Leadership Foundations Quotes

Consistency is the true foundation of trust. Either keep your promises or do not make them.

Business leaders make one of two mistakes: overestimating or underestimating their capabilities.

Communication is how entrepreneurs tell their story, which, in turn, should inspire employees to work smart and encourage customers to action.

Think of one thing you can do that will make a big difference in what you are trying to achieve.

Every entrepreneur faces mediocre moments or points in their careers when they are not meeting their goals. What they do in response to these shortcomings is what either leads them astray or guides them to success.

A Visionaire always takes a step back during a crisis to get out of their own way.

No matter what type of leader you are or how widespread your influence, you face personal temptations, challenges, and stresses. And only a foundation of character will sustain you and your leadership.

Good leaders ask great questions that inspire others to dream more, think more, learn more, do more, and become more.

If you are a leader, the true measure of your success is not getting people to work. It’s not getting people to work hard. It is getting people to work hard together. That takes commitment.

Successful people do daily what unsuccessful people do occasionally. They practice daily disciplines. They implement systems for their personal growth. They make it a habit to maintain a positive attitude. At

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

Africa is crying out for entrepreneurial leaders & for leaders who are entrepreneurial.

How people treat you is their karma. How you react is yours.” —Wayne W. Dyer

The beauty of trust is that it erases worry and frees you to get on with other matters. Trust means confidence.” —Stephen M.R. Covey

(Patrick Henry) He understood that the home was the foundation of a stable society and that the authority a man "exercised within the larger society was rooted in the authority exercised at home." Thus ... the training ground for all sound leadership is the family.

If you pair excellence with humility, people not only won’t run over you, they will respect you.

Never complain about what you allow.

Come, captain, we had no leadership worthy of the name then, and we faced the cleverest opponent, the heaviest armor, the strongest force of all. Yet we won by the inevitability of history.

Effective listening is the single most powerful thing you can do to build and maintain a climate of trust and collaboration. Strong listening skills are the foundation for all solid relationships.

Desire is the foundation of our greatness. Without it, we are stranded; we cannot go anywhere. You won't get, what you don't eagerly desire.

Trust is the foundation of real teamwork.

When values, thoughts, feelings, and actions are in alignment, a person becomes focused and his character is strengthened. That allows a leader to lead himself successfully.

If a man hasn’t discovered something he will die for, he isn’t fit to live.” —Martin Luther King Jr.

Asking and hearing people’s opinions has a greater effect on them than telling them, ‘Good job.’ ” —Sam Walton

believe leadership is servanthood. It’s my responsibility to make sure my people have what they need to succeed and get their work done.

People who wait for the one great opportunity often keep waiting.

Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

The book you don’t read can’t help you; the seminar you won’t attend can’t change your life. The business gets better when you get better. Never wish it were easier, wish you were better.

When I quit my university, people in my neighborhood quite literally began to gossip about me being insane, while others pitied me as a lost soul. But mark this my friend, it's the lost souls that lay the foundation for a better tomorrow, because those beings are not afraid to be lost, they are not afraid to fail, in the pursuit of something greater, something grander, than to just survive no different than the dogs do on the streets.

Whom to Invite to Your Table As you bring people to your table to share ideas, be selective about whom you pick. Choose people who Understand the value of questions Desire the success of others Add value to others’ thoughts Are not threatened by others’ strengths Can emotionally handle quick changes in the conversation Understand their place of value at the table Bring out the best thinking in the people around them Have experienced success in the area under discussion Leave the table with a “we” attitude, not a “me” attitude

The greatest problem with communication is the illusion that it has been accomplished.

It takes humility to seek feedback. It takes wisdom to understand it, analyze it and appropriately act on it.” —Stephen Covey

Few things will pay you bigger dividends in life than the time and trouble you take to understand people and build relationships. As

Almost every man wastes part of his life in attempts to display qualities he does not possess.

I am LIMITLESS not bent by the foundations of my own mind.I can create endless possibilities with the world as my canvas

Emotional intelligence is the foundation of leadership. It balances flexibility with toughness, vision with passion, compassion with justice.

Leadership is getting people to work for you when they are not obligated.” —Fred W. Smith

Each day is an unrepeatable miracle. Today will never happen again, so we must make it count.

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

A team is a group of people who may not be equal in experience, talent, or education but in commitment.

God, when I am wrong, make me willing to change. When I am right, make me easy to live with. So strengthen me that the power of my example will far exceed the authority of my rank.

This is the foundation of the law of listening: You have to listen to understand.

When man is finally able to see himself and the world around him with clear cognition, he finds a picture far more pleasant. Visible in unmistakable clarity and devastating detail is man’s failure to be what he might be and his misuse of his world. This revelation causes him to leap out in search of a way of life and system of values which will enable him to be more than he has been. He seeks a foundation of self-respect, which will have value system rooted in knowledge and cosmic reality where he expresses himself so that all others, all beings can continue to exist. His values now are of a different order from those at previous levels: They arise not from selfish interest but from the recognition of the magnificence of existence and the desire that it shall continue to be.

If you lead a team, start asking questions and really listening. Start valuing the contributions of your teammates ahead of your own. And remember that when the best idea wins, so does the entire team.

People who lead for selfish reasons seek… Power: They love control and will continue to add value to themselves by reducing the value of others. Position: Titles are their ego food. They continually make sure that others feel their authority and know their rights as a leader. Money: They will use people and sell themselves for financial gain. Prestige: Their looking good is more important to them than their being and doing good.

The first grand federalist design...was that of the Bible, most particularly the Hebrew Scriptures or Old Testament... Biblical thought is federal (from the Latin foedus, covenant) from first to last--from God's covenant with Noah establishing the biblical equivalent of what philosophers were later to term Natural Law to the Jews' reaffirmation of the Sinai covenant under the leadership of Ezra and Nehemiah, thereby adopting the Torah as the constitution of their second commonwealth. The covenant motif is central to the biblical world view, the basis of all relationships, the mechanism for defining and allocating authority, and the foundation of the biblical political teaching.

ReThink culture, because it is the foundation of all strategic success.

Love for others is the foundation of leadership. Simplicity is the language of leadership. Authenticity is the true character of leadership.

A Culture of clear consistent communication and connection is the foundation of a high performance team that thrives and flourishes.

Listening was the most important thing I accomplished each day because it would build the foundation of my leadership for years to come.

The foundation and cornerstone of state leadership is power of the people.

Communication is the true foundation of leadership.

The future belongs to the curious. The ones who are not afraid to try it, explore it, poke at it, question it, and turn it inside out.

When you meet people where they are, everyone gets a stronger foundation upon which to build and grow.

IFS recognizes that the cultivation of mindful self-leadership is the foundation for healing from trauma.

Trust is the foundation of great leadership.

Genuine curiosity can lead to more authentic, engaging conversations, which lay the foundation for sustained relationships.

Business leaders should prioritize employee well-being, as their value is the foundation of the organization's success.

As Charles de Gaulle observed in his meditation on leadership, The Edge of the Sword (1932), the artist ‘does not renounce the use of his intelligence’ – which is, after all, the source of ‘lessons, methods, and knowledge’. Instead, the artist adds to these foundations ‘a certain instinctive faculty which we call inspiration’, which alone can provide the ‘direct contact with nature from which the vital spark must leap’.

Authentic Leaders are not afraid to show emotion and vulnerability as they share in the challenges with their team. Developing a solid foundation of trust with open and honest communication is critical to authentic leadership.

At times emerging leaders limit their future possibilities by their impatience. They look for shortcuts to success, but God is methodical. He typically lays a foundation of character before building a superstructure of leadership.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

When your leadership and legacy are built on love, obstacles are overcome through love’s fruit of optimism, foundations are built solid and secure in love’s values, and success is achieved through the strength found in love’s endurance.

All the land surface of Trantor, 75,000,000 square miles in extent, was a single city. The population, at its height, was well in excess of forty billions. This enormous population was devoted almost entirely to the administrative necessities of Empire, and found themselves all too few for the complications of the task. (It is to be remembered that the impossibility of proper administration of the Galactic Empire under the uninspired leadership of the later Emperors was a considerable factor in the Fall.)

We ask people to say, “I am a commitment to …” instead of “I’m committed to …” as a reminder that we are the commitment, we strive to embody its value and contribution, and we’re fully accountable for its outcome. The commitment lives inside us and moves out from our center.

I will choose and display the right attitudes. I will determine and act upon important priorities. I will know and follow healthy guidelines. I will communicate with and care for my family. I will practice and develop good thinking. I will make and keep proper commitments. I will earn and properly manage finances. I will deepen and live out my faith. I will accept and show responsibility. I will initiate and invest in solid relationships. I will plan for and model generosity. I will embrace and practice good values. I will seek and experience improvements.

Paul embodied principles of leadership that he also described in his letters. He certainly thought the life of individual believers and churches ought to resemble a solid foundation on Christ (see 1 Corinthians 3:9-17). Looking at Paul's life, we can see leadership all the more clearly.

India’s first prime minister, Jawaharlal Nehru, and many others in the post-independence leadership—though, emphatically, not all within this cohort—deeply believed that the combination of liberal democracy, civic nationalism, and socialist economics was essential to successfully building a modern Indian state.

Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another. And if that sounds touchy-feely, let me explain, because there is nothing soft about it. It is an absolutely critical part of building a team. In fact, it’s probably the most critical.

People are the foundation of any company’s success. The primary job of each manager is to help people be more effective in their job and to grow and develop. We have great people who want to do well, are capable of doing great things, and come to work fired up to do them. Great people flourish in an environment that liberates and amplifies that energy. Managers create this environment through support, respect, and trust. Support means giving people the tools, information, training, and coaching they need to succeed. It means continuous effort to develop people’s skills. Great managers help people excel and grow. Respect means understanding people’s unique career goals and being sensitive to their life choices. It means helping people achieve these career goals in a way that’s consistent with the needs of the company. Trust means freeing people to do their jobs and to make decisions. It means knowing people want to do well and believing that they will.

The point is, education in its truest form, is the foundation of all human endeavors. It is the most noble of all the civilized elements of human consciousness. Education enables the humans to achieve their fullest mental and physical potential in both personal and social life. The ability of being educated is what distinguishes humans from animals. You can teach a cockatoo to repeat a bunch of vocabularies, but you cannot teach it to construct a space shuttle and go to the moon.

A documentary about Ernest Shackleton’s early twentieth-century exposition to the South Pole shows the classified ad Shackleton put in a London newspaper:   “Men wanted for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honor and recognition in case of success.” Ernest Shackleton.2 Men responded to Shackleton’s advertisement in droves. Why? Because the mission was clear. The cost and potential loss both drew the right men and made sure the wrong men didn’t sign up. God’s mission, similarly, is not for the faint of heart. Even becoming a Christian, according to Jesus, should be weighed heavily. Luke says, “Suppose one of you wants to build a tower. Will he not first sit down and estimate the cost to see if he has enough money to complete it? For if he lays the foundation and is not able to finish it, everyone who sees it will ridicule him, saying, ‘This fellow began to build and was not able to finish”’ (Luke 14:28-30).

One of the ways Coach Wooden used to do that was to ask his players to acknowledge the skills and contributions of others. He told each player that if a teammate made a great pass or set a pick that allowed him to score, he should acknowledge the teammate on the way back down the court. One time a player asked, “Coach, if we do that, what if the teammate that made the assist isn’t looking?” Coach Wooden replied, “He will always be looking.” Coach knew that people look for and thrive on acknowledgment and appreciation.

In his essay on Clemenceau in Great Contemporaries, Churchill had commended the way the Frenchman was ‘fighting, fighting all the way’ through life.254 Over the next five months Churchill had to fight the Government whips, the Prime Minister, the press (especially The Times), Conservative Central Office, his backbench colleagues, the Security Services and his own constituency association. In some parliamentary divisions he led a party of three, and sometimes two. Yet in that same desolate period he showed the greatest moral courage of his life, and laid the foundations of his future wartime leadership.

Here’s what I think: if you are listening hard and if your dumb questions address the heart of the matter, it’s okay. They may betray ignorance, but also likely show the right focus. If you have a penchant for asking foundational questions that people think you should already know the answers to, so what? You are on the right track. Ignorance is quickly remedied. A tendency toward the tangential, the irrelevant, the collateral, is not so easily fixed. It is okay not to know things, so long as you want to know things, care to know things, and when those are the things you actually need to know. Curiosity and query are among the most important pillars of sound leadership.

Trust at the interpersonal level. Trustworthiness is the foundation of trust. Trust is the emotional bank account between two people that enables them to have a win-win performance agreement. If two people trust each other, based on the trustworthiness of each other, they can then enjoy clear communication, empathy, synergy, and productive interdependency. If one is incompetent, training and development can help. But if one has a character flaw, he or she must make and keep promises to increase internal security, improve skills, and rebuild relationships of trust. Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.

...The happy Warrior... 'tis he whose law is reason; who depends upon that law as on the best of friends; whence, in a state where men are tempted still to evil for a guard against worse ill, and what in quality or act is best doth seldom on a right foundation rest, he labors good on good to fix, and owes to virtue every triumph that he knows: who, if he rise to station of command, rises by open means; and there will stand on honorable terms, or else retire, and in himself possess his own desire; who comprehends his trust, and to the same keeps faithful with a singleness of aim; and therefore does not stoop, nor lie in wait for wealth, or honors, or for worldly state; whom they must follow; on whose head must fall, like showers of manna, if they come at all:

Leaders nourish and uphold the culture of an organization. They make choices that inevitably limit the size and scope of activities that the organization undertakes. A good leader will only work in a firm where there is clear and effective governance to protect the culture, philosophy and investment discipline of the firm. The most effective leaders create a non-hierarchical environment in which idea sharing is encouraged, and diligent execution is rewarded. They also establish a solid foundation, a durable framework, and processes for successfully managing an organization that can maintain these qualities. And last, a great investment leader has a zero tolerance policy for breaches of integrity. By integrity, we mean not only honesty and fulfillment of fiduciary obligation, but process integrity.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

In the incongruous role of the insurgent party-builder, he made crystal clear the whole host of inferences we have drawn from the experiences of Monroe and Polk: that innovation, however orthodox, is inherently destabilizing; that the purely constructive leadership project is an illusion; that the affiliated leader cannot assume independent ground without ultimately embracing the role of the heretic; that the only way ever to be president in your own right is to become yourself a great repudiator and set yourself directly against the bulwark of received power; that political disruption parallels presidential significance. Roosevelt's insight was not simply that new achievements do not rest securely on old foundations, but that to save the handiwork of his presidency he would have to reconstruct its political base.

The Islamic revolution in Iran is a positive development. At the same time, the Islamic revolution of Afghanistan, sprung exclusively from spiritual roots, dealt a heavy blow to the communist regime in the former Soviet Union. In face of that revolution, the red Soviet empire had to concede that it is incapable, in spite of its military superiority, to defeat the Mujaheddin, whose main weapons were their right and their spiritual strength. Another quite new situation appeared as a consequence of the Islamic revolution in Iran, that destroyed the Zionist rule in that country and shook its foundations in that part of the world. Khomeini's letter to Gorbachev, in which he was inviting the latter to convert to Islam, had great symbolic power! What is new again is the movement of Islamic rebirth and the continuous decay of the strength of the colonial government bodies directed from afar by Israel in many Islamic countries." "The Islamic system has remained stable in Iran even after the death of Khomeini and the change in the person of the leader and of the leadership group the only one to remain stable in the entire Islamic world. On the contrary, the demise of the Shah meant at the same time the collapse of his regime, his artificial form of government, and his army. All that went to the dust-bin of history. The same fate awaits the other regimes that prevail in the muslim world. Israel knows that very well. She tries desperately to cause the wheel of history to stand still. However, any strike against Iran or against the growing Islamic movements, will cause the anger of the muslim masses to grow, and the fire of the Islamic revolution to ignite. Nobody will be able to suppress that revolution.

Death had brushed hard against him, and beneath the calculations of a public relations machine, he was struggling mightily within himself. Johnson’s New Deal friend Jim Rowe had sent him a recently published biography on Lincoln, which detailed the profound change Lincoln had undergone during a waiting time when he was out of politics. This was Johnson’s waiting time, a time of gathering strength and direction. When Lincoln had suffered his deep depression he had asked himself: What if I died now? What would I be remembered for? Coming back from “the brink of death,” Johnson asked himself a similar set of questions. He had laid the foundation of a substantial fortune, but what purpose did that serve? He had learned to manipulate the legislative machine of the Senate with a deftness and technical expertise without parallel in American history. But to what end did one accumulate such power? Regardless of one’s impressive title, power without purpose and without vision was not the same thing as leadership.

With the increasing recognition of Jews as the parasitic germs of these diseases, state after state was forced in the last years to take a position on this fateful question for nations. Imbued with the instinct of self-preservation, they had to take those measures which were suited to protect for good their own people against this international poison. Even if Bolshevik Russia is the concrete product of this Jewish infection, one should not forget that democratic capitalism creates the conditions for it. In this way, the Jews prepare what the same Jews execute in the second stage of this process. In the first stage, they deprive the majority of men of their rights and reduce them to helpless slaves. Or, as they themselves put it, they make them expropriated proletarians in order to spur them on, as a fanaticized mob, to destroy the foundations of their state. Later, this is followed by the extermination of their own national intelligentsia, and finally by the elimination of all cultural foundations that, as a thousand-year-old heritage, could provide these people with their inner worth or serve as a warning to the future. What remains after that is the beast in man and a Jewish class that, as parasites in leadership positions, will in the end destroy the fertile soil on which it thrives. On this process-which according to Mommsen results in the Jewish engineered decomposition of people and states-the young, awakening Europe has now declared war. Proud and honorable people in other parts of the world have allied themselves to it. They will be joined by hundreds of millions of oppressed men who, irrespective of how their present leaders may view this, will one day break their chains. The end of these liars will come, liars who claim to protect the world against a threatening domination but who actually only seek to save their own world-rule. We are now in the midst of this mighty, truly historic awakening of the people, partly as leading, acting, or performing men. On the one side stand the men of the democracies that form the heart of Jewish capitalism, with their whole dead weight of dusty theories of state, their parliamentary corruption, their outdated social order, their Jewish brain trusts, their Jewish newspapers, stock exchanges, and banks-a combination, a mix of political and economic racketeers of the worst sort; on their side, there is the Bolshevik state, that is, that number of brutish men over whom the Jew, as in the Soviet Union, wields his bloody whip. And on the other side stand those nations who fight for their freedom and independence, for the securing of their people’s daily bread. Adolf Hitler – speech to the Reichstag April 26, 1942

Rouhani did not directly condemn the US-led air strikes against ISIL in Syria when addressing the United Nations on 25 September –but issued the following warning: “I believe if countries claiming leadership of the coalition are seeking to perpetuate their hegemony in the region, they’d be making a strategic mistake. Democracy can’t be delivered in a backpack. It’s not a commodity to be exported from west to east. It needs a foundation

Leaders who finish well have the faith to trust God’s Word—its promises and its commands. They are willing to step out in faith, in obedience to God’s revealed will for their lives, even if they cannot see where that step will take them. As Corrie Ten Boom aptly pointed out, we should “never be afraid to trust an unknown future to a known God.” Our faith must be centered on God Himself. When my family and I first came to Lancaster Baptist Church, we had no solid financial foundation. We had just spent all of our savings on moving and in fixing the building and the property of our new church. With no money in the bank and no salary from the church, we based our assurance that all would be well on God’s promises. Our faith was not misplaced, for we never missed a meal or saw our needs unmet. Twenty-three years later, I’m so thankful we came to Lancaster even before we knew what God was going to do here. When I see how God has blessed this ministry, it motivates me to take further steps of faith. What in your life requires faith? When God gives a leader a vision of His plan for his life or ministry, it’s far greater than what can be accomplished in human strength. Refuse to question God’s ability; instead trust God’s plan. Faith is not an emotion fueled by success stories or emotionally charged sermons. Faith is a simple choice to trust God.

The foundation of all long-term success lies in building a Resilient and Growth oriented MINDSET.

My major goal in business was to learn. I had legislated in my mind for failure the worse possible scenario was I would learn a lot regardless of the outcome. This goal was the foundation for success of the business. Peldi, Balsamiq

I’ve come to a personal belief that a key ingredient in the West Point recipe is the idea that great leadership begins first with character—that leadership is primarily a function of who you are, for this is the foundation for everything you do.

Before you even try to learn how to be an excellent manager, you need to make sure that you have solid foundation on these four basic skills: choosing good people, defining unambiguous expectations, giving praise and recognition and demonstration care to your people.

difficult situation, the Iraqi civilian trying to care for a family amid chaos and violence. They are the people who pay every day with blood and tears for the failures of high officials and powerful institutions. The run-up to the war is particularly significant because it also laid the shaky foundation for the derelict occupation that followed, and that constitutes the major subject of this book. While the Bush administration—and especially Donald Rumsfeld, Paul Wolfowitz, and L. Paul Bremer III—bear much of the responsibility for the mishandling of the occupation in 2003 and early 2004, blame also must rest with the leadership of the U.S. military, who didn’t prepare the U.S. Army for the challenge it faced, and then wasted a year by using counterproductive tactics that were employed in unprofessional ignorance of the basic tenets of counter-insurgency warfare. The undefeated Saddam Hussein of 1991 The 2003 U.S. invasion and occupation of Iraq can’t be viewed in isolation. The chain of events began more than a decade earlier with the botched close of the 1991 Gulf War and then it continued in the U.S. effort to contain Saddam Hussein in the years that followed.

Men responded to Shackleton’s advertisement in droves. Why? Because the mission was clear. The cost and potential loss both drew the right men and made sure the wrong men didn’t sign up. God’s mission, similarly, is not for the faint of heart. Even becoming a Christian, according to Jesus, should be weighed heavily. Luke says, “Suppose one of you wants to build a tower. Will he not first sit down and estimate the cost to see if he has enough money to complete it? For if he lays the foundation and is not able to finish it, everyone who sees it will ridicule him, saying, ‘This fellow began to build and was not able to finish”’ (Luke 14:28-30).

One of the most important things you can do as a leader is make sure you and your organization are delivering what you promised. The question I ask to make an assessment of this is “Did we exceed expectations?” This ensures my future success and that of my organization. The future is dim professionally for anyone who doesn’t exceed the expectations of customers or clients.

The ability to ask the right question is more than half the battle of finding the answer.

Pragmatically, there is an evident need for the continuation of many of the functions of the original apostles. This would include church planting, laying good foundations in churches, continuing to oversee those churches, appointing the leaders, giving ongoing fatherly care to leaders, and handling difficult questions that may arise from those churches. There are really only three ways for churches to carry out these functions: 1. Each church is free to act totally independently and to seek God’s mind for its own government and pastoral wisdom, without any help from outside, unless the church may choose to seek it at any particular time. When we started the church which I am still a part of, for example, we were so concerned to be ‘independent’ that we would not even join the Fellowship of Independent Evangelical Churches, although we adopted their trust deed and constitution because that would prevent us being purely independent. We were at that time very proud of our ‘independence’! 2. Churches operate under some sort of structured and formal oversight, as in many denominations today, where local church leaders are appointed by and accountable to regional leadership, whether ‘bishops’, ‘superintendents’ or ‘overseers’. It is hard to justify this model from the pages of the New Testament, though we recognize that it developed very early in church history. Even the word episkopos, translated ‘bishop’ or ‘overseer’, which came to be used of those having wider authority and oversight over other leaders and churches, was used in the New Testament as a synonym for the local leaders or elders of a particular church. The three main forms of church government current in the institutional church are Episcopalianism (government by bishops), Presbyterianism (government by local elders) and Congregationalism (government by the church meeting). Each of these is only a partial reflection of the New Testament. Commenting on these forms of government without apostolic ministry, Phil Greenslade says, ‘We assert as our starting point what the other three viewpoints deny: that the apostolic role is as valid and vital today as ever before. This is to agree with the German charismatic theologian, Arnold Bittlinger, when he says “the New Testament nowhere suggests that the apostolic ministry was intended only for first-century Christians”.’39 3. We aim to imitate the New Testament practice of travelling ministries of apostles and prophets, with apostles having their own spheres of responsibility as a result of having planted and laid the foundations in the churches they oversee. Such ministries continue the connection with local churches as a result of fatherly relationships and not denominational election or appointment, recognizing that there will need to be new charismatically gifted and friendship-based relationships continuing into later generations. This is the model that the ‘New Apostolic Reformation’ (to use Peter Wagner’s phrase) is attempting to follow. Though mistakes have been made, including some quite serious ones involving controlling authority, and though those of us involved are still seeking to find our way with the Holy Spirit’s help, it seems to reflect more accurately the New Testament pattern and a present-day outworking of scriptures such as 1 Corinthians 12 and Ephesians 4. ‘Is the building finished? Is the Bride ready? Is the Body full-grown, are the saints completely equipped? Has the church attained its ordained unity and maturity? Only if the answer to these questions is “yes” can we dispense with apostolic ministry. But as long as the church is still growing up into Christ, who is its head, this ministry is needed. If the church of Jesus Christ is to grow faster than the twentieth century population explosion, which I assume to be God’s intention, then we will need to produce, recognize and use Pauline apostles.’40

If you want to be the best leader you can possibly be, no matter how much or how little natural leadership talent you possess, you need to become a serving leader.

Before you attempt to set things right, make sure you see things right.

An entity so preoccupied with its own makeup, so unclear about its eventual mission, and so imperiled in terms of its population foundations cannot be a candidate for global leadership.

Jeffers stretched up on his toes to see the back of the mob, “But James, we’re doing all this for you... We need this gold to build a united Alba. We need it to fund an army and to forge decisive leadership.” His voice was almost plaintive. “We want to hand your generation a real empire rather than just a loose collection of competing Families. We want to give you the foundations to achieve glory! What could possibly be wrong with that?” “Rubbish!” cried Tristan, not about to let honey-coated nonsense dissolve the glue that bound his army. “Absolute codswallop!” he let his calm facade slip for the first time that day. “What you’re actually trying to do is to build a legacy that you don’t deserve! You want to swan around as an armchair General for the next twenty years while your precious army strives and dies for hollow victories that do nothing more than feed your ego! And do you know who strives and dies in this picture?” He waved one arm at the figures behind him. “We do! We here in this alley, along with other young men and women just like us!” Tristan watched Jeffers from the corner of his eye, as he shook his fist towards deGroot, “Well we’re not having it! If you want us to fight and die, then we’re going to fight now, and we’re going to fight you! So come on down deGroot and take a swing!

Your ultimate goal as a leader should be to work hard enough and strategically enough that you have more than enough to give and share with others.