Leaders Take Responsibility Quotes

Discipline isn't about showing a dog who's boss; it's about taking responsibility for a living creature you have brought into your world.

I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential.

When you accept a leadership role, you take on extra responsibility for your actions toward others.

Like the gardener, a leader must take responsibility for what he cultivates; he must mind his work, try to repel enemies, preserve what can be preserved, and eliminate what cannot succeed.

On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.

any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

But children are the only people who don't have to take responsibility for anyone but themselves. The rest of us have to take responsibility for the things we cause to happen. You're a leader. People follow you. So frankly, if you can't take responsibility for the actions of your followers, that makes you nothing but a monster.

Leadership is taking care of yourself and empowering others to do the same. Leadership is not a position to earn, it’s an inherent power to claim. Leadership is the blood that runs through your veins—it’s born in you. It’s not the privilege of a few, it is the right and responsibility of all. Leader is not a title that the world gives to you—it’s an offering that you give to the world.

Parker Palmer observes, "A leader is a person who must take special responsibility for what's going on inside him or her self, inside his or her consciousness, lest the act of leadership create more harm than good.

For pomp is a tenacious force. And a wily one too. How humbly it bows its head as the emperor is dragged down the steps and tossed in the street. But then, having quietly bided its time, while helping the newly appointed leader on with his jacket, it compliments his appearance and suggests the wearing of a medal or two. Or, having served him at a formal dinner, it wonders aloud if a taller chair might not have been more fitting for a man with such responsibilities. The soldiers of the common man may toss the banners of the old regime on the victory pyre, but soon enough trumpets will blare and pomp will take its place at the side of the throne, having once again secured its dominion over history and kings. Nina

Great results occur when great responsibility is given. Your job as a leader is to give responsibility NOT take responsibility.

Too few leaders have the emotional fortitude to take responsibility for failure.

Instead, managers must become leaders in their own right, which means they must take responsibility for the care and protection of those in their charge, confident that their leaders will take care of them.

A willingness to be exposed and vulnerable. One of the major limitations of imagination’s fruits is the fear of standing out. It is more than a fear of criticism. It is anxiety at being alone, of being in a position where one can rely little on others, a position that puts one’s own resources to the test, a position where one will have to take total responsibility for one’s own response to the environment. Leaders must not only not be afraid of that position; they must come to love it.

An integrated male possesses many of the following attributes: •He has a strong sense of self. He likes himself just as he is. •He takes responsibility for getting his own needs met. •He is comfortable with his masculinity and his sexuality. •He has integrity. He does what is right, not what is expedient. •He is a leader. He is willing to provide for and protect those he cares about. •He is clear, direct, and expressive of his feelings. •He can be nurturing and giving without caretaking or problem-solving. •He knows how to set boundaries and is not afraid to work through conflict.

Being a token is real, and sometimes the urge to take a backseat so we don’t have to be “the one” is tempting. But denying fear of disappointing everyone to avoid responsibility for everyone doesn’t do anyone any good either.

When you were young and experienced traumas or attachment injuries, you didn’t have enough body or mind to protect yourself. Your Self couldn’t protect your parts, so your parts lost trust in your Self as the inner leader. They may even have pushed your Self out of your body and took the hit themselves—they believed they had to take over and protect you and your other parts. But in trying to handle the emergency, they got stuck in that parentified place and carry intense burdens of responsibility and fear, like a parentified child in a family.

In response to my question about how we might rein in the empire, he said, "That's why I'm meeting with you. Only you in the United States can change it. Your government created this problem and your people must solve it. You've got to insist that Washington honor its commitment to democracy, even when deomcratically elected leaders nationalize your corrupting corporations. You must take control of your corporations and your government. The people of the United States have a great deal of power. You need to come to grips with this. There's no alternative. We in Brazil have our hands tied. So do the Venezeulans. And the Nigerians. It's up to you.

Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

E-mail response time is the single best predictor of whether employees are satisfied with their boss, according to research by Duncan Watts, a Columbia University sociologist who is now a principal researcher for Microsoft Research. The longer it takes for a boss to respond to their e-mails, the less satisfied people are with their leader.1

This one phrase, "It is my life, I will do what I want," has done more damage than good. People choose to ignore the spirit and derive the meaning that is convenient to them. Such people have tied this phrase to selfishness and I'm sure that was not the intent. These people forget that we don't live in isolation. What you do affects me and what I do affects you. We are connected. We have to realize that we are sharing this planet and we must learn to behave responsibly. There are two kinds of people in this world--takers and givers. Takers eat well and givers sleep well. Givers have high self-esteem, a positive attitude, and they serve society. By serving society, I do not mean a run-of-the-mill pseudo leader-turned- politician who serves himself by pretending to serve others. As human beings, we all have the need to receive and take. But a healthy personality with high self-esteem is one that not only has its need to take but also to give.

Good leaders make poor choices, the best take responsibility, but the truest sacrifice everything to make it right.

Leaders, true leaders, take responsibility for the success of the team and understand that they must also take responsibility for the failure.

True leaders, even when a subordinate is at fault, will take full responsibility for a mistake. An effective leader will then immediately take action to correct the situation.

I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential. From

We succeeded in taking that picture from [deep space], and, if you look at it, you see a dot. That's here. That's home. That's us. On it, everyone you ever heard of, every human being who ever lived, lived out their lives. The aggregate of all our joys and sufferings, thousands of confident religions, ideaologies and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilizations, every king and peasant, every young couple in love, every hopeful child, every mother and father, every inventor and explorer, every teacher of morals, every corrupt politician, every superstar, every supreme leader, every saint and sinner in the history of our species lived there on a mote of dust, suspended in a sunbeam. The earth is a very small stage in a vast cosmic arena. Think of the rivers of blood spilled by all those generals and emperors so that in glory and in triumph they could become the momentary masters of a fraction of a dot. Think of the endless cruelties visited by the inhabitants of one corner of the dot on scarcely distinguishable inhabitands of some other corner of the dot. How frequent their misunderstandings, how eager they are to kill one another, how fervent their hatreds. Our posturings, our imagined self-importance, the delusion that we have some privileged position in the universe, are challenged by this point of pale light. Our planet is a lonely speck in the great enveloping cosmic dark. In our obscurity--in all this vastness-- there is no hint that help will come from elsewhere to save us from ourselves. It is up to us... To my mind, there is perhaps no better demostration of the folly of human conceits than this distant image of our tiny world. To me, it underscores our responsibility to deal more kindly and compassionately with one another and to preserve and cherish that pale blue dot, the only home we've ever known.

The roots of the word 'anarchy' are 'an archos,' 'no leaders,' which is not really about the kind of chaos that most people imagine when the word 'anarchy' is mentioned. I think that anarchy is, to the contrary, about taking personal responsibility for yourself.

People who blame others for their failures never overcome them. They simply move from problem to problem. To reach your potential, you must continually improve yourself, and you can’t do that if you don’t take responsibility for your actions and learn from your mistakes.

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

We want to hear, we long to hear, “I screwed up. I will do my best to ensure that it will not happen again.” Most of us are not impressed when a leader offers the form of Kennedy’s admission without its essence, as in Ronald Reagan’s response to the Iran-Contra scandal, which may be summarized as “I didn’t do anything wrong myself, but it happened on my watch, so, well, I guess I’ll take responsibility.”3 That doesn’t cut it.

1. Become people who seek the truth, create value and possess wisdom and enthusiasm. 2. Do not cause trouble to others, and always take responsibility for your own actions. 3. Be considerate and polite, reject violence and value trustworthiness and cooperation. 4. Boldly speak out for your beliefs and act courageously for the sake of truth and justice. 5. Cultivate an enterprising spirit and become respectable leaders of Japan and the world.

Living out a creative life means taking ultimate responsibility for everything in it. It means that we are not waiting for anyone or anything to come along and give us the keys to happiness. It also means that we become leaders by example of what is possible when an individual lives by their own lights.

I want to stress that by well-differentiated leader I do not mean an autocrat who tells others what to do or orders them around, although any leader who defines himself or herself clearly may be perceived that way by those who are not taking responsibility for their own emotional being and destiny. Rather, I mean someone who has clarity about his or her own life goals, and, therefore, someone who is less likely to become lost in the anxious emotional processes swirling about. I mean someone who can be separate while still remaining connected, and therefore can maintain a modifying, non-anxious, and sometimes challenging presence. I mean someone who can manage his or her own reactivity to the automatic reactivity of others, and therefore be able to take stands at the risk of displeasing.

the long and bitter political struggle in which he had engaged against slavery had not prepared Mr. Douglass to take up the equally difficult task of fitting the Negro for the opportunities and responsibilities of freedom. The same was true to a large extent of other Negro leaders. At the time when I met these men and heard them speak I was invariably impressed, though young and inexperienced, that there was something lacking in their public utterances. I felt that the millions of Negroes needed something more than to be reminded of their sufferings and of their political rights; that they needed to do something more than merely to defend themselves.

Our beloved country is being attacked and we must be loyal to it; in times of crisis it is not right to criticize your leaders. It is disloyal, an act of treachery.” Using jingoist language is far easier than taking responsibility for righteousness in the nation. Far easier to shout patriotic slogans than to work patriotically for justice.

With families, I stopped creating encyclopedias of data about all their issues and began to search instead for the member with the greatest capacity to be a leader as I have defined it. That person generally turned out to be the one who could express himself or herself with the least amount of blaming and the one who had the greatest capacity to take responsibility for his or her own emotional being and destiny. I began to coach the “leader” alone, letting the rest of the family drop out and stay home. I stopped trying to get people to “communicate” or find better ways of managing their issues. Instead, I began to concentrate on helping the leader to become better defined and to learn how to deal adroitly with the sabotage that almost invariably followed any success in this endeavor. Soon I found that the rest of the family was “in therapy” whether or not they came into my office.

Those five characteristics are:    1. Reactivity: the vicious cycle of intense reactions of each member to events and to one another.    2. Herding: a process through which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members.    3. Blame displacement: an emotional state in which family members focus on forces that have victimized them rather than taking responsibility for their own being and destiny.    4. A quick-fix mentality: a low threshold for pain that constantly seeks symptom relief rather than fundamental change.    5. Lack of well-differentiated leadership: a failure of nerve that both stems from and contributes to the first four. To reorient oneself away from a focus on technology toward a focus on emotional process requires that, like Columbus, we think in ways that not only are different from traditional routes but that also sometimes go in the opposite direction. This chapter will thus also serve as prelude to the three that follow, which describe the “equators” we have to cross in our time: the “learned” fallacies or emotional barriers that keep an Old World orientation in place and cause both family and institutional leaders to regress rather than venture in new directions.

As Tick writes in War and the Soul, “Our society must accept responsibility for its warmaking. To the returning veterans, our leaders and people must say, ‘you did this in our name and because you were subject to our orders, we lift the burden of your actions from you and take it onto our shoulders. We are responsible for you, for what you did and the consequences.

When God anoints a person, a pattern of testing appears to take place at specific times in the leader’s life. God often takes each leader through four major tests to determine if that person will achieve God’s ultimate call on his or her life. The person’s response to these tests is the deciding factor in whether they can advance to the next level of responsibility in God’s Kingdom.

Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.

I’ve been asked a lot over the years about the best way to nurture ambition—both one’s own and that of the people you manage. As a leader, you should want those around you to be eager to rise up and take on more responsibility, as long as dreaming about the job they want doesn’t distract them from the job they have. You can’t let ambition get too far ahead of opportunity. I’ve seen a lot of people who had their sights set on a particular job or project, but the opportunity to actually get that thing was so slim. Their focus on the small thing in the distance became a problem. They grew impatient with where they were. They didn’t tend enough to the responsibilities they did have, because they were longing so much for something else, and so their ambition became counterproductive. It’s important to know how to find the balance—do the job you have well; be patient; look for opportunities to pitch in and expand and grow; and make yourself one of the people, through attitude and energy and focus, that your bosses feel they have to turn to when an opportunity arises. Conversely, if you’re a boss, these are the people to nurture—not the ones who are clamoring for promotions and complaining about not being utilized enough but the ones who are proving themselves to be indispensable day in and day out.

In times of shared sacrifice, a leader must inspire moral courage in his followers as well as in himself. In such times the leader’s responsibilities are especially great, for a leader’s first obligation is to take care of his people. If he cannot provide for them in material ways, he must provide for their spirit. To do so requires humility: although the leader has more power than his followers, he must recognize that as to the things that govern human worth—dignity, character, decency—his station counts for nothing. He must hold the conviction that, as to these things, he is not above his followers, but among them. For only then can he speak to these things in ways that inspire his followers.

Vision: How does this problem affect where we’re trying to go? [Your Response Here] Priorities: Are my problems taking me or the team away from our priorities? [Your Response Here] Values: Are my values or my team’s being compromised by this problem?

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

One of the interesting takeaways from both the Antonine plague and polio is what a difference a strong leader can make during an epidemic. Marcus Aurelius’s swift response to the Antonine plague—and his attempt to help cover expenses for the general populace and rebuild the parts of the army decimated by the disease—staved off the fall of the Roman Empire, at least temporarily. When FDR took up polio as a cause, America followed his lead and went to work eradicating it. Although his role may not have been as significant, Eisenhower is also to be commended for trying to ensure that cost did not prohibit any child from receiving the polio vaccine, and that the vaccine was shared with the world. Those men each acknowledged the seriousness of their crises and went about bravely confronting the disease in their midst head-on. They did not ignore it or glamorize it or shame people for having it, because that never works. That strategy just gives diseases more time to multiply and kill people. Diseases are delighted when you refuse to take them seriously.

With such variation in individuals on the team, the challenge for any leader was to raise the level of every member of the team so that they could perform at their absolute best. In order to do that, a leader must make it his or her personal mission to train, coach, and mentor members of the team so they perform to the highest standards—or at least the minimum standard. But there is a dichotomy in that goal: while a leader must do everything possible to help develop and improve the performance of individuals on the team, a leader must also understand when someone does not have what it takes to get the job done. When all avenues to help an individual get better are exhausted without success, then it is the leader’s responsibility to fire that individual so he or she does not negatively impact the team.

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

A controlling God, who is usually represented by a controlling church leadership, is just not good news. How can church leadership create freedom and not more rules? How can we bring out the best in human beings and keep it at the surface even as we deal with their problems and shortcomings? Can we empower others and release them to live from their best natures and from the truest reasons they are alive? Will we as Christian leaders, parents, and employers take on the responsibility to learn how to draw out the dreams and destiny in the people we lead?

Greed subsumes love and compassion; living simply makes room for them. Living simply is the primary way everyone can resist greed every day. All over the world people are becoming more aware of the importance of living simply and sharing resources. While communism has suffered political defeat globally, the politics of communalism continue to matter. We can all resist the temptation of greed. We can work to change public policy, electing leaders who are honest and progressive. We can turn off the television set. We can show respect for love. To save our planet we can stop thoughtless waste. We can recycle and support ecologically advanced survival strategies. We can celebrate and honor communalism and interdependency by sharing resources. All these gestures show a respect and a gratitude for life. When we value the delaying of gratification and take responsibility for our actions, we simplify our emotional universe. Living simply makes loving simple. The choice to live simply necessarily enhances our capacity to love. It is the way we learn to practice compassion, daily affirming our connection to a world community.

Freud has said in Totem and Taboo that acts that are illegal for the individual can be justified in another way: the one who initiates the act takes upon himself both the risk and the guilt. The result is truly magic: each member of the group can repeat the act without guilt. They are not responsible, only the leader is. Redl calls this, aptly, "priority magic." But it does something even more than relieve guilt: it actually transforms the fact of murder. This crucial point initiates us directly into the phenomenology of group transformation of the everyday world. If one murders without guilt, and in imitation of the hero who runs the risk, why then it is no longer murder: it is "holy aggression. For the first one it was not." In other words, participation in the group redistills everyday reality and gives it the aura of the sacred-just as, in childhood, play created a heightened reality.

Leaders are not born that way…they are developed through their experiences and their internal work. What good is an opinion where you don’t have a responsibility? Leadership is practiced in attitude and actions … and results in inspiring achievement. Don’t take yourself too seriously but do take your work seriously.

Scholars discern motions in history & formulate these motions into rules that govern the rises & falls of civilizations. My belief runs contrary, however. To wit: history admits no rules, only outcomes. What precipitates outcomes? Vicious acts & virtuous acts. What precipitates acts? Belief. Belief is both prize & battlefield, within the mind & in the mind's mirror, the world. If we believe humanity is a ladder of tribes, a colosseum of confrontation, exploitation & bestiality, such a humanity is surely brought into being, & history's Horroxes, Boerhaaves & Gooses shall prevail. You & I, the moneyed, the privileged, the fortunate, shall not fare so badly in this world, provided our luck holds. What of it if our consciences itch? Why undermine the dominance of our race, our gunships, our heritage & our legacy? Why fight the 'natural' (oh, weaselly word!) order of things? Why? Because of this: -- one fine day, a purely predatory world shall consume itself. Yes, the devil shall take the hindmost until the foremost is the hindmost. In an individual, selfishness uglifies the soul; for the human species, selfishness is extinction. Is this the entropy written in our nature? If we believe that humanity may transcend tooth & claw, if we believe divers [sic] races & creeds can share this world as peaceably as the orphans share their candlenut tree, if we believe leaders must be just, violence muzzled, power accountable & the riches of the Earth & its Oceans shared equitably, such a world will come to pass. I am not deceived. It is the hardest of worlds to make real. Tortuous advances won over generations can be lost by a single stroke of a myopic president's pen or a vainglorious general's sword. A life spent shaping a world I want Jackson to inherit, not one I fear Jackson shall inherit, this strikes me as a life worth the living. Upon my return to San Francisco, I shall pledge myself to the Abolitionist cause, because I owe my life to a self-freed slave & because I must begin somewhere. I hear my father-in-law's response. 'Oho, fine, Whiggish sentiments, Adam. But don't tell me about justice! Ride to Tennessee on an ass & convince the red-necks that they are merely white-washed negroes & their negroes are black-washed Whites! Sail to the Old World, tell 'em their imperial slaves' rights are as inalienable as the Queen of Belgium's! Oh, you'll grow hoarse, poor & grey in caucuses! You'll be spat on, shot at, lynched, pacified with medals, spurned by backwoodsmen! Crucified! Naïve, dreaming Adam. He who would do battle with the many-headed hydra of human nature must pay a world of pain & his family must pay along with him! & only as you gasp your dying breath shall you understand, your life amounted to no more than one drop in a limitless ocean!' Yet what is any ocean but a multitude of drops?

There’s no point in pointing a finger. Leaders don’t shirk responsibility. They accept it, even if they’re not at fault, because they know how much can be learned in the process. We’re all human; we all make mistakes. What if instead of assigning the blame for something that went wrong, you accept the responsibility for what you can do to make it right?

I reach out and trace the dragon relic on his back, my fingers lingering on the raised silver scars, and he stiffens. They're all short, thin lines, too precise to be a whip, no rhyme or reason to their pattern but never intersecting. 'What happened?' I whisper, holding my breath. 'You really don't want to know.' He's tense, but doesn't move away from my touch. 'I do.' They don't look accidental. Someone hurt him deliberately maliciously, and it makes me want to hunt the person down and do the same to them. His jaw flexes as he looks over his shoulder, and his eyes meet mine. I bite my lip, knowing this moment can go either way. He can shut me out like always or he can actually let me in. 'There's a lot of them,' I murmur, dragging my fingers down his spine. 'A hundred and seven.' He looks away. The number makes my stomach lurch, and then my hand pauses. A hundred and seven. That's the number Liam mentioned. 'That's how many kids under the age of majority carry the rebellion relic.' 'Yeah.' I shift so I can see his face. 'What happened, Xaden?' He brushes my hair back, and the look that passes is over his face is so close to tender that it makes my heart stutter. 'I saw the opportunity to make a deal,' he says softly. 'And I took it.' 'What kind of deal leaves you with scars like that?' Conflict rages in his eyes, but then he sighs. 'The kind where I take personal responsibility for the loyalty of the hundred and seven kids the rebellion's leaders left behind, and in return, we're allowed to fight for our lives in the Riders Quadrant instead of being put to death like our parents.' He averts his gaze. 'I chose the chance of death over the certainty.' The cruelty of the offer and the sacrifice he made to save the others hits like a physical blow. I cradle his cheek and guide his face back to mine. 'So if any of them betray Navarre...' I lift my brows. 'Then my life is forfeit. The scars are a reminder.' It's why Liam says he owes him everything. 'I'm so sorry that happened to you.' Especially when he wasn't the one who led the rebellion. He looks at me like he sees into the very depths of who I am. 'You have nothing to apologise for.

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.

A leader must take responsibility for all his actions and not blame anyone for his problems. The follower, on the other hand, is always in search of a scapegoat or a miracle worker who can solve his problems. That is why leaders and followers complement each other. A leader is one who is willing to take on responsibility of not only his own failures but also that of his followers.

Patriotism was used to muddle the sense of morality: “Our beloved country is being attacked and we must be loyal to it; in times of crisis it is not right to criticize your leaders. It is disloyal, an act of treachery.” Using jingoist language is far easier than taking responsibility for righteousness in the nation. Far easier to shout patriotic slogans than to work patriotically for justice.

The hands-on approach takes an active interest on a very regular basis in the members' work. The hands-off approach trusts team members and recognizes their need for autonomy to carry out their roles, as they see fit. It hinges on their self-motivation. When the leader goes too far with the hands-on approach, he is seen as an anxious and interfering type. If he goes too far hands-off, he is seen as abdicating his responsibility or not being interested. Today,

She loved reading stories about people taking off on adventures, discovering they were natural leaders born to make a difference in the world, but a hero? Heroes went through so much hardship. Heroes were the stuff of tragedies. They took charge of situations and challenged authority and made decisions not only for themselves but on behalf of other people too. Arlo…Arlo could barely make up her mind about going to school. She was a disappointment in pretty much every area of her life, and she’d only disappoint at this, too, because this… this was more than just poking around for clues to pass of to other, more competent people. This was choosing to be responsible for other people’s lives, to keep them safe, to be their hope. Arlo was firmly an evil extra, a background character, the healer of an adventuring party if anything at all. She simply didn’t have what it took to be anything else, no matter what Fate seemed to think.

The late pastor Eugene Peterson, in a letter to his son, also a pastor, wrote that the primary problem for the Christian leader is to take responsibility not just for the ends but also for the “ways and means” by which we guide people to pursue those ends. “The devil’s three temptations of Jesus all had to do with ways and means,” he wrote. “Every one of the devil’s goals was excellent. The devil had an unsurpassed vision statement. But the ways and means were incompatible with the ends.

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

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Potential demagogues exist in all democracies, and occasionally, one or more of them strike a public chord. But in some democracies, political leaders heed the warning signs and take steps to ensure that authoritarians remain on the fringes, far from the centers of power. When faced with the rise of extremists or demagogues, they make a concerted effort to isolate and defeat them. Although mass responses to extremist appeals matter, what matters more is whether political elites, and especially parties, serve as filters. Put simply, political parties are democracy’s gatekeepers.

When asked, I always tell worship leaders, “Don’t talk too much.” Too much of anything great takes the greatness of it away. We lead worship by being the first to worship. The pastor will preach the message. If he ever asks us to preach, that will be a great honor and a privilege—and we would do an awesome job—but until that invitation comes, we must stick to leading the worship and doing what we have been asked to do. Be committed to the entire service and not merely your role. If you are only committed to your own responsibilities, and you forget about everything else, then what are you really contributing?

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

Groups have powerful self-reinforcing mechanisms at work. These can lead to group polarization—a tendency for members of the group to end up in a more extreme position than they started in because they have heard the views repeated frequently. At the extreme limit of group behavior is groupthink. This occurs when a group makes faulty decisions because group pressures lead to a deterioration of “mental efficiency, reality testing, and moral judgment.” The original work was conducted with reference to the Vietnam War and the Bay of Pigs fiasco. However, it rears its head again and again, whether it is in connection with the Challenger space shuttle disaster or the CIA intelligence failure over the WMD of Saddam Hussein. Groupthink tends to have eight symptoms: 1 . An illusion of invulnerability. This creates excessive optimism that encourages taking extreme risks. [...] 2. Collective rationalization. Members of the group discount warnings and do not reconsider their assumptions. [...] 3. Belief in inherent morality. Members believe in the rightness of their cause and therefore ignore the ethical or moral consequences of their decisions. 4. Stereotyped views of out-groups. Negative views of “enemy” make effective responses to conflict seem unnecessary. Remember how those who wouldn't go along with the dot-com bubble were dismissed as simply not getting it. 5. Direct pressure on dissenters. Members are under pressure not to express arguments against any of the group’s views. 6. Self-censorship. Doubts and deviations from the perceived group consensus are not expressed. 7. Illusion of unanimity. The majority view and judgments are assumed to be unanimous. 8. "Mind guards" are appointed. Members protect the group and the leader from information that is problematic or contradictory to the group's cohesiveness, view, and/or decisions. This is confirmatory bias writ large.

For years, the suspicion that Mr. Putin has a secret fortune has intrigued scholars, industry analysts, opposition figures, journalists and intelligence agencies but defied their efforts to uncover it. Numbers are thrown around suggesting that Mr. Putin may control $40 billion or even $70 billion, in theory making him the richest head of state in world history. For all the rumors and speculation, though, there has been little if any hard evidence, and Gunvor has adamantly denied any financial ties to Mr. Putin and repeated that denial on Friday. But Mr. Obama’s response to the Ukraine crisis, while derided by critics as slow and weak, has reinvigorated a 15-year global hunt for Mr. Putin’s hidden wealth. Now, as the Obama administration prepares to announce another round of sanctions as early as Monday targeting Russians it considers part of Mr. Putin’s financial circle, it is sending a not-very-subtle message that it thinks it knows where the Russian leader has his money, and that he could ultimately be targeted directly or indirectly. “It’s something that could be done that would send a very clear signal of taking the gloves off and not just dance around it,” said Juan C. Zarate, a White House counterterrorism adviser to President George W. Bush who helped pioneer the government’s modern financial campaign techniques to choke off terrorist money.

There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ... How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.

I want those in what I call the regressive left who are reading this exchange to understand that the first stage in the empowerment of any minority community is the liberation of reformist voices within that community so that its members can take responsibility for themselves and overcome the first hurdle to genuine empowerment: the victimhood mentality. This is what the American civil rights movement achieved, by shifting the debate. Martin Luther King Jr. and other leaders took responsibility for their own communities and acted in a positive and empowering way, instead of constantly playing the victim card or rioting in the streets. Perpetuating this groupthink mind-set is both extremely dangerous and in fact disempowering.

Masters are doers of the Word of Thelema. That is, they do their own True Will. And they are willing to pay the price for it. They take the greatest chance of all, that of being their own God, their own Individual, their own Self, and their own Leader and Master in a world of senseless followers and slaves. They accept complete responsibility for their own life and they always strive for excellence, continuously moving in an upward and onward manner, with energy and enthusiasm, discipline and diligence, persistence and power. They are strong, able to turn everything to the advantage of their True Will, and able to endure and surmount all the necessary trials and errors that lead to the fulfillment of their Chosen Path. Nothing is against them; they are not victims, and they make no excuses.

The former South African archbishop Desmond Tutu used to famously say, “We are prisoners of hope.” Such a statement might be taken as merely rhetorical or even eccentric if you hadn’t seen Bishop Tutu stare down the notorious South African Security Police when they broke into the Cathedral of St. George’s during his sermon at an ecumenical service. I was there and have preached about the dramatic story of his response more times than I can count. The incident taught me more about the power of hope than any other moment of my life. Desmond Tutu stopped preaching and just looked at the intruders as they lined the walls of his cathedral, wielding writing pads and tape recorders to record whatever he said and thereby threatening him with consequences for any bold prophetic utterances. They had already arrested Tutu and other church leaders just a few weeks before and kept them in jail for several days to make both a statement and a point: Religious leaders who take on leadership roles in the struggle against apartheid will be treated like any other opponents of the Pretoria regime. After meeting their eyes with his in a steely gaze, the church leader acknowledged their power (“You are powerful, very powerful”) but reminded them that he served a higher power greater than their political authority (“But I serve a God who cannot be mocked!”). Then, in the most extraordinary challenge to political tyranny I have ever witnessed, Archbishop Desmond Tutu told the representatives of South African apartheid, “Since you have already lost, I invite you today to come and join the winning side!” He said it with a smile on his face and enticing warmth in his invitation, but with a clarity and a boldness that took everyone’s breath away. The congregation’s response was electric. The crowd was literally transformed by the bishop’s challenge to power. From a cowering fear of the heavily armed security forces that surrounded the cathedral and greatly outnumbered the band of worshipers, we literally leaped to our feet, shouted the praises of God and began…dancing. (What is it about dancing that enacts and embodies the spirit of hope?) We danced out of the cathedral to meet the awaiting police and military forces of apartheid who hardly expected a confrontation with dancing worshipers. Not knowing what else to do, they backed up to provide the space for the people of faith to dance for freedom in the streets of South Africa.

People are worried that machines will take over the world and then they’ll have no voice any more. Well - what voice do you have today, despite having a voice! You are already puppets to your political overlords. You don’t think for yourself, you don’t feel for yourself, you don’t behave for yourself - heck, that’s why you have election in the first place - not so you could choose a leader, but so you don’t have to take any responsibility. And you are still worried about machines taking over your lives! Your lives are already taken over, not by mechanical deities but by organic sectarian deities born of the womb of your own indifference. So forget about a fictitious future which may or may not happen and pay attention to the real threat that haunts the society in the present - namely, your own indifference.

Our safety lies in repentance. Our strength comes of obedience to the commandments of God. My beloved brethren and sisters, I accept this opportunity in humility. I pray that I may be guided by the Spirit of the Lord in that which I say. I have just been handed a note that says that a U.S. missile attack is under way. I need not remind you that we live in perilous times. I desire to speak concerning these times and our circumstances as members of this Church. You are acutely aware of the events of September 11, less than a month ago. Out of that vicious and ugly attack we are plunged into a state of war. It is the first war of the 21st century. The last century has been described as the most war-torn in human history. Now we are off on another dangerous undertaking, the unfolding of which and the end thereof we do not know. For the first time since we became a nation, the United States has been seriously attacked on its mainland soil. But this was not an attack on the United States alone. It was an attack on men and nations of goodwill everywhere. It was well planned, boldly executed, and the results were disastrous. It is estimated that more than 5,000 innocent people died. Among these were many from other nations. It was cruel and cunning, an act of consummate evil. Recently, in company with a few national religious leaders, I was invited to the White House to meet with the president. In talking to us he was frank and straightforward. That same evening he spoke to the Congress and the nation in unmistakable language concerning the resolve of America and its friends to hunt down the terrorists who were responsible for the planning of this terrible thing and any who harbored such. Now we are at war. Great forces have been mobilized and will continue to be. Political alliances are being forged. We do not know how long this conflict will last. We do not know what it will cost in lives and treasure. We do not know the manner in which it will be carried out. It could impact the work of the Church in various ways. Our national economy has been made to suffer. It was already in trouble, and this has compounded the problem. Many are losing their employment. Among our own people, this could affect welfare needs and also the tithing of the Church. It could affect our missionary program. We are now a global organization. We have members in more than 150 nations. Administering this vast worldwide program could conceivably become more difficult. Those of us who are American citizens stand solidly with the president of our nation. The terrible forces of evil must be confronted and held accountable for their actions. This is not a matter of Christian against Muslim. I am pleased that food is being dropped to the hungry people of a targeted nation. We value our Muslim neighbors across the world and hope that those who live by the tenets of their faith will not suffer. I ask particularly that our own people do not become a party in any way to the persecution of the innocent. Rather, let us be friendly and helpful, protective and supportive. It is the terrorist organizations that must be ferreted out and brought down. We of this Church know something of such groups. The Book of Mormon speaks of the Gadianton robbers, a vicious, oath-bound, and secret organization bent on evil and destruction. In their day they did all in their power, by whatever means available, to bring down the Church, to woo the people with sophistry, and to take control of the society. We see the same thing in the present situation.

Looking at a situation like the Israel-Palestine conflict, Americans are likely to react with puzzlement when they see ever more violent and provocative acts that target innocent civilians. We are tempted to ask: do the terrorists not realize that they will enrage the Israelis, and drive them to new acts of repression? The answer of course is that they know this very well, and this is exactly what they want. From our normal point of view, this seems incomprehensible. If we are doing something wrong, we do not want to invite the police to come in and try and stop us, especially if repression will result in the deaths or imprisonment of many of our followers. In a terrorist war, however, repression is often valuable because it escalates the growing war, and forces people to choose between the government and the terrorists. The terror/repression cycle makes it virtually impossible for anyone to remain a moderate. By increasing polarization within a society, terrorism makes the continuation of the existing order impossible. Once again, let us take the suicide bombing example. After each new incident, Israeli authorities tightened restrictions on Palestinian communities, arrested new suspects, and undertook retaliatory strikes. As the crisis escalated, they occupied or reoccupied Palestinian cities, destroying Palestinian infrastructure. The result, naturally, was massive Palestinian hostility and anger, which made further attacks more likely in the future. The violence made it more difficult for moderate leaders on both sides to negotiate. In the long term, the continuing confrontation makes it more likely that ever more extreme leaders will be chosen on each side, pledged not to negotiate with the enemy. The process of polarization is all the more probably when terrorists deliberately choose targets that they know will cause outrage and revulsion, such as attacks on cherished national symbols, on civilians, and even children. We can also think of this in individual terms. Imagine an ordinary Palestinian Arab who has little interest in politics and who disapproves of terrorist violence. However, after a suicide bombing, he finds that he is subject to all kinds of official repression, as the police and army hold him for long periods at security checkpoints, search his home for weapons, and perhaps arrest or interrogate him as a possible suspect. That process has the effect of making him see himself in more nationalistic (or Islamic) terms, stirs his hostility to the Israeli regime, and gives him a new sympathy for the militant or terrorist cause. The Israeli response to terrorism is also valuable for the terrorists in global publicity terms, since the international media attack Israel for its repression of civilians. Hamas military commander Salah Sh’hadeh, quoted earlier, was killed in an Israeli raid on Gaza in 2002, an act which by any normal standards of warfare would represent a major Israeli victory. In this case though, the killing provoked ferocious criticism of Israel by the U.S. and western Europe, and made Israel’s diplomatic situation much more difficult. In short, a terrorist attack itself may or may not attract widespread publicity, but the official response to it very likely will. In saying this, I am not suggesting that governments should not respond to terrorism, or that retaliation is in any sense morally comparable to the original attacks. Many historical examples show that terrorism can be uprooted and defeated, and military action is often an essential part of the official response. But terrorism operates on a logic quite different from that of most conventional politics and law enforcement, and concepts like defeat and victory must be understood quite differently from in a regular war.

Society, in which we all live, is corrupt, immoral, aggressive, destructive. This society has been going on in primitive or modified form for thousands of years upon thousands of years, but it is the same pattern being repeated. These are all facts, not opinion or judgment. Facing this enormous crisis, one asks not only what one is to do but also who is responsible, who has brought the chaos, the confusion, the utter misery of humanity. Is the economic crisis, the social crisis, the crisis of war, the building of enormous armaments, the appalling waste, outside of us? Inwardly, psychologically, we are also very confused; there is constant conflict, struggle, pain, anxiety. We are together taking a journey into the whole structure that mankind has created, the disorder that human beings have brought about in this world. There is misery, chaos, confusion outwardly in society; and also inwardly, psychologically, in the psyche, the consciousness, there are pain and struggles. What are you going to do about all this? Turn to leaders, better politicians? This one isn’t good, but the next one will be better; and the next one still better. We keep this game going. We have looked to various so-called spiritual leaders, the whole hierarchy of the Christian world. They are as confused, as uncertain, as we are. If you turn to the psychologists or the psychotherapists, they are confused like you and me. And there are all the ideologies: communist ideologies, Marxist ideologies, philosophical ideologies, the ideologies of the Hindus and the ideologies of those people who have brought Hinduism here, and you have your own ideologies. The whole world is fragmented, broken up, as we are broken up, driven by various urges, reactions, each one wanting to be important, each one acting in his own self-interest. This is actually what is going on in the world, wherever you go.

Anti-government rhetoric appears to offer a vision of greater efficiency, self-reliance, and personal freedom. (For obvious reasons, it also usually enjoys greater financial backing and better organized support.) Unfortunately, this rhetoric ignores what has historically been most valuable about our skepticism toward government—the emphasis it places on personal responsibility from all citizens. Instead, it argues against the excesses of government but not against those of the marketplace, where there is great power to disrupt the lives of workers, families, and communities. It even argues against the basic protections government extends to the well-being of individuals, families, and communities, without offering an alternative way of safeguarding them. In fact, its extreme case against government, often including intense personal attacks on government officials and political leaders, is designed not just to restrain government but to advance narrow religious, political, and economic agendas.

Leadership is responsibility. There comes a point when one must make a decision. Are YOU willing to do what it takes to push the right buttons to elevate those around you? If the answer is YES, are you willing to push the right buttons even if it means being perceived as the villain? Here's where the true responsibility of being a leader lies. Sometimes you must prioritize the success of the team ahead of how your own image is perceived. The ability to elevate those around you is more than simply sharing the ball or making teammates feel a certain level of comfort. It's pushing them to find their inner beast, even if they end up resenting you for it at the time. I'd rather be perceived as a winner than a good teammate. I wish they both went hand in hand all the time but that's just not reality. I have nothing in common with lazy people who blame others for their lack of success. Great things come from hard work and perseverance. No excuses. This is my way. It might not be right for YOU but all I can do is share my thoughts. It’s on YOU to figure out which leadership style suits you best. Will check back in with you soon.. Till then

Don’t come to someone with feedback (or a problem) unless you have one or more solutions—In this approach the responsibility lies with the person giving the feedback to also come up with the best solution for acting on the feedback. That sounds totally reasonable and helpful: you’re telling people about the problem and the solution in one bite. • The feedback sandwich—You know this one. You open with good news, slip in some bad news, and then close with good news. That way, the person in front of you is opened up for the bad news by hearing the good news and still likes you in the end because you’ve closed with something good.6 And we’re supposed to give more positive feedback than negative feedback (the best ratio is at least 3:17), so this puts us well on our way to that. • Socratic questioning—Here, you leave people to draw their own conclusions by simply asking a set of helpful questions to take them to the realization that there’s an issue (and the hope is that they’ll then ask you for a solution or even stumble on your solution and offer it up as if it were their own). This, we’re told, increases ownership of the issue because the other person—the person needing to change—came up with the idea himself.

Employees at all levels want and need to understand not only the particular work they are assigned and their team’s mission, but also the larger story of the way the business works, the challenges the company faces, and the competitive landscape. ▶ Truly understanding how the business works is the most valuable learning, more productive and appealing than “employee development” trainings. It’s the rocket fuel of high performance and lifelong learning. ▶ Communication between management and employees should genuinely flow both ways. The more leaders encourage questions and suggestions and make themselves accessible for give-and-take, the more employees at all levels will offer ideas and insights that will amaze you. ▶ If someone working for you seems clueless, chances are they have not been told information they need to know. Make sure you haven’t failed to give it to them. ▶ If you don’t tell your people about how the business is doing and the problems being confronted—good, bad, and ugly—then they will get that information somewhere else, and it will often be misinformation. ▶ The job of communicating is never done. It’s not an annual or quarterly or even monthly or weekly function. A steady stream of communication is the lifeblood of competitive advantage.

LEADING LESSONS Excuses hold you back. Excuses they keep you from doing what needs to be done and from living your truth. When I was making all those lame excuses for why my performance was going to suck, I was refusing to own it. And when you don’t commit wholeheartedly to a situation, you’re always somewhere floating in the middle, never really operating at your full potential. We tend to make excuses when things don’t go according to our original plans. Or we blame something or someone else for our mistakes. You can also make excuses for the things you don’t do--why you haven’t left a job you hate, followed your dream, or taken a risk. In the end, all those excuses add up to the same thing: a smoke screen. When you make an excuse, you’re rejecting the truth and trying to buffer yourself from the consequences of your actions. Leaders own what they do. This was something I had to learn through experience. I saw how pawning off responsibility (like blaming a bad back for a bad performance) was not helping me improve or grow. People who constantly make excuses are often afraid they’re not good enough or can’t live up to others’ expectations. Maybe in the beginning it makes you feel better: “If I just explain it this way, I won’t look so bad.” But the end result is always self-defeating. Excuses will always get in the way of a responsible life.

One of the most important of these truths—a new ethic of interaction—began to surface in various places around the globe, but ultimately found clear expression in the philosophy of the ancient Greeks. Instantly I could see the Birth Visions of hundreds of individuals born into the Greek culture, each hoping to remember this timely insight. For generations they had seen the waste and injustice of mankind’s unending violence upon itself, and knew that humans could transcend the habit of fighting and conquering others and implement a new system for the exchange and comparison of ideas, a system that protected the sovereign right of every individual to hold his unique view, regardless of physical strength—a system that was already known and followed in the Afterlife. As I watched, this new way of interaction began to emerge and take form on Earth, finally becoming known as democracy. In this method of exchanging ideas, communication between humans still often degenerated into an insecure power struggle, but at least now, for the first time ever, the process was in place to pursue the evolution of human reality at the verbal rather than the physical level. At the same time, another watershed idea, one destined to completely transform the human understanding of spiritual reality, was surfacing in the written histories of a small tribe in the Middle East. Similarly I could also see the Birth Visions of many of the proponents of this idea as well. These individuals, born into the Judaic culture, knew before birth that while we were correct to intuit a divine source, our description of this source was flawed and distorted. Our concept of many gods was merely a fragmented picture of a larger whole. In truth, they realized, there was only one God, a God, in their view, that was still demanding and threatening and patriarchal—and still existing outside of ourselves—but for the first time, personal and responsive, and the sole creator of all humans. As I continued to watch, I saw this intuition of one divine source emerging and being clarified in cultures all over the world. In China and India, long the leaders in technology, trade, and social development, Hinduism and Buddhism, along with other Eastern religions, moved the East toward a more contemplative focus. Those who created these religions intuited that God was more than a personage. God was a force, a consciousness, that could only be completely found by attaining what they described as an enlightenment experience. Rather than just pleasing God by obeying certain laws or rituals, the Eastern religions sought connection with God on the inside, as a shift in awareness, an opening up of one’s consciousness to a harmony and security that was constantly available.

One of the most extraordinary examples of adaptation to immaturity in contemporary American society today is how the word abusive has replaced the words nasty and objectionable. The latter two words suggest that a person has done something distasteful, always a matter of judgment. But the use of the word abusive suggests, instead, that the person who heard or read the objectionable, nasty, or even offensive remark was somehow victimized by dint of the word entering their mind. This confusion of being “hurt” with being damaged makes it seem as though the feelings of the listener or reader were not their own responsibility, or as though they had been helplessly violated by another person’s opinion. If our bodies responded that way to “insults,” we would not make it very far past birth. The use of abusive rather than objectionable has enabled those who do not want to take responsibility for their own efforts to tyrannize others, especially leaders, with their “sensitivity.” The desire to be “inoffensive” has resulted in more than one news medium producing long lists of words, few of which are really nasty, that reporters should avoid using for fear of “hurting” someone. Obviously there are some words that are downright impolite if not always hostile and disparaging, but making everyone sensitive to the sensitivities of others plays into the hands of those who feel powerless.

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

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

Choosing Careers Many people with social anxiety do not have the job they would like the most because of fear. They hold jobs in which their duties are clear and repetitive. They let other people make decisions because they do not want to be responsible. Social anxiety often causes people to find careers in which they can work alone. Many women with social anxiety immerse themselves in family to avoid the workplace altogether. People suffering from social anxiety often remain at the same position for a long time because they are not seen as leaders. They avoid managerial roles and usually have a hard time communicating. As a result, work becomes boring, uninspired, and unfulfilling. Debra has worked at the Boston Public Library for five years, returning books to the shelves. It is a very peaceful job and the only time she has to speak with people is when they ask her where to find certain books. She has always been a big reader, and the job seems like the perfect fit. Lately, however, she has been feeling dissatisfied with her life. The library job doesn’t pay very much so she still lives with her parents, at age twenty-seven. Most people she went to school with have exciting jobs and are getting married. Often, Debra feels like life is passing her by. However, when she thinks about applying for a new job, Debra becomes very anxious. She is embarrassed that she has limited work experience and fears people will not take her seriously. She reads the Help Wanted section of the paper every day but is too scared to call for more information or to send out her résumé.

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

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

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

Throughout the history of the church, Christians have tended to elevate the importance of one over the other. For the first 1,500 years of the church, singleness was considered the preferred state and the best way to serve Christ. Singles sat at the front of the church. Marrieds were sent to the back.4 Things changed after the Reformation in 1517, when single people were sent to the back and marrieds moved to the front — at least among Protestants.5 Scripture, however, refers to both statuses as weighty, meaningful vocations. We’ll spend more time on each later in the chapter, but here is a brief overview. Marrieds. This refers to a man and woman who form a one-flesh union through a covenantal vow — to God, to one another, and to the larger community — to permanently, freely, faithfully, and fruitfully love one another. Adam and Eve provide the clearest biblical model for this. As a one-flesh couple, they were called by God to take initiative to “be fruitful . . . fill the earth and subdue it” (Genesis 1:28). Singles. Scripture teaches that human beings are created for intimacy and connection with God, themselves, and one another. Marriage is one framework in which we work this out; singleness is another. While singleness may be voluntarily chosen or involuntarily imposed, temporary or long-term, a sudden event or a gradual unfolding, Christian singleness can be understood within two distinct callings: • Vowed celibates. These are individuals who make lifelong vows to remain single and maintain lifelong sexual abstinence as a means of living out their commitment to Christ. They do this freely in response to a God-given gift of grace (Matthew 19:12). Today, we are perhaps most familiar with vowed celibates as nuns and priests in the Roman Catholic or Orthodox Church. These celibates vow to forgo earthly marriage in order to participate more fully in the heavenly reality that is eternal union with Christ.6 • Dedicated celibates. These are singles who have not necessarily made a lifelong vow to remain single, but who choose to remain sexually abstinent for as long as they are single. Their commitment to celibacy is an expression of their commitment to Christ. Many desire to marry or are open to the possibility. They may have not yet met the right person or are postponing marriage to pursue a career or additional education. They may be single because of divorce or the death of a spouse. The apostle Paul acknowledges such dedicated celibates in his first letter to the church at Corinth (1 Corinthians 7). Understanding singleness and marriage as callings or vocations must inform our self-understanding and the outworking of our leadership. Our whole life as a leader is to bear witness to God’s love for the world. But we do so in different ways as marrieds or singles. Married couples bear witness to the depth of Christ’s love. Their vows focus and limit them to loving one person exclusively, permanently, and intimately. Singles — vowed or dedicated — bear witness to the breadth of Christ’s love. Because they are not limited by a vow to one person, they have more freedom and time to express the love of Christ to a broad range of people. Both marrieds and singles point to and reveal Christ’s love, but in different ways. Both need to learn from one another about these different aspects of Christ’s love. This may be a radically new concept for you, but stay with me. God intends this rich theological vision to inform our leadership in ways few of us may have considered. Before exploring the connections between leadership and marriage or singleness, it’s important to understand the way marriage and singleness are commonly understood in standard practice among leaders today.