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His readiness to undergo persecutions for his beliefs, the high moral character of the men who believed in him and looked up to him as leader, and the greatness of his ultimate achievement - all argue his fundamental integrity. To suppose Muhammad an impostor raises more problems than it solves. Moreover, none of the great figures of history is so poorly appreciated in the West as Muhammad
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William Montgomery Watt (Muhammad at Mecca)
“
Tom Paine has almost no influence on present-day thinking in the United States because he is unknown to the average citizen. Perhaps I might say right here that this is a national loss and a deplorable lack of understanding concerning the man who first proposed and first wrote those impressive words, 'the United States of America.'
But it is hardly strange.
Paine's teachings have been debarred from schools everywhere and his views of life misrepresented until his memory is hidden in shadows, or he is looked upon as of unsound mind.
We never had a sounder intelligence in this Republic. He was the equal of Washington in making American liberty possible. Where Washington performed Paine devised and wrote. The deeds of one in the Weld were matched by the deeds of the other with his pen.
Washington himself appreciated Paine at his true worth. Franklin knew him for a great patriot and clear thinker. He was a friend and confidant of Jefferson, and the two must often have debated the academic and practical phases of liberty.
I consider Paine our greatest political thinker. As we have not advanced, and perhaps never shall advance, beyond the Declaration and Constitution, so Paine has had no successors who extended his principles. Although the present generation knows little of Paine's writings, and although he has almost no influence upon contemporary thought, Americans of the future will justly appraise his work. I am certain of it.
Truth is governed by natural laws and cannot be denied. Paine spoke truth with a peculiarly clear and forceful ring. Therefore time must balance the scales. The Declaration and the Constitution expressed in form Paine's theory of political rights. He worked in Philadelphia at the time that the first document was written, and occupied a position of intimate contact with the nation's leaders when they framed the Constitution.
Certainly we may believe that Washington had a considerable voice in the Constitution. We know that Jefferson had much to do with the document. Franklin also had a hand and probably was responsible in even larger measure for the Declaration. But all of these men had communed with Paine. Their views were intimately understood and closely correlated. There is no doubt whatever that the two great documents of American liberty reflect the philosophy of Paine.
...Then Paine wrote 'Common Sense,' an anonymous tract which immediately stirred the fires of liberty. It flashed from hand to hand throughout the Colonies. One copy reached the New York Assembly, in session at Albany, and a night meeting was voted to answer this unknown writer with his clarion call to liberty. The Assembly met, but could find no suitable answer. Tom Paine had inscribed a document which never has been answered adversely, and never can be, so long as man esteems his priceless possession.
In 'Common Sense' Paine flared forth with a document so powerful that the Revolution became inevitable. Washington recognized the difference, and in his calm way said that matters never could be the same again. It must be remembered that 'Common Sense' preceded the declaration and affirmed the very principles that went into the national doctrine of liberty. But that affirmation was made with more vigor, more of the fire of the patriot and was exactly suited to the hour... Certainly [the Revolution] could not be forestalled, once he had spoken.
{The Philosophy of Paine, June 7, 1925}
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Thomas A. Edison (Diary and Sundry Observations of Thomas Alva Edison)
“
To wake up every morning is miracle. To make a good use of every day is an appreciation of miracle. To waste the entire hours of each day is ungratefulness towards a miracle already given and received!
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Israelmore Ayivor (Leaders' Watchwords)
“
This teacher was kind and well-intentioned, but I wonder whether students like the young safety officer would be better off if we appreciated that not everyone aspires to be a leader in the conventional sense of the word—that some people wish to fit harmoniously into the group, and others to be independent of it.
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Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
“
Leaders can create a high productivity level by providing the appropriate organizational structure and job design, and by acknowledging and appreciating hard work.
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A.P.J. Abdul Kalam (Wings of Fire)
“
Brighten the corner where you are. You don’t blame God for placing you in a dark corner… You rather have to thank him for giving you the light to make it bright!
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Israelmore Ayivor (Leaders' Watchwords)
“
Who would appreciate such candor? No one. None of us really likes honesty. We prefer deception –but only when it is unabashedly flattering or artfully camouflaged. Groups seem to need to believe that they are superior to others and that they have a purpose greater than just passing along their genes to the next generation. Individuals seem to need similar delusions – about who they are and why they do what they do. They need heroes, however fraudulent… Studies show that people are more likely to accept the opinion of a confident con man than the cautious view of someone who actually knows what he is talking about. And professionals who form overconfident opinions on the basis of incorrect readings of the facts are more likely to succeed than their more competent peers who display greater doubt.
What’s more, deception works best, according to studies by psychologists, when the person doing the deceiving is fool enough to be deceived, too; that is, when he believes his own lies. That is why incompetent leaders – who are naïve enough to fall for their own guff – are such a danger to civilized life. If they are modern leaders, they must also delude themselves into thinking they know how to make the world a better place. Invariably, the answers they propose to problems are ones that bubble up from their own vanity, the essence of which is to make the rest of the world look just like them!
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William Bonner (Mobs, Messiahs, and Markets: Surviving the Public Spectacle in Finance and Politics)
“
You read about people like you in myths and in the Lore, struggling with their gifts. But it's the struggle that brings greatness. If your powers came easily to you, without incident, you would never appreciate them as you should. And you would no' be a good leader because you would be impatient with others who did have to work hard. It never comes easy to the great warriors in history.
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Kresley Cole (Wicked Deeds on a Winter's Night (Immortals After Dark, #3))
“
True leaders appreciate curiosity and accept mistakes but never fail to retry
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Narayanan Palani
“
Because when a teacher appreciates you, you think "I am something!" In a society where people believe girls are weak, and not capable of anything except cooking and cleaning, you think "I have a talent." When a teacher tells you that all great leaders and scientists were once children, too, you think, "Maybe we can be the great ones tomorrow." In a country where so many people consider it a waste to send girls to school, it is a teacher who helps you believe in your dreams.
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Malala Yousafzai
“
It is no longer just engineers who dominate our technology leadership, because it is no longer the case that computers are so mysterious that only engineers can understand what they are capable of. There is an industry-wide shift toward more "product thinking" in leadership--leaders who understand the social and cultural contexts in which our technologies are deployed.
Products must appeal to human beings, and a rigorously cultivated humanistic sensibility is a valued asset for this challenge. That is perhaps why a technology leader of the highest status--Steve Jobs--recently credited an appreciation for the liberal arts as key to his company's tremendous success with their various i-gadgets.
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Damon Horowitz
“
True humility emerges from a sense of wonder and awe. It’s an appreciation that our time on earth is limited but that there’s something timeless at the core of every being. Embracing humility liberates us from the egotism that drives both perfectionism and self-sabotage, opening us to a deeper experience of self-worth.
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Michael J. Gelb (The Art of Connection: 7 Relationship-Building Skills Every Leader Needs Now)
“
I would agree that encyclopedia’s could teach me facts, but only a great story could transport me into the mind of another person. These stories taught me about empathy, about good and evil, about love and sorrow. My tastes covered many different genres, but the books I loved most proposed the idea that ordinary people (not to mention hobbits) are born with the capability to do extraordinary, even heroic things. The realization came as a sort of code to all the lessons my parents had taught me about looking beyond wealth and appearances, and appreciating the worth of everyone I met.
It’s a lesson that sticks with me to this day. No real leader can see the people around them as static creatures. If you cannot see the potential I the people around you, it’s impossible to rouse them to great things. That may be one of the reasons why, even now, I always make time for a novel or two every month, amongst the mountains of serious works and briefing notes. Facts may fuel a leader’s intellect. But literature fuels the soul.
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Justin Trudeau (Common Ground)
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Love ’em leaders genuinely care about their people. They appreciate, nurture, grow, recognize, challenge, understand, and respect them.
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Beverly Kaye (Love 'Em or Lose 'Em: Getting Good People to Stay)
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Leaders are lovers of change. Without change, growth is static. To lead, you have to appreciate change; else change will depreciate you!
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Israelmore Ayivor (Leaders' Ladder)
“
Appreciation and recognition are qualities that most leaders forget, but desperately need, to build a positive, passionate and engaged workplace.
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Tony Dovale
“
To know God, you must appreciate the salvaging will of His son. Through Christ, we become true leaders worthy of rewards!
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Israelmore Ayivor (Leaders' Watchwords)
“
To maximize the value of momentum, leaders must: (1) develop an appreciation for it early; (2) know the key ingredients of it immediately; and (3) pour resources into it always.
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John C. Maxwell (Developing the Leaders Around You: How to Help Others Reach Their Full Potential)
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All people feel better and do better when you give them attention, affirmation, and appreciation.
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John C. Maxwell (The Maxwell Daily Reader: 365 Days of Insight to Develop the Leader Within You and Influence Those Around You)
“
If patience is not a virtue of the beholder of life, beauty in its simplistic form cannot be appreciated
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Nathan Curtis (Eclectic Oprision)
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When you give away genuine appreciation, it is mirrored back to you in improved attitudes, stronger commitment, and better performance.
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Barry Banther (A Leader's Gift: How to Earn the Right to Be Followed)
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The words leaders use to speak to their team, especially the words that show appreciation for their employees’ strengths, are like air and water — essential for survival on the job.
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Barry Banther (A Leader's Gift: How to Earn the Right to Be Followed)
“
I resent you—” Robespierre said. His words were lost. “The People,” he shouted, “are everywhere good, and if they obstruct the Revolution—even, for example, at Toulon—we must blame their leaders.”
“What are you going on about this for?” Danton asked him.
Fabre launched himself from the wall. “He is trying to enunciate a doctrine,” he shrieked. “He thinks the time has come for a bloody sermon."
“If only,” Robespierre yelled, “there were more vertu.”
“More what?”
“Vertu. Love of one’s country. Self-sacrifice. Civic spirit.”
“One appreciates your sense of humor, of course.” Danton jerked his thumb in the direction of the noise. “The only vertu those bastards understand is the kind I demonstrate every night to my wife.
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Hilary Mantel (A Place of Greater Safety)
“
if we appreciated that not everyone aspires to be a leader in the conventional sense of the word—that some people wish to fit harmoniously into the group, and others to be independent of it.
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Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
“
We need to both appreciate and engage leaders and thinkers who are involved in decolonial work, but it is not enough to let them shoulder the burden on their own. Those who occupy a place in centers of power must join in the anticolonial task of examining institutional practices, challenging hurtful and oppressive structures, and interrogating narratives of exclusion and superiority.
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Randy Woodley (Decolonizing Evangelicalism: An 11:59 p.m. Conversation)
“
I asked Troit, ‘What was it about the gang leaders that made you want to be more like them?’
Troit answered,
‘To be truthful, I used to feel good in their presence. I used to feel wanted in their presence. I used to feel appreciated in their presence. In their presence, you can sit down and talk and you can feel that they appreciate you. Troit Lynes, former death row inmate of Her Majesty Prison in The Bahamas
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Drexel Deal (The Fight of My Life is Wrapped Up in My Father (The Fight of My Life is Wrapped in My Father Book 1))
“
In advanced societies it is not the race politicians or the "rights" leaders who create the new ideas and the new images of life and man. That role belongs to the artists and intellectuals of each generation. Let the race politicians, if they will, create political, economic or organizational forms of leadership; but it is the artists and the creative minds who will, and must, furnish the all important content. And in this role, they must not be subordinated to the whims and desires of politicians, race leaders and civil rights entrepreneurs whether they come from the Left, Right, or Center, or whether they are peaceful, reform, violent, non-violent or laissez-faire. Which means to say, in advanced societies the cultural front is a special one that requires special techniques not perceived, understood, or appreciated by political philistines.
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Harold Cruse
“
I wonder whether students like the young safety officer would be better off if we appreciated that not everyone aspires to be a leader in the conventional sense of the word—that some people wish to fit harmoniously into the group, and others to be independent of it.
”
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Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
“
He knew that if you oversee people and you wish to develop leaders, you are responsible to: (1) appreciate them for who they are; (2) believe that they will do their very best; (3) praise their accomplishments; and (4) accept your personal responsibility to them as their leader.
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John C. Maxwell (Developing the Leaders Around You: How to Help Others Reach Their Full Potential)
“
When last did you thank God? When last did you appreciate him? Some people are just busy praying for more things they need God to do. The best way to pray is by thanking God first for the things He has already done in your life. For the remaining job in your life, He knows how to finish it.
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Patience Johnson (Why Does an Orderly God Allow Disorder)
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any of us, whatever our temperamental makeup, can be effective leaders, provided that we come to understand our own strengths and weaknesses as well as those of our followers, and provided that we show our appreciation whenever we note our followers contributing their intelligence to our mutual enterprise.
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David Keirsey (Please Understand Me II)
“
On Turgenev: He knew from Lavrov that I was an enthusiastic admirer of his writings; and one day, as we were returning in a carriage from a visit to Antokolsky's studio, he asked me what I thought of Bazarov. I frankly replied, 'Bazaraov is an admirable painting of the nihilist, but one feels that you did not love him as mush as you did your other heroes.'
'On the contrary, I loved him, intensely loved him,' Turgenev replied, with an unexpected vigor. 'When we get home I will show you my diary, in which I have noted how I wept when I had ended the novel with Bazarov's death.'
Turgenev certainly loved the intellectual aspect of Bazarov. He so identified himself with the nihilist philosophy of his hero that he even kept a diary in his name, appreciating the current events from Bazarov's point of view. But I think that he admired him more than he loved him. In a brilliant lecture on Hamlet and Don Quixote, he divided the history makers of mankind into two classes, represented by one or the other of these characters. 'Analysis first of all, and then egotism, and therefore no faith,--an egotist cannot even believe in himself:' so he characterized Hamlet. 'Therefore he is a skeptic, and never will achieve anything; while Don Quixote, who fights against windmills, and takes a barber's plate for the magic helmet of Mambrino (who of us has never made the same mistake?), is a leader of the masses, because the masses always follow those who, taking no heed of the sarcasms of the majority, or even of persecutions, march straight forward, keeping their eyes fixed upon a goal which is seen, perhaps, by no one but themselves. They search, they fall, but they rise again and find it,--and by right, too. Yet, although Hamlet is a skeptic, and disbelieves in Good, he does not disbelieve in Evil. He hates it; Evil and Deceit are his enemies; and his skepticism is not indifferentism, but only negation and doubt, which finally consume his will.'
These thought of Turgenev give, I think, the true key for understanding his relations to his heroes. He himself and several of his best friends belonged more or less to the Hamlets. He loved Hamlet, and admired Don Quixote. So he admired also Bazarov. He represented his superiority admirably well, he understood the tragic character of his isolated position, but he could not surround him with that tender, poetical love which he bestowed as on a sick friend, when his heroes approached the Hamlet type. It would have been out of place.
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Pyotr Kropotkin (Memoirs of a Revolutionist)
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I am not the Leader - God is the real Leader. He calls me at times me to lead, at times to follow or at times to get out of the way. But most of all he calls me to encourage, appreciate, listen to and support GENEROUSLY those around me. I just try my best to pass on to others His inspired will and hope to not mess it up.
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Tom Krause
“
For mindful leaders, cultivating such organizational health requires first and foremost a mastery of organizational conduct—a fluency in nine basic competencies: Eliminate toxicity. Appreciate health. Build trust. Send clear messages. Embrace resistance. Understand blindness. Accept invitations. Heal wounds. Be realistic.
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Michael Carroll (The Mindful Leader: Awakening Your Natural Management Skills Through Mindfulness Meditation)
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All great leaders are challengers. Don´t confuse with stubborn. You are not stubborn, but you are challenger. When you are sure what is right, you have to struggle all your best to challenge it. Don´t care with low life people around think abet you; they are in the low level. Go ahead to the point you wish please. I really appreciate you.
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Khem Veasna
“
Do you know the reason why fellas liked hanging around me? It is because I made them feel appreciated and respected. If you were a scary fella but you are good at stealing cars, then be good at that. This is where your respect is coming from. Scrooge, former leader of the Rebellion Raiders street gang that once boasted of having some ten thousand members.
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Drexel Deal (The Fight of My Life is Wrapped Up in My Father (The Fight of My Life is Wrapped in My Father Book 1))
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I’ve never known a man worth his salt who in the long run, deep down in his heart, didn’t appreciate the grind, the discipline,” said Vince Lombardi. “I firmly believe that any man’s finest hour—this greatest fulfillment to all he holds dear—is that moment when he has worked his heart out in a good cause and lies exhausted on the field of battle—victorious.
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John C. Maxwell (The Maxwell Daily Reader: 365 Days of Insight to Develop the Leader Within You and Influence Those Around You)
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In retaining employees and keeping them engaged, we’ll cover the five activities of great (vs. good) managers: • Help people play to their strengths. • Don’t demotivate; dehassle. • Set clear expectations and give employees a clear line of sight. • Give recognition and show appreciation. • Hire fewer people, but pay them more (frontline employees, not top leaders!).
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Verne Harnish (Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0))
“
When leaders confront you, allow them.
When leaders criticize you, permit them.
When leaders annoy you, tolerate them.
When leaders oppose you, debate them.
When leaders provoke you, challenge them.
When leaders encourage you, appreciate them.
When leaders protect you, value them.
When leaders help you, cherish them.
When leaders guide you, treasure them.
When leaders inspire you, revere them.
When leaders fail you, pardon them.
When leaders disappoint you, forgive them.
When leaders exploit you, defy them.
When leaders abandon you, disregard them.
When leaders betray you, discipline them.
When leaders regard you, acknowledge them.
When leaders accommodate you, embrace them.
When leaders favor you, esteem them.
When leaders bless you, honor them.
When leaders reward you, promote them.
When your leaders are weak, uphold them.
When your leaders are discouraged, comfort them.
When your leaders are disappointed, strengthen them.
When your leaders are defeated, encourage them.
When your leaders are dejected, revitalize them.
When your leaders are strong, approve them.
When your leaders are brave, applaud them.
When your leaders are determined, extol them.
When your leaders are persevering, endorse them.
When your leaders are fierce, exalt them.
When your leaders are abusive, rebuke them.
When your leaders are manipulative, chastise them.
When your leaders are corrupt, punish them.
When your leaders are evil, imprison them.
When your leaders are tyrannical, overthrow them.
When your leaders are considerate, receive them.
When your leaders are compassionate, welcome them.
When your leaders are appreciative, love them.
When your leaders are generous, praise them.
When your leaders are kind, venerate them.
When your leaders are clever, keep them.
When your leaders are prudent, trust them.
When your leaders are shrewd, observe them.
When your leaders are wise, believe them.
When your leaders are enlightened, follow them.
When your leaders are naive, caution them.
When your leaders are shallow, teach them.
When your leaders are unschooled, educate them.
When your leaders are stupid, impeach them.
When your leaders are foolish, depose them.
When your leaders are able, empower them.
When your leaders are open, engage them.
When your leaders are honest, support them.
When your leaders are impartial, respect them.
When your leaders are noble, serve them.
When your leaders are incompetent, train them.
When your leaders are unqualified, develop them.
When your leaders are dishonest, admonish them.
When your leaders are partial, demote them.
When your leaders are useless, remove them.
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Matshona Dhliwayo
“
People don't expect perfection, but they do appreciate when they see leaders who sincerely try to improve and ask for help in areas where they might be weak. You don't have to be good at everything to lead, but the best leaders are honest about where they need assistance, working to fill in those gaps, while also taking action and responsibility for areas of personal growth.
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Amy Fenton Lee (Leading a Special Needs Ministry)
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BE A LEADER A leader’s job often includes changing your people’s attitudes and behaviour. Some suggestions to accomplish this: PRINCIPLE 1 Begin with praise and honest appreciation. PRINCIPLE 2 Call attention to people’s mistakes indirectly. PRINCIPLE 3 Talk about your own mistakes before criticising the other person. PRINCIPLE 4 Ask questions instead of giving direct orders. PRINCIPLE 5 Let the other person save face. PRINCIPLE 6 Praise the slightest improvement and praise every improvement. Be ‘hearty in your approbation and lavish in your praise.’ PRINCIPLE 7 Give the other person a fine reputation to live up to. PRINCIPLE 8 Use encouragement. Make the fault seem easy to correct. PRINCIPLE 9 Make the other person happy about doing the thing you suggest.
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Dale Carnegie (How to Win Friends and Influence People)
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The rhetoric and demands from all sides may be harsh, but there are obvious areas of agreement that can provide a basis for progress. Private discussions with Arab leaders are much more promising than their public statements would lead one to believe, and in Israel there is a strong and persistent constituency for moderation that is too little heard or appreciated in neighboring states or in America.
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Jimmy Carter (Palestine Peace Not Apartheid)
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1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.
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Josh Kaufman (The Personal MBA: Master the Art of Business)
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One of the ways Coach Wooden used to do that was to ask his players to acknowledge the skills and contributions of others. He told each player that if a teammate made a great pass or set a pick that allowed him to score, he should acknowledge the teammate on the way back down the court. One time a player asked, “Coach, if we do that, what if the teammate that made the assist isn’t looking?” Coach Wooden replied, “He will always be looking.” Coach knew that people look for and thrive on acknowledgment and appreciation.
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John C. Maxwell (Good Leaders Ask Great Questions: Your Foundation for Successful Leadership)
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I revered the civil rights movement and appreciated the laws that granted us the right to ride buses, to sit at lunch counters, to cast ballots. But the slowness of real change fueled the riots’ intensity, from coast to coast. Decades later, inequality still ravaged poor and black communities. Then toss in the continued international struggle to end apartheid, the skyrocketing incarceration rates that scooped up too many of black folks’ cousins, and a youth poverty rate that defied the wealth of the era. I knew the truth behind their rage.
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Stacey Abrams (Minority Leader: How to Lead from the Outside and Make Real Change)
“
Years ago, I used to tell new leaders I hired that every person in our organization walked around with two buckets. One bucket contained water, and the other gasoline. As leaders, they would continually come across small fires, and they could pour water or gasoline on a fire. It was their choice. When you choose the water bucket and represent your boss positively, he will appreciate it. That will be especially true when the “fire” you encounter is about your boss. Anytime people work for someone who can’t or won’t lead, there is grumbling. Don’t pour gas on it. Pour water.
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John C. Maxwell (How to Lead When Your Boss Can't (or Won't))
“
I have talked with many pastors whose real struggle isn’t first with the hardship of ministry, the lack of appreciation and involvement of people, or difficulties with fellow leaders. No, the real struggle they are having, one that is very hard for a pastor to admit, is with God. What is caused to ministry become hard and burdensome is disappointment and anger at God.
We have forgotten that pastoral ministry is war and that you will never live successfully in the pastorate if you live with the peacetime mentality. Permit me to explain. The fundamental battle of pastoral ministry is not with the shifting values of the surrounding culture. It is not the struggle with resistant people who don't seem to esteem the Gospel. It is not the fight for the success of ministries of the church. And is not the constant struggle of resources and personnel to accomplish the mission. No, the war of the pastor is a deeply personal war. It is far on the ground of the pastor’s heart. It is a war values, allegiances, and motivations. It's about the subtle desires and foundational dreams. This war is the greatest threat to every pastor. Yet it is a war that we often naïvely ignore or quickly forget in the busyness of local church ministry.
When you forget the Gospel, you begin to seek from the situations, locations and relationships of ministry what you already have been given in Christ. You begin to look to ministry for identity, security, hope, well-being, meeting, and purpose. These things are already yours in Christ.
In ways of which you are not always aware, your ministry is always shaped by what is in functional control of your heart.
The fact of the matter is that many pastors become awe numb or awe confused, or they get awe kidnapped. Many pastors look at glory and don't seek glory anymore. Many pastors are just cranking out because they don't know what else to do. Many pastors preach a boring, uninspiring gospel that makes you wonder why people aren't sleeping their way through it. Many pastors are better at arguing fine points of doctrine than stimulating divine wonder. Many pastors see more stimulated by the next ministry, vision of the next step in strategic planning than by the stunning glory of the grand intervention of grace into sin broken hearts. The glories of being right, successful, in control, esteemed, and secure often become more influential in the way that ministry is done than the awesome realities of the presence, sovereignty, power, and love of God.
Mediocrity is not a time, personnel, resource, or location problem. Mediocrity is a heart problem. We have lost our commitment to the highest levels of excellence because we have lost our awe.
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Paul David Tripp (Dangerous Calling: Confronting the Unique Challenges of Pastoral Ministry)
“
there is a widespread notion in some of the most energetic contemporary Christian movements that the biblical call to reconciliation is solely about reconciling God and humanity, with no reference to social realities. In this view, preaching, teaching, church life and mission are only about a personal relationship between people and God. Christian energy is focused on winning converts, planting and growing churches, and evangelistic efforts. We have heard pastors say, “We appreciate the work you’re doing, but as the leader of my church I’m called to stay focused on the gospel and not get distracted by other ministries.” For them, Christianity is exclusively about personal piety and morals.
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Chris Rice (Reconciling All Things: A Christian Vision for Justice, Peace and Healing (Resources for Reconciliation))
“
The emphasis on technology over an understanding of the realities of war and conflict reflect[s] the ahistoricism not only of too much of the U.S. military officer corps, but of the American educational system as well. Our mistakes in Iraq and Afghanistan were the result of a pervasive failure to understand the historical framework within which insurgencies take place, to appreciate the cultural and political factors of other nations and people, and to encourage the learning of foreign languages. In other words, in Afghanistan and Iraq we managed to repeat many of the mistakes we made in Vietnam, because America's political and military leaders managed to forget nearly every lesson of that conflict.
”
”
Peter R. Mansoor (Surge: My Journey with General David Petraeus and the Remaking of the Iraq War (Yale Library of Military History))
“
Professor Grant arranged for students who received the scholarships to come to the office and spend five minutes describing to fund-raisers how the scholarship they received changed their lives. The students told them how much they appreciated the hard work of the fund-raising department. Even though the people impacted by the work of the fund-raisers were only there for a short time, the results were astounding. In the following month, the fund-raisers increased their average weekly revenue by more than 400 percent. In a separate similar study, callers showed an average increase of 142 percent in the amount of time they spent on the phone and a 171 percent increase in the amount of funds they raised.
”
”
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
“
To Polish the Gold & Help Others Shine . . . Catch people doing things right:
Outstanding leaders know that people will be more engaged, perform at higher levels, and be more loyal when they are appreciated and celebrated. Jeff West, international speaker and author of The Unexpected Tour Guide, shares that “People will jump over high hurdles, fight fires and break through walls for leaders who find them doing things right. Building that kind of chemistry is essential if a team is going to jell.” Capitalize on the opportunity to notice what people are doing right at work and at home and they will deliver their best. As the old saying goes, “A person who feels appreciated will always do more than expected.
”
”
Susan C. Young (The Art of Action: 8 Ways to Initiate & Activate Forward Momentum for Positive Impact (The Art of First Impressions for Positive Impact, #4))
“
A leader’s job often includes changing your people’s attitudes and behavior. Some suggestions to accomplish this: PRINCIPLE 1 Begin with praise and honest appreciation. PRINCIPLE 2 Call attention to people’s mistakes indirectly. PRINCIPLE 3 Talk about your own mistakes before criticizing the other person. PRINCIPLE 4 Ask questions instead of giving direct orders. PRINCIPLE 5 Let the other person save face. PRINCIPLE 6 Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise.” PRINCIPLE 7 Give the other person a fine reputation to live up to. PRINCIPLE 8 Use encouragement. Make the fault seem easy to correct. PRINCIPLE 9 Make the other person happy about doing the thing you suggest.
”
”
Dale Carnegie (How To Win Friends and Influence People)
“
Einstein wrote to Bohr, using his real name, in care of Denmark’s embassy in Washington, and somehow the letter got to him. In it Einstein described his worrisome talk with Stern about the dearth of thinking about how to control atomic weapons in the future. “The politicians do not appreciate the possibilities and consequently do not know the extent of the menace,” Einstein wrote. Once again, he made his argument that it would take an empowered world government to prevent an arms race once the age of atomic weaponry arrived. “Scientists who know how to get a hearing with political leaders,” Einstein urged, “should bring pressure on the political leaders in their countries in order to bring about an internationalization of military power.”31 Thus
”
”
Walter Isaacson (Einstein: His Life and Universe)
“
Africa is the ancestral home of black people;
our arms are open, in love we welcome you.
Africa is the ancestral home of white people;
our hearts are open, in joy we welcome you.
Africa is the ancestral home of Asian people;
our minds are open, in peace we welcome you.
Africa is the ancestral home of Middle Eastern people;
our homes are open, in delight we welcome you.
Africa is the ancestral home of Aboriginal people;
our banks are open, in understanding we welcome you.
Africa is the ancestral home of European people;
our schools are open, in humility we welcome you.
Africa is the ancestral home of American people;
our markets are open, in friendship we welcome you.
Africa is the ancestral home of all people;
our countries are open, in appreciation we welcome you.
”
”
Matshona Dhliwayo
“
His first decision was to return to Rome without knowing who was in charge or how he’d be received. The stakes skyrocketed when he learned, after landing near Brundisium, that Caesar’s will had made him an heir and—by adoption—a son. He reached the capital as Caius Julius Caesar Octavianus, 9 and out of respect for their martyred leader the legions he encountered took his new status seriously. Octavian could have blown the opportunity by coming across as a twerp. But he saw the difference, even then, between inheriting a title and mastering the art of command. The first can happen overnight. The second can take a lifetime. Octavian never explained how he learned this, but with the privilege of closely observing the greatest of all commanders, he’d had to have been a blockhead not to pick up something. Sun Tzu, untranslated in Europe for another eighteen centuries, suggests what it might have been: If wise, a commander is able to recognize changing circumstances and to act expediently. If sincere, his men will have no doubt of the certainty of rewards and punishments. If humane, he loves mankind, sympathizes with others, and appreciates their industry and toil. If courageous, he gains victory by seizing opportunity without hesitation. If strict, his troops are disciplined because they are in awe of him and are afraid of punishment. 10 Caesar, in turn, appears never to have explained to Octavian why he was being taught. 11 That spared him the hang-ups of knowing he’d be son, heir, and commander. Rome’s Chiron tethered a student who had little sense of being tethered. The constraint conveyed instruction and liberation.
”
”
John Lewis Gaddis (On Grand Strategy)
“
A Remarkable Woman
She is so exquisite
Even without make-up on her face
She is very special
Even if she lets others seem important
She is selfless
Even when the selfish surround her
She offers a lot of love
Even so, she needs it often
She has a big heart
Even though she appears small
She lets others belong
But she longs to be appreciated
She adds value
Despite her own worth being undermined
She is attentive
Nonetheless; no one pays attention to her needs
She is patient
No matter how long it takes, she waits
She is giving
While no one could be willing to give
She is forgiving
Much as the worst was done against her
She is trusting
Albeit her trust was broken a countless times
She is wise
In spite of being treated otherwise by some
She works hard
Notwithstanding that she requires to rest
She is helpful
Yet, there is none to lend her a hand
She makes life seem easy
Whilst going through difficult times herself
She stands by others
Although there is no one to stand by her
She chooses to be peaceful
Against being somehow provoked
She is calm
Undeterred by what is not
She is bold
In defiance of tough battles ahead
She shows bravery
Still in the presence of adversity
She is fearless
Though she may seem helpless
She is spirited
Contrary to attempts to bring her down
She is never destroyed
Irrespective of storms she faces sometimes
She keeps moving forward
Granting the hindrances along the way
She does not look down on others
Regardless of some doing so to her
She recognizes those who shielded her on rainy days
Whenever the sun shines upon her
She keeps on running her race
Because she knows for her, grace is abundant
She puts a smile on, always
Since prayer keeps her in the right place
She is an inspiration
A pioneer of transformation
True leader of economic revolution
How the world aspires for such
A remarkable woman!
”
”
Gift Gugu Mona (From My Mother's Classroom: A Badge of Honour for a Remarkable Woman)
“
Obama’s embrace of nuance distinguished him sharply from his GOP antagonists. Back in 2004, President George W. Bush told Senator Joe Biden, “I don’t do nuance.” Former Louisiana governor Bobby Jindal, a Republican, even blamed Trump’s ascendance in 2016 on precisely this penchant of Obama’s, writing in the Wall Street Journal that, “after seven years of the cool, weak and endlessly nuanced ‘no drama Obama,’ voters are looking for a strong leader who speaks in short, declarative sentences.” His remarks mirror criticisms made several years earlier by Mitt Romney, who accused the then-president of being “tentative, indecisive, timid and nuanced.” (The response of one liberal pundit shows the fluid perspective clearly: “Obama is ‘nuanced’? Yes, but can someone explain why that’s a bad thing? It’s a complex, ‘turbulent,’ and ever-changing world. Having a chief executive who appreciates and is aware of ‘nuance’ strikes me as positive.”)
”
”
Marc Hetherington (Prius Or Pickup?: How the Answers to Four Simple Questions Explain America's Great Divide)
“
You have something to say to me, Cassidy, say it. Or shut the fuck up.”
“All right,” Jules said. “I will.” He took a deep breath. Exhaled. “Okay, see, I, well, I love you. Very, very much, and . . .” Where to go from here . . .?
Except, his plain-spoken words earned him not just a glance but Max’s sudden full and complete attention. Which was a little alarming.
But it was the genuine concern in Max’s eyes that truly caught Jules off-guard.
Max actually thought . . . Jules laughed his surprise. “Oh! No, not like that. I meant it, you know, in a totally platonic, non-gay way.”
Jules saw comprehension and relief on Max’s face. The man was tired if he was letting such basic emotions show.
“Sorry.” Max even smiled. “I just . . .” He let out a burst of air. “I mean, talk about making things even more complicated . . .”
It was amazing. Max hadn’t recoiled in horror at the idea. His concern had been for Jules, about potentially hurting his tender feelings. And even now, he wasn’t trying to turn it all into a bad joke.
And he claimed they weren’t friends.
Jules felt his throat tighten. “You can’t know,” he told his friend quietly, “how much I appreciate your acceptance and respect.”
“My father was born in India,” Max told him, “in 1930. His mother was white—American. His father was not just Indian, but lower caste. The intolerance he experienced both there and later, even in America, made him a . . . very bitter, very hard, very, very unhappy man.” He glanced at Jules again. “I know personality plays into it, and maybe you’re just stronger than he was, but . . . People get knocked down all the time. They can either stay there, wallow in it, or . . . Do what you’ve done—what you do. So yeah. I respect you more than you know.”
Holy shit.
Weeping was probably a bad idea, so Jules grabbed onto the alternative. He made a joke. “I wasn’t aware that you even had a father. I mean, rumors going around the office have you arriving via flying saucer—”
“I would prefer not to listen to aimless chatter all night long,” Max interrupted him. “So if you’ve made your point . . .?”
Ouch.
“Okay,” Jules said. “I’m so not going to wallow in that. Because I do have a point. See, I said what I said because I thought I’d take the talk-to-an-eight-year-old approach with you. You know, tell you how much I love you and how great you are in part one of the speech—”
“Speech.” Max echoed.
“Because part two is heavily loaded with the silent-but-implied ‘you are such a freaking idiot.’”
“Ah, Christ,” Max muttered.
“So, I love you,” Jules said again, “in a totally buddy-movie way, and I just want to say that I also really love working for you, and I hope to God you’ll come back so I can work for you again. See, I love the fact that you’re my leader not because you were appointed by some suit, but because you earned very square inch of that gorgeous corner office. I love you because you’re not just smart, you’re open-minded—you’re willing to talk to people who have a different point of view, and when they speak, you’re willing to listen. Like right now, for instance. You’re listening, right?”
“No.”
“Liar.” Jules kept going. “You know, the fact that so many people would sell their grandmother to become a part of your team is not an accident. Sir, you’re beyond special—and your little speech to me before just clinched it. You scare us to death because we’re afraid we won’t be able to live up to your high standards. But your back is strong, you always somehow manage to carry us with you even when we falter.
“Some people don’t see that; they don’t really get you—all they know is they would charge into hell without hesitation if you gave the order to go. But see, what I know is that you’d be right there, out in front—they’d have to run to keep up with you. You never flinch. You never hesitate. You never rest.
”
”
Suzanne Brockmann (Breaking Point (Troubleshooters, #9))
“
I imagine you not telling me to whisper. I imagine you not saying oh don't say this literally. You want me to evoke as opposed to mere describing. You want me to be an invisible scribe that an octoepoose was hiding. I'm not sure if my facial features are an autograph that your Picasso smile is signing. Infamous for the mirror I shook when my sock puppets were pining? I am not just a fish that you gave wings to! I don't simply flop in the air whenever you brush some mannequinn's hair. There is a reason for the bad timing. Exquisite imbalances. A child enjoying the pink sky. I won't say that is my clue! Playing The Beatles on a kazoo is beautiful oooh ooooh
Your laughter is a woman with alot of eyeballs on her stomach that pretends that she doesn't see the colors of all them songs. In the pre dawn hours we dance with delusions and illusions. The eternal seamstress does not care for Frakenstein's dress(she still loves our unique caress ) She loves and laughs despite some so-called scientist. Where is that emperor and his nakedness! Darling, our atoms need never split. We compliment in so many ways that all our night's and days have become one swirling sunrise/sunset that only true lovers can scoff at(those who shhhhh) The flower is not passive or apologetic. It blooms through the fractured net. Floating magnetic(eep eeep)
You are not just some seductress. You are the leader of an elite group of intergalactic seductress impersonators who reveal corruption but then choose to love.
We embrace conclusions that make the puddle heart awake with ethereal drum beat gongs. You think of a heroic poodle in the dark. We both know that the trapeze artist that followed us was not a cliche. He smelled differently. He had never met a floating lady that showed him how to appreciate a symphony without taking away his love for a good rock n roll melody. I am not sure I can only whisper of such realities. I am not sure I can only whisper of such realities.-
”
”
Junipurr- Sometimes Trudy
“
Courageous Leadership Simply Means I’ve Developed: 1. Convictions that are stronger than my fears. 2. Vision that is clearer than my doubts. 3. Spiritual sensitivity that is louder than popular opinion. 4. Self-esteem that is deeper than self-protection. 5. Appreciation for discipline that is greater than my desire for leisure. 6. Dissatisfaction that is more forceful than the status quo. 7. Poise that is more unshakeable than panic. 8. Risk taking that is stronger than safety seeking. 9. Right actions that are more robust than rationalization. 10. A desire to see potential reached more than to see people appeased. You don’t have to be great to become a person of courage. You just need to want to reach your potential and to be willing to trade what seems good in the moment for what’s best for your potential. That’s something you can do regardless of your level of natural talent. —Talent Is Never Enough MAKE A SMALL DECISION TODAY THAT WILL INCREASE
YOUR CONFIDENCE AND LEADERSHIP COURAGE.
”
”
John C. Maxwell (The Maxwell Daily Reader: 365 Days of Insight to Develop the Leader Within You and Influence Those Around You)
“
We live in a world where we have to sacrifice our comfort for the sake of others. Where we have to go an extra mile to meet others' needs. Where we have to dig deep in our resources to please others.
I have gone out of my comfort zone for some people. Some people have gone out of their comfort zone for me. And I'm grateful.
It's life. It's a common thing.
There is no right or wrong to this behaviour. We do it because either we want to or that we must.
By the way, our self-sacrificing service can be unhealthy to us.
Some people burn themselves down trying to keep others warm. Some break their backs trying to carry the whole world. Some break their bones trying to bend backwards for their loved ones.
All these sacrifices are, sometimes, not appreciated. Usually we don't thank the people who go out of their comfort zone to make us feel comfortable.
Again, although it's not okay, it's a common thing. It's another side of life.
To be fair, we must get in touch with our humanity and show gratitude for these sacrifices.
We owe it to so many people. And sometimes we don't even realise it.
Thanks be to God for forgiving our sins — which we repeat.
Thanks to our world leaders and the activists for the work that they do to make our economic life better.
Thanks to our teachers, lecturers, mentors, and role models for shaping our lives.
Thanks to our parents for their continual sacrifices.
Thanks to our friends for their solid support.
Thanks to our children, nephews, and nieces. They allow us to practise discipline and leadership on them.
Thanks to the doctors and nurses who save our lives daily.
Thanks to safety professionals and legal representatives. They protect us and our possessions.
Thanks to our church leaders, spiritual gurus and guides, and meditation partners. They shape our spiritual lives.
Thanks to musicians, actors, writers, poets, and sportspeople for their entertainment.
Thanks to everyone who contributes in a positive way to our society. Whether recognised or not.
Thank you. Thank you. Thank you!
”
”
Mitta Xinindlu
“
You have to respect a person for what he can do, and you can’t judge him to the fella who shoots ten people who feels nothing, goes to jail and come out and shoots ten more. You have to make people feel that whatever you are good at, we appreciate and respect you for that. Scrooge, former leader of the Rebellion Raiders street gang that once boasted of having some ten thousand members
Respecting people, coaching, gang recruitment, gang membership, gang leaders, street code, street life, gang involvement, team members, self-esteem, self-confidence, feeling respected, feeling wanted, feeling good feeling apart, Rebellions-Raiders, Rebellion Raiders
You have to respect a person for what he can do, and you can’t judge him to the fella who shoots ten people who feels nothing, goes to jail and come out and shoots ten more. You have to make people feel that whatever you are good at, we appreciate and respect you for that. Scrooge, former leader of the Rebellion Raiders street gang that once boasted of having some ten thousand members
”
”
Drexel Deal (The Fight of My Life is Wrapped Up in My Father (The Fight of My Life is Wrapped in My Father Book 1))
“
He seemed a little surprised that writers in America do not get together, do not associate with one another very much. In the Soviet Union writers are very important people. Stalin has said that writers are the architects of the human soul. We explained to him that writers in America have quite a different standing, that they are considered just below acrobats and just above seals. And in our opinion this is a very good thing. We believe that a writer, particularly a young writer, too much appreciated, is as likely to turn as heady as a motion-picture actress with good notices in the trade journals. And we believe that the rough-and-tumble critical life an American writer is subject to is very healthy for him in the long run. It seems to us that one of the deepest divisions between the Russians and the Americans or British, is in their feeling toward their governments. The Russians are taught, and trained, and encouraged to believe that their government is good, that every part of it is good, and that their job is to carry it forward, to back it up in all ways. On the other hand, the deep emotional feeling among Americans and British is that all government is somehow dangerous, that there should be as little government as possible, that any increase in the power of government is bad, and that existing government must be watched constantly, watched and criticized to keep it sharp and on its toes. And later, on the farms, when we sat at table with farming men, and they asked how our government operated, we would try to explain that such was our fear of power invested in one man, or in one group of men, that our government was made up of a series of checks and balances, designed to keep power from falling into any one person’s hands. We tried to explain that the people who made our government, and those who continue it, are so in fear of power that they would willingly cut off a good leader rather than permit a precedent of leadership. I do not think we were thoroughly understood in this, since the training of the people of the Soviet Union is that the leader is good and the leadership is good. There is no successful argument here, it is just the failure of two systems to communicate one with the other.
”
”
John Steinbeck (A Russian Journal)
“
Instead of concentrating on how we can include the “other,” too often in American Christianity the focus becomes on when, how, and finding the right justifications for excluding the “other.” When I truly begin to appreciate the inclusive nature of Jesus, my heart laments at all the exclusiveness I see and experience. I think of my female friends; women of wisdom, peace, discernment, and character who should be emulated by the rest of us. When I listen and learn from these women, I realize what an amazing leaders they would be in church—but many never will be leaders in that way because they are lacking one thing: male genitals. Wise and godly women have been excluded, not because of a lack of gifting, education, or ability, but because they were born with the wrong private parts. I also think of a man who attended my former church who has an intellectual disability. He was friendly, faithful, and could always be counted on for a good laugh because he had absolutely no filter— yelling out at least six times during each sermon. One time in church my daughter quietly leaned over to tell me she had to go to the bathroom—and, in true form so that everyone heard, he shouted out, “Hey! Pipe it down back there!” It was hilarious. However, our friend has been asked to leave several churches because of his “disruptiveness.” Instead of being loved and embraced for who he is, he has been repeatedly excluded from the people of God because of a disability. We find plenty of other reasons to exclude people. We exclude because people have been divorced, exclude them for not signing on to our 18-page statements of faith, exclude them because of their mode of baptism, exclude them because of their sexual orientation, exclude them for rejecting predestination…we have become a religious culture focused on exclusion of the “other,” instead of following the example of Jesus that focuses on finding ways for the radical inclusion of the “other.” Every day I drive by churches that proudly have “All Are Welcome” plastered across their signs; however, I rarely believe it—and I don’t think others believe it either. Far too often, instead of church being something that exists for the “other,” church becomes something that exists for the “like us” and the “willing to become like us.” And so, Christianity in America is dying.
”
”
Benjamin L. Corey (Undiluted: Rediscovering the Radical Message of Jesus)
“
Then Obama walked into frame and I, along with the rest of the world, heard him say the words we’d all been waiting ten years to hear.
“Tonight, I can report to the American people and to the world that the United States has conducted an operation that killed Osama bin Laden, the leader of al Qaeda, and a terrorist who’s responsible for the murder of thousands of innocent men, women, and children.”
I couldn’t believe it. I felt joy, shock, excitement, and an overwhelming pride about being an American. The news cut to scenes of other Americans cheering in the streets. This was an awesome, fist-pump, proud-to-be-an-American moment.
My phone pinged with a text message from an old friend, Mandy Goff. She thanked me for my sacrifice, for all that I and all of the other veterans and soldiers had done that led to this moment. She told me that she loved and appreciated me. That text hit me hard. I think up to this point I still had a pretty high wall up around my emotions toward the war, including the reasons I was there and the reasons why I came home less whole than when I left. But Mandy’s text tore a hole in that wall, and I completely broke down. I was sitting alone on the couch, nothing but the light of the television illuminating the room, and I was sobbing. Every emotion I felt that day and every day since just washed over me.
”
”
Noah Galloway (Living with No Excuses: The Remarkable Rebirth of an American Soldier)
“
for nearly a decade, the World Bank has been reiterating its finding that “crime and violence have emerged in recent years as major obstacles to the realization of development objectives.”8 The Bank has stated flatly, “In many developing countries, high levels of crime and violence not only undermine people’s safety on an everyday level, they also undermine broader development efforts to improve governance and reduce poverty.”9 Multiple studies by the United Nations Office on Drugs and Crime (UNODC) have concluded that restraining violence is a precondition to poverty alleviation and economic development, plainly stating that “a foundational level of order must be established before development objectives can be realized.”10 Leaders of the United Kingdom’s Department for International Development (DFID) have concluded, “Poor people want to feel safe and secure just as much as they need food to eat, clean water to drink and a job to give them an income. Without security there cannot be development.”11 When it comes to violence, researchers are increasingly concerned that development experts are missing Amartya Sen’s insight that “development [is] a process of expanding the real freedoms people enjoy,” and are failing to appreciate the idea “that freedom from crime and violence are key components of development. Freedom from fear is as important as freedom from want. It is impossible to truly enjoy one of these rights without the other.”12
”
”
Gary A. Haugen (The Locust Effect: Why the End of Poverty Requires the End of Violence)
“
Communism — ladies and gentlemen, I say it without flinching: communism in eastern Europe, Russia, China, Mongolia, North Korea, and Cuba brought land reform and human services; a dramatic bettering of the living conditions of hundreds of millions of people on a scale never before or never since witnessed in human history, and that's something to appreciate. Communism transformed desperately poor countries into societies in which everyone had adequate food, shelter, medical care, and education, and some of us who come from poor families who carry around the hidden injuries of class are very impressed; are very, very impressed by these achievements and are not willing to dismiss them as economistic. To say that socialism doesn't work is to overlook the fact that it did work and it worked for hundreds of millions of people. 'But what about the democratic rights that they lost?' We hear U.S. leaders talking about 'restoring' democracy to the communist countries, but these countries—with the exception of Czechoslovakia—were not democracies before communism. Russia was a Czarist autocracy; Poland was a right-wing fascist dictatorship under Piłsudski, with concentration camps of its own; Albania was an Italian fascist protectorate as early as 1927; Cuba was a U.S.-sponsored dictatorship under that butcher Batista; Lithuania, Hungary, Romania, and Bulgaria were outright fascist regimes openly allied with Nazi Germany in World War 2. So, what—exactly what democracy are we talking about restoring? The socialist countries did not take away any rights that didn't exist there in the first place.
”
”
Michael Parenti
“
Society cannot afford to forget the lessons of the past—nor to learn the wrong lessons. But there is a third danger—and it is the greatest threat of all, if only because it is the least well recognized. Humanity can no longer afford to have only a handful of its citizens and leaders understand the lessons of history. We cannot count on a select few to be the caretakers of knowledge. The elite guardians of wisdom will be rendered useless if the masses are incapable of understanding their language, unable to appreciate their concerns, or uninterested even in considering their advice. This danger is not new, but it is always magnified during those times when a population is empowered at a faster rate than it is educated. And it is worst in societies where the value of any idea is measured only after it is filtered through the lens of politics, partisanship, or ideology. Of the diabolically complicated Schleswig-Holstein affair—as pertained to Denmark and Prussia in the mid-19th century—Lord Palmerston is said to have remarked: “Only three people have ever really understood the Schleswig-Holstein business—the Prince Consort, who is dead, a German professor, who has gone mad, and I, who have forgotten all about it.” We can no longer rely only on princes, professors, and lords to understand the affairs of the world. The professors and Palmerstons of the world must educate—and hence enable—the rest. And they must do it soon. The time will come when the masses no longer listen to their advice—when expertise is unrecognizable because the gulf between those who know and those who don’t is too wide to bridge. That day is almost upon us.
”
”
Deepak Malhotra (The Peacemaker's Code)
“
You will promote harmony in your words and actions. You will not compete with other leaders or compare to them. You will work together with others to make meaningful changes. You will not measure success in numbers: dollars, followers, ranks, sales, reviews, Facebook likes. Rather, you will measure by people helped, connections made, and moments savoured. You will help people accept themselves by being real with them. You will not show up on the pulpit for attention or approval. You will show up because you have something important to say. You will build tribes instead of cults. You will see your followers as equals. You will learn with them, and they will trust you. And there is nothing like the trust of people who resonate with your most authentic, vulnerable self to push you, every day, to do your best. It will hold you to a higher standard of behaviour. As a self-aware leader, you can be honest. This is the missing element in so many ineffective and addictive doctrines. You can tell people the things that are true but hard to hear. Not everyone will be brave enough to sidestep idealism, but those who do will appreciate your honesty. If you do not describe the darkness and the light, the voyager who has followed in your footsteps will believe he is lost. He will blame himself or blame you for teaching him lies. By being honest about what the journey looks like—failures, warts, and all—your teachings will become sources of consolation rather than frustration. As that voyager travels down the crooked, lonely paths within him, he may find a dark, terrifying cave, but if you mentioned it, he will feel elated. Yes, he will think, it looks horrifying, but at least I’m on track if I’ve found this awful thing. Your honesty may be bitter medicine, but when it digests, it’ll provide such potent healing that its taste will become a distant memory.
”
”
Vironika Tugaleva (The Art of Talking to Yourself)
“
Generally speaking a view of the available economic systems
that have been tested historically must acknowledge the immense
power of capitalism to generate living standards food housing
education the amenities to a degree unprecedented in human
civilization. The benefits of such a system while occasionally
random and unpredictable with periods of undeniable stress
and misery depression starvation and degradation are
inevitably distributed to a greater and greater percentage
of the population. The periods of economic stability also
ensure a greater degree of popular political freedom
and among the industrial Western democracies today despite
occasional suppression of free speech quashing of dissent
corruption of public officials and despite the tendency of
legislation to serve the interests of the ruling business
oligarchy the poisoning of the air water the chemical adulteration
of food the obscene development of hideous weaponry the
increased costs of simple survival the waste of human resources
the ruin of cities the servitude of backward foreign populations
the standards of life under capitalism by any criterion are
far greater than under state socialism in whatever forms
it is found British Swedish Cuban Soviet or Chinese. Thus
the good that fierce advocacy of personal wealth accomplishes
in the historical run of things outweighs the bad. And while
we may not admire always the personal motives of our business
leaders we can appreciate the inevitable percolation of the
good life as it comes down through our native American soil.
You cannot observe the bounteous beauty of our county nor take
pleasure in its most ordinary institutions in peace and safety
without acknowledging the extraordinary achievement of
American civilization. There are no Japanese bandits lying
in wait on the Tokaidoways after all. Drive down the
turnpike past the pretty painted pipes of the oil refineries
and no one will hurt you.
”
”
E.L. Doctorow
“
For the memory of Alexander’s greatness had always served the Romans as a reproach. Even worse, it provided an inspiration to their foes. In the east the model of kingship established by Alexander had never lost its allure. For more than a century it had been neutered and systematically humiliated by Rome, yet it remained the only credible system of government that could be opposed to the republicanism of the new world conquerors. Hence its appeal to monarchs, such as Mithridates, who were not even Greek, and hence, most startling of all, its appeal to bandits and rebellious slaves. When the pirates had called themselves kings and affected the gilded sails and purple awnings of monarchy, this had not been mere vanity, but a deliberate act of propaganda, as public a statement as they could make of their opposition to the Republic. They knew that the message would be read correctly, for invariably, whenever the order of things had threatened to crack during the previous decades, rebellion had been signaled by a slave with a crown. Spartacus’s communism had been all the more unusual in that the leaders of previous slave revolts, virtually without exception, had aimed to raise thrones upon the corpses of their masters. Most, like the pirates, had merely adopted the trappings of monarchy, but there were some who had brought the fantastical worlds of romances to life and claimed to be the long-lost sons of kings. This, in a world ruled by a republic, was what revolution had come to mean. The royal pretensions of slaves fed naturally into the swirling undercurrents of the troubled age, the prophecies, which Mithridates’ propaganda had exploited so brilliantly, of the coming of a universal king, of a new world monarchy, and the doom of Rome. So when Pompey presented himself as the new Alexander, he was appropriating a dream shared by potentate and slave alike. If any Roman was qualified to appreciate this, it was Pompey himself. The conqueror of the pirates and the patron of Posidonius, he would have been perfectly aware of the menacing links between kingship and revolution, between the uppitiness of Oriental princelings and the resentments of the dispossessed
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Tom Holland (Rubicon: The Last Years of the Roman Republic)
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Unlike during the previous Gaza operation in 2012, the Iron Dome supply did not run out. After Operation Pillar of Defense I had instructed the army to accelerate production of Iron Dome projectiles and batteries. We accomplished this with our own funds and with generous American financial support. I now asked the Obama administration for an additional $225 million package to continue the production line after Protective Edge. He agreed, and with the help of Tony Blinken, the deputy national security advisor who later became Biden’s secretary of state, the funding provision sailed through both houses of Congress. I deeply appreciated this support and said so publicly. I was therefore very disappointed when the administration held back on the IDF’s request for additional Hellfire rockets for our attack helicopters. Without offensive weapons we could not bring the Gaza operation to a quick and decisive end. Furthermore, as the air war lingered, the administration issued increasingly critical statements against Israel, calling some of our actions “appalling”2 and thereby opening the moral floodgates against us. Hamas took note. As long as it believed that we couldn’t deliver more aggressive punches, and that international support was waning, it would continue to rocket our cities. Unfortunately, it was aided in this belief by an international tug-of-war. On one side: Israel and Egypt. On the other: Turkey and Qatar, which fully supported Hamas. I worked in close collaboration with Egypt’s new leader, el-Sisi, who had deposed the Islamist Morsi a few months earlier. Our common goal was to achieve an unconditional cease-fire. The last thing el-Sisi wanted was a Hamas success in Gaza that would embolden their Islamist allies in the Sinai and beyond. Hamas’s exiled leader, Khaled Mashal, who escaped the Mossad action in Jordan, was now in Qatar. Supported by his Qatari hosts and Erdogan and ensconced in his lavish villa in Doha, Mashal egged Hamas to keep on fighting. To my astonishment, Kerry urged me to accept Qatar and Turkey as mediators instead of the Egyptians, who were negotiating with Hamas representatives in Cairo for a possible cease-fire. Hamas drew much encouragement from this American position. El-Sisi and I agreed to keep the Americans out of the negotiating loop. In the meantime the IDF would have to further degrade Hamas’s fighting and crush their expectations of achieving anything in the cease-fire negotiations.
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Benjamin Netanyahu (Bibi: My Story)
“
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.
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Ben Rhodes (The World As It Is: A Memoir of the Obama White House)
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… The most important contribution you can make now is taking pride in your treasured home state. Because nobody else is. Study and cherish her history, even if you have to do it on your own time. I did. Don’t know what they’re teaching today, but when I was a kid, American history was the exact same every year: Christopher Columbus, Plymouth Rock, Pilgrims, Thomas Paine, John Hancock, Sons of Liberty, tea party. I’m thinking, ‘Okay, we have to start somewhere— we’ll get to Florida soon enough.’…Boston Massacre, Crispus Attucks, Paul Revere, the North Church, ‘Redcoats are coming,’ one if by land, two if by sea, three makes a crowd, and I’m sitting in a tiny desk, rolling my eyes at the ceiling. Hello! Did we order the wrong books? Were these supposed to go to Massachusetts?…Then things showed hope, moving south now: Washington crosses the Delaware, down through original colonies, Carolinas, Georgia. Finally! Here we go! Florida’s next! Wait. What’s this? No more pages in the book. School’s out? Then I had to wait all summer, and the first day back the next grade: Christopher Columbus, Plymouth Rock…Know who the first modern Floridians were? Seminoles! Only unconquered group in the country! These are your peeps, the rugged stock you come from. Not genetically descended, but bound by geographical experience like a subtropical Ellis Island. Because who’s really from Florida? Not the flamingos, or even the Seminoles for that matter. They arrived when the government began rounding up tribes, but the Seminoles said, ‘Naw, we prefer waterfront,’ and the white man chased them but got freaked out in the Everglades and let ’em have slot machines…I see you glancing over at the cupcakes and ice cream, so I’ll limit my remaining remarks to distilled wisdom: “Respect your parents. And respect them even more after you find out they were wrong about a bunch of stuff. Their love and hard work got you to the point where you could realize this. “Don’t make fun of people who are different. Unless they have more money and influence. Then you must. “If someone isn’t kind to animals, ignore anything they have to say. “Your best teachers are sacrificing their comfort to ensure yours; show gratitude. Your worst are jealous of your future; rub it in. “Don’t talk to strangers, don’t play with matches, don’t eat the yellow snow, don’t pull your uncle’s finger. “Skip down the street when you’re happy. It’s one of those carefree little things we lose as we get older. If you skip as an adult, people talk, but I don’t mind. “Don’t follow the leader. “Don’t try to be different—that will make you different. “Don’t try to be popular. If you’re already popular, you’ve peaked too soon. “Always walk away from a fight. Then ambush. “Read everything. Doubt everything. Appreciate everything. “When you’re feeling down, make a silly noise. “Go fly a kite—seriously. “Always say ‘thank you,’ don’t forget to floss, put the lime in the coconut. “Each new year of school, look for the kid nobody’s talking to— and talk to him. “Look forward to the wonderment of growing up, raising a family and driving by the gas station where the popular kids now work. “Cherish freedom of religion: Protect it from religion. “Remember that a smile is your umbrella. It’s also your sixteen-in-one reversible ratchet set. “ ‘I am rubber, you are glue’ carries no weight in a knife fight. “Hang on to your dreams with everything you’ve got. Because the best life is when your dreams come true. The second-best is when they don’t but you never stop chasing them. So never let the authority jade your youthful enthusiasm. Stay excited about dinosaurs, keep looking up at the stars, become an archaeologist, classical pianist, police officer or veterinarian. And, above all else, question everything I’ve just said. Now get out there, class of 2020, and take back our state!
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Tim Dorsey (Gator A-Go-Go (Serge Storms Mystery, #12))
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Effective leaders have the ability to serve and appreciate others while at the same time enabling them to achieve greatness.
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-Shandel Slaten
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Zion National Park is a place where history deepens one's appreciation for beauty of the canyon. Visitors marvel at the pioneering spirit of those who created an oasis in the arid desert. In many languages, tourists note their fascination with the engineering of the tunnel and wonder how trails to remote reaches of the park were constructed. Even when water was scarce and prospects were dim. early Mormon pioneers remained vigilant in their quest to settle at the mouth of Zion Canyon because their leader Brigham Young, told them that the time would come when 'Hundreds of thousands will pass through your canyon and they will need you.' The majestic wonders of Zion existed long before humans ever set foot in the canyon, yet it was only through ingenuity and foresight of the area's early settlers that the canyon was opened to the world.
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Tiffany Taylor (Zion National Park (Images of America: Utah))
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Putin wanted to help Donald Trump win. Trump had been saying favorable things about the Russian government and Putin had shown a long-standing appreciation for business leaders who cut deals rather than stand on principle.
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James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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These are all qualities that are indispensable in good leaders. A sense of humor in particular strikes me as an important indicator—or “tell”—about someone’s ego. Having a balance of confidence and humility is essential to effective leadership. Laughing in a genuine way requires a certain level of confidence, because we all look a little silly laughing; that makes us vulnerable, a state insecure people fear. And laughing is also frequently an appreciation of others, who have said something that is funny. That is, you didn’t say it, and by laughing you acknowledge the other, something else insecure people can’t do.
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James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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all these leaders have something in common, some factors that earned them respect and appreciation, which we also call attributes of leadership.
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Radhakrishnan Pillai (Chanakya’s 7 Secrets of Leadership)
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Half way through life a thoughtful person must undertake an honest assessment of their life. I am now fifty years old. I am rapidly turning into a dry stalk, my breath is sour, and I am beginning to smell of the grave. I melancholy project that in all probability I have now existed about half the period of time that I shall remain in this sublunary world. Resembling the trajectory of other men reaching middle age, my upward ascent in life crested and now I am commencing the meteoric downhill descent. Distinct from Americas’ pioneers and other luminaries whom played an important role in expanding our knowledge and deepened our appreciation of nature, I have done nothing to advance the human condition. I have not mapped any new territory, contributed to the arts or sciences, or expanded our comprehension of mathematics or the natural sciences: astronomy, biology, chemistry, the Earth sciences, and physics. I did not contribute to medicine, cognitive science, behavioral science, social science, or the humanities. Unlike revered social leaders whom advocated peaceful relations with all people, I remained mute while domestic and international conflicts sundered communities. I created no historical existence; I exist only as an introspective being. I have not added one iota to the bank of knowledge of succeeding generations. I have not added any quarter of happiness to other people. My contribution to the human race is nil. In all probability, I will flame out without leaving a lasting trace of my mundane personal existence.
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Kilroy J. Oldster (Dead Toad Scrolls)
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In the end, there is no silver bullet, no substitute for actually knowing one's subject and one's organization, which is partly a matter of experience and partly a matter of unquantifiable skill. Many matters of importance are too subject to judgement and interpretation to be solved by standardized metrics. Ultimately, the issue is not one of metrics versus judgment, but metrics as informing judgement, which includes knowing how much weight to give to metrics, recognizing their characteristic distortions, and appreciating what can't be measured. In recent decades, too many politicians, business leaders, policymakers, and academic officials have lost sight of that.
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Jerry Z. Muller (The Tyranny of Metrics)
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My parents shaped me in so many ways. They didn’t have a lot of things, yet in many ways they had everything: they had the courage of their convictions, they had superb values, and they had self-respect. I still miss them deeply and not a day goes by that I forget to appreciate them. In my quieter moments, I sometimes reflect on the fact that we generally take the people we love the most for granted. Until we lose them. Then we take long, silent walks and pray for a second chance to treat them the way they deserved to have been treated. Please don’t let that sort of regret infect your life. It happens too often, to too many among us. If you are blessed enough to still have your parents, honor them. And do it today.
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Robin S. Sharma (The Leader Who Had No Title: A Modern Fable on Real Success in Business and in Life)
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Anxiety is more and more a part of the modern age, and leaders/pastors are not immune to it. There is fear of failure, of not having the necessary gifts, of a lack of people and finances, of conflict, of not being respected and appreciated, of the unexpected, of not being wanted or needed any more.
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John Byron (1 and 2 Thessalonians (The Story of God Bible Commentary Book 13))
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Christopher Morley extolled philosophical laziness … the kind of laziness that is based upon a carefully reasoned analysis of experience. Acquired laziness. We have no respect for those who were born lazy. It is like being born a millionaire – they cannot appreciate their bliss. It is the man who has hammered his laziness out of the stubborn material of life for whom we chant praise.7
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Richard Koch (The 80/20 Manager: Ten ways to become a great leader)
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If you're a faithful leader, you won't always be appreciated.
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Bob Kauflin (Worship Matters: Leading Others to Encounter the Greatness of God)
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The two leaders had told us over the course of the week that there is no joy without sorrow, that in fact it is the pain, the suffering that allows us to experience and appreciate the joy. Indeed, the more we turn toward the suffering, our own and others, the more we can turn toward the joy.
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Dalai Lama XIV (The Book of Joy: Lasting Happiness in a Changing World)
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Reynolds knew Buford thoroughly, and knowing him and the value of cavalry under such a leader, sent them through the mountain passes beyond Gettysburg to find and feel the enemy. The old rule would have been to keep them back near the infantry, but Reynolds sent Buford on, and Buford went on, knowing that wherever Reynolds sent him, he was sure to be supported, followed, and secure.. . .Buford and Reynolds were soldiers of the same order, and in each found in the other just the qualities that were most needed to perfect and complete the task entrusted to them. The brilliant achievement of Buford, with his small body of cavalry, up to that time hardly appreciated as to the right use to be made of them, is but too little considered in the history of the battle of Gettysburg. It was his foresight and energy, his pluck and self reliance, in thrusting forward his forces and pushing the enemy, and thus inviting, almost compelling their return, that brought on the engagement of the first of July.
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Daniel D. Devlin (Buford At Gettysburg)
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Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.
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Ram Charan (The Leadership Pipeline: How to Build the Leadership Powered Company (Jossey-Bass Leadership Series Book 391))
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you have to get close to people if you're going to find out what motivates them, what they like and don't like, and what kinds of recognition they most appreciate. Yet, managerial myth says that leaders shouldn't get too close to their constituents, that they can't be friends with people at work.17 Let's set this myth aside. Over
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James M. Kouzes (The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (J-B Leadership Challenge: Kouzes/Posner))
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Jon Royals
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In Walked Jim September 2013: Entering his first morning staff meeting as FBI director, Jim Comey loped to the head of the table, put down his briefing books, and lowered his six-foot-eight-inch, shirtsleeved self into a huge leather chair. He leaned the chair so far back on its hind legs that he lay practically flat, testing gravity. Then he sat up, stretched like a big cat, pushed the briefing books to the side, and said, as if he were talking to a friend, I don’t want to talk about these today. I’d rather talk about some other things first. He talked about how effective leaders immediately make their expectations clear and proceeded to do just that for us. Said he would expect us to love our jobs, expect us to take care of ourselves … I remember less of what he said than the easygoing way he spoke and the absolute clarity of his day-one priority: building relationships with each member of his senior team. Comey continually reminded the FBI leadership that strong relationships with one another were critical to the institution’s functioning. One day, after we reviewed the briefing books, he said, Okay, now I want to go around the room, and I want you all to say one thing about yourselves that no one else here knows about you. One hard-ass from the criminal division stunned the room to silence when he said, My wife and I, we really love Disney characters, and all our vacation time we spend in the Magic Kingdom. Another guy, formerly a member of the hostage-rescue team, who carefully tended his persona as a dead-eyed meathead—I thought his aesthetic tastes ran the gamut from YouTube videos of snipers in Afghanistan to YouTube videos of Bigfoot sightings—turned out to be an art lover. I really like the old masters, he said, but my favorite is abstract expressionism. This hokey parlor game had the effect Comey intended. It gave people an opportunity to be interesting and funny with colleagues in a way that most had rarely been before. Years later, I remember it like yesterday. That was Jim’s effect on almost everyone he worked with. I observed how he treated people. Tell me your story, he would say, then listen as if there were only the two of you in the whole world. You were, of course, being carefully assessed at the same time that you were being appreciated and accepted. He once told me that people’s responses to that opening helped him gauge their ability to communicate. Over the next few years I would sit in on hundreds of meetings with him. All kinds of individuals and organizations would come to Comey with their issues. No matter how hostile they were when they walked in the door, they would always walk out on a cloud of Comey goodness. Sometimes, after the door had closed, he would look at me and say, That was a mess. Jim has the same judgmental impulse that everyone has. He is complicated, with many different sides, and he is so good at showing his best side—which is better than most people’s—that his bad side, which is not as bad as most people’s, can seem more shocking on the rare moments when it flashes to the surface.
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Andrew G. McCabe (The Threat: How the FBI Protects America in the Age of Terror and Trump)
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In the midst of World War II, Quincy Wright, a leader in the quantitative study of war, noted that people view war from contrasting perspectives:
“To some it is a plague to be eliminated; to others, a crime which ought to be punished; to still others, it is an anachronism which no longer serves any purpose. On the other hand, there are some who take a more receptive attitude toward war, and regard it as an adventure which may be interesting, an instrument which may be legitimate and appropriate, or a condition of existence for which one must be prepared”
Despite the millions of people who died in that most deadly war, and despite widespread avowals for peace, war remains as a mechanism of conflict resolution.
Given the prevalence of war, the importance of war, and the enormous costs it entails, one would assume that substantial efforts would have been made to comprehensively study war. However, the systematic study of war is a relatively recent phenomenon. Generally, wars have been studied as historically unique events, which are generally utilized only as analogies or examples of failed or successful policies. There has been resistance to conceptualizing wars as events that can be studied in the aggregate in ways that might reveal patterns in war or its causes. For instance, in the United States there is no governmental department of peace with funding to scientifically study ways to prevent war, unlike the millions of dollars that the government allocates to the scientific study of disease prevention. This reluctance has even been common within the peace community, where it is more common to deplore war than to systematically figure out what to do to prevent it. Consequently, many government officials and citizens have supported decisions to go to war without having done their due diligence in studying war, without fully understanding its causes and consequences.
The COW Project has produced a number of interesting observations about wars. For instance, an important early finding concerned the process of starting wars. A country’s goal in going to war is usually to win. Conventional wisdom was that the probability of success could be increased by striking first. However, a study found that the rate of victory for initiators of inter-state wars (or wars between two countries) was declining: “Until 1910 about 80 percent of all interstate wars were won by the states that had initiated them. . . . In the wars from 1911 through 1965, however, only about 40 percent of the war initiators won.”
A recent update of this analysis found that “pre-1900, war initiators won 73% of wars. Since 1945 the win rate is 33%.”. In civil war the probability of success for the initiators is even lower. Most rebel groups, which are generally the initiators in these wars, lose. The government wins 57 percent of the civil wars that last less than a year and 78 percent of the civil wars lasting one to five years.
So, it would seem that those initiating civil and inter-state wars were not able to consistently anticipate victory. Instead, the decision to go to war frequently appears less than rational. Leaders have brought on great carnage with no guarantee of success, frequently with no clear goals, and often with no real appreciation of the war’s ultimate costs. This conclusion is not new. Studying the outbreak of the first carefully documented war, which occurred some 2,500 years ago in Greece, historian Donald Kagan concluded:
“The Peloponnesian War was not caused by impersonal forces, unless anger, fear, undue optimism, stubbornness, jealousy, bad judgment and lack of foresight are impersonal forces. It was caused by men who made bad decisions in difficult circumstances.”
Of course, wars may also serve leaders’ individual goals, such as gaining or retaining power. Nonetheless, the very government officials who start a war are sometimes not even sure how or why a war started.
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Frank Wayman (Resort to War: 1816 - 2007 (Correlates of War))
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The foremost requirement for potent leadership is humility, so that leaders can fully understand and appreciate their own shortfalls.
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Jocko Willink (The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and Win)
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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.
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Michael Useem (The Leader's Checklist)
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Build Leadership in Others. Develop leadership throughout the organization. Manage Relations. Foster enduring personal ties with those who look to you, and work to harness the feelings and passions of the workplace. Identify Personal Implications. Help everybody appreciate the impact that the vision and strategy are likely to have on their own work and future with the firm. Convey Your Character. Through gesture, commentary, and narratives, ensure that others appreciate that you are a person of transparency and integrity.
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Michael Useem (The Leader's Checklist)
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When I look at him, I see that there are people who are born with something that I cannot find the words for, something that means that others respect them and hold them in the highest esteem. I don’t know what it is—is it posture, is it a head held high, a penetrating gaze, a way of walking? Or maybe some spirit hovering around him? An angel who keeps him company? He has only to enter any space, be it the most decrepit shed or the holiest chamber, and all eyes turn to him at once, pleasure and appreciation on everyone’s face, although he has not yet done or said a thing.
...But I also fear falling into blind love, exaggerated and unhealthy, like that Heshel, who, if he could, would lie down like a dog at his feet.
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Olga Tokarczuk (The Books of Jacob)
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Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it? 8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you? 9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11. Identify Personal Implications. Do employees appreciate how the firm’s vision and strategy impact them individually? What private sacrifices will be necessary for achieving the common cause? How will the plan affect people’s personal livelihood and quality of work life? 12. Convey Your Character. Have you communicated your commitment to performance with integrity? Do those in the organization know you as a person, and do they appreciate your aspirations and your agendas? Have you been in the same room or at least on the same call with everybody who works with you during the past year? 13. Dampen Overoptimism and Excessive Pessimism. Have you prepared the organization for unlikely but extremely consequential events? Do you celebrate success but also guard against the by-products of excessive confidence? Have you paved the way not only for quarterly results but for long-term performance?
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Michael Useem (The Leader's Checklist)
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We put our minds together as one and thank all the birds who move and fly about over our heads. The Creator gave them the gift of beautiful songs. Each morning they greet the day and with their songs remind us to enjoy and appreciate life. The Eagle was chosen to be their leader and to watch over the world. To all the Birds, from the smallest to the largest, we send our joyful greetings and thanks. Now our minds are one.
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Robin Wall Kimmerer (Braiding Sweetgrass: Indigenous Wisdom, Scientific Knowledge, and the Teachings of Plants)
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Mr. Zelenskyy thinks he was assigned a movie project, titled "Foolish Brave President ". Shooting has started but it has no pack-up date, devastated cities, villages are the artificial movie setup, producer's money, so he doesn't care. There are no refugees also. 3 million citizens who fled are actually junior artists.
millions of junior artists. There are working in this movie, 3 million have already returned home after playing their role. Shooting is also going live on telecast. He's glad to feel happy as the world media appreciates his acting, so throughout he's enjoying playing this role. And he's damn sure he will be entitled to each and every award.
His character has deep emotions, touching drama, great actions, but the very important thing is completely missing, which is the main character of the leader. Diplomacy and citizens' safety policy !!!
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Mohammed Zaki Ansari ("Zaki's Gift Of Love")
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The prospect of a NATO military intervention to protect Kosovo infuriated Russia in ways American and European leaders failed to appreciate. Serbia and Russia shared Slavic roots, religion, and culture, but Russia’s concerns went deeper. The conflict in Serbia inflamed Russia’s wounded pride over its deflated status since the collapse of the Soviet Union. The new Russia lacked the ability to shape world events, which made the American-led actions even harder to swallow.
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Steven Lee Myers (The New Tsar: The Rise and Reign of Vladimir Putin)