Leaders Don T Command Quotes

I do not want to be the leader. I refuse to be the leader. I want to live darkly and richly in my femaleness. I want a man lying over me, always over me. His will, his pleasure, his desire, his life, his work, his sexuality the touchstone, the command, my pivot. I don’t mind working, holding my ground intellectually, artistically; but as a woman, oh, God, as a woman I want to be dominated. I don’t mind being told to stand on my own feet, not to cling, be all that I am capable of doing, but I am going to be pursued, fucked, possessed by the will of a male at his time, his bidding.

By all means be submissive in the bedroom (if you are that way inclined), but don't be submissive to life. Being life's bitch is no fun at all. Life may play up in many ways, but it's up to you to take control, take charge and show life who's really calling the shots.

You don’t command wind in the direction it blows, but you command a ship in the direction it sails.

But in the military you don't get trusted positions just because of your ability. You also have to attract the notice of superior officers. You have to be liked. You have to fit in with the system. You have to look like what the officers above you think that officers should look like. You have to think in ways that they are comfortable with. The result was that you ended up with a command structure that was top-heavy with guys who looked good in uniform and talked right and did well enough not to embarrass themselves, while the really good ones quietly did all the serious work and bailed out their superiors and got blamed for errors they had advised against until they eventually got out. That was the military.

When we select leaders, we don’t usually pick the person with the strongest leadership skills. We frequently choose the person who talks the most. It’s called the babble effect. Research shows that groups promote the people who command the most airtime—regardless of their aptitude and expertise. We mistake confidence for competence, certainty for credibility, and quantity for quality. We get stuck following people who dominate the discussion instead of those who elevate it.

To ensure that we are leading with our feet firmly planted on the soil of what is, we must live by the seven commandments of current reality: Thou shalt not pretend. Though shalt not turn a blind eye. Thou shalt not exaggerate. Thou shalt not shoot the bearer of bad news. Thou shalt not hide behind the numbers. Thou shalt not ignore constructive criticism. Thou shalt not isolate thyself. Attempting to lead while turning a blind eye to reality is like treading water: It can only go on for so long, eventually you will sink. As a next generation leader, be willing to face the truth regardless of how painful it might be. And if you don’t like what you see, change it.

Leaders don’t give excessive vocal orders. They humbly involve people and together cooperate with them to make a change happen.

You don’t influence people by commanding them. When you are doing that, you are a manipulator and not a leader.

The leader who listens is the one society needs most. They don’t force their commands on people. They pay attention to their demands and set the pace for the change that society truly needs.

When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

Don't strive to be clever, strive to be sensible. Don't strive to be mighty, strive to be amiable. Don't strive to be eminent, strive to be helpful. Don't strive to be successful, strive to be useful. Don't strive to be rich, strive to be valuable. Don't strive to be great, strive to be humble. Don't strive to teach, strive to be knowledgable. Don't strive to preach, strive to be insightful. Don't strive to compete, strive to be impactful. Don't strive to command, strive to be resourceful. Don't strive to dominate, strive to be skillful. Don't strive to conquer, strive to be masterful. If you strive to be a preacher, strive to be spiritual. If you strive to be teacher, strive to be approachable. If you strive to be a leader, strive to be teachable. If you strive to be a warrior, strive to be thoughtful. If you strive to be a commander, strive to be gentle. If you strive to be a conqueror, strive to be merciful.

An aggressive mind-set should be the default setting of any leader. Default: Aggressive. This means that the best leaders, the best teams, don’t wait to act. Instead, understanding the strategic vision (or commander’s intent), they aggressively execute to overcome obstacles, capitalize on immediate opportunities, accomplish the mission, and win.

Don't strive to be a leader, strive to be a server. Don't strive to be a general, strive to be a commander. Don't strive to be a teacher, strive to be a learner. Don't strive to be a warrior, strive to be a protector. Don't strive to be a prophet, strive to be a preacher. Don't strive to be a doctor, strive to be a healer. Don't strive to be a master, strive to be a learner. Don't strive to be an author, strive to be a reader. Don't strive to be a lecturer, strive to be a scholar. Don't strive to be an intellectual, strive to be a thinker. Not all of us were meant to teach, but all of us were meant to learn. Not all of us were meant to lead, but all of us were meant to serve. Not all of us were meant to be rich, but all of us were meant to be charitable. Not all of us were meant to be famous, but all of us were meant to be upright. Not all of us were meant to be mighty, but all of us were meant to persevere. Not all of us were meant to be extraordinary, but all of us were meant to prevail.

Captain Marquet came to understand that the role of the leader is not to bark commands and be completely accountable for the success or failure of the mission. It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission. If the captain provides direction and protection, the crew will do what needs to be done to advance the mission.

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.

Years earlier, while briefing Colin Powell on the missions we conducted in Colombia, I mentioned to him that we were successful because we were nimble. We didn’t ask anyone to approve our concepts; we moved first, and figured things out as we went along. Listening intently to the story, he smiled and reflected to me that good leaders don’t wait for official blessings to try things out. They use common sense to guide them because they understand a simple fact of life in most organizations: if you ask enough people for permission, you’ll inevitably find someone who believes that they should tell you no.

Dostum offered this exoneration as evidence of his loyalty to the Americans. But his conviction that the Americans were by his side during the incident raised another set of difficult questions about whether the Special Forces and CIA personnel witnessed any of the communications between Dostum and his commanders about the murders, and failed to either stop them, or report them after the fact. Nutsch told me he knew of no abuses. “My team has been investigated multiple times over this,” he said. “We did not witness, nor observe, anything.” Just as Dostum considered the American special forces blood brothers, the camaraderie was apparent on Nutsch’s side. “I saw him as a charismatic leader. Led from the front. Took care of his guys,” he added. In a celebratory Hollywood rendition of 595’s collaboration with Dostum called 12 Strong, Nutsch was portrayed, with exaggerated brawn and smolder, by Chris Hemsworth, the actor who played the superhero Thor. Nutsch grew testy when I asked a series of questions about the more complicated realities of the story. “Dostum’s enemies are the ones accusing him of these things,” he said. When I told him Dostum had admitted the killings may have occurred, and suggested two of his commanders may have been involved, Nutsch paused, then replied, “I don’t have a reaction to that.

To me, it’s not that pound dogs don’t have worth, or to be more specific, inherent worth as sled dogs. It’s just that to succeed with them you have to be open to finding their very individualized skill sets, and that’s what we did with all of our rescues. Pong, while she can’t sustain sprint speeds for very long, can break trail at slightly slower speed for hours. Ping’s digestive processes move at a glacial pace, so much so that I think she could put on a few pounds from just a whiff of the food bucked, and this proved valuable when racing in deep-minus temperatures when dogs with higher metabolisms shiver off too much weight. Six, while small, can remember any trail after having only run it once, which I relied on whenever I grew disoriented or got lost from time to time. Rolo developed into an amazing gee-haw leader, turning left or right with precision whenever we gave the commands, which also helped the other dogs in line behind him learn the meaning of these words and the importance of listening to the musher. Ghost excelled at leading of a different sort, running at the front of a team chasing another which is also useful for not burning out gee-haw leaders. Coolwhip’s character trait of perpetually acting over-caffeinated made her invaluable as a cheerleader, where an always barking dog late in a run can, and does spread enthusiasm to the others. And Old Man, well, he was a bit too decrepit to ever contribute much to the team, but he always made me smile when I came out to feed the yard and saw him excitedly carrying around his food bowl, and that was enough for him to earn his keep.

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

God continually chooses the least likely to be chosen, the broken and the humble. It’s clearly His modus operandi. I’ve heard this response from people when I talk about this idea: “But how can we possibly get things done without big-time visionaries? Without massive plans to save the world?” Well, the Bible actually singles out a specific, heroic animal species to illustrate how to get things done. If you want to know how to do it, don’t go to the soaring eagle. Don’t go to the impressive, roaring lion, either. God may have a different idea: Go watch the ants, you lazy person. Watch what they do and be wise. Ants have no commander, no leader or ruler, but they store up food in the summer and gather their supplies at harvest. (Prov. 6:6–8 NCV) Yes. Watch how the ants operate. They get it. Sure enough, modern research shows just how remarkable ants are. They all know what to do and when to do it. They know when to rest, when to battle intruders, when to take care of their eggs, all of it. If there are too many ants foraging, just enough ants decide to quit foraging and take on other jobs. They know how to build massive anthills that are marvels of construction engineering. And they do it all without a hierarchy. They manage it all without management. They get it done without any one ant knowing the “big picture.” No ant is a superstar. No ant is irreplaceable. How they operate is still somewhat mysterious to science, but scientists do know that ants just use the information that’s in front of them, and then they respond. That’s it. That’s all the information an ant has. The Bible singles out a species wherein every individual member does whatever needs doing, just by responding to what’s in front of it. An ant can’t worry about the big blueprint. No ant actually has the big picture. If they each do their thing, the thing right in front of them, the big picture takes care of itself.

ON THE MODUS OPERANDI OF OUR CURRENT PRESIDENT, DONALD J. TRUMP "According to a new ABC/Washington Post poll, President Trump’s disapproval rating has hit a new high." The President's response to this news was "“I don’t do it for the polls. Honestly — people won’t necessarily agree with this — I do nothing for the polls,” the president told reporters on Wednesday. “I do it to do what’s right. I’m here for an extended period of time. I’m here for a period that’s a very important period of time. And we are straightening out this country.” - Both Quotes Taken From Aol News - August 31, 2018 In The United States, as in other Republics, the two main categories of Presidential motivation for their assigned tasks are #1: Self Interest in seeking to attain and to hold on to political power for their own sakes, regarding the welfare of This Republic to be of secondary importance. #2: Seeking to attain and to hold on to the power of that same office for the selfless sake of this Republic's welfare, irregardless of their personal interest, and in the best of cases going against their personal interests to do what is best for this Republic even if it means making profound and extreme personal sacrifices. Abraham Lincoln understood this last mentioned motivation and gave his life for it. The primary information any political scientist needs to ascertain regarding the diagnosis of a particular President's modus operandi is to first take an insightful and detailed look at the individual's past. The litmus test always being what would he or she be willing to sacrifice for the Nation. In the case of our current President, Donald John Trump, he abandoned a life of liberal luxury linked to self imposed limited responsibilities for an intensely grueling, veritably non stop two year nightmare of criss crossing this immense Country's varied terrain, both literally and socially when he could have easily maintained his life of liberal leisure. While my assertion that his personal choice was, in my view, sacrificially done for the sake of a great power in a state of rapid decline can be contradicted by saying it was motivated by selfish reasons, all evidence points to the contrary. For knowing the human condition, fraught with a plentitude of weaknesses, for a man in the end portion of his lifetime to sacrifice an easy life for a hard working incessant schedule of thankless tasks it is entirely doubtful that this choice was made devoid of a special and even exalted inspiration to do so. And while the right motivations are pivotal to a President's success, what is also obviously needed are generic and specific political, military and ministerial skills which must be naturally endowed by Our Creator upon the particular President elected for the purposes of advancing a Nation's general well being for one and all. If one looks at the latest National statistics since President Trump took office, (such as our rising GNP, the booming market, the dramatically shrinking unemployment rate, and the overall positive emotive strains in regards to our Nation's future, on both the left and the right) one can make definitive objective conclusions pertaining to the exceptionally noble character and efficiency of the current resident at 1600 Pennsylvania Avenue. And if one can drown out the constant communicative assaults on our current Commander In Chief, and especially if one can honestly assess the remarkable lack of substantial mistakes made by the current President, all of these factors point to a leader who is impressively strong, morally and in other imperative ways. And at the most propitious time. For the main reason that so many people in our Republic palpably despise our current President is that his political and especially his social agenda directly threatens their licentious way of life. - John Lars Zwerenz

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

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Given that at all times, so long as there have been human beings, there have also been herds of human beings (racial groups, communities, tribes, peoples, states, churches) and always a great many followers in relation to the small number of those issuing orders―and taking into consideration also that so far nothing has been better and longer practised and cultivated among human beings than obedience, we can reasonably assume that typically now the need for obedience is inborn in each individual, as a sort of formal conscience which states "You are to do something or other without conditions, and leave aside something else without conditions," in short, "Thou shalt." This need seeks to satisfy itself and to fill its form with some content. Depending on its strength, impatience, and tension, it seizes on something, without being very particular, like a coarse appetite, and accepts what someone or other issuing commands―parents, teachers, laws, class biases, public opinion―shouts in people's ears. The curiously limitation of human development―the way it hesitates, takes so long, often regresses, and turns around on itself―is based on the fact that the herd instinct of obedience is passed on best and at the expense of the art of commanding. If we imagine this instinct at some point striding right to its ultimate excess, then there would finally be a total lack of commanders and independent people, or they would suffer inside from a bad conscience and find it necessary first to prepare a deception for themselves in order to be able to command, as if they, too, were only obeying orders. This condition is what, in fact, exists nowadays in Europe: I call it the moral hypocrisy of those in command. They don't know how to protect themselves from their bad conscience except by behaving as if they were carrying out older or higher orders (from ancestors, the constitution, rights, law, or even God), or they even borrow herd maxims from the herd way of thinking, for example, as "the first servant of their people" or as "tools of the common good." On the other hand, the herd man in Europe today makes himself appear as if he is the single kind of human being allowed, and he glorifies those characteristics of his thanks to which he is tame, good natured, and useful to the herd, as the really human virtues, that is, public spiritedness, wishing everyone well, consideration, diligence, moderation, modesty, forbearance, and pity. For those cases, however, where people believe they cannot do without a leader and bell wether, they make attempt after attempt to replace the commander by adding together collections of clever herd people All the representative constitutional assemblies, for example, have this origin. But for all that, what a blissful relief, what a release from a pressure which is growing unbearable is the appearance of an absolute commander for these European herd animals. The effect which the appearance of Napoleon made was the most recent major evidence for that:―the history of the effect of Napoleon is almost the history of the higher happiness which this entire century derived from its most valuable men and moments.

Given that at all times, so long as there have been human beings, there have also been herds of human beings (racial groups, communities, tribes, peoples, states, churches) and always a great many followers in relation to the small number of those issuing orders - and taking into consideration also that so far nothing has been better and longer practised and cultivated among human beings than obedience, we can reasonably assume that typically now the need for obedience is inborn in each individual, as a sort of formal conscience which states "You are to do something or other without conditions, and leave aside something else without conditions," in short, "Thou shalt." This need seeks to satisfy itself and to fill its form with some content. Depending on its strength, impatience, and tension, it seizes on something, without being very particular, like a coarse appetite, and accepts what someone or other issuing commands - parents, teachers, laws, class biases, public opinion - shouts in people's ears. The curiously limitation of human development - the way it hesitates, takes so long, often regresses, and turns around on itself - is based on the fact that the herd instinct of obedience is passed on best and at the expense of the art of commanding. If we imagine this instinct at some point striding right to its ultimate excess, then there would finally be a total lack of commanders and independent people, or they would suffer inside from a bad conscience and find it necessary first to prepare a deception for themselves in order to be able to command, as if they, too, were only obeying orders. This condition is what, in fact, exists nowadays in Europe: I call it the moral hypocrisy of those in command. They don't know how to protect themselves from their bad conscience except by behaving as if they were carrying out older or higher orders (from ancestors, the constitution, rights, law, or even God), or they even borrow herd maxims from the herd way of thinking, for example, as "the first servant of their people" or as "tools of the common good." On the other hand, the herd man in Europe today makes himself appear as if he is the single kind of human being allowed, and he glorifies those characteristics of his thanks to which he is tame, good natured, and useful to the herd, as the really human virtues, that is, public spiritedness, wishing everyone well, consideration, diligence, moderation, modesty, forbearance, and pity. For those cases, however, where people believe they cannot do without a leader and bell wether, they make attempt after attempt to replace the commander by adding together collections of clever herd people All the representative constitutional assemblies, for example, have this origin. But for all that, what a blissful relief, what a release from a pressure which is growing unbearable is the appearance of an absolute commander for these European herd animals. The effect which the appearance of Napoleon made was the most recent major evidence for that: - the history of the effect of Napoleon is almost the history of the higher happiness which this entire century derived from its most valuable men and moments.

We need to be humble enough to recognize that unforeseen things can and do happen that are nobody’s fault. A good example of this occurred during the making of Toy Story 2. Earlier, when I described the evolution of that movie, I explained that our decision to overhaul the film so late in the game led to a meltdown of our workforce. This meltdown was the big unexpected event, and our response to it became part of our mythology. But about ten months before the reboot was ordered, in the winter of 1998, we’d been hit with a series of three smaller, random events—the first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren Jacobs, one of the lead technical directors on the movie, remembers watching this occur in real time. At first, he couldn’t believe what he was seeing. Then, he was frantically dialing the phone to reach systems. “Pull out the plug on the Toy Story 2 master machine!” he screamed. When the guy on the other end asked, sensibly, why, Oren screamed louder: “Please, God, just pull it out as fast as you can!” The systems guy moved quickly, but still, two years of work—90 percent of the film—had been erased in a matter of seconds. An hour later, Oren and his boss, Galyn Susman, were in my office, trying to figure out what we would do next. “Don’t worry,” we all reassured each other. “We’ll restore the data from the backup system tonight. We’ll only lose half a day of work.” But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real. To reassemble the film would have taken thirty people a solid year. I remember the meeting when, as this devastating reality began to sink in, the company’s leaders gathered in a conference room to discuss our options—of which there seemed to be none. Then, about an hour into our discussion, Galyn Susman, the movie’s supervising technical director, remembered something: “Wait,” she said. “I might have a backup on my home computer.” About six months before, Galyn had had her second baby, which required that she spend more of her time working from home. To make that process more convenient, she’d set up a system that copied the entire film database to her home computer, automatically, once a week. This—our third random event—would be our salvation. Within a minute of her epiphany, Galyn and Oren were in her Volvo, speeding to her home in San Anselmo. They got her computer, wrapped it in blankets, and placed it carefully in the backseat. Then they drove in the slow lane all the way back to the office, where the machine was, as Oren describes it, “carried into Pixar like an Egyptian pharaoh.” Thanks to Galyn’s files, Woody was back—along with the rest of the movie.

Managers are concerned with doing things right. Leaders are concerned with doing the right things.” —Anonymous

the role of the leader is not to bark commands and be completely accountable for the success or failure of the mission. It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.

The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do.

A Retreat. I have a hunch (but I don’t know whether my lips should confess it now) that the time for a Universal Retreat is at hand. The son of earth will henceforth understand that he is not expressing himself in harmony with his deepest being but always in accordance with some artificial form painfuly thrust upon him from without, either by people or by circumstances. He will then dread that form of his and feel ashamed of it, much as he had thus far idolized and flaunted it. We will soon fear our persons and our personalities, because it will become apparent that they are by no means truly our own. And instead ofroaring: “I believe in this-I feel it-that’s how I am-I’m ready to defend it,” we will say in all humility: “Maybe I believe in it-maybe I feel it-I happened to say it, to do it, or to think it.” The bard will scorn his own song. The leader will shudder at his own command. The high priest will stand in terror of the altar, and the mother will instill in her son not only principles but also ways of escaping them so that they do not smother him.

Women command ships in the Navy. Women serve on submarines. There’s women on my team, and I trust them with my life. As for your job, well, you don’t strip wires with your balls.

The goal of a leader is to give no orders,” Captain Marquet explains. “Leaders are to provide direction and intent and allow others to figure out what to do and how to get there.” And this is the challenge most organizations face. “We train people to comply, not to think,” Captain Marquet goes on. If people only comply, we can’t expect people to take responsibility for their actions. The chain of command is for orders, not information. Responsibility is not doing as we are told, that’s obedience. Responsibility is doing what is right.

And they wouldn’t hold it against me, nor did I think they were infringing on my ‘leadership turf.’ On the contrary, I would thank them for covering for me. Leadership isn’t one person leading a team. It is a group of leaders working together, up and down the chain of command, to lead. If you are on your own, I don’t care how good you are, you won’t be able to handle it.

Try these journal prompts as you work to integrate your type 8 shadows: See yourself through your ex’s eyes. This can be a difficult exercise, but if anyone’s up for it, Challenger, it’s you. Write a letter to yourself from your ex’s point of view. Take a moment to remember all you did wrong and write it down—even if (especially if!) you think the failure of the relationship was their fault, not yours. What negative traits of yours do you need to own and master to be better in your next relationship? Write a letter to the person who hurt you the most in your past. Tell them everything they did that made you feel unworthy of love or less-than. Don’t be afraid to hit below the belt! Get it all out! When you’re done, put the letter away somewhere safe. Come back and re-read it two weeks later and consider whether you can see any of the negative qualities of this person in yourself. How have you hurt others? Is it similar to the way you’ve been hurt? Think about the people you love most. If you had the power, what would you like to change about them in order to improve your relationship with them? (This might also have to do with the way you resolve conflicts.) How does this action reflect on you? Based on this exercise, is there anything you might consider improving in yourself to help? TYPE 8 SELF-CARE PRESCRIPTION Type 8s tend to struggle with inaction when it comes to self-care. Since you’re always seeking progress and pushing yourself, it’s challenging for you to sit in a quiet place alone and rest. But the world is a complicated place, and you are prone to feeling angry about the things you can’t control or change. You want so much to do something to heal the pain of the world, to fix the broken systems. But you can’t fight for others until you’ve first fought for yourself by releasing the need for control and choosing stillness. Being still probably feels unnatural to you, even scary, but that’s where your real inner work begins! Learn your limits. As an energetic 8, you frequently push yourself to your limits, even if you’re unaware you’re doing so. Pay closer attention to your own feelings, and force yourself to rest and recover whenever necessary, instead of pushing through. You’ll be much better off for it! Practice mindful breathing for anger management. When you feel the need to let loose with an angry tirade, take it as a cue to practice your calming breaths. Find an outdoor exercise activity you love. When you’re feeling especially furious or antsy, hop on your bike and go for a ride or do a few laps around the neighborhood. These activities are healthy outlets for that restless energy of yours. Let others take the lead sometimes. With your commanding presence and direct approach, you make a natural leader. But sometimes, you need to step back and allow someone else to step up to bat. Take a break and learn not to carry all responsibilities on your own shoulders; this will benefit both you and your relationships with others.

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.

I listened to you,” she vehemently said at last. “I loved you, and I trusted you, and I fought not to lose you after my brother’s death.” “You never trusted me,” Narian contradicted, interrupting whatever else she had intended to say. “And with good reason. You believe the only way to repay a betrayal if with a betrayal. You betrayed me in the worst way imaginable. You lied to me my entire life, trained me and used me as a weapon, never telling me the real reason I was of value to you.” His blue eyes flashed, their sapphire brilliance rivaling the ever-changing emerald sparks in hers. “But I will no longer be manipulated for your causes, and I will not become another warlord. You can consider yourself repaid.” The High Priestess’s rage built to a frightening level, her body almost shaking with the effort to retain control. Her shield maidens watched in fear from where they stood near her throne, while I locked my knees to force myself to stay in place. Then she backhanded Narian across the face, forcefully enough that he stumbled. “You will regret what you have done, Narian,” she swore as he brought a hand to his cheek. “The Hytanicans will not succeed. You will pay for protecting their leaders from execution and for your willingness to step aside.” “They may very well succeed. Don’t pretend otherwise. This is no longer a game of tug of war, Your Highness. It is a game of chess. And as you well know, Cannan and London have always been masterful strategists.” “London?” “Yes, he is alive and well. I suspect he is responsible for the chaos that surrounds us.” At the mention of London, my eyes snapped to Narian, and my heart ached to hear more. But something in Nantilam’s visage changed, and she turned away to take up her throne. “So you have lent no assistance to the Hytanicans--you have not armed them, have not repositioned our troops to aid their strike, have not left our soldiers without strong leadership?” “No, I have not. Our forces are in place, and I took all the usual precautions before traveling here as you ordered.” “Then it may indeed be interesting to see what the Hytanicans can do. Cannan as a commander long rivaled my brother, and London…well, a man such as London is rare. If he and I had not been enemies, I would have chosen him to father my own child.” My heart lurched at this revelation, but Narian showed no reaction, continuing to stand stiffly before her. The High Priestess met his eyes, evaluating him for another long moment.

Why is that so? Why is it easy to say the Army is going to create “adaptive leaders” during a Power Point presentation, but so difficult to put those words into action? Understanding leadership and how to develop leaders to be adaptive, and subsequently how to nurture those traits with the right command environment and organizational culture, is very hard. It requires current leaders at all levels to have a shared vision of change, and a thorough understanding of U.S. military and civilian history as both have evolved with the nation’s experiences in war.

Sure, there is Ovid, the Roman poet who wrote The Art of Love; Don Juan, the mythical womanizer based on the exploits of various Spanish noblemen; the Duke de Lauzun, the legendary French rake who died on the guillotine; and Casanova, who detailed his hundred-plus conquests in four thousand pages of memoirs. But the undisputed father of modern seduction is Ross Jeffries, a tall, skinny, porous-faced self-proclaimed nerd from Marina Del Rey, California. Guru, cult leader, and social gadfly, he commands an army sixty thousand horny men strong, including top government officials, intelligence officers, and cryptographers. His

What about his life on Xenex can possibly apply to your situation. Xenexians don't have Pon Farr." "Granted, Commander. However, they do have their own traditions and customs. One of them is that if a woman of the tribe has become widowed, and she wishes to conceive, thereby fulfilling what is perceived as the woman's role in the tribal order--and please--she put up a hand to forestall exactly what she anticipated Shelby saying--do not spend time telling me that women are capable of fulfilling many more functions besides childbirth. Since you and I have both chosen careers in Starfleet, we can take that to be a given in both our personal philosophies. The point is, if she wishes to conceive, then it is the responsibility of the tribal leader to perform the necessary services. Mackenzie Calhoun was indeed a tribal leader. Therefore I am merely asking him, in a manner of speaking, to fulfill the same obligations." But he's not on Xenex!" pointed out Shelby. "True. And I am not on Vulcan. Our specific geographical location, Commander, is irrelevant. We continue to carry out cultures and backgrounds within us, no matter where we are.

Once you understand the logic behind modern schooling, its tricks and traps are fairly easy to avoid. School trains children to be employees and consumers; teach yours to be leaders and adventurers. School trains children to obey reflexively; teach yours to think critically and independently. Well-schooled kids have a low threshold for boredom; help your own to develop an inner life so that they'll never be bored. Urge them to take on the serious material, the grown-up material, in history, literature, philosophy, music, art, economics, theology — all the stuff schoolteachers know well enough to avoid. Challenge your kids with plenty of solitude so that they can learn to enjoy their own company, to conduct inner dialogues. Well-schooled people are conditioned to dread being alone; they seek constant companionship through the TV, the computer, the cell phone, and through shallow friendships quickly acquired, quickly abandoned. Your children should have a more important life, and they can. Don't let your own children have their childhoods extended, not even for a day. If David Farragut could take command of a captured British warship as a preteen, if Ben Franklin could apprentice himself to a printer at the same age, . . . there's no telling what your own kids could do. (p. xxii) — John Taylor Gatto, Weapons of Mass Instruction

In a group presentation, the person with the best “command presence” is usually the leader. He or she understands the material best, shows it, and has the confidence to take charge. They are typically dressed a little better than everyone else. Their shoes are polished and their clothes pressed. They make stronger eye contact and have a firm handshake. They speak concisely and precisely. They don’t get flustered. They remain calm. They use “open” gestures, palms up or open and hands apart. Their voices project because they’re speaking from their diaphragms. They walk, talk, and look like inspiring leaders.

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

Derek turned back to Sheridan and pointed at the rock. “Do you know what that rock is?” “No,” Sheridan answered. “But I get the feeling you’re about to tell me.” He chuckled, and then grew serious. “That rock is from the landscaping at the Fire Hall—a part of the building—and part of the old world. That rock is what holds this new world to the old. Our reminder of what can go drastically wrong if we screw this up.” He licked his lips and finished. “It’s also a symbol of hope. There are probably more rocks there—more reminders and more people out there. We’re just one rock that makes up a whole.” Sheridan waited him out as this was actually a bit more complex than she was used to. “You brought up Rome, Sheridan. Rome was also a many headed beast of an empire when it was at full power. And then so was Britain… and then the US as well. All these, like Rome, fell. Out of them, like it was out of Rome, others rose. England, France—others—from Rome and even some of the Middle East. Britain founded Canada, Australia… held the USA for a time until the US also broke away. Nations came and went, but we always, always survived and the strongest always led us out of the darkest of times into better ones.” He closed her hands over the rock. “This rock represents what was Canada. It now represents what will be—I don’t know—whatever you end up calling your kingdom.” “If I take a kingdom,” she pointed out. He shook his head. “You will. And I honestly can’t think of anyone better. Terrence would be a tyrant. He knows that, you know that and, hell, even I know that. But he makes a great military commander—your military commander. I could be the leader of your scouts or rangers, whatever you feel we should call ourselves now. All the various teams formed are now beginning to think of themselves as Ministries. Whether you want to admit it a kingdom has already been born and you’re its Queen.” He stared right into her eyes, closing her hands over the rock. “Now lead it as a Queen should.

Across the Reich, the Gestapo recorded increased the activity of anti-state elements. It’s kind of a helpless protest by those wretches against our celebration of victory. They organize bomb attacks against representatives of the Reich or against the civilian German population. We’ve also noticed murder-suicides. Eighty-seven civilians killed have been reported during the last week. From the Protectorate of Bohmen und Mahren, the destruction of Peter Brezovsky’s long-sought military cell was announced. From Ostmark…” “Enough,” Beck interrupted him, “I’m interested only in Brezovsky.” That name caused him discomfort. In his mind, he returned to the Bohemian Forest in 1996. It was in a different dimension, before he had used time travel. At the time, Peter Brezovsky was the only man who had passed through the Time Gate. He’d offered him a position by his side during the building of the Great German Reich. He’d refused. Too bad, he could have used a man like him. These dummies weren’t eager enough to fulfill his instructions. He also remembered Werner Dietrich, who had died in the slaughter during an inspection in the Protectorate. “… in the sector 144-5. It was a temporary base of the group. There were apparently targeted explosions of the surrounding buildings,” the man continued. “This area interests me. I want to know everything that’s happening there. Go on,” he ordered the man. He was flattered at the leader’s sudden interest. Raising his head proudly, he stretched his neck even more and continued, “For your entertainment, Herr Führer, our two settlers, living in this area from 1960, on June the twenty first, met two suspect men dressed in leather like savages. The event, of course, was reported to the local department of the Gestapo. It’s funny because during the questioning of one of Brezovsky’s men we learnt an interesting story related to these men.” He relaxed a little. The atmosphere in the room was less strained, too. He smiled slightly, feeling self-importance. “In 1942, a certain woman from the Bohemian Forest made a whacky prophecy. Wait a minute.” He reached into the jacket and pulled out a little notebook. “I wrote it down, it’ll certainly amuse you. Those Slavic dogs don’t know what to do, and so they take refuge in similar nonsense.” He opened the notebook and began to read, “Government of darkness will come. After half a century of the Devil’s reign, on midsummer’s day, on the spot where he came from, two men will appear in flashes. These two warriors will end the dominance of the despot and will return natural order to the world.” During the reading, men began to smile and now some of them were even laughing aloud. “Stop it, idiots!” screamed Beck furiously. In anger, he sprang from behind his desk and severely hit the closest man’s laughing face. A deathly hush filled the room. Nobody understood what had happened. What could make the Führer so angry? This was the first time he had hit somebody in public. Beck wasn’t as angry as it might look. He was scared to death. This he had been afraid of since he had passed through the Time Gate. Since that moment, he knew this time would come one day. That someone would use the Time Gate and destroy everything he’d built. That couldn’t happen! Never! “Do you have these men?” he asked threateningly. Reich Gestapo Commander regretted he’d spoken about it. He wished he’d bitten his tongue. This innocent episode had caused the Führer’s unexpected reaction. His mouth went dry. Beck looked terrifying. “Herr Führer,” he spoke quietly, “unfortunately…” “Aloud!” yelled Beck. “Unfortunately we don’t, Herr Führer. But they probably died during the action of the Gestapo against Brezovsky. His body, as well as the newcomers, wasn’t found. The explosion probably blew them up,” he said quickly. “The explosion probably blew them up,” Beck parodied him viciously, “and that was enough for you, right?

to take responsibility for their actions. The chain of command is for orders, not information. Responsibility is not doing as we are told, that’s obedience. Responsibility is doing what is right.

My lord!” someone cries. The man straddling me only holds up his hand to silence them. “Go!” he screams. I don’t know what I expect of the God Knife’s damage. This killer already morphed into smoke before my eyes, but I half imagine he might rupture like the villagers he and his men killed with whatever evil magick on which they thrive. Wait. My lord. He and his men. He’s a leader. But…gods. This is no normal Eastlander. Not a commander. Not even one of their sorcerers. I’ve just destroyed the face of their prince. Maybe even killed him if the God Knife is as deadly as Father claimed. It has to be. The prince presses his hand to his bleeding cheek, holding his face together at the seam. Dark eyes lit with violence, he glances at the God Knife, the blade slick with his blood. Everything about him changes, the deep red of his entire being blackening.

When we select leaders, we don’t usually pick the person with the strongest leadership skills. We frequently choose the person who talks the most. It’s called the babble effect. Research shows that groups promote the people who command the most airtime15—regardless of their aptitude and expertise. We mistake confidence for competence, certainty for credibility, and quantity for quality. We get stuck following people who dominate the discussion instead of those who elevate it.

In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do. APPLICATION TO BUSINESS “Corporate doesn’t understand what’s going on out here,” said the field manager. “Whatever experience those guys had in the field from years ago, they have long forgotten. They just don’t get what we are dealing with, and their questions and second-guessing prevents me and my team from getting the job done.” The infamous they. I was on a visit to a client company’s field leadership team, the frontline troops that executed the company’s mission. This was where the rubber met the road: all the corporate capital initiatives, strategic planning sessions, and allocated resources were geared to support this team here on the ground. How the frontline troops executed the mission would ultimately mean success or failure for the entire company. The field manager’s team was geographically separated from their corporate headquarters located hundreds of miles away. He was clearly frustrated. The field manager had a job to do, and he was angry at the questions and scrutiny from afar. For every task his team undertook he was required to submit substantial paperwork. In his mind, it made for a lot more work than necessary and detracted from his team’s focus and ability to execute. I listened and allowed him to vent for several minutes. “I’ve been in your shoes,” I said. “I used to get frustrated as hell at my chain of command when we were in Iraq. They

In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do.

Nukes and Peace It takes hundreds of years of hard work to build a civilization, and yet with the press of a button we can destroy it all in a day. Let us not press the button my friend. In fact, if we must destroy something let us destroy the very button of destruction, both from outside and inside. Let us incapacitate every single button of death and destruction, be it technological or psychological, and redirect that energy towards creation and conservation. You see, destroying the nukes mean nothing. Destroy one, another will be built in its place in a matter of months. We have to nuke the hate in us first, so that we no longer feel the need for nukes against our own kind. However, for the sake of investigation, let us forget the common sense of peace, and talk defense strategy for a moment, in a way that might make sense to world leaders. You see, the best defense against a nuke is not another nuke, but a code. It is the best defense because it is exponentially less expensive. In a technologically advanced world, the most powerful nation is not the one with nuclear power, but the one with coding power. So, to the so-called leaders of the world I say - if you're still foolishly worried about your neighbor's nuclear capabilities, don't go about wasting billions of dollars on a nuclear program, just spend a fragment of those funds on post-launch warhead hacking. But then again, it would open up a new realm of problems at a different level, because any nation with exceptional wireless channel manipulation expertise can remotely take over the command of another nation's nuclear warheads. So, at the end of the day, so long as there is animosity among the nations of the world, between mind and mind, sustained by stupid borders and foul ideologies, there is no safe way out. I'll say it to you plainly. Wasting nuclear power on warheads is a barbaric use of a scientific revolution. Let me elaborate with some numbers. A single nuclear warhead contains nearly 4 kilograms of Plutonium-239, which in a nuclear power plant can produce sufficient heat to generate about 32 million kilowatt-hours of electricity, that is, 32 Gigawatt-hours (GWh). 1 GWh of electricity powers about 700,000 households for one hour, hence 32 GWh would power about 22.4 million households for one hour. Now, if we divide that number by the number of hours in a year, that is, 8760, we are confronted with an astounding revelation. It is that, the radioactive material from one nuclear warhead can power over two thousand households for a year (2557 to be exact). And that's just the radioactive material we are talking about. Many more resources are required to set up a nuclear program. The point is, instead of wasting such potent and precious resources on fancy, frivolous and fictitious geopolitical insecurities, let us redirect those resources to alleviate actual, real human suffering from society. Let us use them to empower communities rather than to dominate them - let us use them to elevate the whole of humankind, rather than to downgrade the parts that we do not like. Because by degrading others, we only degrade ourselves, whereas by lifting others, we rise ourselves. Remember, there is no world peace, so long as fear is off the leash.

the main point is that they do something (or many things) as well as or better than us. They may make a superior product, command greater loyalty, are better leaders or act with a clearer sense of purpose than we do. We don’t need to admire everything about them, agree with them or even like them. We simply acknowledge that they have strengths and abilities from which we could learn a thing or two. We get to choose our own Worthy Rivals and we would be wise to select them strategically. There is no value in picking other players whom we constantly outflank simply to make ourselves feel superior. That has little to no value to our own growth. They don’t have to be the biggest players or any of the incumbents. We choose them to be our Worthy Rivals because there is something about them that reveals to us our weaknesses and pushes us to constantly improve . . . which is essential if we want to be strong enough to stay in the game.

Daddy Kraken?” Lourdes’ eyes bug out. “You’re fucking with the leader of this lot?” A laugh, hands slapping against her thighs. “Okay, before he gets naked, please tell me you command him to ′RELEASE THE KRAKEN’? Because if you don’t, I gotta say that’s a wasted opportunity.

MARCH 16 Ordeal of Shame In a memoir of the years before World War II, Pierre Van Paassen tells of an act of humiliation by Nazi storm troopers who had seized an elderly Jewish rabbi and dragged him to headquarters. In the far end of the same room, two colleagues were beating another Jew to death. They stripped the rabbi naked and commanded that he preach the sermon he had prepared for the coming Sabbath in the synagogue. The rabbi asked if he could wear his yarmulke, and the Nazis, grinning, agreed. It added to the joke. The trembling rabbi proceeded to deliver in a raspy voice his sermon on what it means to walk humbly before God, all the while being poked and prodded by the hooting Nazis, and all the while hearing the last cries of his neighbor at the end of the room. When I read the Gospel accounts of the imprisonment, torture, and execution of Jesus, I think of that naked rabbi standing humiliated in a police station. I still cannot fathom the indignity, the shame endured by God’s Son on earth, stripped naked, flogged, spat on, struck in the face, garlanded with thorns. Jewish leaders as well as Romans intended the mockery to parody the crime for which the victim had been condemned. Messiah, huh? Great, let’s hear a prophecy.Wham. Who hit you, huh? Thunk. C’mon, tell us, spit it out, Mr. Prophet. For a Messiah, you don’t know much, do you? It went like that all day long, from the bullying game of Blind Man’s Bluff in the high priest’s courtyard, to the professional thuggery of Pilate’s and Herod’s guards, to the catcalls of spectators up the long road to Calvary, and finally to the cross itself where Jesus heard a stream of taunts. I have marveled at, and sometimes openly questioned, the self-restraint God has shown throughout history, allowing the Genghis Khans and the Hitlers and the Stalins to have their way. But nothing—nothing—compares to the self-restraint shown that dark Friday in Jerusalem. With every lash of the whip, every fibrous crunch of fist against flesh, Jesus must have mentally replayed the temptation in the wilderness and in Gethsemane. Legions of angels awaited his command. One word, and the ordeal would end. The Jesus I Never Knew(199 - 200)

Doing everything possible to protect your people is a fundamental command principle. It can't always be achieved, especially in combat, but a good leader would fall on his sword over conditions like this, and I don't believe Schwalier made the necessary efforts. pg. 153

the role of the leader is not to bark commands and be completely accountable for the success or failure of the mission. It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission. If the captain provides direction and protection, the crew will do what needs to be done to advance the mission.

True leaders don't command; they inspire.

Each time a conversation went down this path I only prayed for a poker face as I silently nodded. But inside I was thinking, “Oh really?” How was that going to work? In the event of war with the Soviet Union, you were not going to execute the War Plan that the president and all your subordinate commands had been so carefully planning? As things got tense, then you were going to dial up the Oval Office and explain you were having second thoughts? But that’s what most of them told me. Except for Admiral Foley and the Atlantic Fleet commander, Adm. Harry Train. And my old boss, Vice Adm. Bud Kauderer, who I now suspect had been in cahoots with Admiral Foley from the beginning and had been instrumental in suckering me into the meeting. He knew me so well. A final question and closing thought. Are you surprised by how such an important issue was disguised by silence? How big a “conspiracy” can be? How few of the supposed leaders were actually leaders? Never, ever let foolishness stand, no matter how high it originates. If something is wrong, it is wrong. Don’t condemn yourself to live the rest of your life with regrets.

I use the military to illustrate the example because the lessons are so much more exaggerated when it is a matter of life and death. There is a pattern that exists in the organizations that achieve the greatest success, the ones that outmaneuver and outinnovate their competitors, the ones that command the greatest respect from inside and outside their organizations, the ones with the highest loyalty and lowest churn and the ability to weather nearly every storm or challenge. These exceptional organizations all have cultures in which the leaders provide cover from above and the people on the ground look out for each other. This is the reason they are willing to push hard and take the kinds of risks they do. And the way any organization can achieve this is with empathy.

Leadership isn’t one person leading a team. It is a group of leaders working together, up and down the chain of command, to lead. If you are on your own, I don’t care how good you are, you won’t be able to handle it.

Good leaders don’t have to act like bullies to command respect—not in the human world or in the dog pack.

I know God is calling me to serve in this area, but I don't want to. It might be humbling. It might be difficult. It might be scary. I don't want to do that, so I'll run away to Tarshish. I know God has called me to teach or counsel or build or lead or invite or give, but I might fail. It might be hard. I might be anxious. So I'll get on a ship bound for Tarshish. But here's what matters: fear is never overcome by situation avoidance. We were born to be brave. The consistent command to us is the command that came to a fearful leader named Joshua: 'Be strong and courageous...

For eight years, whenever anyone did not give President Barack Obama the respect he earned and deserved as Commander in Chief, as leader of these United States of America, elected by the Democratic process we should hold dear, I would become incensed. Love him or hate him; agree or disagree with his policies or leadership the President of our country is owed our deference. Those who could not see beyond whatever "issues" made them HATE President Obama so much saddened me and reminded me there is more work to do in America. I knew in my heart I could never be that ignorant. Democracy, being an American meant something more to me. As much as I am disappointed with the outcome of this election, and have doubts, I will (By the Grace of God) practice what I preached for eight years. As an adult whose immigrant parents raised her to carry herself with grace and dignity, as an educated woman who understands we still have our voice and can show discontent in progressive ways and as a woman who can disagree with you, but is still mature enough to respect you, I will use my power (a power we all have) to be the change I want to see in this world and pray that this President-elect fully understands this is not a game. Pray he realizes in no uncertain terms he is responsible for what happens to ALL people. I am not naive. I've seen and heard what we are dealing with. But, here we are. Can't change the outcome of the election but we can change how we take back our voices, act against injustice and stand up for our rights. This country has served up greater injustices to women and people of color and immigrants and we endured and continue to overcome (however slow the process). I pray for anyone, everyone who is buckling under the weight of injustice (of any kind) will channel the strength of past heros and believe with God and a willingness to speak up stand up for ourselves we will get through this. Don't become who "they" were for eight years. Be better. We have work to do. Love to all. Hate is to dam stressful and counterproductive.

Motorboats, Sailboats, and Rafts The following thoughts from John Ortberg are insightful: One of the analogies that’s been kind of helpful to me is the difference between a motorboat, a raft, and a sailboat. In a motorboat, I’m in charge. I determine how fast we’re going to go, and in what direction. Some people approach spiritual disciplines that way. If I’m just aggressive enough, if I have enough quiet times, I can make transformation happen on my own. Some people have been burned by that kind of approach, so they go to the opposite extreme and will say, “I’m into grace.” It’s like they’re floating on a raft. If you ask them to do anything to further their growth, they’ll say, “Hey, no. I’m not into works. I’m into grace. You’re getting legalistic with me.” So they drift. There are way too many commands in Scripture for anybody to think that we’re called to be passive. On a sailboat, however, I don’t move if it’s not for the wind. I can’t control the wind. I don’t manufacture the wind. Jesus talks about the Spirit blowing like the wind. But there is a role for me to play, and part of it has to do with what I need to discern. A good sailor will discern, Where’s the wind at work? How should I set the sails? Practicing spiritual disciplines is like sailing.

One winter in Manila in the mid-1930s, Wylie walked into the wardroom of his ship, the heavy cruiser Augusta (Captain Chester W. Nimitz commanding), and encountered a “fist-banging argument” between two of the ship’s up-and-coming young officers. At issue was what it took to become skilled at rifle or pistol marksmanship. One officer, Lloyd Mustin, said that only someone born with a special gift could learn to do it well. The other, a marine named Lewis B. Puller, said, “I can take any dumb son of a bitch and teach him to shoot.” Mustin would go on to become one of the Navy’s pioneers in radar-controlled gunnery. Puller would ascend to general, the most decorated U.S. Marine in history. Gesturing to Wylie standing in the doorway, Chesty Puller declared, “I can even teach him.” A ten-dollar bet ensued. The next time the Augusta’s marine detachment found time to do their annual qualifications at the rifle range, Wylie was Puller’s special guest. And by the end of the experiment, he was the proud owner of a Marine medal designating him an expert rifleman. The experience helped Wylie understand both native gifts and teachable skills and predisposed him to work with the rural kids under him. Now he could smile when the sighting of an aircraft approaching at a distant but undetermined range came through the Fletcher’s bridge phones as, “Hey, Cap’n, here’s another one of them thar aero-planes, but don’t you fret none. She’s a fur piece yet.” Wylie was a good enough leader to appreciate what the recruits from the countryside brought to the game. “They were highly motivated,” he said. “They just came to fight.

A human alpha should never have to raise her voice. Dogs don’t understand that. “If you are having to raise your voice to get their attention,” she said, “a dog will not see you as the leader. You have already lost. A true alpha does not behave like that and doesn’t have to. If a so-called alpha resorts to that, they are signaling that they are not in control at all.” True alphas command authority through their calm oversight of those who depend upon them. They establish their rank early in life and communicate through ancient signals their inner strength and stewardship, asserting their power only when necessary. An alpha generally eats first, decides when and who will eat afterward, inspires trust through firm shepherding for the safety and well-being of the pack. An alpha is not necessarily the biggest or fastest but usually the innately self-assured one who can chastise a pack member with a mere look or a low voice. A true alpha wields quiet power judiciously apportioned.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

PRINCIPLE: LEADING UP THE CHAIN If your boss isn’t making a decision in a timely manner or providing necessary support for you and your team, don’t blame the boss. First, blame yourself. Examine what you can do to better convey the critical information for decisions to be made and support allocated. Leading up the chain of command requires tactful engagement with the immediate boss (or in military terms, higher headquarters) to obtain the decisions and support necessary to enable your team to accomplish its mission and ultimately win. To do this, a leader must push situational awareness up the chain of command. Leading up the chain takes much more savvy and skill than leading down the chain. Leading up, the leader cannot fall back on his or her positional authority. Instead, the subordinate leader must use influence, experience, knowledge, communication, and maintain the highest professionalism. While pushing to make your superior understand what you need, you must also realize that your boss must allocate limited assets and make decisions with the bigger picture in mind. You and your team may not represent the priority effort at that particular time. Or perhaps the senior leadership has chosen a different direction. Have the humility to understand and accept this. One of the most important jobs of any leader is to support your own boss—your immediate leadership. In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these:

Are you aware that you turned in a blank sheet?” “Yes sir, I am.” “Well, don’t you think that you as the commander have an obligation to create a vision for your command?” It was more of a statement than a question. “No, I feel that my job as the commander is to tap into the existing energy of the command, discover the strengths, and remove barriers to further progress.

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? During my second tour in Iraq, I was commander of SEAL Team Three, Task Unit Bruiser. We were deployed to the war-torn city of Ramadi, the epicenter of the insurgency at the time. Only a few weeks into the deployment, we conducted a large operation in conjunction with U.S. Army soldiers, U.S. Marines, and friendly Iraqi Army soldiers. There were multiple elements on the battlefield, all engaged in heavy enemy contact. In the fog of war, mistakes were made. Bad luck emerged. Things went wrong. There ended up being a vicious firefight between one of my SEAL elements and a friendly Iraqi unit. An Iraqi soldier was killed and several others were wounded, including one of my SEALs. It was a nightmare. While there was plenty of blame to go around, and plenty of people who had made mistakes, I realized there was only one person to blame: me. I was the commander. I was the senior man on the battlefield, and I was responsible for everything that happened. Everything. As a leader, there is no one else to blame. Don’t make excuses. If I don’t take ownership of problems, I can’t solve them. That’s what a leader has to do: take ownership of the problems, the mistakes, and the shortfalls, and take ownership of creating and implementing solutions to get those problems solved. Take ownership.

The privilege of command is command,” Mattis once told a lieutenant he’d caught shirking. “You don’t get a bigger tent.” In fact, the best commanders take the smaller tent. They pass their extra provisions on to their troops. They don’t go easier on themselves, they go harder. Because they know that it’s not just about them anymore. “We are not on the level,” a foot soldier once complained to Xenophon as he led the Ten Thousand Greeks out of Persia. “You are riding on horseback while I am wearing myself out with a shield to carry.” Hearing this, Xenophon jumped down and carried the man’s shield the rest of the way. Being the “boss” is a job. Being a “leader” is something you earn. You get elevated to that plane by your self-discipline. By moments of sacrifice like this, when you take the hit or the responsibility on behalf of someone else.

If people only comply, we can’t expect people to take responsibility for their actions. The chain of command is for orders, not information. Responsibility is not doing as we are told, that’s obedience. Responsibility is doing what is right.

It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.