Leaders Listen Quotes

The Voice There is a voice inside of you That whispers all day long, "I feel this is right for me, I know that this is wrong." No teacher, preacher, parent, friend Or wise man can decide What's right for you--just listen to The voice that speaks inside.

7 Effective Ways to Make Others Feel Important 1. Use their name. 2. Express sincere gratitude. 3. Do more listening than talking. 4. Talk more about them than about you. 5. Be authentically interested. 6. Be sincere in your praise. 7. Show you care.

A man can only lead when others accept him as their leader, and he has only as much authority as his subjects give to him. All of the brilliant ideas in the world cannot save your kingdom if no one will listen to them.

The more you talk about them, the more important they will feel. The more you listen to them, the more important you will make them feel.

Do more listening than talking; talk more about them than about you.

It comes from a very ancient democracy, you see..." "You mean, it comes from a world of lizards?" "No," said Ford, who by this time was a little more rational and coherent than he had been, having finally had the coffee forced down him, "nothing so simple. Nothing anything like so straightforward. On its world, the people are people. The leaders are lizards. The people hate the lizards and the lizards rule the people." "Odd," said Arthur, "I thought you said it was a democracy." "I did," said Ford. "It is." "So," said Arthur, hoping he wasn't sounding ridiculously obtuse, "why don't people get rid of the lizards?" "It honestly doesn't occur to them," said Ford. "They've all got the vote, so they all pretty much assume that the government they've voted in more or less approximates to the government they want." "You mean they actually vote for the lizards?" "Oh yes," said Ford with a shrug, "of course." "But," said Arthur, going for the big one again, "why?" "Because if they didn't vote for a lizard," said Ford, "the wrong lizard might get in. Got any gin?" "What?" "I said," said Ford, with an increasing air of urgency creeping into his voice, "have you got any gin?" "I'll look. Tell me about the lizards." Ford shrugged again. "Some people say that the lizards are the best thing that ever happenned to them," he said. "They're completely wrong of course, completely and utterly wrong, but someone's got to say it." "But that's terrible," said Arthur. "Listen, bud," said Ford, "if I had one Altairian dollar for every time I heard one bit of the Universe look at another bit of the Universe and say 'That's terrible' I wouldn't be sitting here like a lemon looking for a gin.

The Anatomy of Conflict: If there is no communication then there is no respect. If there is no respect then there is no caring. If there is no caring then there is no understanding. If there is no understanding then there is no compassion. If there is no compassion then there is no empathy. If there is no empathy then there is no forgiveness. If there is no forgiveness then there is no kindness. If there is no kindness then there is no honesty. If there is no honesty then there is no love. If there is no love then God doesn't reside there. If God doesn't reside there then there is no peace. If there is no peace then there is no happiness. If there is no happiness ----then there IS CONFLICT BECAUSE THERE IS NO COMMUNICATION!

Listen for the call of your destiny, and when it comes, release your plans and follow.

A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the quality of his actions and the integrity of his intent.

Leaders who don't listen will eventually be surrounded by people who have nothing to say.

I know you’ll be a good Queen, a strong, noble leader, and that’s more than these people deserve,” she said. “But don’t give too much. You need to keep some of yourself for you. And listen to your heart.

The last few weeks of that summer, Janice lost interest in our conversations…. Her mind was taking her to other places, as though she was listening to a song or watching a movie or reading a book we could neither see nor hear.

All great leaders find a sense of balance through their levels of reception. For instance, those who support a leader may soften him, those who ignore him may challenge him, and those who oppose him may stroke his ego.

How many times have an author come to me to say that I had told them so? Many. Choose to listen to or not the advice gained from experience and wisdom at your own peril. You might save yourself a lot of time and grief. - Strong by Kailin Gow on Being Strong for the Long Tail

Dear Max - You looked so beautiful today. I'm going to remember what you looked like forever. ... And I hope you remember me the same way - clean, ha-ha. I'm glad our last time together was happy. But I'm leaving tonight, leaving the flock, and this time it's for good. I don't know if I'll ever see any of you again. The thing is, Max, that everyone is a little bit right. Added up all together, it makes this one big right. Dylan's a little bit right about how my being here might be putting the rest of you in danger. The threat might have been just about Dr. Hans, but we don't know that for sure. Angel is a little bit right about how splitting up the flock will help all of us survive. And the rest of the flock is a little bit right about how when you and I are together, we're focused on each other - we can't help it. The thing is, Maximum, I love you. I can't help but be focused on you when we're together. If you're in the room, I want to be next to you. If you're gone, I think about you. You're the one who I want to talk to. In a fight, I want you at my back. When we're together, the sun is shining. When we're apart, everything is in shades of gray. I hope you'll forgive me someday for turning our worlds into shades of gray - at least for a while. ... You're not at your best when you're focused on me. I mean, you're at your best Maxness, but not your best leaderness. I mostly need Maxness. The flock mostly needs leaderness. And Angel, if you're listening to this, it ain't you, sweetie. Not yet. ... At least for a couple more years, the flock needs a leader to survive, no matter how capable everyone thinks he or she is. The truth is that they do need a leader, and the truth is that you are the best leader. It's one of the things I love about you. But the more I thought about it, the more sure I got that this is the right thing to do. Maybe not for you, or for me, but for all of us together, our flock. Please don't try to find me. This is the hardest thing I've ever done in my life, besides wearing that suit today, and seeing you again will only make it harder. You'd ask me to come back, and I would, because I can't say no to you. But all the same problems would still be there, and I'd end up leaving again, and then we'd have to go through this all over again. Please make us only go through this once. ... I love you. I love your smile, your snarl, your grin, your face when you're sleeping. I love your hair streaming out behind you as we fly, with the sunlight making it shine, if it doesn't have too much mud or blood in it. I love seeing your wings spreading out, white and brown and tan and speckled, and the tiny, downy feathers right at the top of your shoulders. I love your eyes, whether they're cold or calculating or suspicious or laughing or warm, like when you look at me. ... You're the best warrior I know, the best leader. You're the most comforting mom we've ever had. You're the biggest goofball, the worst driver, and a truly lousy cook. You've kept us safe and provided for us, in good times and bad. You're my best friend, my first and only love, and the most beautiful girl I've ever seen, with wings or without. ... Tell you what, sweetie: If in twenty years we haven't expired yet, and the world is still more or less in one piece, I'll meet you at the top of that cliff where we first met the hawks and learned to fly with them. You know the one. Twenty years from today, if I'm alive, I'll be there, waiting for you. You can bet on it. Good-bye, my love. Fang P.S. Tell everyone I sure will miss them

I've noticed that great political leaders are energized by conflict. I'm energized by listening to people's stories and trying to figure out shared solutions. That's the work of an organizer.

.. it makes sense that introverts are uniquely good at leading intiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtious circle of proactivity.

As Kylie buried her head on the camp leader's shoulder, she heard Burnett scold, "I thought I told you to wait at the camp." Kylie felt Holiday tense at the reprimand, and then she raised her head. "And I thought you knew I don't follow anyone's orders." "Does anyone listen to me around here?" Burnett asked, his frustration making his tone sound almost comical. "Obviously not," one of the FRU agents said, and chuckled.

He paused; a grim silence gripped the whole clearing, broken by a contemptious Rumble from Tigerstar. "Mew away, little kittypet. It won't change anything." Firestar ignored him. "Being deputy wasn't enough," he went on. "Tigerstar wanted to be leader of the clan. He set a trap for Bluestar by the Thunderpath, but my own apprentice strayed into it instead. That's how Cinderpelt came by her crippled leg." A shocked murmer swept through the clearing. Except for Bloodclan, they all knew of Cinderpelt, she was popular even with cats of other clans. Then Tigerstar conspired with Brokentail, the fomer leader of ShadowClan, who was ThunderClan's prisoner," Firestar told the listening cats. "He brought a pack of rogues into ThunderClan camp, and tried to murder Bluestar with his own claws. I stopped him, and when ThunderClan had beaten off the attack we drove him into excile. As a rogue, he slaughtered, Runningwind. Then before we knew what he was up too, he had made himself leader of ShadowClan.

The real warriors in this world are the ones that see the details of another's soul. They see the transparency behind walls people put up. They stand on the battlefield of life and expose their heart's transparency, so other's can finish the day with hope. They are the sensitive souls that understand that before they could be a light they first had to feel the burn.

Remain open-minded, even when you believe yourself to be a king among peasants. You never know what blessings can be gained or crises averted just by listening.

Introverts tend to assume leadership positions within groups when they really have something to contribute….they listen carefully to the ideas of the people they lead. All of this gives them a big advantage over leaders who rise to the top simply because they're comfortable talking a lot or being in control.

Leaders who want to show sensitivity should listen often and long and talk short and seldom. Many so-called leaders are too busy to listen. True leaders know that time spent listening is well invested.

Leadership isn't just about giving orders. A fool can give orders. A leader listens. He changes his mind. He acknowledges mistakes.

Why do you think that great leaders and thinkers throughout history have “gone out into the wilderness” and come back with inspiration, with a plan, with an experience that puts them on a course that changes the world? It’s because in doing so they found perspective, they understood the larger picture in a way that wasn’t possible in the bustle of everyday life. Silencing the noise around them, they could finally hear the quiet voice they needed to listen to. Creativity

-What do you think makes a good leader? -Someone who listens, who thinks before acting, who tries to understand different viewpoints, who does what is right even if the path is long and hard. Who will give a voice to the voiceless.

Better to listen to the gospel than to a mortal leader.

What did you say to the messenger, mi'lady? Do you remember the exact words of your last proposal?" She recognized Quinlan's voice behind her. How in thunder could she possibly remember? Hadn't any of them been listening? She couldn't turn to face Quinlan because their leader still had hold of her, and he didn't seem to be the least bit inclined to let go. "I probably said, 'Will you marry me?'" Connor smiled. He pulled her toward him, lowered his head, and kissed her just long enough to stun her. He lifted his head then, looked into her eyes, and finally spoke to her. "Yes, Brenna. I will marry you.

A man can only lead when others accept him as their leader, and he has only as much authority as his subjects give to him. All of the brilliant ideas in the world cannot save your kingdom if no one will listen to them.” Elend

While part of my mind puzzled that out, I watched my mother with fascination. I'd listened to her tell her stories. I'd seen and felt her fight. But really, truly, I'd never seen her in action in a real-life crisis. She showed every bit of that hard control she did around me, but here, I could see how necessary it was. A situation like this created panic. Even among the guardians, I could sense those who were so keyed up that they wanted to do something drastic. My mother was a voice of reason, a reminder that they had to stay focused and fully assess the situation. Her composure calmed everybody; her strong manner inspired them. This, I realized, was how a leader behaved.

You don’t really understand people until you hear their life story. If you know their stories, you grasp their history, their hurts, their hopes and aspirations. You put yourself in their shoes. And just by virtue of listening and remembering what’s important to them, you communicate that you care and desire to add value.

man can only lead when others accept him as their leader, and he has only as much authority as his subjects give to him. All of the brilliant ideas in the world cannot save your kingdom if no one will listen to them.

When listeners become leaders, the world changes.

Listen, Challenge, Commit. A strong leader has the humility to listen, the confidence to challenge, and the wisdom to know when to quit arguing and to get on board.

A child’s stories are simpler to understand because the language has not been developed to the point of high abstraction. An adult tells stories far more obtuse in nature.

I believe that listening is one of the most important skills for any teacher, parent, leader, entrepreneur or, well, just about anyone who has a pulse.

what makes you a leader is the will to lead, not the knowledge how to do it best. You just have to be bright enough to listen to those who do know, and make the decisions that they don’t want to be responsible for. That’s how a team works.

Build your house on granite. By granite I mean your nature that you are torturing to death, the love in your child's body, your wife's dream of love, your own dream of life when you were sixteen. Exchange your illusions for a bit of truth. Throw out your politicians and diplomats! Take your destiny into your own hands and build your life on rock. Forget about your neighbor and look inside yourself! Your neighbor, too, will be grateful. Tell you're fellow workers all over the world that you're no longer willing to work for death but only for life. Instead of flocking to executions and shouting hurrah, hurrah, make a law for the protection of human life and its blessings. Such a law will be part of the granite foundation your house rests on. Protect your small children's love against the assaults of lascivious, frustrated men and women. Stop the mouth of the malignant old maid; expose her publicly or send her to a reform school instead of young people who are longing for love. Don;t try to outdo your exploiter in exploitation if you have a chance to become a boss. Throw away your swallowtails and top hat, and stop applying for a license to embrace your woman. Join forces with your kind in all countries; they are like you, for better or worse. Let your child grow up as nature (or 'God') intended. Don't try to improve on nature. Learn to understand it and protect it. Go to the library instead of the prize fight, go to foreign countries rather than to Coney Island. And first and foremost, think straight, trust the quiet inner voice inside you that tells you what to do. You hold your life in your hands, don't entrust it to anyone else, least of all to your chosen leaders. BE YOURSELF! Any number of great men have told you that.

The best allies own their privilege not as a badge of honor but as a reminder to be constantly listening and learning to become better at offering support to others.

The best CEO is the one who combines the qualities of a leader and the ability to listen to subordinates.

I think a good leader knows when to listen, and how to inspire, not manipulate.

A brave leader is someone who says I see you. I hear you. I don’t have all the answers, but I’m going to keep listening and asking questions.

I couldn’t believe it. I thought I’d seen a different Grizz. A sympathetic Grizz who rescued kittens and listened to my kind of music. Someone who made sure his young wife went to church every Sunday.       I couldn’t believe how naïve I was. He was all of those things, but I kept forgetting that he didn’t get to be the leader of this gang by being soft. He was hard. He was cold-blooded. He was ruthless in his pursuit of what he wanted.

Choose food, clothing, and shelter that accords with nature.Rely on your own body for transportation. Allow your work and your recreation to be one and the same. Do exercise that develops your whole being and not just your body. Listen to music that bridges the three spheres of your being. Choose leaders for their virtue rather than their wealth or power. Serve others and cultivate yourself simultaneously. Understand that true growth comes from meeting and solving problems of life in a way that is harmonizing to yourself and to others. If you can follow these simple old ways, you will be continually renewed.

Good leaders motivate others by their listening skills. We are to: avoid prejudicial first impressions; become less self-centered; withhold initial criticism; stay calm; listen with empathy; be active listeners; clarify what we hear; and recognize the healing power of listening. Then we are to act on what we hear

What most people want in a leader is something that's very difficult to find: we want someone who listens...The secret, Reagan's secret, is to listen, to value what you hear, and then to make a decision even if it contradicts the very people you are listening to. Reagan impressed his advisers, his adversaries, and his voters by actively listening. People want to be sure you hear what they said - they're less focused on whether or not you do what they said.

The finest leaders are those who listen more than they talk.

A leader first tries to listen, then tries to understand, then creates a common vision and then together takes action for the realization.

The drum to which we march reveals the conductor to whom we’re listening.

Leaders are not good because they are right, they are good because people follow them, and people follow those who are willing to listen and learn.

Being willing to listen to others and let them speak into our lives is a critical attitude leaders must have. It is not weakness to get good advice - it is strength to seek it out.

A leader is heard, a great leader is listened too.

The liberal arts are the arts of communication and thinking. ‘They are the arts indispensable to further learning, for they are the arts of reading, writing, speaking, listening, figuring,

YOU KNOW HOW RAMADI WAS WON? We went in and killed all the bad people we could find. When we started, the decent (or potentially decent) Iraqis didn’t fear the United States; they did fear the terrorists. The U.S. told them, “We’ll make it better for you.” The terrorists said, “We’ll cut your head off.” Who would you fear? Who would you listen to? When we went into Ramadi, we told the terrorists, “We’ll cut your head off. We will do whatever we have to and eliminate you.” Not only did we get the terrorists’ attention—we got everyone’s attention. We showed we were the force to be reckoned with. That’s where the so-called Great Awakening came. It wasn’t from kissing up to the Iraqis. It was from kicking butt. The tribal leaders saw that we were bad-asses, and they’d better get their act together, work together, and stop accommodating the insurgents. Force moved that battle. We killed the bad guys and brought the leaders to the peace table. That is how the world works.

In its quest for prosperity, the Party of the People declared itself wholeheartedly in favor of a social theory that forthrightly exalted the rich—the all-powerful creative class. For many cities and states, this was the economic strategy; this was what our leaders came up with to revive the urban wastelands and restore the de-industrialized zones. The Democratic idea was no longer to confront privilege but to flatter privilege, to sing the praises of our tasteful new master class. True, this was all done with an eye toward rebuilding the crumbling cities where the rest of us lived and worked, but the consequences of all this “creative class” bootlicking will take a long time to wear off.

At [my old school], when teachers stood up to address us in assemblies, it was to urge us to study hard, stay focused, remain resilient, set goals, seek support. If there was a “leader,” she was the exception, not the norm. Listening to [the adults here], I wonder if things would be different if we spent thirteen years being told that we were born to lead, and that the only thing that would ever hold us back would be a limited imagination.

Since a leader cannot rise above his thinking, he must assault his limiting beliefs daily thru reading, listening & associating.

A great leader listens to other people's suggestions and opinions but a dogmatic leader dismisses them and sticks to his/her own decision.

English heart surgeon Martyn Lloyd-Jones asserted, “Most unhappiness in life is due to the fact that you are listening to yourself rather than talking to yourself.

They'll tell you who they think you should be they'll even try to manipulate you into believing it but let me tell you something son, if I listened to who I was supposed to be - this, everything we are and do wouldn't be in existence. Be a leader, find yourself and make a life with it. Those who judge you and try to force the patterns of their beliefs onto you are envious they haven't the strength in themselves to do the same.

The passenger booked by this history, was on the coach-step, getting in; the two other passengers were close behind him, and about to follow. He remained on the step, half in the coach and half out of; they remained in the road below him. They all looked from the coachman to the guard, and from the guard to the coachman, and listened. The coachman looked back and the guard looked back, and even the emphatic leader pricked up his ears and looked back, without contradicting.

Questioner: Does the soul survive after death? KRISHNAMURTI: If you really want to know, how are you going to find out? By reading what Shankara, Buddha or Christ has said about it? By listening to your own particular leader or saint? They may all be totally wrong. Are you prepared to admit this—which means that your mind is in a position to inquire? You must first

Respected Teacher, My son will have to learn that all men are not just, all men are not true. But teach him also that for ever scoundrel there is a hero; that for every selfish politician, there is a dedicated leader. Teach him that for every enemy there is a friend. It will take time, I know; but teach him, if you can, that a dollar earned is far more valuable than five found. Teach him to learn to lose and also to enjoy winning. Steer him away from envy, if you can. Teach him the secret of quite laughter. Let him learn early that the bullies are the easiest to tick. Teach him, if you can, the wonder of books... but also give him quiet time to ponder over the eternal mystery of birds in the sky, bees in the sun, and flowers on a green hill. In school teach him it is far more honorable to fail than to cheat. Teach him to have faith in his own ideas, even if every one tells him they are wrong. Teach him to be gentle with gentle people and tough with the tough. Try to give my son the strength not to follow the crowd when every one is getting on the bandwagon. Teach him to listen to all men but teach him also to filter all he hears on a screen of truth and take only the good that comes through. Teach him, if you can, how to laugh when he is sad. Teach him there is no shame in tears. Teach him to scoff at cynics and to beware of too much sweetness. Teach him to sell his brawn and brain to the highest bidders; but never to put a price tag on his heart and soul. Teach him to close his ears to a howling mob… and to stand and fight if he thinks he’s right. Treat him gently; but do not cuddle him because only the test of fire makes fine steel. Let him have the courage to be impatient, let him have the patience to be brave. Teach him always to have sublime faith in himself because then he will always have sublime faith in mankind. This is a big order; but see what you can do. He is such a fine little fellow, my son. (Abraham Lincoln’s letter to his son’s Head Master)

Christ’s supreme sacrifice can find full fruition in our lives only as we accept the invitation to follow him. This call is not irrelevant, unrealistic, or impossible. To follow an individual means to watch him or listen to him closely; to accept his authority, to take him as a leader, and to obey him; to support and advocate his ideas; and to take him as a model. Each of us can accept this challenge.

Leaders should not interrupt teammates during conversations, because that will establish an interrupting norm. They should demonstrate they are listening by summarizing what people say after they said it. They should admit what they don’t know. They shouldn’t end a meeting until all team members have spoken at least once. They should encourage people who are upset to express their frustrations, and encourage teammates to respond in nonjudgmental ways. They should call out intergroup conflicts and resolve them through open discussion.

When it comes to identifying a real leader, that task can be much easier. Don't listen to the claims of the person professing to be the leader. Don't examine his credentials. Don't check his title. Check his influence. The proof of leadership is found in the followers. I

Few people make sound or sustainable decisions in an atmosphere of chaos. The more serious the situation, usually accompanied by a deadline, the more likely everyone will get excited and bounce around like water on a hot skillet. At those times I try to establish a calm zone but retain a sense of urgency. Calmness protects order, ensures that we consider all the possibilities, restores order when it breaks down, and keeps people from shouting over each other. You are in a storm. The captain must steady the ship, watch all the gauges, listen to all the department heads, and steer through it. If the leader loses his head, confidence in him will be lost and the glue that holds the team together will start to give way. So assess the situation, move fast, be decisive, but remain calm and never let them see you sweat.

The one with the plan is the one with the power. It doesn’t matter in what kind of activity you’re involved. Employees want to follow the business leader with a good business plan. Volunteers want to join the pastor with a good ministry plan. Children want to be with the adult who has the well-thought-out vacation plan. If you practice strategic thinking, others will listen to you and they will want to follow you. If

If this were a courageous country, it would ask Gloria to lead it since she is sane and funny and beautiful and smart and the National Leaders we've always had are not. When I listen to her talk about women's rights children's rights men's rights I think of the long line of Americans who should have been president, but weren't. Imagine Crazy Horse as president. Sojourner Truth. John Brown. Harriet Tubman. Black Elk or Geronimo. Imagine President Martin Luther King confronting the youthful "Oppie" Oppenheimer. Imagine President Malcolm X going after the Klan. Imagine President Stevie Wonder dealing with the "Truly Needy." Imagine President Shirley Chisholm, Ron Dellums, or Sweet Honey in the Rock dealing with Anything. It is imagining to make us weep with frustration, as we languish under real estate dealers, killers, and bad actors.

Some sang because they were afraid not to sing. But quite a few of them simply didn’t listen to the words or weren’t interested in them. Indeed, many of those who clapped at the leaders’ speeches, or who mouthed slogans at meetings, or who marched in May Day parades did so with a certain odd ambivalence.

The hushing of the criticism of honest opponents is a dangerous thing. It leads some of the best of the critics to unfortunate silence and paralysis of effort, and others to burst into speech so passionately and intemperately as to lose listeners. Honest and earnest criticism from those whose interests are most nearly touched,—criticism of writers by readers, of government by those governed, of leaders by those led,—this is the soul of democracy and the safeguard of modern society.

Whenever your heart calls you, and tells you to go against your leader’s will, you must follow your heart. It does not matter what your leader tells you, main is what your heart, mind and soul tell you, because these three companions of yours give you the will of the gods. The gods are always right. Leaders can sometimes be ruthless and give you wrong commands, but your heart – it will always stay pure. Listen to your inner world, Aetius, and you will always find the right path to follow.

When you listen to people, they feel valued. A 2003 study from Lund University in Sweden finds that “mundane, almost trivial” things like listening and chatting with employees are important aspects of successful leadership, because “people feel more respected, visible and less anonymous, and included in teamwork.”10 And a 2016 paper finds that this form of “respectful inquiry,” where the leader asks open questions and listens attentively to the response, is effective because it heightens the “follower’s” feelings of competence (feeling challenged and experiencing mastery), relatedness (feeling of belonging), and autonomy (feeling in control and having options). Those three factors are sort of the holy trinity of the self-determination theory of human motivation, originally developed by Edward L. Deci and Richard M. Ryan.11

Senior engineers can develop bad habits, and one of the worst is the tendency to lecture and debate with anyone who does not understand them or who disagrees with what they are saying. To work successfully with a newcomer or a more junior teammate, you must be able to listen and communicate in a way that person can understand, even if you have to try several times to get it right. Software development is a team sport in most companies, and teams have to communicate effectively to get anything done.

People change their behavior and thinking not because they are “told to be different” but when the conditions are present that require and empower them to figure out what to do and to act on a plan. Try giving teenagers a lot of advice and see if it changes behavior. They probably don’t look at you and say, “Gee, Dad, or Mom, thanks for explaining reality to me. Now I will run out and do it.” But if you provide context—by listening, sharing information and positive examples, setting expectations and consequences, creating a healthy emotional climate, and challenging them to do their best—they will figure it out and implement it. That is a lot better than just “telling them what to do.

Limbeck, the august leader of WUPP, did not mind the noise. He took comfort in it, having listened to it, albeit somewhat muffled, in his mother's womb. The Gegs revered the noise, just as they revered the Kicksey-Winsey. They knew that if the noise ceased their world would come to an end. Death was known among the Gegs as the Endless Hear Nothing.

IFS can be seen as attachment theory taken inside, in the sense that the client’s Self becomes the good attachment figure to their insecure or avoidant parts. I was initially amazed to discover that when I was able to help clients access their Self, they would spontaneously begin to relate to their parts in the loving way that the textbooks on attachment theory prescribed. This was true even for people who had never had good parenting in the first place. Not only would they listen to their young exiles with loving attention and hold them patiently while they cried, they would firmly but lovingly discipline the parts in the roles of inner critics or distractors. Self just knows how to be a good inner leader.

Innovation liberalism is "a liberalism of the rich," to use the straightforward phrase of local labor leader Harris Gruman. This doctrine has no patience with the idea that everyone should share in society's wealth. What Massachusetts liberals pine for, by and large, is a more perfect meritocracy--a system where everyone gets an equal chance and the truly talented get to rise. Once that requirement is satisfied--once diversity has been achieved and the brilliant people of all races and genders have been identified and credentialed--this species of liberal can't really conceive of any further grievance against the system. The demands of ordinary working-class people, Gruman says, are unpersuasive to them: "Janitors, fast-food servers home care or child care providers--most of whom are women and people of color--they don't have college degrees." And if you don't have a college degree in Boston--brother, you've got no one to blame but yourself.

In the end, it is about truly caring for every precious human being whose life we touch. It is about including everybody, not just the fortunate few or the exceptionally talented. It is about living with an abundance mind-set: an abundance of patience, love, hope, and opportunity. Everyone wants to contribute. Trust them. Leaders are everywhere. Find them. Some people are on a mission. Celebrate them. Others wish things were different. Listen to them. Everybody matters. Show them. We don’t just need a new guide to leading in times of change or adversity. We need a complete rethink, a revolution.

This was not the first time that the world didn’t listen. In college I read Hitler’s Mein Kampf. Fourteen years before the first shot was fired, Hitler announced his plan to destroy the parliamentary system in Germany, to attack France and Eastern Europe, and to eliminate the Jews. Why, I asked the professor, did neither ordinary Germans voting in the Reichstag elections in July 1932, nor foreign leaders reacting to the rise of Nazism, believe him? Why was anyone surprised when he simply did what he said he would do? She had no answer. The fall of my senior year at Princeton, nineteen deeply religious young men flew planes into the World Trade Center and the Pentagon. During the decade before 9/11, Osama Bin Laden had shouted out his warnings of mass murder using all the means of modern communication. And still we were surprised when he did what he said he would do. So I suppose what happened here is that they said what they would do, and we did not listen. Then they did what they said they would do.

Grant says it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words. In the T-shirt-folding study, the team members reported perceiving the introverted leaders as more open and receptive to their ideas, which motivated them to work harder and to fold more shirts.

These tarnished rays, this night-smudged light — This is not that Dawn for which, ravished with freedom, we had set out in sheer longing, so sure that somewhere in its desert the sky harbored a final haven for the stars, and we would find it. We had no doubt that night’s vagrant wave would stray towards the shore, that the heart rocked with sorrow would at last reach its port. Friends, our blood shaped its own mysterious roads. When hands tugged at our sleeves, enticing us to stay, and from wondrous chambers Sirens cried out with their beguiling arms, with their bare bodies, our eyes remained fixed on that beckoning Dawn, forever vivid in her muslins of transparent light. Our blood was young — what could hold us back? Now listen to the terrible rampant lie: Light has forever been severed from the Dark; our feet, it is heard, are now one with their goal. See our leaders polish their manner clean of our suffering: Indeed, we must confess only to bliss; we must surrender any utterance for the Beloved — all yearning is outlawed. But the heart, the eye, the yet deeper heart — Still ablaze for the Beloved, their turmoil shines. In the lantern by the road the flame is stalled for news: Did the morning breeze ever come? Where has it gone? Night weighs us down, it still weighs us down. Friends, come away from this false light. Come, we must search for that promised Dawn.

In 90% of cases, you can start with one of the two most effective ways to open a speech: ask a question or start with a story. Our brain doesn’t remember what we hear. It remembers only what we “see” or imagine while we listen. You can remember stories. Everything else is quickly forgotten. Smell is the most powerful sense out of 4 to immerse audience members into a scene. Every sentence either helps to drive your point home, or it detracts from clarity. There is no middle point. If you don’t have a foundational phrase in your speech, it means that your message is not clear enough to you, and if it’s not clear to you, there is no way it will be clear to your audience. Share your failures first. Show your audience members that you are not any better, smarter or more talented than they are. You are not an actor, you are a speaker. The main skill of an actor is to play a role; to be someone else. Your main skill as a speaker is to be yourself. People will forgive you for anything except for being boring. Speaking without passion is boring. If you are not excited about what you are talking about, how can you expect your audience to be excited? Never hide behind a lectern or a table. Your audience needs to see 100% of your body. Speak slowly and people will consider you to be a thoughtful and clever person. Leaders don’t talk much, but each word holds a lot of meaning and value. You always speak to only one person. Have a conversation directly with one person, look him or her in the eye. After you have logically completed one idea, which usually is 10-20 seconds, scan the audience and then stop your eyes on another person. Repeat this process again. Cover the entire room with eye contact. When you scan the audience and pick people for eye contact, pick positive people more often. When you pause, your audience thinks about your message and reflects. Pausing builds an audiences’ confidence. If you don’t pause, your audience doesn’t have time to digest what you've told them and hence, they will not remember a word of what you've said. Pause before and after you make an important point and stand still. During this pause, people think about your words and your message sinks in. After you make an important point and stand still. During this pause, people think about your words and your message sinks in. Speakers use filler words when they don’t know what to say, but they feel uncomfortable with silence. Have you ever seen a speaker who went on stage with a piece of paper and notes? Have you ever been one of these speakers? When people see you with paper in your hands, they instantly think, “This speaker is not sincere. He has a script and will talk according to the script.” The best speeches are not written, they are rewritten. Bad speakers create a 10 minutes speech and deliver it in 7 minutes. Great speakers create a 5 minute speech and deliver it in 7 minutes. Explain your ideas in a simple manner, so that the average 12-year-old child can understand the concept. Good speakers and experts can always explain the most complex ideas with very simple words. Stories evoke emotions. Factual information conveys logic. Emotions are far more important in a speech than logic. If you're considering whether to use statistics or a story, use a story. PowerPoint is for pictures not for words. Use as few words on the slide as possible. Never learn your speech word for word. Just rehearse it enough times to internalize the flow. If you watch a video of your speech, you can triple the pace of your development as a speaker. Make videos a habit. Meaningless words and clichés neither convey value nor information. Avoid them. Never apologize on stage. If people need to put in a lot of effort to understand you they simply won’t listen. On the other hand if you use very simple language you will connect with the audience and your speech will be remembered.

You`re happy, but you don`t know it. You`re even overflowing with happiness, and you don`t know how to rejoice in it. All your life, you`ve only listened to other people-your teachers and your holy men, your leaders and your demons-and they`ve spoken to you of nothing but wrongs and bitterness and war. That`s what your ears are filled with; that`s why your hands shake. And that`s why you`re afraid to listen to your heart right now and seize the opportunity that`s come to you at last. Listen to your heart. It`s the only voice that`s talking to you about yourself, the only counselor that knows the real truth. Its reasons are stronger than all the reasons in the world. Trust your heart and let it guide your steps. And above all, don`t be afraid.

Thatcher is remembered as The Iron Lady only because she possessed completely negative traits such as persistent stubbornness and a determined refusal to listen to others. Every move she made was charged by negativity; she destroyed the British manufacturing industry, she hated the miners, she hated the arts, she hated the Irish Freedom Fighters and allowed them to die, she hated the English poor and did nothing at all to help them, she hated Greenpeace and environmental protectionists, she was the only European political leader who opposed a ban on the ivory trade, she had no wit and no warmth and even her own cabinet booted her out.(...)She will only be fondly remembered by sentimentalists. As a matter of recorded fact, Thatcher was a terror without an atom of humanity.

Orpheus chose to be the leader of mankind. Ah, not even Orpheus had attained such a goal, not even his immortal greatness had justified such vain and presumptuous dreams of grandeur, such flagrant overestimation of poetry! Certainly many instances of earthly beauty--a song, the twilit sea, the tone of the lyre, the voice of a boy, a verse, a statue, a column, a garden, a single flower--all possess the divine faculty of making man hearken unto the innermost and outermost boundaries of his existence, and therefore it is not to be wondered at that the lofty art of Orpheus was esteemed to have the power of diverting the streams from their beds and changing their courses, of luring the wild beasts of the forest with tender dominance, of arresting the cattle a-browse upon the meadows and moving them to listen, caught in the dream and enchanted, the dreamwish of all art: the world compelled to listen, ready to receive the song and its salvation. However, even had Orpheus achieved his aim, the help lasts no longer than the song, nor does the listening, and on no account might the song resound too long, otherwise the streams would return to their old courses, the wild beasts of the forest would again fall upon and slay the innocent beasts of the field, and man would revert again to his old, habitual cruelty; for not only did no intoxication last long, and this was likewise true of beauty's spell, but furthermore, the mildness to which men and beasts had yielded was only half of the intoxication of beauty, while the other half, not less strong and for the most part far stronger, was of such surpassing and terrible cruelty--the most cruel of men delights himself with a flower--that beauty, and before all the beauty born of art, failed quickly of its effect if in disregard of the reciprocal balance of its two components it approached man with but one of them.

THE COUNCIL WAS NOTHING LIKE Jason imagined. For one thing, it was in the Big House rec room, around a Ping-Pong table, and one of the satyrs was serving nachos and sodas. Somebody had brought Seymour the leopard head in from the living room and hung him on the wall. Every once in a while, a counselor would toss him a Snausage. Jason looked around the room and tried to remember everyone’s name. Thankfully, Leo and Piper were sitting next to him—it was their first meeting as senior counselors. Clarisse, leader of the Ares cabin, had her boots on the table, but nobody seemed to care. Clovis from Hypnos cabin was snoring in the corner while Butch from Iris cabin was seeing how many pencils he could fit in Clovis’s nostrils. Travis Stoll from Hermes was holding a lighter under a Ping-Pong ball to see if it would burn, and Will Solace from Apollo was absently wrapping and unwrapping an Ace bandage around his wrist. The counselor from Hecate cabin, Lou Ellen something-or-other, was playing “got-your-nose” with Miranda Gardiner from Demeter, except that Lou Ellen really had magically disconnected Miranda’s nose, and Miranda was trying to get it back. Jason had hoped Thalia would show. She’d promised, after all—but she was nowhere to be seen. Chiron had told him not to worry about it. Thalia often got sidetracked fighting monsters or running quests for Artemis, and she would probably arrive soon. But still, Jason worried. Rachel Dare, the oracle, sat next to Chiron at the head of the table. She was wearing her Clarion Academy school uniform dress, which seemed a bit odd, but she smiled at Jason. Annabeth didn’t look so relaxed. She wore armor over her camp clothes, with her knife at her side and her blond hair pulled back in a ponytail. As soon as Jason walked in, she fixed him with an expectant look, as if she were trying to extract information out of him by sheer willpower. “Let’s come to order,” Chiron said. “Lou Ellen, please give Miranda her nose back. Travis, if you’d kindly extinguish the flaming Ping-Pong ball, and Butch, I think twenty pencils is really too many for any human nostril. Thank you. Now, as you can see, Jason, Piper, and Leo have returned successfully…more or less. Some of you have heard parts of their story, but I will let them fill you in.” Everyone looked at Jason. He cleared his throat and began the story. Piper and Leo chimed in from time to time, filling in the details he forgot. It only took a few minutes, but it seemed like longer with everyone watching him. The silence was heavy, and for so many ADHD demigods to sit still listening for that long, Jason knew the story must have sounded pretty wild. He ended with Hera’s visit right before the meeting.

By eroding their sense of shame we've made immorality normal, not only in the world but also in the forbidden squadron. ...their new Christian friends recommended some of the movies Fletcher had been wondering if he should now avoid. I was delighted one of them said, "This is a great movie--only one sex scene, and the f-word's only used a few times." 'Titanic' is one of my favorites. How many Christian young people have watched it in their own homes? Think of it, Squaltaint. Suppose someone in the youth group said to the boys, 'There's an attractive girl down the street. Let's get together and go look through her window and watch her undress and lay back on a couch and pose naked from the waist up. Then this girl and her boyfriend will get in a car and have sex--let's get as close as we can and listen to them and watch the windows steam up.' The strategy would never work. They'd know immediately it was wrong. But you can get them to do exactly the same thing by using a television instead of a window. That's all is takes! Think of it, Squaltaint. Every day Christians across the country, including many squadron leaders, watch women and men undress and commit acts of fornication and adultery the Enemy calls an abomination. We've made them a bunch of voyeurs! Churches full of peeping toms.

I advise you to look for a chance to break away, to find a subject you can make your own. That is where the quickest advances are likely to occur, as measured by discoveries per investigator per year. Therein you have the best chance to become a leader and, as time passes, to gain growing freedom to set your own course. If a subject is already receiving a great deal of attention, if it has a glamorous aura, if its practitioners are prizewinners who receive large grants, stay away from that subject. Listen to the news coming from the hubbub, learn how and why the subject became prominent, but in making your own long-term plans be aware it is already crowded with talented people. You would be a newcomer, a private amid bemedaled first sergeants and generals. Take a subject instead that interests you and looks promising, and where established experts are not yet conspicuously competing with one another, where few if any prizes and academy memberships have been given, and where the annals of research are not yet layered with superfluous data and mathematical models.

MELITO OF SARDIS Melito, bishop of Sardis, died around the year A.D. 180. Until recently, few students of church history paid much attention to him. One of the reasons might be that he ended up on the “wrong side” of the ancient debate over how to determine the date of Easter. Only recently a sermon on the Passover was found, penned by Melito. It provides us with a tremendous insight into the theology of the late second century. I reproduce here just one section, which requires no commentary, only a hearty “Amen!”: And so he was lifted up upon a tree and an inscription was attached indicating who was being killed. Who was it? It is a grievous thing to tell, but a most fearful thing to refrain from telling. But listen, as you tremble before him on whose account the earth trembled! He who hung the earth in place is hanged. He who fixed the heavens in place is fixed in place. He who made all things fast is made fast on a tree. The Sovereign is insulted. God is murdered. The King of Israel is destroyed by an Israelite hand. This is the One who made the heavens and the earth, and formed mankind in the beginning, The One proclaimed by the Law and the Prophets, The One enfleshed in a virgin, The One hanged on a tree, The One buried in the earth, The One raised from the dead and who went up into the heights of heaven, The One sitting at the right hand of the Father, The One having all authority to judge and save, Through Whom the Father made the things which exist from the beginning of time. This One is “the Alpha and the Omega,” This One is “the beginning and the end” . . . the beginning indescribable and the end incomprehensible. This One is the Christ. This One is the King. This One is Jesus. This One is the Leader. This One is the Lord. This One is the One who rose from the dead. This One is the One sitting on the right hand of the Father. He bears the Father and is borne by the Father. “To him be the glory and the power forever. Amen.” The deity of Christ, His two natures, His virgin birth, His being the Creator, His distinction from the Father—all part and parcel of the preaching of the bishop of Sardis near the end of the second century.

In the cult, the people in power dictate what cult members are to do. Children raised in cults are systematically stripped of their own autonomous power and forced to feel powerful only in the destructive context allowed by the cult, and always under the power of the leader. Ritual abuse survivors have had to learn to be outer oriented - to perceive what is expected of them and do that, whether it is healthy for them or not. When a therapist creates a context in which he or she is the leader, and the client is to listen, learn, and follow what the therapist says, the therapist has inadvertently replicated the power system of the cult. That is not to say that the therapist has no power; the therapist has a lot of power, but the power the therapist has resides in authority based upon his or her expertise, knowledge, training and sensitivity. The point is to use this authority in a way in which the client can also begin to feel his or her own authority, and begin to develop a healthy feeling of power. The word used quite often now is "empowerment." How do you empower a client?

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

And yet that performance has a method. Trump's artlessness, like Mark Antony's, is only apparent. Listen, for example, as he performs one of his favorite riffs. He begins by saying something critical of Mexicans and Chinese. Then he turns around and says, 'I love the Mexican and Chinese people, especially the rich ones who buy my apartments or stay at my hotels or play on my golf courses.' It's their leaders I criticize, he explains, but then in a millisecond he pulls the sting from the criticism: 'they are smarter and stronger than our leaders; they're beating us.' And then the payoff all this has been leading up to, the making explicit of what has been implied all along. 'If I can sell them condominiums, rent space to them in my building at my price, and outfox them in deals, I could certainly outmaneuver them when it came to trade negotiations and immigration.' (And besides, they love me.) Here is the real message, the message that makes sense of the disparate pieces of what looks like mere disjointed fumbling: I am Donald Trump; nobody owns me. I don't pander to you. I don't pretend to be nice and polite; I am rich and that's what you would like to be; I'm a winner; I beat people at their own game, and if you vote for me I will beat our adversaries; if you want wonky policy details, go with those losers who offer you ten-point plans; if you want to feel good about yourselves and your country, stick with me. So despite the lack of a formal center or an orderly presentation, Trump was always on point because the point was always the same. He couldn't get off message because the one message was all he had.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

You know, there’s no need for you to stay here against your will. You could come home.” Kestrel splattered oil onto Cheat’s feet and smeared it into the rough skin. “No. There’s nothing there I want.” She felt his gaze on her bowed head, on her hands moving over his feet. “Do you do this for Arin?” “No.” “What do you do for him?” Kestrel straightened. Her palms were greasy. She rubbed them into her skirts, not caring that disgust was at least one of the things Cheat wanted to see. Why, why would he want that? She turned to leave. “We’re not done,” he said. “We are,” said Kestrel, “unless you’d like to see how much my father taught me about unarmed combat. I’ll drown you in that fountain. If I can’t, I’ll scream loud enough to bring every Herrani in this house running, and make them wonder what kind of man their leader is, that a Valorian girl so easily snapped his self-control.” She walked away, and he didn’t follow, though she felt his eyes on her until she turned a corner. She found the kitchens, the most populated place in the house, and stood by a fire, listening to the metal clatter of kettles. She ignored the strange looks. Then she was shaking, as much with fury as anything else. Tell Arin. Kestrel waved that thought away. What good would telling Arin do? Arin was a black box hidden below a smooth tile. A trap door opening beneath her. He wasn’t what she’d thought he was. Maybe Arin had known that this would happen, or something like it. Maybe he wouldn’t even mind.

I want to sit around a Gypsy campfire, eating freshly caught rabbit in the company of bare knuckle fighters, and listen to stories about their fights. I want to sit with King Arthur and the Knights of the Round Table after they’ve defeated the barbarians in battle. I want to be there when Arthur pulls Excalibur from the stone, and I want to be surrounded by dragons, wizards and sorcerers. I want to meet the Muslim leader, Saladin, who occupied Jerusalem in 1187, and despite the fact that a number of holy Muslim places had been violated by Christians, preferred to take Jerusalem without bloodshed. He prohibited acts of vengeance, and his army was so disciplined that there were no deaths or violence after the city surrendered. I want to sit around the desert campfire with him. I want to drink with Caribbean buccaneers of the 17th century and listen to their tales of preying on shipping and Spanish settlements. I want to witness Celtic Berserkers fighting in ritual warfare in a trance-like fury. I want to spend time working on a scrap cruise, the very last cruise before the ship’s due to be scrapped, so there’s no future in it, and it attracts all the mad faces of the Merchant Navy. Faces that are known in that industry, who couldn’t survive outside ‘the life’ and who for the most part are quite dangerous and mad themselves. I’d rather have one friend who’ll fight like hell over ten who’ll do nothing but talk shit. And I want to ride with highwaymen on ribbons of moonlight over the purple moor.

Today the intellectual leaders of the Republican Party are the paranoids, kooks, know-nothings, and bigots who once could be heard only on late-night talk shows, the stations you listened to on long drives because it was hard to fall asleep while laughing. When any political movement loses all sense of self and has no unifying theory of government, it ceases to function as a collective rooted in thought and becomes more like fans of a sports team. Asking the Republican Party today to agree on a definition of conservatism is like asking New York Giants fans to have a consensus opinion on the Law of the Sea Treaty. It’s not just that no one knows anything about the subject; they don’t remotely care. All Republicans want to do is beat the team playing the Giants. They aren’t voters using active intelligence or participants in a civil democracy; they are fans. Their role is to cheer and fund their team and trash-talk whatever team is on the other side. This removes any of the seeming contradiction of having spent years supporting principles like free trade and personal responsibility to suddenly stop and support the opposite. Think of those principles like players on a team. You cheered for them when they were on your team, but then management fired them or traded them to another team, so of course you aren’t for them anymore. If your team suddenly decides to focus on running instead of passing, no fan cares—as long as the team wins. Stripped of any pretense of governing philosophy, a political party will default to being controlled by those who shout the loudest and are unhindered by any semblance of normalcy. It isn’t the quiet fans in the stands who get on television but the lunatics who paint their bodies with the team colors and go shirtless on frigid days. It’s the crazy person who lunges at the ref and jumps over seats to fight the other team’s fans who is cheered by his fellow fans as he is led away on the jumbotron. What is the forum in which the key issues of the day are discussed? Talk radio and the television shows sponsored by the team, like Fox & Friends, Tucker Carlson, and Sean Hannity.

Other animals are exceptionally good at identifying and reacting to predators, rivals and friends. They never act as if they believe that rivers or trees are inhabited by spirits who are watching. In all these ways, other animals continually demonstrate their working knowledge that they live in a world brimming with other minds as well as their knowledge of those minds' boundaries. their understanding seems more acute, pragmatic, and frankly, better than ours at distinguishing real from fake. So, I wonder, do humans really have a better developed Theory of Mind than other animals? ...Children talk to dolls for years, half believing or firmly believing that the doll hears and feels and is a worthy confidante. Many adults pray to statues, fervently believing that they're listening. ...All of this indicates a common human inability to distinguish conscious minds from inanimate objects, and evidence from nonsense. Children often talk to a fully imaginary friends whom they believe listens and has thoughts. Monotheism might be the adult version. ...In the world's most technologically advanced, most informed societies, a majority people take it for granted that disembodied spirits are watching, judging, and acting on them. Most leaders of modern nations trust that a Sky-God can be asked to protect their nation during disasters and conflicts with other nations. All of this is theory of mind gone wild, like an unguided fire hose spraying the whole universe with presumed consciousness. Humans' "superior" Theory of Mind is in part pathology. The oft repeated line "humans are rational beings" is probably our most half-true assertion about ourselves. There is in nature an overriding sanity and often in humankind an undermining insanity. We, among all animals, are most frequently irrational, distortional, delusional, and worried. Yet, I also wonder, is our pathological ability to generate false beliefs...also the very root of human creativity?

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

You have something to say to me, Cassidy, say it. Or shut the fuck up.” “All right,” Jules said. “I will.” He took a deep breath. Exhaled. “Okay, see, I, well, I love you. Very, very much, and . . .” Where to go from here . . .? Except, his plain-spoken words earned him not just a glance but Max’s sudden full and complete attention. Which was a little alarming. But it was the genuine concern in Max’s eyes that truly caught Jules off-guard. Max actually thought . . . Jules laughed his surprise. “Oh! No, not like that. I meant it, you know, in a totally platonic, non-gay way.” Jules saw comprehension and relief on Max’s face. The man was tired if he was letting such basic emotions show. “Sorry.” Max even smiled. “I just . . .” He let out a burst of air. “I mean, talk about making things even more complicated . . .” It was amazing. Max hadn’t recoiled in horror at the idea. His concern had been for Jules, about potentially hurting his tender feelings. And even now, he wasn’t trying to turn it all into a bad joke. And he claimed they weren’t friends. Jules felt his throat tighten. “You can’t know,” he told his friend quietly, “how much I appreciate your acceptance and respect.” “My father was born in India,” Max told him, “in 1930. His mother was white—American. His father was not just Indian, but lower caste. The intolerance he experienced both there and later, even in America, made him a . . . very bitter, very hard, very, very unhappy man.” He glanced at Jules again. “I know personality plays into it, and maybe you’re just stronger than he was, but . . . People get knocked down all the time. They can either stay there, wallow in it, or . . . Do what you’ve done—what you do. So yeah. I respect you more than you know.” Holy shit. Weeping was probably a bad idea, so Jules grabbed onto the alternative. He made a joke. “I wasn’t aware that you even had a father. I mean, rumors going around the office have you arriving via flying saucer—” “I would prefer not to listen to aimless chatter all night long,” Max interrupted him. “So if you’ve made your point . . .?” Ouch. “Okay,” Jules said. “I’m so not going to wallow in that. Because I do have a point. See, I said what I said because I thought I’d take the talk-to-an-eight-year-old approach with you. You know, tell you how much I love you and how great you are in part one of the speech—” “Speech.” Max echoed. “Because part two is heavily loaded with the silent-but-implied ‘you are such a freaking idiot.’” “Ah, Christ,” Max muttered. “So, I love you,” Jules said again, “in a totally buddy-movie way, and I just want to say that I also really love working for you, and I hope to God you’ll come back so I can work for you again. See, I love the fact that you’re my leader not because you were appointed by some suit, but because you earned very square inch of that gorgeous corner office. I love you because you’re not just smart, you’re open-minded—you’re willing to talk to people who have a different point of view, and when they speak, you’re willing to listen. Like right now, for instance. You’re listening, right?” “No.” “Liar.” Jules kept going. “You know, the fact that so many people would sell their grandmother to become a part of your team is not an accident. Sir, you’re beyond special—and your little speech to me before just clinched it. You scare us to death because we’re afraid we won’t be able to live up to your high standards. But your back is strong, you always somehow manage to carry us with you even when we falter. “Some people don’t see that; they don’t really get you—all they know is they would charge into hell without hesitation if you gave the order to go. But see, what I know is that you’d be right there, out in front—they’d have to run to keep up with you. You never flinch. You never hesitate. You never rest.