being attacked by Richard Nixon), and he was a pal of both the Soviet and Chinese Communist leadership. If he later surprised many long-standing critics with his trips to Moscow and Peking, he had shown his genuine diplomatic skills much earlier in the way he balanced the demands of the warring factions within his own party. He never asked to be well liked or popular; he asked only to be accepted. There were many Republicans who hated him, particularly in California. Earl Warren feuded with him for years. Even Bill Knowland, the state’s senior senator and an old-fashioned reactionary, despised him. At the 1952 convention, Knowland had remained loyal to Warren despite Nixon’s attempts to help Eisenhower in the California delegation. When Knowland was asked to give a nominating speech for Nixon, he was not pleased: “I have to nominate the dirty son of a bitch,” he told friends. Nixon bridged the gap because his politics were never about ideology: They were the politics of self. Never popular with either wing, he managed to negotiate a delicate position acceptable to both. He did not bring warmth or friendship to the task; when he made attempts at these, he was, more often than not, stilted and artificial. Instead, he offered a stark choice: If you don’t like me, find someone who is closer to your position and who is also likely to win. If he tilted to either side, it was because that side seemed a little stronger at the moment or seemed to present a more formidable candidate with whom he had to deal. A classic example of this came early in 1960, when he told Barry Goldwater, the conservative Republican leader, that he would advocate a right-to-work plank at the convention; a few weeks later in a secret meeting with Nelson Rockefeller, the liberal Republican leader—then a more formidable national figure than Goldwater—Nixon not only reversed himself but agreed to call for its repeal under the Taft-Hartley act. “The man,” Goldwater noted of Nixon in his personal journal at the time, “is a two-fisted four-square liar.

A leaders job is to ELEVATE the team, not delegate the team. Elevate your team to take initiative.

Most Christians do not understand the true meaning of submission to authority. The Bible teaches that all authority has been instituted by God Himself, so to refuse to submit to God's delegated authority is to refuse to submit to God.

Democratic Party not only elected virtually all public officials in the region and therefore commanded the admiration and participation of high-status people, it symbolized the abiding principle of right-thinking citizens—white supremacy. Even after Truman's integrationist policies drove Dixiecrats into revolt in 1948 Southern Democrats still saw their party in the 1950s as arguably committed to segregation by virtue of the power that the Southern delegation wielded within it. Goldwater's candidacy, the enfranchisement of black Democrats, Wallace's Independent candidacy in 1968, and the endorsement of Nixon by many Southern Democratic leaders in 1972 gradually chipped away at the middle-class respectability of the Democratic Party. When conservative Christian leaders became outspoken Republicans in the late 1970s and early 1980s, the Democratic Party was routinely castigated as the party of secular humanists. The allure of respectability eventually redounded to the benefit of Republicans, as their ranks were augmented by evangelical and fundamentalist Christians.

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy. The

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

On Thursday, February 19, 2015, two months after the United States and Cuba announced a willingness to re-establish normal diplomacy, after over 5 decades of hostile relations, the United States House Minority leader and eight fellow Democratic Party lawmakers went to Havana to meet with the Cuban Vice President Miguel Díaz-Canel. On February 27th, Cuban Foreign Ministry Director for North America, Josefina Vidal, and her delegation met at the State Department in Washington, D.C. Although most Cubans and many Americans have a positive view towards improving diplomatic relations, there are conservative legislators in both the U.S. House and Senate that have not joined in the promotion and necessary détente and good will in easing the normalization of relations between the two countries. On May 29, 2015, by Executive Order, President Obama took a first step by removing Cuba from the list of “State Sponsors of Terrorism.” Since then President Trump has been determined to overturn most of what has been passed by the former administration. On June 16, 2017 President Trump moved to reverse many of President Obama’s policies towards Cuba. According to the CATO Institute the alleged justification for this reversal is that it will pressure the Cuban government to make concessions on human rights and political policies towards the Island Nation. Apparently Trump’s new restrictions will impose limits on travel and how U.S. Companies will be able to do business in Cuba. Although the final say regarding the normalization between the two countries is in the hands of politicians representing their various constituencies. The United States has long worked and traded with other Communist nations. Recently additional pressure has been applied by corporations that, quite frankly, are fed up with the slowness of the process. The idea that everything hinges on the fact Cuba is a Communist country, run by a dictatorship, does not take into account the plight of the individual Cuban citizens. The United States may wish for a different government; however it is up to Cuba to decide what form of government they will eventually have.

Lancastrian workers, the dumb and dignified beasts of burden that line the Road to Wigan Pier, thronged tours by Soviet leaders, workers, soldiers and trade unionists in the UK after the Soviets entered the war in 1941. One delegation leader, Nikolai Shvernik, was mobbed by Mancunian women; after his speech at a munitions plant a woman climbed on the stage, ‘clung to his neck, kissed his forehead and then shouted “Come on girls, let’s all kiss him.”’ Moments later, ‘scores of elderly gray-haired women jumped onto the platform and struggled to kiss’ Shvernik. Management convinced the women to go back to their seats, and ‘in what may have been an attempt to cool their ardor, they all sang the Internationale’.

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy.

Articulate a Vision. Formulate a clear and persuasive vision and communicate it repeatedly to all members of the enterprise. Think and Act Strategically. Set forth a pragmatic strategy for achieving that vision both short- and long-term, and ensure that it is widely understood; consider all the players, and anticipate their reactions and resistance before they are manifest. Honor the Room. Frequently express your confidence in and support for those who work with and for you. Take Charge and Lead Change. Embrace a bias for action, taking responsibility even if it is not fully or formally delegated, particularly if you are especially well positioned to make a difference.

Act Decisively. Make good and timely decisions, and ensure that they are executed. Communicate Persuasively. Communicate in ways that people will not forget; simplicity and clarity of expression help. Motivate the Workforce. Appreciate the distinctive intentions that people bring, and then build on those diverse motives to draw the best from each. Embrace the Front Lines. Delegate authority except for strategic decisions, and stay close to those most directly engaged with the work of the enterprise.

World leader, my eye! Hypocrites, every single one of them! They attend climate conference emitting more carbon than all their citizens combined. They attend peace conference with nuclear codes handy in a briefcase. And you want these two-timing morons to bring peace, health and harmony in the world! Keep dreaming - keep deluding yourself! I for one choose not to delegate the responsibility of my world to a bunch of windbags. The world is mine, its problems are mine.

Take Charge and Lead Change. Are you prepared to take charge even when you are not fully or formally in charge? If so, do you come with the capacity and position to embrace responsibility? For the technical decisions ahead, are you ready to delegate but not abdicate?   5. Act Decisively. Are most of your decisions both good and timely? Do you convey your strategic intent and then let others reach their own decisions? Is your own decision threshold close to a “70%” go point?   6. Communicate Persuasively. Are the messages about vision, strategy, and execution crystal clear and indelible? Have you mobilized all communication channels, from purely personal to social media? Can you deliver a compelling account before the elevator passes the 10th floor?

The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time.

Going back to that filter of susceptibility to shame—when it comes to work, we’re afraid of being judged for a lack of knowledge or lack of understanding. We hate asking for help. But that’s where it gets wild. We asked a thousand leaders to list marble-earning behaviors—what do your team members do that earns your trust? The most common answer: asking for help. When it comes to people who do not habitually ask for help, the leaders we polled explained that they would not delegate important work to them because the leaders did not trust that they would raise their hands and ask for help. Mind. Blown.

The good news for us was that polling showed we were winning many of the Super Tuesday states, including the two that would choose the largest numbers of delegates, California and Texas. The bad news for us was that the establishment fully understood the threat they faced, and it was prepared to do everything in its power to prevent us from prevailing. It wasn’t a secret. Time magazine reported on February 27 that “Big-Money Democratic Donors Are Trying to Stop Bernie Sanders,” while a March 2 New York Times headline announced, “Democratic Leaders Willing to Risk Party Damage to Stop Bernie Sanders.

Practice & Ash 2. Scales of the Malefic Viper 3. Lucenti Plains 4. Pondering on Ponds 5. Introspection 6. Intermission 1 – Viridia (1/2) 7. Intermission 1 – The Malefic Viper (2/2) 8. Moment of Curiosity 9. Cleaning Up the Plains 10. The Great White Stag 11. No Rest for the Wicked 12. Loot & Healing 13. True Protagonist 14. Into the Dark 15. The Right Way 16. Dark Mana & Dark Tunnels 17. Many Rats! Handle it! 18. Dark Attunement 19. Nest Watcher 20. A Final Gift 21. Willful Ignorance 22. The Balance Broken 23. Beers & Exposition 24. Of Fate & Destiny 25. William & Jake 26. Spring Cleaning = Loot 3.0 27. Valley of Tusks 28. Going with the Flow 29. The Right Way Forward 30. Mana 101 31. A Thoughtful Touch 32. Pigs for Slaughter 33. Limit Break 34. Falling Rocks 35. Horde Leader 36. Next Target: King of the Forest 37. King 38. Eclipse 39. Fall 40. When the Curtains Fall 41. Tutorial Rewards: Titles & Math 42. Tutorial Rewards: Narrowing Down Options 43. Tutorial Rewards: Getting Stuff 44. Intermission 2 - Life after Death (Casper) 45. Records 46. A Godlike Getaway 47. Danger Bath 48. Second Part? 49. Embracing Power 50. Defiance & Gains 51. You know, I'm something of a sage myself 52. Homecoming 53. Intermission 3 - Carmen 54. Intermission 4 - Noboru Miyamoto 55. Intermission 5 - Eron 56. The Blue Marble 57. One Step Mile 58. Pylon of Civilization 59. Intermission 6 - Matteo (1/2) 60. Intermission 6 - Matteo (2/2) 61. The Times They Are A-Changin' 62. Monsters 63. Living with the Consequences 64. Points of View 65. Going Down 66. Two Kinds of People 67. Big Blue Mushroom 68. Delegating (avoiding) Responsibilities 69. Construction Plans 70. First World Problems 71. How to Train Your Dragon Wings 72. Freedom

When you delegate tasks, you create followers. When you delegate authority, you create leaders

The other commonalities of successful leaders are just as straightforward: They hold people (and themselves) accountable and drive for results. They’re hands-on, but to a point. They know when to back off and delegate. They can keep an eye on the long-term vision while still being eyeball-deep in details.

The other commonalities of successful leaders are just as straightforward: They hold people (and themselves) accountable and drive for results. They’re hands-on, but to a point. They know when to back off and delegate. They can keep an eye on the long-term vision while still being eyeball-deep in details. They’re constantly learning, always interested in new opportunities, new technologies, new trends, new people. And they do it because they’re engaged and curious, not because those things may end up making them money. If they screw up, they admit to it and own their mistakes. They’re not afraid to make hard decisions, even when they know people will be upset and angry. They (mostly) know themselves. They have a clear view of both their strengths and challenges. They can tell the difference between an opinion- and data-driven decision and act accordingly. [See also: Chapter 2.2: Data Versus Opinion.] They realize that nothing should be theirs, even if the genesis was with them. It all has to be the team’s. The company’s. They know their job is to jubilantly celebrate everyone else’s successes, to make sure they get credit for them, and hold little for themselves. They listen. To their team, to their customers, to their board, to their mentors. They pay attention to the opinions and thoughts of the people around them and adjust their views when they get new information from sources they trust.

Fear of competition from followers. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ability to get others to perform, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid.

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.

Insecure leaders avoid delegating, not because others can’t do the job, but because they fear being overshadowed and rendered obsolete

It is not so much that man is a herd animal, said Freud, but that he is a horde animal led by a chief. It is this alone that can explain the "uncanny and coercive characteristics of group formations." The chief is a "dangerous personality, toward whom only a passive-masochistic attitude is possible, to whom one's will has to be surrendered,-while to be alone with him, 'to look him in the face,' appears a hazardous enterprise." This alone, says Freud, explains the "paralysis" that exists in the link between a person with inferior power to one of superior power. Man has "an extreme passion for authority" and "wishes to be governed by unrestricted force." It is this trait that the leader hypnotically embodies in his own masterful person. Or as Fenichel later put it, people have a "longing for being hypnotized" precisely because they want to get back to the magical protection, the participation in omnipotence, the "oceanic feeling" that they enjoyed when they were loved and protected by their parents. And so, as Freud argues, it is not that groups bring out anything new in people; it is just that they satisfy the deep-seated erotic longings that people constantly carry around unconsciously. For Freud, this was the life force that held groups together. It functioned as a kind of psychic cement that locked people into mutual and mindless interdependence: the magnetic powers of the leader, reciprocated by the guilty delegation of everyone's will to him.

Leaders have vision, inspire, and provoke others to think creatively. Classically defined, managers get things done through others by delegating, measuring results, and holding people accountable.

The royal government wanted a census in order to get a more complete picture of the number of Mennonites living in the territory newly acquired from Poland (now given the name of West Prussia) and to enumerate those living in East Prussia as well. This indicated that 13,495 Mennonites resided in this region (excluding Danzig).33 Mennonite leaders were now informed that they as a body would be responsible for paying 5,000 thalers for the support of a military academy in Kulm.34 How this sum should be raised was their responsibility. Mennonites remained concerned about the census and sent several delegations to the king over the next several years in an attempt to get a formal declaration concerning exemption from military service.35 They also requested exemption from paying dues to Catholic or Protestant churches, but that issue would not be settled for decades.

A throat cleared. “Earth to Arik. Come in, boss.” With brows drawn, Arik glared at his beta. “What?” “I was asking what had your boxers in a knot.” “You know I go commando.” “Usually, but something obviously has your panties in a twist. Spill.” Oh, he spilled all right. Arik yanked off the hat and flung it against the wall and then swiveled his chair to get it over with. Indrawn breath. A snicker. A full-on guffaw. Arik swirled again and tossed deadly visual daggers at his second. “I fail to see the humor in my butchered mane.” “Dude. Have you seen it? It is bad. What did you do to piss Dominic off? Seduce one of his daughters?” “Actually one of his granddaughters did this to me!” He couldn’t help the incredulous note. The effrontery of the act still got to him. A thump and a shake of the wall as Hayder hit it, his shoulders shaking with laughter. “A girl did that to you?” His beta convulsed with mirth, not at all daunted by Arik’s glower and tapping fingers. “This is not amusing.” “Oh, come on, dude. Of all the people to have a hair mishap, you are the worst.” “I look like an idiot.” “Only because you didn’t let her finish hacking the rest off.” His fingers froze as he took his gaze off the screen for a moment to address the travesty. “Cut off my mane?” Was his beta delusional? “Well, yeah. You know, to even it out so it doesn’t show.” A growl rumbled forth, more beast than man, his lion not at all on board with any more trimming. “Okay, if you’re not keen on that, then what about a hair weave? Maybe we could get you a platinum one, or pink for contrast since you’re being such a prissy princess about it.” That did it. A lion could take only so much. Arik dove over his desk and tackled his beta. Over they went with a thump and a tangle of limbs. As he was slamming Hayder’s head off the floor, snarling, “Take it back!” to his beta’s chortled, “We’ll get your nails done while they’re weaving,” Leo strode in. A giant of a man, he didn’t even have to strain as he grabbed them each by a shoulder and yanked them apart. But he didn’t stop there. He slammed their heads together before shoving them down. Arik and Hayder sat on the carpeted floor, nursing robin’s eggs, united in their glare for the pride’s omega, also known as the peacemaker. Of course, Leo’s version of peace wasn’t always gentle, which was why he was perfect for the pride. The behemoth with the mellow outlook on life took a seat in a chair, which groaned ominously. “You do know that the staff two floors down can hear the pair of you acting like ill-behaved cubs.” “He started it!” Arik stabbed a finger at his beta. He had no problem assigning blame. Delegation was something an alpha did well. Hayder didn’t even deny his guilt. “I did. But can you blame me? He was pissing and moaning about this precious mane. All I did was offer a solution, and he took offense.” “I assume we’re talking about the missing chunk of hair on our esteemed leader’s head?” Leo shook his neatly trimmed dark crown. “I keep telling you that vanity is your weakness.” “And chocolate chip ice cream is yours. We all have our vices,” Arik grumbled as he heaved himself off the floor and into his leather-padded seat— with built-in heating pad and massager because a man in his position did enjoy his luxuries. “My vice is beautiful women,” Hayder announced with a grin, adopting a lounging pose on the floor. Felines were king when it came to acting as if embarrassing positions weren’t accidental at all. “Don’t talk to me about women right now. I’m still angry at the one who did this.” “I think I’m missing a key point,” Leo stated. It didn’t take long to bring Leo up to speed. To his credit, the pride omega didn’t laugh— long.

Steve was the best delegator I ever met,” Johnson said at Stanford. “He was so clear about what he wanted that it gave you great freedom.

Anyone who held that belief, as Richard Rovere was to explain in The New Yorker, “forgot the wisdom of history, which is that members of the United States Senate almost invariably come to grief when they try to win Presidential nominations for themselves or to manipulate national conventions for any purpose whatsoever. For many reasons—patronage is one, and control of delegations is another—the big men at conventions are governors and municipal leaders.

The degree to which a leader is able to delegate work is a measure of his success. A one-person office can never grow larger than the load one person can carry. Failing

This was possible because the leaders of the Democratic Party controlled enough delegates to the nominating convention to choose whomever they wished. The opinions of voters in the primaries could be safely ignored.2

Hamilton was more persuasive than he realized, and a delegation of business leaders soon approached him to subscribe to a “money-bank” that would thwart Livingston’s land bank. “I was a little embarrassed how to act,” Hamilton confessed sheepishly to Church, “but upon the whole I concluded it best to fall in with them.” 51 Instead of launching a separate bank, Hamilton decided to represent Church and Wadsworth on the board of the new bank. Ironically, he held in his own name only a single share of the bank that was long to be associated with his memory. On February 23, 1784, The New-York Packet announced a landmark gathering: “It appearing to be the disposition of the gentlemen in this city to establish a bank on liberal principles . . . they are therefore hereby invited to meet tomorrow evening at six o’clock at the Merchant’s Coffee House, where a plan will be submitted to their consideration.” 52 At the meeting, General Alexander McDougall was voted the new bank’s chairman and Hamilton a director. Snatching an interval of leisure during the next three weeks, Hamilton drafted, singlehandedly, a constitution for the new institution—the sort of herculean feat that seems almost commonplace in his life. As architect of New York’s first financial firm, he could sketch freely on a blank slate. The resulting document was taken up as the pattern for many subsequent bank charters and helped to define the rudiments of American banking. In the superheated arena of state politics, the bank generated fierce controversy among those upstate rural interests who wanted a land bank and believed that a money bank would benefit urban merchants to their detriment. Within the city, however, the cause of the Bank of New York made improbable bedfellows, reconciling radicals and Loyalists who were sparring over the treatment of confiscated wartime properties.

When a leader attempts to become well-rounded, he brings down the average of the organization’s leadership quotient—which brings down the level of the leaders around him. Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else.

We must never forget that the people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. Many examples in history underscore the centrality of this catalytic leadership principle. Each illustrates the fact that you never know what hangs in the balance of a decision to play to your strengths. Oddly enough, it was the prudent application of this principle that enabled the fledgling first-century church to consolidate its gains and capitalize on its explosive growth, without losing focus or momentum.

Upgrade your performance by playing to your strengths and delegating your weaknesses. This one decision will do more to enhance your productivity than anything else you do as a leader.

If anything has kept me on track all these years, it’s being skewered to this principle of central focus. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. (emphasis added) As you evaluate your current leadership environment and responsibilities, what do you see that needs to be eliminated? What needs to be delegated? What would it “not be right” for you to continue doing?

SECTION SUMMARY TO BE AN EFFECTIVE LEADER … Recognize that you have limited strengths. Do whatever it takes to discover what they are. Once you know, find a work environment that allows you to focus your energies on the few things you were created to do well. Don’t allow your time to get eaten up with responsibilities and projects that call for skills that fall outside your core competencies. That is a recipe for mediocrity. Embrace this truth: The less you do, the more you will accomplish. Narrow your focus to increase your productivity and expand your influence within your organization. Empower the leaders around you by delegating those responsibilities that fall outside your zone. Somebody is dying to pick up the ball you drop. Your weakness is his opportunity. Remember: Great leaders know when to follow. THE NEXT GENERATION CHALLENGE What defines success for you in your current employment situation? Is there alignment between your core competencies and those competencies necessary to succeed in your job? What would change about your current job description if you were given the freedom to focus on the two or three things you do best? What would need to change in your current employment situation in order for you to focus on the things that add the most value to your organization? Take some time to complete the exercises described on this page through this page.

Americans’ so-called enslavement to the British was “lighter than a feather” compared to Africans’ enslavement to Americans, Hopkins argued. The electrifying antiracist pamphlet nearly overshadowed the Quakers’ demand in 1776 for all Friends to manumit their slaves or face banishment. “Our education has filled us with strong prejudices against them,” Hopkins professed, “and led us to consider them, not as our brethren, or in any degree on a level with us; but as quite another species of animals, made only to serve us and our children.” Hopkins became the first major Christian leader outside of the Society of Friends to forcefully oppose slavery, but he sat lonely on the pew of antislavery in 1776. Other preachers stayed away from the pew, and so did the delegates declaring independence. No one had to tell them that their revolutionary avowals were leaking in contradictions. Nothing could persuade slaveholding American patriots to put an end to their inciting proclamations of British slavery, or to their enriching enslavement of African people. Forget contradictions. Both were in their political and economic self-interest.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

The leadership that really matters is all about conviction. The leader is rightly concerned with everything from strategy and vision to team-building, motivation, and delegation, but at the center of the true leader’s heart and mind you will find convictions that drive and determine everything else.

as authority is delegated, technical knowledge at all levels takes on a greater importance. There is an extra burden for technical competence.

For a team to succeed, responsibility must go down deep into the organization, down to the roots. Getting that to happen requires a leader who will delegate responsibility and authority to the team. Stephen Covey remarked, “People and organizations don’t grow much without delegation and completed staff work, because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.” Good leaders seldom restrict their teams; they release them.

Leadership as a Service But the best leadership—the kind that people can mention only with evident emotion and deep respect—is most often exercised by people without positional power. It happens outside the official hierarchy of delegated authority. When I’m on my home turf, I play tennis two or three times a week in groups organized by a charming fellow named Mike. Mike is our leader. It’s Mike who decides the matchups: who plays with whom and against whom. He’s the one who shuffles the players (16 of us on four courts) after each set so we all have different partners for all three sets. He invariably makes good pairings so that near the end of a half hour you can look across the courts and see four scores like 5 to 4, 6 to 6, 7 to 6, and 5 to 5. He has a great booming voice, easy to hear even when he is three courts away. He sets the meeting times, negotiates the schedules for court time, and makes sure there are subs for anyone who needs to be away. Nobody gave Mike the job of leading the group; he just stepped up and took it. His leadership is uncontested; the rest of us are just in awe of our good fortune that he leads us as he does. He gets nothing for it except our gratitude and esteem. —TDM In this example, leadership is not about extracting anything from us; it’s about service. The leadership that the Mikes of the world provide enables their endeavors to go forth. While they sometimes set explicit directions, their main role is that of a catalyst, not a director. They make it possible for the magic to happen. In order to lead without positional authority—without anyone ever appointing you leader—you have to do what Mike does: • Step up to the task. • Be evidently fit for the task. • Prepare for the task by doing the required homework ahead of time. • Maximize value to everyone. • Do it all with humor and obvious goodwill. It also helps to have charisma.

ATTITUDE 1:  FOLLOW THE GOLDEN RULE ATTITUDE 2:  REQUIRE AGREEMENT ATTITUDE 3:  SOW ONLY GOOD SEED ATTITUDE 4:  BE A SERVANT-LEADER ATTITUDE 5:  DELEGATE AND EMPOWER ATTITUDE 6:  WRITE EVERYTHING DOWN ATTITUDE 7:  BE SLOW TO JUDGE ATTITUDE 8:  BE FAIR IN DISCIPLINE ATTITUDE 9:  MAINTAIN PERSPECTIVE ATTITUDE 10:  OBSERVE A SABBATH REST ATTITUDE 11:  HAVE A VISION ATTITUDE 12:  NURTURE JOY ATTITUDE 13:  MIND THE SEASONS ATTITUDE 14:  BE VIGILANT

Delegation is about private ownership of one’s work, and in the communist system, there simply was no private ownership.

by the end of 2009, at the Copenhagen climate change conference. In the final fractious day of negotiations, the Chinese snubbed a heads-of-state session, sending along a relatively junior official to talk with President Obama and other world leaders. At another session on the same day, this one attended by Wen Jiabao, China’s Premier, a member of the Chinese delegation loudly lectured Obama, waving his finger at the US President

For a law enforcement organization to run smoothly it needs positive leadership. Positive leadership is when a leader interacts with the frontline. Interaction is not just getting to know those a leader works with and serves, although knowing your people is an important component to leading. Interaction is as well to continually develop and train and develop not only ourselves but those the leader serves in an effort to build a common outlook. In the end positive leader understands that a strong common outlook between the top and frontline establishes trust, or even better mutual trust. The leader's true work: Be worthy of his or her constituents' trust. Positive leaders know the side with the stronger group feeling has a great advantage.2 Strong trust encourages delegation and reduces the amount of information and tactical direction needed at the top or strategic level. With less information to process and a greater focus on strategic issues, the decision making cycle at the top accelerates and the need for policies and procedures diminishes, creating a more fluid and agile organization. Mutual trust, unity and cohesion underlie everything.

Striving for balance forces a leader to invest time and energy in aspects of leadership where he will never succeed. It is not realistic to strive for balance within the sphere of our personal leadership abilities. …discover your zone and stay there. Then delegate everything else.