Leaders Delegate Quotes

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

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

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

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

Only do what only you can do.

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

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

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

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

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

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

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

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

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

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

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

You Do Not Delegate Accountability

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

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

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

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

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

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

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

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

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

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

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

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

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

Without any permission they created their own constitution, government, courts, and land offices. Their leaders, including the lowland Scot immigrant James Hogg, dispatched frontiersman Daniel Boone to hack a 200-mile access trail into what is now central Kentucky, enabling settlers to stream in to found Boonesborough. There, in early 1775, they convened a “House of Delegates” under a massive elm tree in a clearing declared to be “our church, state house, [and] council chamber.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Khomeini was now the Supreme Leader, the delegate of the Mahdi on earth.

The following day, Netanyahu and I sat down for a meeting at the White House. Downplaying the growing tension, I accepted the fiction that the permit announcement had been just a misunderstanding, and our discussions ran well over the allotted time. Because I had another commitment and Netanyahu still had a few items he wanted to cover, I suggested we pause and resume the conversation in an hour, arranging in the meantime for his delegation to regroup in the Roosevelt Room. He said he was happy to wait, and after that second session, we ended the evening on cordial terms, having met for more than two hours total. The next day, however, Rahm stormed into the office, saying there were media reports that I’d deliberately snubbed Netanyahu by keeping him waiting, leading to accusations that I had allowed a case of personal pique to damage the vital U.S.-Israel relationship. That was a rare instance when I outcursed Rahm. Looking back, I sometimes ponder the age-old question of how much difference the particular characteristics of individual leaders make in the sweep of history—whether those of us who rise to power are mere conduits for the deep, relentless currents of the times or whether we’re at least partly the authors of what’s to come. I wonder whether our insecurities and our hopes, our childhood traumas or memories of unexpected kindness carry as much force as any technological shift or socioeconomic trend. I wonder whether a President Hillary Clinton or President John McCain might have elicited more trust from the two sides; whether things might have played out differently if someone other than Netanyahu had occupied the prime minister’s seat or if Abbas had been a younger man, more intent on making his mark than protecting himself from criticism.

When a leader fails to delegate, he will find himself embroiled in so much detail that it will eventually overwhelm him and distract him from his primary task (developing the business of the company and finding innovative solutions to its problems) to such an extent that he will eventually lose sight of the bigger picture.

Above all else, your leaders need to be able to simplify, delegate, predict, systemize, and structure.

Lastly, be strong and courageous men for Christ. Put on God’s uniform so as to be able to withstand all the Devil’s tricks. For we’re not fighting against ordinary human beings, but against the leaders, politicians and heads of state of this dark world, against spiritual wickedness in high places. So, put on God’s uniform so you’ll be able to put up a fight on the day of battle and, having tended to every detail, to make your stand. Therefore, take your position when you have put on the pants of truth, the shirt of righteousness, and the shoes of the good news of peace. Above all, take the bulletproof vest of faith, with which you’ll be able to stop the tracer bullets of the evil one. Also, wear the helmet of salvation, and the pistol of the Spirit, which is God’s word. 18. When you offer a prayer or a petition on any occasion, let it be truly spiritual. Along this same line, be on your toes as you encourage and pray for all the members. Pray especially for me, that when I speak, the right words will be put in my mouth, and that I may boldly expound the gospel’s secret, for which I am now a delegate in the clink. Pray too that I may lay it on the line whenever I have a chance to speak.

You can agree to this whole RAPID® process, but if there’s always a manager who can just veto the whole thing, the person who in theory has the decision really doesn’t. That’s the opposite of empowering a single-threaded leader. You say they have the authority to make decisions, but if you second-guess or, worse, veto those decisions, you’re actually just giving them agency in name, not in actions. They’ll be afraid to make decisions, and will delegate most things upward to you. I think of this as the great destroyer of intrinsic motivation.

I can’t delegate my legal responsibilities, I can’t delegate my relationships and I can’t delegate my knowledge. Everything else, however, I can ask others to take responsibility for,” he says.

Describing his leadership style, he says, “Instead of telling my executives what to do, I should try to inspire them with a vision of where we’re going and let them translate that in their own terms, based on their own experience, their own expertise. Inspiration is much more effective than delegation.

Begin each morning with a quick preview of the coming day’s events. For each one, ask yourself how you can use it to develop as a manager and in particular how you can work on your specific learning goals. Consider delegating a task you would normally take on yourself and think about how you might do that—to whom, what questions you should ask, what boundaries or limits you should set, what preliminary coaching you might provide. Apply the same thinking during the day when a problem comes up unexpectedly. Before taking any action, step back and consider how it might help you become better. Stretch yourself. If you don’t move outside familiar patterns and practice new approaches, you’re unlikely to learn.

Leaders are over extending themselves. Bossing people around or over-delegating does not make a person a good leader. Be a leader who creates space for autonomy, a space for coaching and a space for accountability.

Such leaders yielded to subordinates’ technical and cultural expertise by deferring to their judgment and delegating authority. Like the Brazilian leader who told his Singapore team, “Let’s invert the jobs here, right? You don’t work for me. I work for you.

I want to do things my way; I want to feel pride of ownership in our projects; I want to preserve my sense of myself as the super problem solver here. He couldn’t even see that he was being dismissive and domineering toward those around him, and making them miserable. Eventually the people around him delivered the hard news: He needed to change, to become more open to new ideas, to listen better, to delegate authority. He had to rise above his loyalty to his self-image as a solitary hero and develop a higher loyalty to the organization. A generative leader serves the people under him, lifts other people’s

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

Delegation needs diligence.

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

A good leader knows the art of delegation; in addition, he delegates to himself the most demanding role, that of being an inspiration.

people think of execution as the tactical side of business, something leaders delegate while they focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He cannot delegate its substance. Many business leaders spend vast amounts of time learning and promulgating the latest management techniques. But their failure to understand and practice execution negates the value of almost all they learn and preach. Such leaders are building houses without foundations.

The interviewer, Jerome Davis, was a former YMCA leader in Russia, a labor activist, and a professor at Yale University’s Divinity School who arrived in the USSR on an American delegation of some twenty self-described progressives.

lesson.” Powell explained: Reagan was the president, and as head of the National Security Agency, Powell was responsible for handling the minor details. In his remaining time working for him, Powell never upwardly delegated a problem like that to the president again. Instead, he and his team solved the problems they had been hired to solve. My take on the episode was that leaders must trust that the people to whom

Depending on the skill and will of the individual, the right leadership style may be coaching, motivating, or directing rather than delegating. A leader has to pick the right style of leadership for each employee, and it is not one-size-fits-all,

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

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

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

Why is delegating so hard? Usually, it’s because you don’t trust the person to deliver as well as you can. Or you don’t want to lose control of how it’s done. Or you think it will take too much time to show someone else how to do it. Get over it. You will never add enough value to the business if you get stuck doing work for your team. It might be easier in the short term, but it’s less effective in the long term, and it’s unsustainable. That way of working will kill you. Effective delegating is a must.

Cities are efficient when they delegate power to self-determining local groups, or ecosystems. The more that responsibility is delegated, the more efficient they become. This principle gives a strong clue about how a new economy is growing around us today.

The leader of the delegation to Zuma was reportedly Lloyd Hill. At the opening, Hill thanked the president for seeing them and said in Afrikaans: “OK, ouens, hier's julle kans nou. Die ou ballie is 'n naai net soos ons [OK, guys, this is your opportunity. This old fossil is a fucker just like us].

Create a centralized strategic plan using whatever process is right for your movement. Make sure the plan has tasks that can be repeated by volunteers that add up to progress on the plan. Then delegate chunks of work from your plan to a distributed network of volunteer leaders who can work across space and time, and in the numbers necessary, to meet concrete goals and make change possible.

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

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

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

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

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

How you meet your own commitments is important. Are you doing it by draining energy—driving people relentlessly, or burning them out by making impossible demands? Or are you expanding the capacity of the organization by helping people grow and expand their own capacities? In other words, there’s a right and a wrong way to delegate.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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