Leaders Of Tomorrow Quotes

Today a reader, tomorrow a leader.

Today a reader, tomorrow a leader.” ― Margaret Fuller

It is the duty of youths to war against indiscipline and corruption because they are the leaders of tomorrow.

Back in Washington, alone in the late afternoon of December 7, a chastened Franklin Roosevelt considered the situation.  He may have wondered how things had gone so terribly wrong.  But what might have been was now hindsight—the United States was at war and was in it to win. He spoke quietly to his secretary, Grace Tully. “Sit down, Grace. I’m going before Congress tomorrow. I’d like to dictate my message. It will be short.” 

Those days of autocratic leadership style are gone. It’s the age of partnerships where all your employees are your partners.

A good leader never takes credit but always takes the blame.

Youth are leaders TODAY, not just tomorrow!

Youth are leaders TODAY, not just tomorrow!

Tomorrow's leaders will not lead dictating from the front, nor pushing from the back. They will lead from the centre - from the heart

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

I say, 'Get me some poets as managers.' Poets are our original systems thinkers. They contemplate the world in which we live and feel obligated to interpret, and give expression to it in a way that makes the reader understand how that world runs. Poets, those unheralded systems thinkers, are our true digital thinkers. It is from their midst that I believe we will draw tomorrow's new business leaders." --Sidney Harman, CEO Multimillionaire of a stereo components company

Today Learner is Tomorrow Leader

The spectre of an absolute menace that requires absolute eradication binds leader and people in a hermetic utopian embrace, and the individual - always an annoyance to totality - ceases to exist.

Remember, action today can prevent a crisis tomorrow.

Today a reader, tomorrow a leader. If you have knowledge, let others light their candles in it. Very early I knew that the only objective in life was to grow

As long as there are crazed or crafty leaders to play on old fears, a mob will turn cruel.

It may be inferred again that the present movement for women’s rights will certainly prevail from the history of its only opponent, Northern conservatism. This [Northern conservatism] is a party which never conserves anything. Its history has been that it demurs to each aggression of the progressive party, and aims to save its credit by a respectable amount of growling, but always acquiesces at last in the innovation. What was the resisted novelty of yesterday is today one of the accepted principles of conservatism; it is now conservative only in affecting to resist the next innovation, which will tomorrow be forced upon its timidity and will be succeeded by some third revolution; to be denounced and then adopted in its turn. American conservatism is merely the shadow that follows Radicalism as it moves forward towards perdition. It remains behind it, but never retards it, and always advances near its leader. This pretended salt hath utterly lost its savor: wherewith shall it be salted? Its impotency is not hard, indeed, to explain. It is worthless because it is the conservatism of expediency only, and not of sturdy principle. It intends to risk nothing serious for the sake of the truth, and has no idea of being guilty of the folly of martyrdom. It always when about to enter a protest very blandly informs the wild beast whose path it essays to stop, that its “bark is worse than its bite,” and that it only means to save its manners by enacting its decent role of resistance: The only practical purpose which it now subserves in American politics is to give enough exercise to Radicalism to keep it “in wind,” and to prevent its becoming pursy and lazy, from having nothing to whip.

It bothered them [humanitarian aide workers] that the camp leaders might be war criminals, not refugees in any conventional sense of the word, but fugitives.

The sun will set and the sun will rise, and it will shine upon us tomorrow in our grief and our gratitude, and we will continue to live with purpose, memory, passion, and love.

What are we going to say if tomorrow it occurs to some African state to send its agents into Mississippi and to kidnap one of the leaders of the segregationist movement there? And what are we going to reply if a court in Ghana or the Congo quotes the Eichmann case as precedent?

People do not recognize that you can do it when you merely tell them you can. Until they see you doing it, they won’t follow you. Leaders who are willing to go further alone today are those to be consulted for solutions tomorrow.

Therefore do not worry about tomorrow, for tomorrow will worry about its own things. Sufficient for the day is its own trouble”. (Matthew 6:34)

If leaders are unable to slough off yesterday, to abandon yesterday, they simply will not be able to create tomorrow.

Faith in tomorrow’s solution requires faith in oneself – believing that you still have value and that there is still a sacred, unique place to shine your light.

If today's churches, companies and organizations want to be thriving tomorrow, they have an obligation to coach and mentor the new generation of leaders.

H. Nelson Jackson said, “I do not believe you can do today’s job with yesterday’s methods and be in business tomorrow.

Followers of today are the leaders of tomorrow, remember there is a costly price for every step towards the leadership destination.

Today’s young generation will be key contributors as our leaders of tomorrow.

We are not just the leaders of tomorrow. Leadership is not a destination, leadership is a lifetime journey

What you have with Sadie is nothing like what I have with Sadie, so it doesn't even matter. You can fuck anyone," he says. "You can't make games with anyone, though." "I make games with both of you," you point out. "I named Ichigo, for God's sake. I have been with both of you every step of the way. You can't say I haven't been here." "You've been here, sure. But you're fundamentally unimportant. If you weren't here, it would be someone else. You're a tamer of horses. You're an NPC, Marx." An NPC is a character that is not playable by a gamer. It is an AI extra that gives a programmed world verisimilitude. The NPC can be a best friend, a talking computer, a child, a parent, a lover, a robot, a gruff platoon leader, or the villain. Sam, however, means this as an insult---in addition to calling you unimportant, he's saying you're boring and predictable. But the fact is, there is no game without the NPCs. "There's no game without the NPCs," you tell him. "There's just some bullshit hero, wandering around with no one to talk to and nothing to do.

Raising our sons is among the most important social imprints we will leave on the world, for they will become the partners, husbands, fathers, friends, lovers, creators, and leaders of tomorrow.

Genocide, after all, is an exercise in community building. A vigorous totalitarian order requires that people be invested in the leaders' scheme, and while genocide may be the most perverse and ambitious means to this end, it is also the most comprehensive. In 1994, Rwanda was regarded in much of the rest of the world as the exemplary instance of the chaos and anarchy associated with collapsed states. In fact, the genocide was the product of order, authoritarianism, decades of modern political theorizing ans indoctrination, and one of the most meticulously administered states in history.

Because when a teacher appreciates you, you think "I am something!" In a society where people believe girls are weak, and not capable of anything except cooking and cleaning, you think "I have a talent." When a teacher tells you that all great leaders and scientists were once children, too, you think, "Maybe we can be the great ones tomorrow." In a country where so many people consider it a waste to send girls to school, it is a teacher who helps you believe in your dreams.

The Herons! The Herons! The mighty, fighting Herons! No other Brotherband you'll see Is even half as darin' We sailed away from Hallasholm, we had to be real quick, For Kloof had eaten Erak's ax and chewed his walking stick. We sailed across the Stormwite and we struck a mighty storm. We had to wear our woolly caps to keep us nice and warm. We sailed around Cape Shelter and then south to Araluen. We called upon the people there to find out what was doin'. We chased an evil slaver to the market of Socorro. "We can't rescue them tonight," said Hal. "We'll get them out tomorrow." Lydia and the Ranger burned the market to the ground. The rest of us, we freed the slaves then headed out of town. The Herons! The Herons! The mighty, fighting Herons! No other Brotherband you'll see Is even half as darin' The slave master named Mahmel was a nasty kind of thug, So Stiggy dropped a rock and crushed him like a bug. We sailed back to Cresthaven and we set the captives free. King Duncan said, "Well done, my lads, you're just the boys for me. My Ranger Gilan has to go hunt down some assassins So go along with him and give these wicked types a thrashin'." A pirate galley barred our way. We quickly overtook 'em. And Ingvar led the charge aboard to stab and chop and hook 'em. We beat the Tualaghi and the Scorpions as well. The Ranger stuck his saxe into the leader, the Shurmel. When all the assassins threw a fit of wild hysterics, Hal grabbed up the Shurmel's staff and brought it back for Erak. The Herons! The Herons! The mighty, fighting Herons! No other Brotherband you'll see Is even half as darin

Genocide, after all, is an exercise in community building. A vigorous totalitarian order requires that the people be invested in the leader's scheme, and while genocide may be the most perverse and ambitious means to this end, it is also the most comprehensive. In 1994, Rwanda was regarded in much of the rest of the world as the exemplary instance of chaos and anarchy associated with collapsed states. In fact, the genocide was the product of order, authoritarianism, decades of modern political theorizing and indoctrination, and one of the most meticulously administered states in history. And strange as it may sound, the ideology–or what Rwandans call "the logic"–of genocide was promoted as a way not to create suffering but alleviate it. The specter of an absolute menace that requires absolute eradication binds leader and people in a hermetic utopian embrace, and the individual–always an annoyance to totality–ceases to exist.

. We are guided by outcomes, not ideology. We have a policy of principled realism, rooted in shared goals, interests, and values. That realism forces us to confront a question facing every leader and nation in this room. It is a question we cannot escape or avoid. We will slide down the path of complacency, numb to the challenges, threats, and even wars that we face. Or do we have enough strength and pride to confront those dangers today, so that our citizens can enjoy peace and prosperity tomorrow?

The Decisions You Make Today Affect The Outcomes Of Tomorrow.

When the lenses in the eyes of a leader captures tomorrow, they don't print the passport size of it. They make enlargements.

Today a reader, tomorrow a leader اليوم قارئ وغدًا قائد

If you throw me to the wolves, tomorrow I will come back, leader of the whole pack.

The best leaders are constantly learning, curious about where they made mistakes and actively looking for areas where they might have it wrong.

Strive for excellence. Elbert Hubbard said, “The best preparation for good work tomorrow is to do good work today.

Who you were yesterday is not who you are today nor who you will be tomorrow.

Indian activist, Mahatma Gandhi, who was a leader and guru, had a HUNGER for peace and justice. One of his sayings was, “Live as if you were to die tomorrow. Learn as if you were to live forever.

You are worse than a corrupt politician if you don't vote, because tomorrow. You will be the first to complain about bad service delivery and how bad the country is being run by bad leaders and criminals.

I can’t help but wonder why leaders are so often hesitant to lead. I guess it takes a lot of conviction and trusting your gut to get ahead of your peers, your staff and your employees while they are still squabbling about which path to take, and set an unhesitating, unequivocal course whose rightness or wrongness will not be known for years. Such a decision really tests the mettle of the leader. By contrast, it doesn’t take much self-confidence to downsize a company—after all, how can you go wrong by shuttering factories and laying people off if the benefits of such actions are going to show up in tomorrow’s bottom line and will be applauded by the financial community?

Tomorrow’s leaders will be brave enough to scale the dangerous peaks of an increasingly competitive and ethically challenging mountain range. They will drive the problematic conversations that illuminate the valleys in between. T

Genocide, after all, is an exercise in community building. A vigorous totalitarian order requires that the people be invested in the leaders' scheme, and while genocide may be the most perverse and ambitious means to this end, it is also the most comprehensive. In 1994, Rwanda was regarded in much of the rest of the world as the exemplary instance of the chaos and anarchy associated with collapsed states. In fact, the genocide was the product of order, authoritarianism, decades of modern political theorizing and indoctrination, and one of the most meticulously administered states in history. And strange as it may sound, the ideology- or what Rwandans call "the logic"- -of genocide was promoted as a way not to create suffering but to alleviate it. The specter of an absolute menace that requires absolute eradication binds leader and people in a hermetic utopian embrace, and the individual-always an annoyance to totality -ceases to exist.

Remember: Leaders are dealers in hope. Nobody wants to live in a world without a tomorrow, without a reason to continue, without some dot on the horizon they’re aiming at. And if we want that, we’re going to have to make it. For them and for ourselves, heroically.

Fight for peace, not power. Fight for freedom, not fame. Fight for truth, not titles. Fight for justice, not money. Fight for equailty, not wealth. Fight for love, not acclaim. Fight for honor, not glory. Fight for family, not possessions. Fight for destiny, not for fortune. Fight for dignity, not for reputation. Fight for character, not for prominence. Fight for country, not for position. Fight for virtue, not for evil. Fight for humanity, not for acclaim. Fight for tomorrow, not for yesturday. Fight for all, not for some.

The value of money is not the only thing that might evaporate once people stop believing in it. The same can happen to laws, gods and even entire empires. One moment they are busy shaping the world, and the next moment they no longer exist. Zeus and Hera were once important powers in the Mediterranean basin, but today they lack any authority because nobody believes in them. The Soviet Union could once destroy the entire human race, yet it ceased to exist at the stroke of a pen. At 2 p.m. on 8 December 1991, in a state dacha near Viskuli, the leaders of Russia, Ukraine and Belarus signed the Belavezha Accords, which stated that ‘We, the Republic of Belarus, the Russian Federation and Ukraine, as founding states of the USSR that signed the union treaty of 1922, hereby establish that the USSR as a subject of international law and a geopolitical reality ceases its existence.’ And that was that. No more Soviet Union.

I’m the only sane inmate of Asylum Earth. I’m not eager to hand tomorrow over to an interplanetary extremist with laser eyes. There’s only room on this world for one leader, Superman. When I’m finished with you, every last gibbon out there will know you for the menace you are… and they’ll realize that Lex Luthor is their savior.

Collins, echoing Ed Catmull, “What separates people is the return on luck, what you do with it when you get it. What matters is how you play the hand you’re dealt.” He continues, “You don’t leave the game, until it’s not your choice. Steve Jobs had great luck at arriving at the birth of an industry. Then he had bad luck in getting booted out. But Steve played whatever hand he was dealt to the best of his ability. Sometimes you create the hand, by giving yourself challenges that will make you stronger, where you don’t even know what’s next. That’s the beauty of the story. Steve’s almost like the Tom Hanks character in Castaway—just keep breathing because you don’t know what the tide will bring in tomorrow.

On two occasions, the person I had chosen as airplane captain came through as environmental leader in this second exercise. These exercises reinforced my belief that leadership indeed depends on the situation. As circumstances change, leadership must change. A certain set of skills, instincts, and personality traits may be perfect today, but useless tomorrow.

As an engineer trained in the U.S., I look at the assault on evolution—which is actually an assault on science overall—as much more than an intellectual issue; for me, it’s personal. I feel strongly that we need the young people of today to become the scientists and the engineers of tomorrow so that my native United States continues to be a world leader in discovery and innovation. If we suppress science in this country, we are headed for trouble.

The battle of good versus evil is the oldest and most re-occurring story tale in the book of life. It never ends because no matter how you cut off the tail of evil, it will always grow back again and again. This old story will always continue into infinity until we closely examine our past errors to prevent giving the snake a new head in the future. You can destroy a demon, but a new one will always come back later in time. You can bring down a corrupt leader, but another one will rise up again with time. As long as the ego overcomes the heart of a man, evil will always exist, and the enemies of God will continue to multiply and thrive. If a tree is bearing bad fruit, you do not destroy the tree by cutting off its branches or eliminating its fruit, but by destroying its roots. I want you to look at the world as this poisoned tree. Even if we eliminate our enemies today, we will create new ones tomorrow. The forumla to cut off the head of the snake once and fall is very simple, and this basic solution is written in all your holy books — 'LOVE IS THE ANSWER'. The strongest counterspell to destroy all forces of black magic is love. Pure unconditional love. However, to be able to emit the right frequency of love, one must first succeed in their own personal battle of good versus evil: heart (conscience) vs. mind (ego). Once you learn how to use your heart to embrace all living things as you do your own reflection, and use your heart to detect truths and dictate your actions, your heart will not be fully activated to love all of mankind the right way. Where there is love, there will be truth and light. Take away the love or truth, and we will forever remain in the dark. Truth, light and love must all co-exist in perfect harmony to overcome evil on earth. And they cannot just be secluded to one part of the world, but reign as divine royalty across the entire globe.

Who of us is any longer in doubt of our depravity; do we need another demonstration? for we know what we did yesterday in Europe, what we do today in Africa and Asia, what plans we have to destroy Tomorrow itself, as though Time were a fellow creature. O ye Wraiths, ye Absent Gods and dead Immortals, look upon us here! What an age! what moralities! Empty skies, plaster eagles, TV faces and their blatant lies are now our leaders. Look on us, then, and laugh your fill…at least while we remain to be amusing.

In the coming decades, it is likely that we will see more Internet-like revolutions, in which technology steals a march on politics. Artificial intelligence and biotechnology might soon overhaul our societies and economies – and our bodies and minds too – but they are hardly a blip on our political radar. Our current democratic structures just cannot collect and process the relevant data fast enough, and most voters don’t understand biology and cybernetics well enough to form any pertinent opinions. Hence traditional democratic politics loses control of events, and fails to provide us with meaningful visions for the future. That doesn’t mean we will go back to twentieth-century-style dictatorships. Authoritarian regimes seem to be equally overwhelmed by the pace of technological development and the speed and volume of the data flow. In the twentieth century, dictators had grand visions for the future. Communists and fascists alike sought to completely destroy the old world and build a new world in its place. Whatever you think about Lenin, Hitler or Mao, you cannot accuse them of lacking vision. Today it seems that leaders have a chance to pursue even grander visions. While communists and Nazis tried to create a new society and a new human with the help of steam engines and typewriters, today’s prophets could rely on biotechnology and super-computers.

The first and most basic task of the minister of tomorrow is to clarify the immense confusion which can arise when people enter this new internal world. It is a painful fact indeed to realize how poorly prepared most Christian leaders prove to be when they are invited to be spiritual leaders in the true sense. Most of them are used to thinking in terms of large-scale organization, getting people together in churches … running the show as a circus director. They have become unfamiliar with, and even somewhat afraid of, the deep and significant movements of the Spirit. I am afraid that in a few decades the Church will be accused of having failed in its most basic task: to offer men creative ways to communicate with the source of human life.

Welcome, ladies and gentlemen, to your new home.’ He gestured to the stone walls of the cavern that surrounded them. ‘Your lives as you once knew them are over,’ he continued. ‘You have been selected, all of you, the worst, the most cunning, the most mischievous minds from around the world . . . selected to become part of an institution like no other. You have all exhibited certain unique abilities, abilities that set you apart from the mediocrity of the teeming masses and which mark you out as the leaders of tomorrow. Here, in this place, you will be furnished with the knowledge and experience to best exploit your own natural abilities, to hone your craft to a cutting edge.’ He paused and slowly surveyed the pale, wide-eyed faces before him. ‘Each of you has within you a rare quality, a gift if you will, a special talent for the supremely villainous. Society would have us believe that this is an undesirable characteristic, something that should be subdued, controlled, destroyed. But not here . . . no, here we want to see you blossom into all that you can be, to see your innate wickedness flourish, to make you the very worst that you can be.’ He stepped out from behind the lectern and walked to the edge of the raised platform. As he loomed over them he seemed to grow taller and some of those at the front of the group edged backwards nervously. ‘For today all of you have the unique honour and privilege of becoming the newest students of the world’s first and only school of applied villainy.’ He spread his arms, gesturing to the walls around them. ‘Welcome to H.I.V.E., the Higher Institute of Villainous Education.

China seems to offer a much more serious challenge than Western social protestors. Despite liberalising its politics and economics, China is neither a democracy nor a truly free-market economy, which does not prevent it from becoming the economic giant of the twenty-first century. Yet this economic giant casts a very small ideological shadow. Nobody seems to know what the Chinese believe these days – including the Chinese themselves. In theory China is still communist, but in practice it is nothing of the kind. Some Chinese thinkers and leaders toy with a return to Confucianism, but that’s hardly more than a convenient facade. This ideological vacuum makes China the most promising breeding ground for the new techno-religions emerging from Silicon Valley (which we will discuss in the following chapters). But these techno-religions, with their belief in immortality and virtual paradises, will take at least a decade or two to establish themselves. Hence at present China doesn’t pose a real alternative to liberalism. For bankrupt Greeks despairing of the liberal model and searching for a substitute, ‘imitating the Chinese’ isn’t a viable option.

It doesn't take ten years of study, you don't need to go to the University, to find out that this is a damned good world gone wrong. Gone wrong, because it is being monkeyed with by people too greedy and mean and wrong-hearted altogether to do the right thing by our common world. They've grabbed it and they won't let go. They might lose their importance; they might lose their pull. Everywhere it's the same. Beware of the men you make your masters. Beware of the men you trust. We've only got to be clear-headed to sing the same song and play the same game all over the world, we common men. We don't want Power monkeyed with, we don't want Work and Goods monkeyed with, and, above all, we don't want Money monkeyed with. That's the elements of politics everywhere. When these things go wrong, we go wrong. That's how people begin to feel it and see it in America. That's how we feel it here -- when we look into our minds. That's what common people feel everywhere. That's what our brother whites -- "poor whites" they call them -- in those towns in South Carolina are fighting for now. Fighting our battle. Why aren't we with them? We speak the same language; we share the same blood. Who has been keeping us apart from them for a hundred and fifty-odd years? Ruling classes. Politicians. Dear old flag and all that stuff! Our school-books never tell us a word about the American common man; and his school-books never tell him a word about us. They flutter flags between us to keep us apart. Split us up for a century and a half because of some fuss about taxing tea. And what are our wonderful Labour and Socialist and Communist leaders doing to change that? What are they doing to unite us English-speaking common men together and give us our plain desire? Are they doing anything more for us than the land barons and the factory barons and the money barons? Not a bit of it! These labour leaders of to-day mean to be lords to-morrow. They are just a fresh set of dishonest trustees. Look at these twenty-odd platforms here! Mark their needless contradictions! Their marvellous differences on minor issues. 'Manoeuvres!' 'Intrigue.' 'Personalities.' 'Monkeying.' 'Don't trust him, trust me!' All of them at it. Mark how we common men are distracted, how we are set hunting first after one red herring and then after another, for the want of simple, honest interpretation...

The first is to bring clarity to those you work with. This is one of the foundational things leaders do every day, every minute. In order to bring clarity, you’ve got to synthesize the complex. Leaders take internal and external noise and synthesize a message from it, recognizing the true signal within a lot of noise. I don’t want to hear that someone is the smartest person in the room. I want to hear them take their intelligence and use it to develop deep shared understanding within teams and define a course of action. Second, leaders generate energy, not only on their own teams but across the company. It’s insufficient to focus exclusively on your own unit. Leaders need to inspire optimism, creativity, shared commitment, and growth through times good and bad. They create an environment where everyone can do his or her best work. And they build organizations and teams that are stronger tomorrow than today. ​Third, and finally, they find a way to deliver success, to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeking solutions.

The Germans were eventually beaten only when the liberal countries allied themselves with the Soviet Union, which bore the brunt of the conflict and paid a much higher price: 25 million Soviet citizens died in the war, compared to half a million Britons and half a million Americans. Much of the credit for defeating Nazism should be given to communism. And at least in the short term, communism was also the great beneficiary of the war. The Soviet Union entered the war as an isolated communist pariah. It emerged as one of the two global superpowers, and the leader of an expanding international bloc. By 1949 eastern Europe became a Soviet satellite, the Chinese Communist Party won the Chinese Civil War, and the United States was gripped by anti-communist hysteria. Revolutionary and anti-colonial movements throughout the world looked longingly towards Moscow and Beijing, while liberalism became identified with the racist European empires. As these empires collapsed, they were usually replaced by either military dictatorships or socialist regimes, not liberal democracies. In 1956 the Soviet premier, Nikita Khrushchev, confidently told the liberal West that ‘Whether you like it or not, history is on our side. We will bury you!

It must be clear to those who look below the surface of things that far-reaching changes in our fundamental ideas and attitudes are setting in, and that the world of to-morrow will be a very different one from that which carried us into the abyss in 1914. In this connection a grave duty arises also for our science and philosophy. The higher thought of our day should not exhaust itself in fine-spun technicalities of speculation or research, but should regard itself as dedicated to service and should make its distinctive contribution towards the upbuilding of a new constructive world-view. We are passing through one of the great transition epochs of history; we are threatened with reaction on the one hand and with disintegration on the other. The old beacon lights are growing dimmer, and the torch of new ideas has to be kindled for our guidance. The word is largely with our intellectual leaders. In the last resort a civilisation vi PREFACE TO SECOND EDITION depends on its general ideas; it is nothing but a spiritual structure of the dominant ideas expressing themselves in institutions and the subtle atmosphere of culture. If the soul of our civilisation is to be saved we shall have to find new and fuller expression for the great saving unities—the unity of reality in all its range, the unity of life in all its forms, the unity of ideas throughout human civilisation, and the unity of man's spirit with the mystery of the Cosmos in religious faith and aspiration. Holism is in its own way a groping towards the new light and to new points of view. And I cannot help feeling that if the full extent of its implications is realised, both science and philosophy

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

Tomorrow,” he says. “I will show you to my leader tomorrow.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

Today is half of Yesterday and Tomorrow, Choose Today to make Tomorrow

Consciously create leadership while leading a consciously creative team.

Nigerians have resolved to be praise singers to corrupt leaders. We have failed to ask for accountability. Our conscience has been beclouded with religious and ethnic sentiments. Our sense of judgement and reason have been blinded by poverty. We chose to mortgage our tomorrow and the future of our children for the rice and a few Naira notes they share during elections.

I feel strongly that we need the young people of today to become the scientists and the engineers of tomorrow so that my native United States continues to be a world leader in discovery and innovation. If we suppress science in this country, we are headed for trouble.

Called the Academy for Citizens of Tomorrow (ACT) Program, it focuses on giving young people the opportunity to become leaders both in their school and in the broader community.

Food for all children in this world .! Look at African child ! Look at African child starving to death in opulent ! Just look at them ! Look at them , the African children anguishing all night long for insomnia prospecting for food ,while next door affluent is unconcerned slumbering ! Look at African child “ toil and moil ! Look at them , No child in this world deserves this torment regardless of Race ! Look at that blissful African children awaiting splendor , but got none Look at them ! Look at those eyes of African child seeking for food ! Though ! food is suppose to be affordable for all regardless of race or geographical positions in this world ! Look at them , ! Look at them doomed sufferer , simply because they’re children ! Just look at them , many likely leader of tomorrow , but disroot´s before then ! Every child , deserves food , shelter , Education and medications ! Look at what greed has done to our offspring! They’ve every chance of survival , if their “ruling raccoons ” had puffed little for their needy - toddlers ! Look at them ! Look at what chastisement .. Concocted out of -Avaricious -called “corruption” Look at them the African children !

You had to believe that it was going to take some time; that you weren’t going to wake up tomorrow morning and it was all going to be fixed,

These bridging roles may soon become the responsibility of every manager. “I believe,” said Markus Nordlin, CIO of Zurich Insurance, “that the successful leaders of tomorrow, in any business or industry, are going to be true hybrid professionals who have spent some time in IT but have shifted to operations and vice-versa.

can have a state tomorrow if they behave like the Zionist leaders – saying a pragmatic yes to what they can get, even if it is far less than they feel is justly deserved.

I had an insight.” Chris said. “Being a leader is not about me. It’s about them. I listen to them more.

Creative Individuals 1. Are Independent Thinkers 2. Great Listeners 3. Keen Observers 4. Risk Takers 5. Influential 6. Inborn Leaders 7.Dream Like There's No Tomorrow 8. Make Mistakes And Learn 9. Fall And Rise 10. Eager For Knowledge 11. Believe In Implementation Of Their Creativity 12. Self Confidence 13. Driven By Positivity 14. Self-Control

Based on your current results, what changes are you going to have to make to ensure that your products and services of tomorrow are exactly what the customers will be wanting at that time?

Stiff.” I wake with a start, my hands still clutching the pillow. There is a wet patch on the mattress under my face. I sit up, wiping my eyes with my fingertips. Peter’s eyebrows, which usually turn up in the middle, are furrowed. “What happened?” Whatever it is, it can’t be good. “Your execution has been scheduled for tomorrow morning at eight o’clock.” “My execution? But she…she hasn’t developed the right simulation yet; she couldn’t possibly…” “She said that she will continue the experiments on Tobias instead of you,” he says. All I can say is: “Oh.” I clutch the mattress and rock forward and back, forward and back. Tomorrow my life will be over. Tobias may survive long enough to escape in the factionless invasion. The Dauntless will elect a new leader. All the loose ends I will leave will be easily tied up. I nod. No family left, no loose ends, no great loss. “I could have forgiven you, you know,” I say. “For trying to kill me during initiation. I probably could have.” We are both quiet for a while. I don’t know why I told him that. Maybe just because it’s true, and tonight, of all nights, is the time for honesty. Tonight I will be honest, and selfless, and brave. Divergent. “I never asked you to,” he says, and turns to leave. But then he stops at the door frame and says, “It’s 9:24.” Telling me the time is a small act of betrayal--and therefore an ordinary act of bravery. It is maybe the first time I’ve seen Peter be truly Dauntless.

Success is whatever makes you feel you’re living with purpose.

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

I feel strongly that we need the young people of today to become the scientists and the engineers of tomorrow so that my native United States continues to be a world leader in discovery and innovation.

The problem with this,” Jeff noted, “is if you do not create and maintain a working environment where you are always asking questions of your employees and forcing them to think, then you will probably never be any better tomorrow than you are today. Yesterday's solutions will not solve tomorrow's problems. “I learned that you need to get to a different level of thinking if you are going to tackle tomorrow's problems—and who else is better to teach you how your environment is changing than the managers on the floor or in the trenches?

In vain I warned other Arab leaders, those pleasure-seeking gluttons who only listen to the fawning and simpering of those who owe them favors. There was a full complement of them at Cairo, lined up like onions, spying on each other on the sly, half of them so conceited they could not stop behaving like constipated patriarchs, the other half too thick to be able to look serious. Arrivistes who thought they had really arrived, comic-opera presidents unable to shake off their country-bumpkin reflexes, petrodollar emirs looking like rabbits straight out of the magician's hat, sultans wrapped in their robes like ghosts, disgusted at the blathering eulogies the speakers were trotting out ad infinitum. Why were they there? They cared for nothing that did not concern their personal fortunes. Busy stuffing their pockets, they refused to look up to see how dizzyingly fast the world was changing or how tomorrow's storm clouds of hate were gathering on the horizon.

Later that week, on the plane home, Ross wrote me a scathing eleven-page confidential report. He called my "$2 billion by 2020" vision "statistically impossible" and "ridiculous," and listed my blind spots as a leader. "Charity: water is a shop of 15 people, but a team of exactly one. You," Ross wrote. "You control everything, You even run everything. You are the product design guy. The merchandising guy. The fundraising guy. The message guy. Probably even the check-signing guy ... Metaphorically, if you're still in the club biz, you can either be the bartender or running the show ... You can't mix the drinks and run the whole club." Ross said I needed to start thinking like a CEO, which meant grow up, stop worrying about day-to-day details, and start focusing on big-picture, multi-year goals. "Whether history records you as a success or failure," Ross warned, "will depend on whether you can shift from living in today to living in tomorrow." It was some of the best advice I'd ever gotten. p221

This is the beginning of a new day. You have been given this day to use as you will. You can waste it or use it for good. What you do today is important because you are exchanging a day of your life for it. When tomorrow comes, this day will be gone forever. In its place is something you have left behind … let it be something good.

Think of yourself in a job two levels higher than the one you have now. Imagine what you’d be doing. What do you look like—how are you dressed? Do you seem poised and in command? Reflect on some of the women leaders who are actually at that level now. How do they carry themselves? How do they dress? In preparing for what you will wear to work tomorrow, keep these images in mind. Pick your clothes accordingly. Also, practice carrying yourself as a leader—shoulders relaxed and back with your head held high as you walk.

I had felt compelled to write this letter because we had emerged from the Great Recession of 2008 in great shape, outpacing our peers and also Honeywell’s historical performance during recessions. While the experience was still fresh, I wanted to capture my reflections on how we had done it, in the hopes that my successors would have an easier time dealing with similar situations in the future and wouldn’t have to waste time learning what we’d learned. If you haven’t written such postmortem analyses (or white papers, as we called them) for your organization, I strongly suggest it. As we saw in chapter 1, intellectual rigor is vital for organizations seeking to perform well today and tomorrow, and leaders are uniquely positioned to establish and maintain that rigor.

Educators are instrumental mentors molding the elite leaders of tomorrow.

Too often, leaders ignore the signals, wait too long to take action, or plan for only one scenario. Not only will first-movers create new strategies, thought leadership, hacks, or exploits to align with the trend, they are likely developing third and fourth iterations already.

Amazon’s founder, Jeff Bezos, has said that when mapping the future, leaders must “be stubborn on vision but flexible on details.”1 You may have correctly forecast a new trend and set a course of action; now, you must explore the particulars of that course, looking for possible roadblocks.

Nus believes he can make a more useful contribution to the leaders he serves if he has fewer distractions, some time to think, to experiment, to shape decisions and outcomes. While the A is fighting fires, batting today’s questions and barking tomorrow’s orders, the C can reflect on next week’s – or next year’s – agenda, separating the important from the urgent.

They’ve been calling us leaders of tomorrow for decades now, but they knew we didn't really have to wait for ‘tomorrow’ before we could start leading...They lied.

So if we wish to cramp the moral imaginations of our children, we must tarnish the genuine heroes of our past, and at the same time place mirrors for self-adulation everywhere. Everyone is creative, everyone is “original.” Every one of the millions of lemmings is to believe himself a “leader of tomorrow,” leading tomorrow in perfectly predictable fashion right over the edge of the cliff and into the sea. Everyone must go to college, not to learn something about Homer and Thomas Aquinas, but to be a college graduate, to be somebody.

The greatest enemy of tomorrow’s success is yesterday’s success. —RICK WARREN

Today a reader, tomorrow a leader.

Today’s leaders cannot afford to be tomorrow’s losers

By the time the Copenhagen conference kicked off in December, it seemed that my worst fears were coming to pass. Domestically, we were still waiting for the Senate to schedule a vote on cap-and-trade legislation, and in Europe, the treaty dialogue had hit an early deadlock. We’d sent Hillary and Todd ahead of me to try to drum up support for our proposed interim agreement, and over the phone, they described a chaotic scene, with the Chinese and other BRICS leaders dug in on their position, the Europeans frustrated with both us and the Chinese, the poorer countries clamoring for more financial assistance, Danish and U.N. organizers feeling overwhelmed, and the environmental groups in attendance despairing over what increasingly looked like a dumpster fire. Given the strong odor of imminent failure, not to mention the fact that I was still busy trying to get other critical legislation through Congress before the Christmas recess, Rahm and Axe questioned whether I should even make the trip. Despite my misgivings, I decided that even a slight possibility of corralling other leaders into an international agreement overrode the fallout from a likely failure. To make the trip more palatable, Alyssa Mastromonaco came up with a skinnied-down schedule that had me flying to Copenhagen after a full day in the Oval and spending about ten hours on the ground—just enough time to deliver a speech and conduct a few bilateral meetings with heads of state—before turning around and heading home. Still, it’s fair to say that as I boarded Air Force One for the red-eye across the Atlantic, I was less than enthusiastic. Settling into one of the plane’s fat leather conference-room chairs, I ordered a tumbler of vodka in the hope that it would help me get a few hours’ sleep and watched Marvin fiddle with the controls of the big-screen TV in search of a basketball game. “Has anyone ever considered,” I said, “the amount of carbon dioxide I’m releasing into the atmosphere as a result of these trips to Europe? I’m pretty sure that between the planes, the helicopters, and the motorcades, I’ve got the biggest carbon footprint of any single person on the whole goddamn planet.” “Huh,” Marvin said. “That’s probably right.” He found the game we were looking for, turned up the sound, then added, “You might not want to mention that in your speech tomorrow.