Leadership Visibility Quotes

You are responsible for everything you TWEET and RETWEET.

Don't let the title mislead you," Arlbeth told her. "The king is simply the visible one. I'm so visible, in fact, that most of the important work has to be done by other people." "Nonsense," said Tor. Arlbeth chuckled. "Your loyalty does you honor, but you're in the process of becoming too visible to be effective yourself, so what do you know about it?

Do you know invisible determination and effort will always accomplish visible distinction and excellence?

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.

The desire we so often hear expressed today for “episcopal figures,” “priestly men,” “authoritative personalities” springs frequently enough from a spiritually sick need for the admiration of men, for the establishment of visible human authority, because the genuine authority of service appears to be so unimpressive.

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

Leadership sometimes demands more than verbiage. It requires visible acts.

In order to cultivate a set of leaders with legitimacy in the eyes of the citizenry, it is necessary that the path to leadership be visibly open to talented and qualified individuals of every race and ethnicity,

There are two things a leader can do: he can either contaminate his environment (and his people) with his attitude and actions, or he can inspire confidence. A leader must be visible to the people he leads. He must be self-confident and always maintain a positive attitude. If a leader thinks he might lose in whatever crisis or situation; then he has already lost. He must exhibit a determination to prevail no matter what the odds or how difficult the situation. He must have and display the will to prevail by his actions, his words, his tone of voice, his appearance, his demeanor, his countenance, and the look in his eyes. He must never give off any hint or evidence that he is uncertain about a positive outcome.

As a woman in the business world, I kept seeing other women make the same mistakes over and over again. Telling their coworkers they wanted to be promoted. Asking their managers for more money. Bringing visibility to their work, leading meetings, talking in meetings, looking around in meetings, and breathing in meetings. Seeing this, I knew my calling was to write a book that would stop the frustration of making an effort. I learned many of these tips while I was working in the male-dominated world of tech.

Too many of the women lack critical assignments that will give 'star' visibility in their companies, even though they are considered high potential," she said. "Such assignments enable a woman to prove herself by showcasing her skills, tenacity, leadership, and making a difference to the company's bottom line.

The most significant role of a leader is to make the invisible clearly visible. Inspiration is invisible but inspired action is visible. Truth is invisible but trustworthy behaviour is visible. A leader has to constantly cross the bridge between what is unseen and that which is seen in order to connect with his followers.

In order to cultivate a set of leaders with legitimacy in the eyes of the citizenry, it is necessary that the path to leadership be visibly open to talented and qualified individuals of every race and ethnicity,” is how O’Connor summarized the core of the argument for the law school’s position. She left little doubt that she had been persuaded not only

Real success is not visible. It has nothing to do with the size of your house, your batting average, or your bank account, or in our case, the number of medals you’ve managed to get. Those things are OK, granted. But success is how you feel every day. It’s being satisfied with the day’s work you’ve produced. It’s feeling at ease with yourself when you go home at night.

Despite those risks, hypersexualization is ubiquitous, so visible as to be nearly invisible: it is the water in which girls swim, the air they breathe. Whatever else they might be—athletes, artists, scientists, musicians, newscasters, politicians—they learn that they must, as a female, first and foremost project sex appeal. Consider a report released by Princeton University in 2011 exploring the drop over the previous decade in public leadership positions held by female students. Among the reasons these über-elite young women gave for avoiding such roles was that being qualified was not enough. They needed to be “smart, driven, involved in many different activities (as are men), and, in addition, they are supposed to be pretty, sexy, thin, nice, and friendly.” Or, as one alumna put it, women had to “do everything, do it well, and look ‘hot’ while doing it.

Being psychological means that one will need to find the new, the personal myth from within. It will not be found in an external ideology or institution, however benignly intended it may be, for those sources which may have served the past have too often grown self-perpetuating, preserving their own priesthood or corporate leadership, and rigidifying an original primal experience into dogma and formal principles. One will find, sooner or later, that the pneuma, or spirit, has long departed those ideas and places. Nor will right thinking or rational principles of conduct and behavior satisfy the soul. We will not be spared our anxieties, moments of deep despair, and appointments with the fellow with the scythe at the door. No amount of ritual prayer, healthful practices, or salutary motives will plumb the soul’s depths. Quite likely, the soul will speak to us at least some of the time in ways we do not want to hear. But it is speaking, always, and tells of us of that invisible world, which informs, moves, and shapes the visible world.

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

The more visibility you have to organizational leaders the more likely they are to consider you for roles of increasing responsibility – and the more likely you are to get promoted. 

There is a place I have visited on the coast of North Carolina where two barrier islands come close together. In the narrow passageway between them, the waters of the Atlantic Ocean meet the waters of the huge and shallow sound that lies behind the islands. There is turbulence in that place and waves appear to break even though no land is visible. I imagine that the leaders of the Department of Justice stand at that spot, between the turbulent waters of the political world and the placid waters of the apolitical sound.

In Yuri's early years of activism, [Mae] Mallory served as an important political mentor. Not only did Mallory have a visible leadership role, usually reserved for men, she also, remarked Yuri, 'taught me how to be a good Movement person. She was always on time, responsible & reliable, accurate in giving out information, and she wanted other people to be the same.

To earn their stripe as transformative digital leaders, CIOs have to become more visible, proactive, and innovative.

When the CIO’s voice gets heard by the broad base of audiences, that will improve visibility and transparency of IT.

The digital CIO needs to be the proactive, visible, and influential top business leaders.

To make a positive first impression, where is the best place to wear a nametag? Since we shake hands with our right hand, placing your nametag on the right side of your body will make it quickly visible for the best eye contact. Within a few inches of your collar bone and right shoulder will provide greater visibility even when you are sitting down.

Once the boundaries have been established, the next step is to make the operations and workflow visible with the assistance of a board or other aids. While identifying the individual steps of the process through which the workflow passes, Kanban groups should not let themselves be tempted to make the mistake of simply illustrating the official process as stipulated in project handbooks. Of course, there are organizations (such as military or infrastructure) that are required to adhere to strict processes. However, apart from these exceptions, official processes usually exhibit the weakness that they only exist on paper and barely correspond to actual reality. Such nonexistent processes are the wrong starting point for change. To orient ourselves around them would unnecessarily delay the change and/or improvement. In a technical kanban system, it is always the process currently being used in real life that should be visualized. The visualization is therefore also a task for the Kanban team—only the team knows how it actually functions. The identified steps in the process are listed in columns according to their operational sequence. Figure 3.1 shows a sample workflow of analysis, development, and testing represented using a visual board. As with most things in Kanban, there is no recommended layout for the board. We have seen boards visualizing the workflow in spiral form and boards using a motorway as a metaphor—anything that expresses the process as sensibly and clearly as possible is permissible. Many teams explicitly take note of the completion criteria (“definition of done”) for each step so that all team members share the same understanding of when the work has been finished.

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

The word ambition comes from a Latin word meaning “campaigning for promotion.” The phrase suggests a variety of elements: social visibility and approval, popularity, peer recognition, the exercise of authority over others. Ambitious people, in this sense, enjoy the power that comes with money, prestige, and authority. Jesus had no time for such ego-driven ambitions. The true spiritual leader will never “campaign for promotion.” To His “ambitious” disciples Jesus announced a new standard of greatness: “You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all” (Mark 10:42–44).

That conflict between the reach for the divine and the lure of earthly things was to be the central problem of the Middle Ages. The claim of the Church to spiritual leadership could never be made wholly credible to all its communicants when it was founded in material wealth. The more riches the Church amassed, the more visible and disturbing became the flaw; nor could it ever be resolved, but continued to renew doubt and dissent in every century.

Do your job well. Share your knowledge. Be an informal mentor. Be very visible in your organization for the right reasons. Stop and offer on-the-spot training whenever you can to whomever you can. Share your knowledge outside of your organization if opportunity arises. Attend local, regional, and national gatherings as often as you can. Share what you learn and how you learn with other people. Be nice to everyone.

Whenever I attempt to understand the Pakistani military’s Inter-Services Intelligence and the civilian Intelligence Bureau, whose purpose is to collect crucial information on the security of the state, I am left with biting questions about their true roles in internal and external matters. It is a fact that such countries as India and Pakistan have always suffered from a lack of limits on the role of their intelligence agencies and respect for international law and human rights, including the privacy of individuals within the concept and context of global peace and fundamental freedoms. The ISI, driven by the Pakistan Armed Forces, ignores the supreme constitutional role and rule of a democratic head of state, under which even the Armed Forces themselves fall. This is not only a violation of the constitution but also a rejection of the civilian leadership. This can be interpreted as Pakistan is a country where the servant rules its leader and patron. It is this bitter reality that leads toward the collapse of all systems of society, which the Pakistani nation has faced since the first introduction of martial law by General Ayub Khan in 1958, and such conduct has continued to exist ever since, whether visibly or invisibly. One cannot ignore, avoid, or deny that Pakistan has maintained its physical independence for more than 7 decades. However, its real freedom as conceptualized upon the nation’s creation has been only a dream and abused by its so-called defenders and its power-mongers. Unfortunately, such figures control the ISI and lead it in the wrong direction, beyond the constitutional limits of its power. Consequently, the ISI plays the role of a gang that disrupts the stability of the main political parties and promotes tiny, unpopular parties to gain power for itself. There is thus no doubt that the ISI has failed in its responsibility to support constitutional rule and to secure and defend the state and its people. The failure of the democratic system in the country, directly or indirectly, reflects the harassment practiced by both intelligence agencies without proof or legal process, even interfering with other institutions. The consequences are the collapse of the justice system and the imposition of foreign policies that damage international relationships. The result is a lack of trust in these agencies and their isolation. In a civilized century, it is a tragedy that one dares not express one’s feelings that may abuse God, prophets, or sacred figures. But more than that, one cannot speak a word against the wrongdoing of a handful of army generals or ISI officials. In Pakistan, veteran journalists, top judges, and other key figures draw breath under the spying eyes of the ISI; even higher and minister-level personalities are the victims of such conduct. One has to live in such surroundings. Pakistan needs a major cleanup and reorganization of the present awkward role of the ISI for the sake of international relations, standards, and peace, including the privacy of individuals and respect for the notable figures of society, according to the law.

For more than a century America has occupied a position of scientific leadership and has gradually come to take it for granted. Although neither war nor economic depression nor political conflict has been able to threaten it, I now fear that that is about to change, for something has arisen that may indeed signal a change in our national character. That something is most visible in the debate over evolution, but it extends far beyond the teaching of a single subject in the curriculum of a single scientific discipline. It reveals a deep and profound split in the American psyche, an unease that threatens the way we think of ourselves as a people, the place we hold for science in our lives, and the way in which we will move into the twenty-first century. What is at stake, I am convinced, is nothing less than America’s scientific soul.

The biblical preacher talks about the poor man’s wisdom that saved a city but he was immediately forgotten. A poverty of ideas, contributions, uniqueness or influence, will overshadow the visibility of good potential. Keep those ideas flowing and you will not be forgotten.

JAY: No, I’m talking about the leadership of the Democratic Party went along with the Patriot Act, went along with the war in Iraq. VIDAL: Have you ever found them? You know where they live? JAY: The leadership of the Democratic Party? VIDAL: You know, they’re not visible. There’s some obviously good people in the party. I like Dennis Kucinich, I like Senator Leahy. There are some very good people in Congress. And let’s hope they start doing some oversight. But I’m not very sanguine.

The twentieth century was not the finest epoch in Southern Baptist history with respect to ecclesiological practice. As urban churches increased in numbers of members, stress was placed on church efficiency. In the admission of members, there was less care and greater laxity, while corrective church discipline was abandoned and the use of church covenants became less frequent. Numerous members were inactive and/or nonresident, but their names were kept on church rolls. In larger urban churches, full-time ministers with specialized tasks assisted the pastors so that the “church staff” came to be. Certain other Baptist conventions and unions chose to identify with conciliar ecumenism and its goal of more visible transdenominational union, but the SBC declined to do so—eliciting the unfavorable epithet “problem child of American Protestantism”—and the conciliar movement faded in significance. Later in the century numerous megachurches developed, usually with multiple worship services and multiple sites and with the demise of congregational polity. In the final decades of the century, as Southern Baptists found more affinity with American evangelicals, they found that ecclesiology was a weakness, not a strength of evangelicals. Increasingly moral failure, both in the membership and in the leadership, became common in Southern Baptist churches, with church members having the same percentage of failures as nonmembers.

The ability to visualize non-visible work is an essential first step in gaining clarity about and consensus around how work gets done.

There must be a clear distinction between wishing and believing. A wish is a hazy thread of desires that leaves room for the winds of doubt to toss it about, meaning it might happen by chance or not. A belief has no equivocation; it is clear, stubborn and deliberate in taking hold of what remains yet unseen by the physical eye. If there is no visible way, a belief will draft the way, create the way, walk the path and reach the desired destination.

Bacon was but a precursor of the Darwinian war of reasoned teachings against dogmatic beliefs, which left such a deep mark on the thought of the last century. Whatever may have been the place of blind faith during former centuries, it cannot again for long assume leadership in a century when reason has so visibly and so tangibly shown its triumphs all around us. We

Last, you’ve got to do more leading and less managing. Be a visible and motivating presence.

But these most visible leadership abilities build not just on empathy, but also on managing ourselves and sensing how what we do affects others.

obvious, rather than rolling up numerous ad hoc spreadsheets, and an effective and broad system for data capture can save time and increase visibility into business performance. Without it, you must be very precise in the data you collect in order to avoid overburdening the organization or hitting material data-quality issues. However, don’t let a broad reporting system allow you to neglect the process of effective reporting. A mass of data is not the same as a report. Even if executives can drill down into real-time portfolio information, that is too ad hoc to be a process for keeping projects on track, and you will still need a structure of reports

management by wandering about” (MBWA), first described by Peters & Waterman in their book, In Search of Excellence. 12 MBWA is, well, walking about your place of work seeing how your colleagues are; finding out what’s going on; following up on projects; being visible; saying what you want to say one-to-one; and helping the atmosphere as you go.

The vote only empowers you to represent abilities, whereas the beauty of work and actuality of capability qualify you as a true leader; otherwise, the majority vote is just a power game, not insight.” Ziauddin Khawaja, known as Ziauddin Butt, in the military coup against the elected Prime Minister of Pakistan, Nawaz Sharif, on October 12, 1999, under secret and mutual interests, assured the four corps commanders of that time of their loyalty to the army and in favor of General Musharraf. Military treachery was preferred over democratic values and the constitutional protection of the elected Prime Minister. If General Butt was a patriot, the worst general in history, Musharraf, would never have dared to hand over our beloved country to foreign forces. Every general tries to be a patriot and a hero after retirement. As many generals as there were in Pakistan and they broke, abrogated, or suspended the constitution from any angle, they were and are complete traitors to the Pakistani state, nation, and constitution, but also to the morale of the great forces, along with the traitorous judges of the judiciary, who participated equally. Not repeating such factors is a nation’s survival; otherwise, there will be no uniforms and no freedom. Staying within every institution’s limits is patriotism; give exemplary proof of your patriotism, and you are all subservient to the Constitution and those elected under the Constitution. Your oath is your declaration of respect and protection of democratic values; its violation is treason against the country and nation. On the other hand, Pakistani political parties and their leadership do not qualify in the context of politics since, if they are in power or opposition, they seek favor from the Armed Forces for their democratic dictatorship. The honest fact is that Pakistanis neither wanted nor wished to establish real democratic values and their enforcement. Lawmakers are unqualified and incapable of fulfilling the context of the Constitution, which is the essence of a pure and honest democracy with fair and transparent elections as per the will of voters, which never happened in Pakistan. Examples are visible and open to the world, even though no one feels sorry or ashamed for such an immoral, illegitimate, and unconstitutional mindset and trend of the Pakistani leadership of all political parties. Huge and widespread corruption is a threat to the Pakistani economy and people’s prosperity. IMF support and other benefits go into the hands of corrupt officials instead of prioritizing the well-being of society or individuals. Imposing taxes without prosperity in society and for people who already live below the poverty line is economic violence, not a beneficial impact. The fact is bare that the establishment misuses leaders and leaders misuse the establishment, which has become a national trend; consequently, state, nation, and constitution remain football for them, and they have been playing it for more than seven decades, losing the resources of land and people for their conflicts of interest. I can only suggest that you stop such a game before you defeat yourself.

Transformational leaders are like the roots of a tree. They may not be visible, but they keep the tree alive.

Operational deficiencies are made visible through statistical analysis, and likewise growth opportunities.

I’ve been asked many times whether people can become Level 5, and if so, how? Yes, and the best spark to ignite such leadership in yourself is to wrestle with a hard, simple question: What cause do you serve? What cause are you willing to sacrifice and suffer for, when you must make decisions that cause pain for yourself and others to advance that cause? What cause will infuse your life with meaning? It might be a grand, highly visible cause or a more private, less-visible cause; what matters is that you lead in service to that cause, rather than in service to yourself.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

We must exhaustively pursue our true objectives — the abstract objects lying beyond what is visible. Shigeo Shingo

We can see and feel the waste of material things. Awkward, inefficient, or ill directed movements of workers leaves nothing visible or tangible behind. Their appreciation calls for an act of memory, an effort of the imagination.” ‡ Hold that thought.

COLLABORATE play are to broaden our perspectives, embrace variability, and make visible the collective knowledge, thoughts, and ideas of the group.

If I shine in the light of sun then will I be visible after the sunset? One thing I learnt very early... Because life had decided to hit me hardest. I made a conscious choice to face my own darkness and deep dive because below there swam some dots of light..

Management is doing things right; leadership is doing the right things." Peter Drucker

Renewal in solitude is one of the visible patterns in the life and leadership of Jesus. This was how he retained His focus, faithfulness and fruitfulness in spite of all the crisis that characterized His ministry.

visible. I imagine that the leaders of the Department of Justice stand at that spot, between the turbulent waters of the political world and the placid waters of the apolitical sound. Their job is to respond to the political imperatives of the president and the voters who elected him, while also protecting the apolitical work of the thousands of agents, prosecutors, and staff who make up the bulk of the institution. So long as the leaders understand the turbulence, they can find their footing. If they stumble, the ocean water overruns the sound and the department has become just another political organ. Its independent role in American life has been lost and the guardians of justice have drowned. One evening after work in spring 2004, Patrice looked at me.

In his acclaimed work Built to Last, Jim Collins describes the culture of “visionary companies.” Two of the four traits he observed in the culture of great companies are related to their actual beliefs. A strong culture has, according to Collins, a fervently held ideology and indoctrination of that ideology.3 Surely a company should not have a more fervently held ideology than a local body of believers. Surely a company should not be more passionate about indoctrination than a local church. While not everything that is articulated is really believed, what is really believed is always articulated. If something is really valued, it is declared. Language and words help create the culture one lives in. When the Babylonians, for example, took Daniel and his contemporaries into captivity, they schooled the people of God in their language and literature (Dan. 1:4). The Babylonian leaders knew the power of words, both spoken and read, in attempting to form culture. The articulated beliefs and even how they are articulated help form the culture. How a church speaks of those outside the church, of the Scripture, and of the mission influences the culture greatly. The artifacts of church culture are the visible, tangible expressions of a church’s actual and articulated beliefs. Artifacts include common behaviors, informal rules for interaction, and other customs. Artifacts also include the formal behavioral management systems like policies, organizational structures, meeting formats, and required procedures. Church cultures even express their beliefs through artifacts that are nonhuman. Our buildings, technology, art, music, and other resources and tools constitute expression of our culture. Our programs and church calendars are expressions of who we are and are embedded in our cultures. Artifacts reveal a church’s worldview and simultaneously shape the church to continue believing it.

The artifacts are often what people latch on to most in a church, though they are expressions of so much beneath the surface. Imagine growing up in a healthy church. The church is generous, kind, nurturing, full of truth, and loving. You grow up loving your church. This church happens to have some programs that have deeply impacted you. Maybe it was a children’s program or a great worship ministry. In your mind, even without realizing it, your affinity for belief of the church is connected to the visible expressions of the church. Now, years long past that first church experience, artifacts that seem nearest to those original expressions will just feel right. Because of this, people are often really attached to the artifacts. While changing actual beliefs is the most difficult task, changing artifacts often creates the most pain. In order to understand culture, it is critical to recognize the differences in the layers. It is faster to correct unwanted behaviors or artifacts in a culture, but only addressing behavior is insufficient. Unless all the layers of culture are addressed, other deviant behaviors will pop up in the place of recently addressed ones. This game of behavioral whack-a-mole becomes an endless cycle of battling unnamed enemies underneath the surface. The unwanted behaviors are symptoms; an unhealthy culture is the sickness. Wherever we find stubborn sticking points in a church culture, there is always inconsistency between the actual beliefs and values and the stated ones. If there are deeply held assumptions and beliefs within the culture that are incompatible with the desired future that leaders are leading toward, then the beliefs beneath the surface must be addressed. If our churches are going to have strong cultures, there must be actual beliefs driven deeply into the church that are articulated and then expressed in artifacts. There will be harmony and congruence between all three layers of culture. The church won’t settle for mere alignment between the articulated values and the artifacts. The leaders will push for the actual beliefs to be deeply rooted in the church. The true beliefs and assumptions of a church culture are not only written on signs, posters, and e-mail footers. The truly embraced convictions of a local church are written in the lives of believers as they interact with one another and the world. Church leaders often

We find a direct link between results and the degree to which the executive sponsor remains visibly engaged.

Digital transformation is “pushed” by both visible forces and invisible forces; hard forces and soft forces from multiple directions.

Akbar's Rajput policy, however, did not result from any grand, premeditated strategy. Rather, it began as a response to the internal politics of one of the Rajput lineages, the Kachwaha clan, based in the state of Amber in northern Rajasthan. In 1534 the clan's head, Puran Man, died with no adult heir and was succeeded by his younger brother, Bharmal. Puran Mal, however, did have a son who by the early 1560s had come of age and challenged Bharmal's right to rule Amber. Feeling this pressure from within his own clan, Bharmal approached Akbar for material support, offering in exchange his daughter in marriage. The king agreed to the proposal. In 1562 the Kachwaha chieftain entered Mughal service, with Akbar assuring him of support in maintaining his position in the Kachwaha political order, while his family entered the royal household. Besides his daughter, Bharmal also sent his son Bhagwant Das and his grandson Man Singh (1550-1614) to the court in Agra. For several generations thereafter, the ruling clan continued to give its daughters to the Mughal court, thereby making the chiefs of these clans the uncles, cousins or even father-in-laws of Mughal emperors. The intimate connection between the two courts had far-reaching results. Not only did Kachwaha rulers quickly rise in rank and stature in the Mughal court, but their position within their own clan was greatly enhanced by Akbar's confirmation of their political leadership. Akbar's support also enhanced the position of the Kachwahas as a whole -- and hence Amber state -- in the hierarchy of Rajasthan's other Rajput lineages. Neighbouring clans soon realised the political wisdom of attaching themselves to the expanding Mughal state, a visibly rising star in North Indian politics. [...] Driving these arrangements, though, was not just the incentive of courtly patronage. The clans of Rajasthan well understood that refusal to engage with the Mughals would bring the stick of military confrontation. Alone among the Rajput clans, the Sisodiyas of Mewar in southern Rajasthan, north India's pre-eminent warrior lineages, obstinately refused to negotiate with the Mughals. In response, Akbar in 1568 led a four-month siege of the Sisodiyas' principal stronghold of Chittor, which ultimately fell to the Mughals, but only after a spectacular 'jauhar' in which the fort's defenders, foreseeing their doom, killed their women and gallantly sallied forth to meet their deaths. In all, some 30,000 defenders of the fort were killed, although its ruler, Rana Pratap, managed to escape. For decades, he and the Sisodiya house would continue to resist Mughal domination, whereas nearly every other Rajput lineage had acknowledged Mughal overlordship.

Steve told me that there were two important things I needed to communicate to this person in the first week. Firstly, the new team member must understand that it is their job to know more than anyone in the company about their product area and its customers. Importantly, this person needed to know more about these things than I did, and Steve knew that I knew a lot. Secondly, the new team member should have a publicly visible ‘win’ sometime in the first 90 days from their start date.

Work is love made visible. And if you cannot work with love but only with distaste, it is better that you should leave your work and sit at the gate of the temple and take alms of those who work with joy. (Gibran 1970)

Yet a hell of a lot of femmes have spoken to me privately of the depression, anxiety, and PTSD that have come from being femmes in visible leadership. If the only place we and our gender are loved is on a pedestal, and one mistake throws us off the pedestal into a pit of hell … well, that’s not a recipe for anything like love, or liberation.

For Amazon, savings are more than a corporate competitive matter. Indeed, the company holds “frugality” up as one of Amazon’s Leadership Principles as it “breeds resourcefulness, self-sufficiency and invention.” In an interview with CBS’s Bob Simon for 60 Minutes, Bezos connected frugality to his #1 rule: Think about the customers’ needs first. “It’s a symbol of spending money on things that matter to customers and not spending money on things that don’t,” Bezos explained to Simon.33 The company still hands out the “Door Desk Award,” a title given internally to select employees who have a “well-built idea” that creates a significant savings for the company and enables lower prices for customers. It’s not just blog names and door desks that keeps the Day 1 mentality visible, either. When Amazon grew to occupy its own office building in Seattle, Bezos named the building “Day 1.” On the side, Bezos added a placard34 reminding everyone who enters the building of the founding Day 1 principle from the 1997 Letter to Shareholders: “There’s so much stuff that has yet to be invented. There’s so much new that’s going to happen. People don’t have any idea yet how impactful the Internet is going to be and that this is still Day 1 in such a big way.” —Bezos (1997 Letter)

The claim of the Church to spiritual leadership could never be made wholly credible to all its communicants when it was founded in material wealth. The more riches the Church amassed, the more visible and disturbing became the flaw; nor could it ever be resolved, but continued to renew doubt and dissent in every century.

When he wrote the testament in December 1922, his anxious concern on this score was visible in every line of the document. It showed up in his proposal that the Central Committee’s membership be enlarged to fifty or one hundred as a means of containing its inner conflicts and thus of preventing a “schism” that could jeopardize the continued stability of the party and the Soviet system. It was reflected in his comment on the antagonistic relations between Stalin and Trotsky as the prime source of the danger of a split in the Central Committee, and in his consideration of the qualifications of various possible candidates for succession to the supreme leadership.

Your many successes are invisible; your few mistakes are highly visible.

The average effect from 17 meta-analyses on leadership (principals, superintendents) on student achievement, based on over 600 studies, 1,350+ effects, is 0.40, which is appreciable for an indirect effect on student achievement.

Buy TripAdvisor Reviews If you want more information, contact us now. 24 Hours Reply/Contact Email: freeitshop@gmail.com WhatsApp: +12295087816 Telegram: @freeitshop Skype: freeitshop Buy 100% Real TripAdvisor Reviews We provide 100% safe and real TripAdvisor Reviews at a Cheap price. If you want safe stable TripAdvisor Reviews you can place your order at freeitshop.com We are 100% trusted so you have no chance to lose your money. Our service gives- verified Active TripAdvisor Reviews verified 100% Non-Drop TripAdvisor Reviews verified 100% Customer Satisfaction verified 100% Money Back Guarantee verified 30 Days Replacement Guarantee verified 24/7 Ready to Customer Live Support verified Replacement Guaranteed within short time verified If you want to buy this product, you must Advance Payment If you want more information, contact us now. 24 Hours Reply/Contact Email: freeitshop@gmail.com WhatsApp: +12295087816 Telegram: @freeitshop Skype: freeitshop Why Should You Buy TripAdvisor Reviews For Your Business? In today’s competitive market, credibility is everything. TripAdvisor reviews can significantly enhance your business’s reputation. When potential customers see a slew of positive feedback, they are more likely to trust you. Moreover, buying TripAdvisor reviews can give you an edge over competitors who may not prioritize their online presence. It’s all about standing out in the crowd. Positive reviews also improve your visibility on the platform. The more engaging and favorable ratings you receive, the higher you’ll rank in search results. With an influx of 5-star ratings, customer confidence grows rapidly. People tend to gravitate toward businesses that others have already endorsed. Investing in TripAdvisor reviews isn’t just about numbers; it’s about creating a compelling narrative around your brand that attracts new clientele effortlessly. Why should you Buy TripAdvisor Reviews online? Buying TripAdvisor reviews online is a strategic move for businesses looking to enhance their visibility. In today’s digital landscape, potential customers often rely heavily on reviews before making decisions. When you purchase these reviews, you can build credibility quickly. A high rating reflects positively on your business and attracts more visitors. The convenience of buying TripAdvisor reviews online means instant access to enhanced reputation management. You save time that would otherwise be spent soliciting feedback from satisfied customers. Moreover, reputable providers ensure that the reviews are authentic and aligned with your brand’s voice. This authenticity helps maintain trust among real users while boosting your overall rating. Investing in quality TripAdvisor reviews can dramatically increase foot traffic or inquiries, as many consumers seek social proof before engaging with a service or product.

Buy Tiktok Accounts If you want more information, contact us now. 24 Hours Reply/Contact Email: freeitshop@gmail.com WhatsApp: +12295087816 Telegram: @freeitshop Skype: freeitshop Looking to increase your influence on Tiktok? Buy Tiktok accounts and instantly level up your social media game. Our accounts are affordable, verified, and ready to use. Start gaining followers and creating viral content today. Our Service Always Trusted Customers sufficient Guarantee 100% Satisfaction Guaranteed Full Completed Profiles Mostly USA Profile’s Bio and Photo [High-Quality Service ] Email & Phone Verified Accounts USA, UK, CA, AU and more 5 Country ( PVA ) and Active Profiles 24/7 Ready to Customer Live Support High-Quality Service Express Delivery Very Cheap Price 100% Replacement Guarantee If you want more information, contact us now. 24 Hours Reply/Contact Email: freeitshop@gmail.com WhatsApp: +12295087816 Telegram: @freeitshop Skype: freeitshop Buy Tiktok Accounts || 100% Real and verified Accounts Are you ready to take your online presence to the next level? TikTok, with its massive user base and viral trends, offers an incredible opportunity for anyone looking to expand their influence. But building traction from scratch can be tough. That’s where buying TikTok accounts comes into play. Imagine stepping onto the platform with a verified account that already has followers and engagement—sounds appealing, right? In this guide, we’ll explore everything you need to know about purchasing TikTok accounts, including the benefits and key factors to consider. Whether you’re a business aiming for brand awareness or an individual looking for fame, understanding how to buy TikTok accounts could change the game for you. Let’s dive in! Buy Tiktok Accounts Buying TikTok accounts has become a popular strategy for influencers and brands alike. Instead of starting from scratch, you can acquire an account that already boasts followers and engagement. This allows you to bypass the often slow process of building your audience. Imagine launching your content on a platform where you’re instantly recognized. A ready-made following means more visibility for your posts right away. Whether you’re promoting products or sharing creative videos, this advantage can’t be overstated. However, it’s essential to ensure the authenticity of any account you consider purchasing. Look for verified accounts with genuine follower interactions to maximize your investment’s value. Exploring different sellers is important as well; not all platforms offer the same quality or legitimacy in their accounts. The right choice will set you on a path toward success without unnecessary delays in gaining traction.

Buy Naver Accounts - 100% Phone, Mail and Korean verified If you want more information, contact us now. 24 Hours Reply/Contact Email: freeitshop@gmail.com WhatsApp: +12295087816 Telegram: @freeitshop Skype: freeitshop Buy PVA Naver account We offer 100% security and email or phone number for Naver accounts at a low price. If you want a safe and stable Naver account, you can place an order on topserviceit.com if you want. We always provide the best service according to the needs of our customers. We ensure fast delivery and customer satisfaction. So you can contact us or order on the website for the best service. Our service quality ⇒ 100% satisfaction guarantee ⇒ Fully completed profile ⇒ Best quality, reliable, drip-free, and 100% safe service ⇒ Lowest price per service ⇒ Phone verification account and active profile in Korea, US, UK, CA, AU, and more 5 countries (PVA) ⇒ Guaranteed replacement service ⇒ 24-hour service access and customer support ⇒ 100% money-back guarantee If you want more information, contact us now. 24 Hours Reply/Contact Email: freeitshop@gmail.com WhatsApp: +12295087816 Telegram: @freeitshop Skype: freeitshop Buy Naver Accounts – 100% Phone, Mail and Korean verified. Navigating the digital landscape in South Korea often leads to one essential platform: Naver. For businesses and individuals looking to make their mark, having a Naver account is crucial. Whether you’re aiming to tap into local markets or engage with Korean audiences, buying verified Naver accounts can be your ticket to success. But why should you consider investing in these accounts? With an ever-growing number of users flocking to this search engine and portal for news, shopping, and social interactions, the potential reach is immense. If you’re ready to elevate your presence on this dominant platform but unsure where to start, you’ve come to the right place. Let’s dive into everything you need to know about purchasing reliable Naver accounts—ensuring that every investment counts! Buy Naver Accounts Buying Naver accounts opens the door to a wide range of opportunities in South Korea’s vibrant online ecosystem. With millions of active users, having an account allows you to tap into local trends and connect with potential customers. When you buy a verified Naver account, you’re not just getting credentials; you’re gaining credibility. Verified accounts often come with enhanced features that can help improve your visibility on the platform. Whether for personal use or business purposes, investing in these accounts is becoming increasingly popular. The ease of access and functionality they provide make them an attractive option for anyone looking to engage meaningfully within the Korean digital space. Remember, it’s essential to choose trustworthy sources when purchasing these accounts to ensure authenticity and avoid any pitfalls associated with unverified options.

Covert action has remained and will continue to remain a controversial instrument of state policy for India in Kashmir. Translated into execution, it allows it to adopt the smoke screen of plausible deniability, wherein the action itself may be visible and verifiable but its links are concealed, so that it can easily deny any involvement. Covert actions in India falls within the domain of the intelligence community generally (though not often) without the consent and knowledge of political leadership as against USA and other western countries where it has to be mandated by political leadership. Dr. Guroo became victim of one such covert operation.

Buy Personal LinkedIn Accounts If you want to use LinkedIn personally, buy personal LinkedIn accounts at the cost-effective prices. We provide fresh accounts have a few connections and also provide verified and premium LinkedIn accounts. ✅➤WhatsApp: +1 (828) 407-3256 ✅➤Telegram: @usaonlinesell ✅➤Skype: USAONLINESELL ✅➤Email: usaonlinesell@gmail.com Our Accounts are- ✔ Email verified ✔ Number verified ✔ SSN verified ✔ Drivers’ license verified ✔ Passport verified ✔ Superfast delivery confirmed and Satisfaction guaranteed Please contact us for better communication. ➤WhatsApp: +1 (828) 407-3256 ➤Telegram: @usaonlinesell ➤Skype: USAONLINESELL ➤Email: usaonlinesell@gmail.com Buy LinkedIn accounts We always suggest to buy personal LinkedIn accounts. A verified and active LinkedIn account allows businesses to display their products and thought leadership, attracting a wider audience and fostering meaningful connections. Through consistent engagement with relevant groups and communities, businesses can also stay updated on industry trends and gain valuable insights. Maintaining and updating a LinkedIn account is a valuable way for businesses to establish a strong professional presence and capitalize on networking opportunities. Engaging with the audience by responding to comments and messages also helps to build relationships and foster a sense of community. Maintaining and updating a business’s LinkedIn account is crucial for building a strong professional network. Creating a content calendar can help businesses plan and organize their posts, ensuring consistent and engaging content for their audience. By strategizing and scheduling posts in advance, businesses can save time and optimize their LinkedIn presence. To buy LinkedIn accounts, place your order here. Buy LinkedIn Accounts Buy LinkedIn Accounts Why businesses should engage with LinkedIn professional community? Businesses can maintain and update their LinkedIn accounts by engaging with the community. Respond promptly to comments and messages to show active participation. Join relevant groups and take part in discussions to foster connections. Consistently sharing valuable content will also help keep the account fresh and appealing to followers. Buy LinkedIn accounts with followers. Regularly updating the profile with current information and utilizing features such as LinkedIn stories can also enhance the account’s visibility. Lastly, monitoring and analyzing engagement and reach metrics can provide insights into what type of content resonates with the audience, aiding in tailoring future posts for maximum impact. Buy Verified LinkedIn accounts. Why regularly content management is very important? Regular profile and content updates are essential for maintaining and updating businesses’ LinkedIn accounts. Updating the company’s profile with recent achievements helps to highlight the business’s growth and success. By regularly updating this information, businesses can demonstrate their ongoing progress and attract potential clients or partners. Buy Verified LinkedIn accounts. Regularly updating content on LinkedIn helps to keep the audience engaged and interested. Updating LinkedIn accounts with regular profile and content updates is crucial for businesses to stay relevant, attract new opportunities, and engage with their target audience. Buy aged LinkedIn accounts. How LinkedIn provide the best social networking system? LinkedIn accounts provide businesses with a powerful tool to connect with potential customers, engage with their target audience, and generate leads. LinkedIn allows professionals to build meaningful connections, share insights, and engage in business-related activities.