Lean Leadership Quotes

In the future, there will be no female leaders. There will just be leaders.

Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence." (Harvard Business School definition of leadership)

If you're offered a seat on a rocket ship, don't ask what seat! Just get on.

Being confident and believing in your own self-worth is necessary to achieving your potential.

The gender stereotypes introduced in childhood are reinforced throughout our lives and become self-fulfilling prophesies. Most leadership positions are held by men, so women don't expect to achieve them, and that becomes one of the reasons they don't.

Give us a world where half our homes are run by men, and half our institutions are run by women. I'm pretty sure that would be a better world.

Presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.... Leaders should strive for authenticity over perfection.

I look forward to the day when women with leadership and insight, gifts and talents, callings and prophetic leanings are called out and celebrated as Deborah, instead of silenced as Jezebel.

Control your own Destiny or somebody else will

Leadership requires creating conditions that enable employees to do the kinds of experimentation that entrepreneurship requires.

With a deep sigh, Lucius resumed pacing. "Honestly, I can't stand this going around anymore. The story is quite simple. You, Antanasia, are the last of a long line of powerful vampires. The Dragomirs. Vampire royalty." Now that made me laugh, a squeaky, kind of hysterical laugh. "Vampire royalty. Right." Yes. Royalty. And that is the last part of the story, which your parents still seem reluctant to relate." Lucius leaned over the table across from me, bracing his arms, staring me down. "You are a vampire princess—the heir to the Dragomir leadership. I am a vampire prince. The heir to an equally powerful clan, the Vladescus. More powerful, I would say, but that's not the point. We were pledged to each other in an engagement ceremony shortly after our births.

Often when a woman exhibits leadership, she’s accused of having that Jezebel spirit. I look forward to the day when women with leadership and insight, gifts and talents, callings and prophetic leanings are called out and celebrated as a Deborah, instead of silenced as a Jezebel.

Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.

Courage is leaning into the doubts and fears to do what you know is right even when it doesn’t feel natural or safe.

Perfectionism is a disease. Procrastination is a disease. ACTION is the cure.

Conditions for all women will improve when there are more women in leadership roles giving strong and powerful voice to their needs and concerns.

We have to change the culture from one in which people simply do their own job in their own function to make their own numbers look good (a vertical focus) to one in which people are focused horizontally on the customer and on improving value streams that deliver value across functions.

Don't let your tools become your process.

The act of deeply thinking through problems, energizing people, and aligning them toward a common goal is the only way to practice and develop real leadership ability.

In the words of both Peter Drucker and Warren Bennis, “Management is doing things right; leadership is doing the right things.” Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

Vision without an Action is Illusion. Action without a Vision is Confusion.

Sometimes, people don’t need our homes to live in or our bodies to lean on. All they need are our hands to lift them up.

The sword doesn't change. So you have to adapt to the sword. You can't change your surroundings. They only change once you have changed.

I start with the premise that the function of leadership is to produce more leaders, not more followers. —Ralph Nader, consumer advocate

The use of a good process that engages people is much more desirable, even if it does not initially achieve all the results.

Conditions for all women will improve when there are more women in leadership roles giving strong and powerful voice to their needs and concerns.13

Team performance is directly proportional to team stability. Focus on building and maintaining a stable team. Stability reduces friction and increases credibility and confidence.

It is the mentor’s responsibility to create a safe and trusting space that enables a mentee to stretch and step outside their comfort zone, take risks, and show up authentically.

This is the ultimate chicken and the egg situation. The chicken: Women will tear down the external barriers once we achieve leadership roles... The egg: We need to eliminate the external barriers to get women into those roles in the first place. Both sides are right.

The bigger problem was that I couldn’t see that I had a problem.” Bud paused for a moment, and then, leaning toward me, he said in a lower, even more earnest tone, “There is no solution to the problem of lack of commitment, for example, without a solution to the bigger problem — the problem that I can’t see that I’m not committed.

QUIT = Quickly Uphold Important Things

The ability to shift from reacting against the past to leaning into and presencing an emerging future is probably the single most important leadership capacity today.

Humans are not by nature solitary. They need to connect with other human beings to share dreams and fears, to lean on each other, to enhance each other.

When we understand and appreciate the differences between us, we can leverage them to improve our conversations, deepen our learning, and spur creative thinking.

Becoming more self-aware is the necessary first step to bridging differences. Without it, you will not be able to identify or understand when you encounter differences that matter.

We often meet someone and think they are “different” but people are not inherently different: our differences lie between us, not within us.

If you want to increase productivity, cut the timeline in half.

We are most effective when we are able to lean in fully to the resource of the other people in our lives.

In his latest book, General Colin Powell explains that his vision of leadership rejects “busy bastards” who put in long hours at the office without realizing the impact they have on their staff.

term Lean was coined by John Krafcik in a 1988 article based on his master’s thesis at MIT Sloan School of Management1 and then popularized in The Machine that Changed the World and Lean Thinking. Lean Thinking summarized Womack and Jones’s findings from studying how Toyota operates, an approach that was spearheaded by Taiichi Ohno, codified by Shigeo Shingo, and strongly influenced by the work of W. Edwards Deming, Joseph Juran, Henry Ford, and U.S. grocery stores. Lean Thinking framed Toyota’s

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

Millennial women are less likely than Millennial men to agree that the statement "I aspire to a leadership role in whatever field I ultimately work" descried them very well. Millennial women were also less likely than their male peers to characterize themselves as "leaders," "visionaries," "self-confident," and "willing to take risks." (p.16)

We have to remember that the ancient faith communities that set a course to change the history of the world did so without church programs, without paid staff, without Web sites, and without brochures, blogs, or buildings. They were lean! The point of going without all the stuff is simple but profound. When you don’t have all the “stuff,” you’re left with a lot of time to spend with people.

I lent my ear to the patient's lips - so close that I could feel his fetid, warm breath on my skin. "Can you tell me where I can find Señora Jucinta Coronado?" I asked for the last time. I was afraid he'd bite me. Instead he emitted a violently loud fart. His companions burst out laughing and clapped with joy. I took a few steps back, but it was too late: the flatulent vapours had hit me. It was then that I noticed, close to me, an old man, all hunched up, with a prophet's beard, thin hair, and fiery eyes, who was leaning on a walking stick and gazing at the others with disdain. "You're wasting your time, young man. Juanito only knows how to let off farts, and the others can only laugh and smell them. As you see, the social structure here isn't very different from that of the outside world.

I made a lot of mistakes along the way and wish I had access to the information in this book back then. Common traps were stepped in—like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).

Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you. A good leader affects a team’s ability to deliver code, architect good systems, and apply Lean principles to how the team manages its work and develops products. All of these have a measurable impact on an organization’s profitability, productivity, and market share.

Kate leaned toward me. “What I need most when I’m in the box is to feel justified. Justification is what my box eats, as it were, in order to survive. And if I’d spent my whole night, and really a lot longer even than that, blaming my son, what did I need from my son in order to feel ‘justified,’ to feel ‘right’?” “You needed him to be wrong,” I said slowly, a knot forming in my stomach. “In order to be justified in blaming him, you needed him to be blame worthy.

At last, somebody in line steps forward. “I can commit,” he says. He’s a tall, lean young man with a rifle slung over his back. “What’s your name?” Chris asks. “Andrew,” he replies. “And I’m in.” Chris nods. A few other guys step forward and, after a few moments, the entire crowd of ex-POWs takes one step, signifying their decision. My chest swells with pride – pride for Chris’s leadership, pride for the people willing to give their lives to take down Omega. It’s a rush.

declaring that he had made Virginia, under his leadership, “a misery, a ruine, a death, a hell.”18 The real hell was yet to come. In the winter of 1609–10, five hundred colonists, having failed to farm or fish or hunt and having succeeded at little except making their neighbors into enemies, were reduced to sixty. “Many, through extreme hunger, have run out of their naked beds being so lean that they looked like anatomies, crying out, we are starved, we are starved,” wrote the

Many have argued with me that ambition is not the problem. Women are not less ambitious than men, they insist, but more enlightened with different and more meaningful goals. I do not dismiss or dispute this argument. There is far more to life than climbing a career ladder, including raising children, seeking personal fulfillment, contributing to society, and improving the lives of others. And there are many people who are deeply committed to their jobs but do not - and should not have to - aspire to run their organizations. Leadership roles are not the only way to have profound impact.

Nearly two decades later, on his final day in office, President Clinton had issued Rich a highly unusual pardon. It was unusual because the pardon was given to a fugitive, which was, to my knowledge, unprecedented. It was also unusual, and suspicious, because it had not gone through the normal review process at the Department of Justice. The pardon had only been seen by then–Deputy Attorney General Eric Holder, who, without seeking input from the prosecutors or agents who knew the case, cryptically told the White House he was “neutral, leaning positive.” The New York Times editorial board called the pardon “a shocking abuse of federal power.

Under the leadership of religious professionals, modern worship has become passive—listening to a message and singing some songs. Seldom is there a call to service or an invitation to trust Christ. Baptisms take place inside the church where it is safe and comfortable rather than in public where there is opportunity to give witness to the saving grace of Christ. The great needs of society are left to para-church groups, government agencies, and other social service organizations. All the while the church is losing its muscle tone, its biceps are becoming loose and flabby and its belly is becoming round and soft. Not a pretty picture for one who once was toned and buff—a lean, mean fighting machine.

There are several explanations offered as to why women have lower aspirations than men, including that women feel there is a lack of fit between themselves (their personal characteristics) and senior leadership positions, which are often characterized in highly masculine terms; women feel there are too many obstacles to overcome; women do not want to prioritize career over family; women place less important than do men on job characteristics common to senior roles, such as high pay, power, and prestige; gender role socialization influences girls' and women's attitudes and choices about occupational achievement; and women are more often located in jobs that lack opportunities for advancement and they lower their aspirations in response to this disadvantageous structural position. (p.191)

Our entrenched cultural ideas associate men with leadership qualities and women with nurturing qualities and put women in a double bind,” she said. “We believe not only that women are nurturing, but that they should be nurturing above all else. When a woman does anything that signals she might not be nice first and foremost, it creates a negative impression and makes us uncomfortable.”7 If a woman is competent, she does not seem nice enough. If a woman seems really nice, she is considered more nice than competent. Since people want to hire and promote those who are both competent and nice, this creates a huge stumbling block for women. Acting in stereotypically feminine ways makes it difficult for women to reach for the same opportunities as men, but defying expectations and reaching for those opportunities leads to being judged as undeserving and selfish.

It’s my proof that others are as blameworthy as I’ve claimed them to be — and that I’m as innocent as I claim myself to be. The behavior I complain about is the very behavior that justifies me.” Bud placed both hands on the table and leaned toward me. “So simply by being in the box,” he said slowly and earnestly, “I provoke in others the very behavior I say I hate in them. And they then provoke in me the very behavior they say they hate in me.” Bud turned and added another sentence to the principles about self-betrayal: “Self-betrayal” 1. An act contrary to what I feel I should do for another is called an act of “self-betrayal.” 2. When I betray myself, I begin to see the world in a way that justifies my self-betrayal. 3. When I see the world in a self-justifying way, my view of reality becomes distorted. 4. So—when I betray myself, I enter the box. 5. Over time, certain boxes become characteristic of me, and I carry them with me. 6. By being in the box, I provoke others to be in the box. 7. In the box, we invite mutual mistreatment and obtain mutual justification. We collude in giving each other reason to stay in the box.

investigations and reported the completion of significant investigations without charges. Anytime a special prosecutor is named to look into the activities of a presidential administration it is big news, and, predictably, my decision was not popular at the Bush White House. A week after the announcement, I substituted for the attorney general at a cabinet meeting with the president. By tradition, the secretaries of state and defense sit flanking the president at the Cabinet Room table in the West Wing of the White House. The secretary of the treasury and the attorney general sit across the table, flanking the vice president. That meant that, as the substitute for the attorney general, I was at Vice President Dick Cheney’s left shoulder. Me, the man who had just appointed a special prosecutor to investigate his friend and most senior and trusted adviser, Scooter Libby. As we waited for the president, I figured I should be polite. I turned to Cheney and said, “Mr. Vice President, I’m Jim Comey from Justice.” Without turning to face me, he said, “I know. I’ve seen you on TV.” Cheney then locked his gaze ahead, as if I weren’t there. We waited in silence for the president. My view of the Brooklyn Bridge felt very far away. I had assured Fitzgerald at the outset that this was likely a five- or six-month assignment. There was some work to do, but it would be a piece of cake. He reminded me of that many times over the next four years, as he was savagely attacked by the Republicans and right-leaning media as some kind of maniacal Captain Ahab, pursuing a case that was a loser from the beginning. Fitzgerald had done exactly as I expected once he took over. He investigated to understand just who in government had spoken with the press about the CIA employee and what they were thinking when they did so. After careful examination, he ended in a place that didn’t surprise me on Armitage and Rove. But the Libby part—admittedly, a major loose end when I gave him the case—

Are there characteristics inherent in sex differences that make women more nurturing and men more assertive? Quite possibly. Still, in today's world, where we no longer have to hunt in the wild for our food, our desire for leadership is largely a culturally created and reinforced trait. How individuals view what they can and should accomplish is in large part formed by our societal expectations. (p.19)

At times, staying in the same functional area and in the same organization creates inertia and limits opportunities to expand. Seeking out diverse experiences is useful preparation for leadership. (p.62)

I truly believe that the single most important career decision that a woman makes is whether she will have a life partner and who that partner is. I don't know of one woman in a leadership position whose life partner is not fully - and I mean fully - supportive of her career. No exceptions. (p.110)

Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you.

The moral of the story, borne out in the data, is this: improvements in software delivery are possible for every team and in every company, as long as leadership provides consistent support— including time, actions, and resources—demonstrating a true commitment to improvement, and as long as team members commit themselves to the work.

spend more time comforting and hugging infant girls and more time watching infant boys play by themselves.22 Other cultural messages are more blatant. Gymboree once sold onesies proclaiming “Smart like Daddy” for boys and “Pretty like Mommy” for girls.23 The same year, J. C. Penney marketed a T-shirt to teenage girls that bragged, “I’m too pretty to do homework so my brother has to do it for me.”24 These things did not happen in 1951. They happened in 2011. Even worse, the messages sent to girls can move beyond encouraging superficial traits and veer into explicitly discouraging leadership. When a girl tries to lead, she is often labeled bossy. Boys are seldom called bossy because a boy taking the role of a boss does not surprise or offend. As someone who was called this for much of my childhood, I know that it is not a compliment. The stories of my childhood bossiness are told (and retold) with great amusement. Apparently, when I was in elementary school, I taught my younger siblings, David and Michelle, to follow me around, listen to my monologues, and scream the word “Right!” when I concluded. I was the eldest of the neighborhood children and allegedly spent my time organizing shows that I could direct and clubs that I could run. People laugh at these accounts, but to this day I always feel slightly ashamed of my behavior

Companies that have the greatest success with sustained Lean transformation make an up-front commitment that eliminating work won’t result in eliminating people. It’s the work that’s non-value-adding, not the people.

key Lean maxim that should guide your mapping team’s every step is “maximum results through minimum effort.

Polly leaned back in her chair. “How does a bill become a law?” she asked. “Oh,” I said. “I know all about that. The idea for the bill emerges from the revolutionary consciousness. Advocates gather to demand social change. That gets transmitted to the political leadership, and they channel that positive energy into progressive legislation.” “Please tell me you’re not serious,” Polly said. “Of course, then it gets blocked by the greedy corporate special interests. But committed advocates for social justice can help change the system. You know, make a difference. That’s why I’m here.

Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

When the book Lean In came out, urging women to step up their leadership in professional life, my initial response was, Oh brother! Women are already doing everything—now we also have to lean in? But all the talk about leaning in got me thinking about women who have had tremendous effects on this world and yet, like so many, haven’t gotten their due. I decided to adopt a hobby: Wherever I was lucky enough to travel, if a shrine dedicated to a female saint was nearby, I would take myself there and make of it what I could. From my grandfather Cassidy’s side of the family, my Catholic heritage goes back more than a thousand years. That is not an easy ship to jump from when the waters get rough, which they have been lately. In turning my eyes toward the women saints, I have found some fun, a lightness to the landscape where questions sprout everywhere—questions such as: So her body hasn’t decomposed? And she did what? With no money? And everybody said, no, no, no to her, but she did it anyway?

My fellow IT leaders, we must use these new Agile, Lean, and DevOps practices as a lever for changing the relationship between IT and the rest of the business. We

believe that this is simpler than it sounds. It is about identifying the obstacles in our way and taking today’s best-practice ideas—those found in the Agile Manifesto and in books like Lean Startup, Lean Software Development, Lean Enterprise, The DevOps Handbook, and others on today’s management bookshelves—and applying them to IT leadership.

awkward televised hug from the new president of the United States. My curtain call worked. Until it didn’t. Still speaking in his usual stream-of-consciousness and free-association cadence, the president moved his eyes again, sweeping from left to right, toward me and my protective curtain. This time, I was not so lucky. The small eyes with the white shadows stopped on me. “Jim!” Trump exclaimed. The president called me forward. “He’s more famous than me.” Awesome. My wife Patrice has known me since I was nineteen. In the endless TV coverage of what felt to me like a thousand-yard walk across the Blue Room, back at our home she was watching TV and pointing at the screen: “That’s Jim’s ‘oh shit’ face.” Yes, it was. My inner voice was screaming: “How could he think this is a good idea? Isn’t he supposed to be the master of television? This is a complete disaster. And there is no fricking way I’m going to hug him.” The FBI and its director are not on anyone’s political team. The entire nightmare of the Clinton email investigation had been about protecting the integrity and independence of the FBI and the Department of Justice, about safeguarding the reservoir of trust and credibility. That Trump would appear to publicly thank me on his second day in office was a threat to the reservoir. Near the end of my thousand-yard walk, I extended my right hand to President Trump. This was going to be a handshake, nothing more. The president gripped my hand. Then he pulled it forward and down. There it was. He was going for the hug on national TV. I tightened the right side of my body, calling on years of side planks and dumbbell rows. He was not going to get a hug without being a whole lot stronger than he looked. He wasn’t. I thwarted the hug, but I got something worse in exchange. The president leaned in and put his mouth near my right ear. “I’m really looking forward to working with you,” he said. Unfortunately, because of the vantage point of the TV cameras, what many in the world, including my children, thought they saw was a kiss. The whole world “saw” Donald Trump kiss the man who some believed got him elected. Surely this couldn’t get any worse. President Trump made a motion as if to invite me to stand with him and the vice president and Joe Clancy. Backing away, I waved it off with a smile. “I’m not worthy,” my expression tried to say. “I’m not suicidal,” my inner voice said. Defeated and depressed, I retreated back to the far side of the room. The press was excused, and the police chiefs and directors started lining up for pictures with the president. They were very quiet. I made like I was getting in the back of the line and slipped out the side door, through the Green Room, into the hall, and down the stairs. On the way, I heard someone say the score from the Packers-Falcons game. Perfect. It is possible that I was reading too much into the usual Trump theatrics, but the episode left me worried. It was no surprise that President Trump behaved in a manner that was completely different from his predecessors—I couldn’t imagine Barack Obama or George W. Bush asking someone to come onstage like a contestant on The Price Is Right. What was distressing was what Trump symbolically seemed to be asking leaders of the law enforcement and national security agencies to do—to come forward and kiss the great man’s ring. To show their deference and loyalty. It was tremendously important that these leaders not do that—or be seen to even look like they were doing that. Trump either didn’t know that or didn’t care, though I’d spend the next several weeks quite memorably, and disastrously, trying to make this point to him and his staff.

INPUTS: Stated succinctly, what is the clear and compelling purpose for the system? OUTPUTS: What are the meaningful outcomes you are committed to achieving? FEEDBACK: To what degree does your feedback process allow you to manage the inputs and improve the outputs on a consistent basis? In what ways has your “systems intelligence” grown?

In our highly disjointed world at VeraComm, where functions don’t communicate well and don’t significantly collaborate, we fail to improve as a whole. Everybody seeks opportunities for improvement, but because we’re separated from each other, the best we can do is improve our individual step in the process and no more. We fail to understand that problems at one step can be caused by fundamental issues at another. And with learning cycles as slow as ours–pretty much equal to the frequency of releasing, every eight or ten months–we just can’t learn. Cause and effect are so widely separated from each other on the timeline that we simply cannot connect the dots. •

He must have courage, not the physical courage required on a battlefield but the moral courage to make and carry out decisions that might directly counter to the wishes of his superiors. He must have great willpower. and, perhaps above all, he must have the gift of leadership.

Professor Gruenfeld was able to explain the price women pay for success. “Our entrenched cultural ideas associate men with leadership qualities and women with nurturing qualities and put women in a double bind,” she said. “We believe not only that women are nurturing, but that they should be nurturing above all else. When a woman does anything that signals she might not be nice first and foremost, it creates a negative impression and makes us uncomfortable.

Of Yale alumni who had reached their forties by 2000, only 56 percent of the women remained in the workforce, compared with 90 percent of the men.13 This exodus of highly educated women is a major contributor to the leadership gap.

In Walked Jim September 2013: Entering his first morning staff meeting as FBI director, Jim Comey loped to the head of the table, put down his briefing books, and lowered his six-foot-eight-inch, shirtsleeved self into a huge leather chair. He leaned the chair so far back on its hind legs that he lay practically flat, testing gravity. Then he sat up, stretched like a big cat, pushed the briefing books to the side, and said, as if he were talking to a friend, I don’t want to talk about these today. I’d rather talk about some other things first. He talked about how effective leaders immediately make their expectations clear and proceeded to do just that for us. Said he would expect us to love our jobs, expect us to take care of ourselves … I remember less of what he said than the easygoing way he spoke and the absolute clarity of his day-one priority: building relationships with each member of his senior team. Comey continually reminded the FBI leadership that strong relationships with one another were critical to the institution’s functioning. One day, after we reviewed the briefing books, he said, Okay, now I want to go around the room, and I want you all to say one thing about yourselves that no one else here knows about you. One hard-ass from the criminal division stunned the room to silence when he said, My wife and I, we really love Disney characters, and all our vacation time we spend in the Magic Kingdom. Another guy, formerly a member of the hostage-rescue team, who carefully tended his persona as a dead-eyed meathead—I thought his aesthetic tastes ran the gamut from YouTube videos of snipers in Afghanistan to YouTube videos of Bigfoot sightings—turned out to be an art lover. I really like the old masters, he said, but my favorite is abstract expressionism. This hokey parlor game had the effect Comey intended. It gave people an opportunity to be interesting and funny with colleagues in a way that most had rarely been before. Years later, I remember it like yesterday. That was Jim’s effect on almost everyone he worked with. I observed how he treated people. Tell me your story, he would say, then listen as if there were only the two of you in the whole world. You were, of course, being carefully assessed at the same time that you were being appreciated and accepted. He once told me that people’s responses to that opening helped him gauge their ability to communicate. Over the next few years I would sit in on hundreds of meetings with him. All kinds of individuals and organizations would come to Comey with their issues. No matter how hostile they were when they walked in the door, they would always walk out on a cloud of Comey goodness. Sometimes, after the door had closed, he would look at me and say, That was a mess. Jim has the same judgmental impulse that everyone has. He is complicated, with many different sides, and he is so good at showing his best side—which is better than most people’s—that his bad side, which is not as bad as most people’s, can seem more shocking on the rare moments when it flashes to the surface.

Stepping out of eco-anxiety into action takes more than hope. It's about courage. Acknowledge the feelings of stress and despair, lean into compassion, and commit to action every day. Stand up for the next generation and our shared future.

Donald Reinertsen’s book The Principles of Product Development Flow: Second Generation Lean Product Development

Management is doing things right; leadership is doing the right things.” Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

We get to model Jesus’love in action to our kids. We get to set an example of a servant’s heart. We get to be the hands and feet of Jesus to these little ones. We get to point our kids to Jesus and pour into them in their most formative years. And we get to acknowledge our struggles, admit when we are wrong, and experience their forgiveness. Ultimately, we have the opportunity to show our kids what humble leadership looks like, and that’s powerful stuff! And sometimes we get opportunities to see all that work pay off in big dividends as our kids model Jesus’love right back to us! If you’re feeling the work you are doing is mundane and thankless, picture me leaning in and looking into your eyes right now and saying this: Don’t give up. Press on. Keep loving the people around you wholeheartedly. Keep investing. Keep showing up and leading with humility. It is making a difference—even if you can’t see it right now.

You can make do without a cofounder. You can survive for a while without a team. But you can’t make it without a mentor. Find at least one person who you deeply trust and who believes in you. Not a life coach or an executive leadership consultant, not an agency, not someone who’s read a lot of case studies and is ready to charge you by the hour. And not your parents—they love you too much to be impartial. Find an operational, smart, useful mentor who has done it before, who likes you and wants to help. You will need to lean on them when you start a company. Or even when you launch a project within a big company.

How could any debutante consider him dull merely because he refused to play whist? To her, all his ancestors’ lineage of fighting knights, keen leadership and stern authority were encapsulated within his lean, muscled body which pulsed with vigour and power. Sans tailcoat, she could appreciate his…attire: immaculate white billowing shirt sleeves, an equally immaculate burgundy waistcoat that enhanced his broad chest, immaculate cravat with a spanking diamond, immaculate black breeches which clung in all the right places and immacu– actually, no, his hair appeared scruffy, as though he’d been heaved through a hedge.

We measured transformational leadership using survey questions adapted from Rafferty and Griffin (2004):1 My leader or manager: (Vision) ​–​Has a clear understanding of where we are going. ​–​Has a clear sense of where he/she wants our team to be in five years. ​–​Has a clear idea of where the organization is going. (Inspirational communication) ​–​Says things that make employees proud to be a part of this organization. ​–​Says positive things about the work unit. ​–​Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) ​–​Challenges me to think about old problems in new ways. ​–​Has ideas that have forced me to rethink some things that I have never questioned before. ​–​Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership) ​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

Senior management is simply a flag bearer when a business decision is made. It is of no use unless others follow the flag. —Eiji Toyoda, former chairman of Toyota

Mission Command embraces a conception of leadership which unsentimentally places human beings at its center. It crucially depends on factors which do not appear on the balance sheet of an organization: the willingness of people to accept responsibility; the readiness of their superiors to back up their decisions; the tolerance of mistakes made in good faith. Designed for an external environment which is unpredictable and hostile, it builds on an internal environment which is predictable and supportive. At its heart is a network of trust binding people together up, down, and across a hierarchy. Achieving and maintaining that requires constant work.15

Women can enter (...) negotiations with the knowledge that showing concern for the common good, even as they negotiate for themselves, will strengthen their position.

Feeling threatened by others' choices pulls us all down. Instead, we should funnel our energy into breaking this cycle.

I truly believe that the single most important career decision that a woman makes is whether she will have a life partner and who that partner is. I don’t know of one woman in a leadership position whose life partner is not fully—and I mean fully—supportive of her career. No exceptions.

rated “success in a high-paying career or profession” as important to their lives.10 A recent survey of Millennials11 found that women were just as likely to describe themselves as ambitious as men. Although this is an improvement, even among this demographic, the leadership ambition gap remains. Millennial women are less likely than Millennial men to agree that the statement “I aspire

I look forward to the day when women with leadership and insight, gifts and talents, callings and prophetic leanings are called out and celebrated as a Deborah, instead of silenced as a Jezebel.

Management is a bottom line focus: How can I best accomplish certain things? Leadership deals with the top line: What are the things I want to accomplish? In the words of both Peter Drucker and Warren Bennis, “Management is doing things right; leadership is doing the right things.” Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

truly believe that the single most important career decision that a woman makes is whether she will have a life partner and who that partner is. I don’t know of one woman in a leadership position whose life partner is not fully—and I mean fully—supportive of her career. No exceptions. And contrary to the popular notion that only unmarried women can make it to the top, the majority of the most successful female business leaders have partners. Of the twenty-eight women who have served as CEOs of Fortune 500 companies, twenty-six were married, one was divorced, and only one had never married.12 Many of these CEOs said they “could not have succeeded without the support of their husbands, helping with the children, the household chores, and showing a willingness to move.”13 Not surprisingly,

In the United States, where we pride ourselves on liberty and justice for all, the gender division of leadership roles is not much better.

Stephen Covey says: “Management is efficiency in climbing the ladder of success, leadership determines whether the ladder is leaning against the right wall”.

Like me, Gayle Tzemach Lemmon, deputy director of the Council on Foreign Relations’ Women and Foreign Policy Program, was encouraged to prioritize marriage over career. As she described in The Atlantic, “When I was 27, I received a posh fellowship to travel to Germany to learn German and work at the Wall Street Journal. … It was an incredible opportunity for a 20-something by any objective standard, and I knew it would help prepare me for graduate school and beyond. My girlfriends, however, expressed shock and horror that I would leave my boyfriend at the time to live abroad for a year. My relatives asked whether I was worried that I’d never get married. And when I attended a barbecue with my then-beau, his boss took me aside to remind me that ‘there aren’t many guys like that out there.’ ” The result of these negative reactions, in Gayle’s view, is that many women “still see ambition as a dirty word.”20 Many have argued with me that ambition is not the problem. Women are not less ambitious than men, they insist, but more enlightened with different and more meaningful goals. I do not dismiss or dispute this argument. There is far more to life than climbing a career ladder, including raising children, seeking personal fulfillment, contributing to society, and improving the lives of others. And there are many people who are deeply committed to their jobs but do not—and should not have to—aspire to run their organizations. Leadership roles are not the only way to have profound impact.

Even worse, the messages sent to girls can move beyond encouraging superficial traits and veer into explicitly discouraging leadership. When a girl tries to lead, she is often labeled bossy. Boys are seldom called bossy because a boy taking the role of a boss does not surprise or offend. As someone who was called this for much of my childhood, I know that it is not a compliment.

Our entrenched cultural ideas associate men with leadership qualities and women with nurturing qualities and put women in a double bind,” she said. “We believe not only that women are nurturing, but that they should be nurturing above all else. When a woman does anything that signals she might not be nice first and foremost, it creates a negative impression and makes us uncomfortable.

Professor Gruenfeld was able to explain the price women pay for success: "Our entrenched cultural ideas associate men with leadership qualities and women with nurturing qualities and put women in a double blind," she said. "We believe not only that women are nurturing, but that they *should* be nurturing above all else. When a woman does anything that signals she might not be nice first and foremost, it creates a negative impression and makes us uncomfortable.

From my travels around the country, I’ve noticed that the GOP has two distinct but related problems with women voters. First, many GOP-leaning women are apathetic. They may have previously voted with Republicans, but they’ve become disenchanted or perhaps have just disengaged.

The pipeline that supplies the educated workforce is clock-full of women at the entry level, but by the time that same pipeline is filling leadership positions, it is overwhelmingly stocked with men.