Mentor Leader Quotes

Remember that mentor leadership is all about serving. Jesus said, “For even the Son of Man came not to be served but to serve others and to give his life as a ransom for many” (Mark 10:45).

Your most important task as a leader is to teach people how to think and ask the right questions so that the world doesn't go to hell if you take a day off.

Leaders..should influence others..in such a way that it builds people up, encourages and edifies them so they can duplicate this attitude in others.

Integrity is a powerful force, keeping you alive to others long after you’ve left their presence.

You will hardly find wrong people at right places. Choose to be at the right places and you will find the right people who will inspire you to make it happen!

When a young person, even a gifted one, grows up without proximate living examples of what she may aspire to become--whether lawyer, scientist, artist, or leader in any realm--her goal remains abstract. Such models as appear in books or on the news, however inspiring or revered, are ultimately too remote to be real, let alone influential. But a role model in the flesh provides more than inspiration; his or her very existence is confirmation of possibilities one may have every reason to doubt, saying, 'Yes, someone like me can do this.

The mediocre leader tells. The good leader explains. The superior leader demonstrates. The great leader inspires.

Engage, educate, equip, encourage, empower, energize, and elevate. Those are the methods for maximizing the potential of any individual, team, organization, or institution for ultimate success and significance. Those are the methods of a mentor leader.

If you're not reaching back to help anyone then you're not building a legacy.

Service to humanity is service to God.

As you become more present in your own life, you will begin to enlighten others by your example.

Expression is a function of intention and intention emanates from your thought faculty.

Leadership is an art expressed by the demonstration of characters worthy of immitation, emulation and inspiration. It is neither a title nor a postion.

A leader or mentor gives credit to others when things go right, and accepts the blame when things go wrong.

Do not Speak for Anyone. Just let them know their Right to Speak.

A woman with a strong sense of personal power, is self confident enough to accurately identify her strengths as well as her blind spots, which she is continually working to improve.

If you’re not certain of the value of mentorship, think of how many elite athletes or professional sports teams train without a coach. Zero. How many of your favorite films are made without a producer or director? Zero. How many of the best schools in the world function without teachers? Zero. It’s safe to say that every great leader, in any field, first had a great mentor. Finding a mentor who inspires and guides your growth is a life-changing experience. Mentors help us to transcend the limits, or perceived limits, of our abilities. A mentor can be anyone who teaches us and helps us to grow in ways we couldn’t have on our own.

It’s a short reminder that success can usually be measured by the number of uncomfortable conversations we are willing to have, and by the number of uncomfortable actions we are willing to take. The most fulfilled and effective people I know—world-famous creatives, billionaires, thought leaders, and more—look at their life’s journey as perhaps 25 percent finding themselves and 75 percent creating themselves.

The greatest act of leadership is mentoring. No matter how much you may learn, achieve, accumulate, or accomplish, if it all dies with you, then you are a generational failure.

A role model should be like the light at the end of a tunnel, guiding you when you are lost.

When I teach and mentor leaders, I remind them that if they stop learning, they stop leading

When you are a person people can trust, they will call on upon you, love to be around you and work with you. A leader’s skills take him to people, but his character brings people to him.

True Mentors, don't make their mentees a clone of themselves

It’s not a lesson learned until it’s a behavior changed.

You bring out the best in people when you trust them with a higher-vision of themselves. You keep them at lower-levels when you treat them like you see them with your physical eyes.

You see, King, we have a legend - I used to believe that it was all fairy-tale rubbish and empty smoke. It is a legend about how such things as war and death and despair were common in our country at one time. These terrible words, which we have long since stopped using in our language, can be read in collections of our old tales, and they sound awful to us and even a little ridiculous. Today I've learned that these tales are all true... But now tell me, don't you have in your soul a sort of intimation that you're not doing the right thing? Don't you have a yearning for bright, serene gods, for sensible and cheerful leaders and mentors? Don't you ever dream in your sleep about another, more beautiful life where nobody is envious of others, where reason and order prevails, where people treat other people only with cheerfulness and considerations?

Some women think being arrogant, selfish, bitter and looking down on others are qualities of being an Independent, strong, powerful and successful business women. No matter how high you are in life. Never look down on others and never forget humanity.

One who is mentored by lions is fiercer than one who is mentored by wolves.

Leaders are farmers; they cultivate human beings by adding values to them till they are fully grown as successful people for harvesting.

You’ve got to do your own growing, no matter how tall your grandfather was. Old Irish proverb

Every great soul had a great mentor.

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

A good coach can be a caring parent, a wise teacher, an exemplary pastor, a passionate friend or a devoted mentor. Keep in touch with all of them especially at the time they are needed.

Modern business is set up to squeeze out women who “want it all”—which is mostly just code for demanding equal pay for equal work. But the more empowered women in the workforce, the better. The more that women mentor women, the stronger our answer is to the old-boys’ network that we’ve been left out of. We can’t afford to leave any woman behind. We need every woman on the front lines lifting each other up . . . for the good of all of us and the women who come behind us. It’s tough to get past my own fears, so I have to remind myself that this is an experiment, to boldly go where no grown-ass woman has gone before. When we refuse to be exiled to the shadows as we mature, we get to be leaders who choose how we treat other women. If I don’t support and mentor someone like Ryan, that’s working from a place of fear. And if I put my foot on a rising star, that’s perpetuating a cycle that will keep us all weak. The actresses in the generation

Always dare to be in the company of those stronger than you. Sooner or later, you will be stronger than those who were once stronger than you, but unfortunately, they joined the company of those who are weaker than them!

You can’t be a successful leader or mentor until you have served. You can’t serve until you have stepped out of your comfort zone. And you can’t step out of your comfort zone unless you have character and keep your word.

So, when it comes to effective leadership, it’s not about you and what makes you comfortable or helps you get ahead. It’s about other people. It’s about serving God by serving others. That’s the mind-set of the mentor leader.

When you study success, you become a dreamer. When you study failure, you become a victor. When you study organisations, you become a mentor. When you study management, you become a leader. When you study nature, you become a scholar. When you study people, you become a counselor. When you study life, you become a thinker. When you study God, you become a philosopher. When you study magic, you become a sorcerer. When you study stars, you become an astronomer. When you study oracles, you become a seer. When you study visions, you become a diviner. When you study combat, you become a warrior. When you study war, you become a commander. When you study policy, you become a governor. When you study politics, you become a ruler. When you study nothing, you become a loser. When you study little, you become a loafer. When you study much, you become a winner. When you study all, you become a master.

Mentorships often occur between people with common interests or backgrounds, which means men most often mentor men. This creates a shortage with woman mentors, and leaders need to be aware of this and encourage male leaders to widen their circle.

As you work with individuals in your organization to develop their vision for the future, it is crucial that you establish specific, measurable goals. These goals will help the individuals realize their ambitions. In addition, you as a mentor have to establish that you are sincerely interested in the problems of the person you are mentoring. By taking action to support the individual, you will prove that you are indeed working in their best interest and always keeping the end in mind.

There are no self made heroes or leaders. No matter how rugged or self assured, everyone requires a cast of players - friends, mentors, lovers, critics, villains and supporters - who call, invite, seduce, goad and encourage them to finally step into their true power. We are all heroes and leaders in some way, and we all need each other.

If you start making excuses to cut out the things that are important because of urgent circumstances, it will become a habit, and you’ll start cutting them out regularly.

Students recognise their teachers. Teachers recognise their students.

A self-leader cries for no followers by himself. He does his thing and people get to know him, chase him and learn from him.

The better we serve, the greater the fulfilment.

A leader in 10 minutes can unlock your potentials which in reality would have taken you 10 years to do without them.

A leader’s skills take him to people, but his character brings people to him.

Young people will always need mentors to guide and support them.

He who want to be served must first know how to serve.

I did not know of any single soul who succeed in life without a mentorship.

If you cannot lead, do not mislead.

Institutional leaders will need to seek out “reverse mentors” among (often younger) individuals who can help them understand and master edge practices.

You are destiny to be; Rebuilder of great home. Restorer of mighty nation.

When you give of yourself, it benefits you, the organization, and the receiver.

If you wish to be a great teacher, be a great student first. If you wish to be a great leader, be a great follower first.

The best help you can get is someone who genuinely cares and knows how to help you get what you don’t even know you want.

Of all the sermons that I heard at church growing up, I can’t remember a single message that was preached in any of them. But I can certainly remember the people who preached them.

Leaders are called to Lead to Next.

A leader does not only discover what people can do better. He teaches, guides and mentor them to do it exceptionally well. When a seed comes into contact with a leader, fruits are produced.

The goal of all leaders should be to work themselves out of a job. This means leaders must be heavily engaged in training and mentoring their junior leaders to prepare them to step up and assume greater responsibilities. When mentored and coached properly, the junior leader can eventually replace the senior leader, allowing the senior leader to move on to the next level of leadership.

It became my mission to work with young people to help show them the way, not save them! But help them understand that there are choices that can be made that will make the difference for the rest of their lives.

If you don't already have a mentor, go out and find one. If you can't get someone to help you in person, begin the process by reading books. That's where I got started. The main thing is to get the process under way.

•Find someone to mentor. Once you reach a certain level in your leadership, the most valuable thing you have to give is yourself. Find someone to pour your life into. Then give him time and resources to become a better leader.

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

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

I believe that all leaders need to have someone in their life who is close enough to them and loves them enough to be able to look them straight in the eye and say “bulls--t” when needed. These are actually the types of close relationships that liberate leaders.

Ever since I was 12 years old, my mother have always taught me to learn to be a leader. To start learning now! When you have the time to take time to learn and have every chance to be mentored. Don't be ashamed to be high maintenance when it comes to development.

The truth is that empowerment is powerful—not only for the person being developed, but also for the mentor. Enlarging others makes you larger. It is an impact you can experience as a leader as long as you are willing to believe in people and give your power away.

Relational leaders have a growth mindset. They learn and grow from experience in order to achieve a skill, overcome an obstacle, solve a problem, or master an ability. A relational leader asks for help and seeks out teachers, mentors, and guides. Leaders are always learning.

Trying to get the right person in the right job can take a lot of time and energy. Let’s face it. Isn’t it easier for a leader to just put people where it is most convenient and get on with the work? Once again, this is an area where leaders’ desire for action works against them.

Make sure you have the right team members to strengthen your culture instead of people who suck the energy out of it. You can do everything right as a leader and coach, but if you don't have positive mentors and team members in the locker room your culture and team will fall apart.

Star performers are very likely to attract sponsors, and loyal performers are very likely to keep them. But if they fail to distinguish themselves, these loyal performers run the risk of becoming permanent seconds, lieutenants who never make captain. To position themselves for the top job, protégés must therefore contribute something the leader prizes but may intrinsically lack:

My favourite mentor brother told me that there were three kinds of people: followers, leaders and scouts. Scouts are capeable of leadership, but they could not tolerate the responsibility of it. Disinclined to take orders either, they invariably flouted authority and fomented strife. This is why scouts, he said wryly, were the first to be sent into danger, It was half hoped they would be killed. 'I fear you are destined to trouble us as a scout, little sister' he said

I’ve got a problem,’ he told his mentor. ‘I’ve got these two guys who I don’t know if I can control, they don’t listen to what I say and that affects how everybody else receives my messages. And the problem is, they’re two of the leaders in the dressing room and the best players. I will lose without them on board.’ Cruyff ’s response was blunt: ‘Get rid of them. You might lose one or two games, but then you will start winning and by then you would have turfed those two sons of bitches out the team.

Great employee development is focused far more on who people are and how they relate to others, and far less on overseeing projects, tasks, and deadlines. It’s a conversation that can’t wait for quarterly reviews—and oftentimes even weekly reviews are too far past the moment when things are ripe and ready for change. Ideally it starts in a person’s first week on the job, and it doesn’t end for as long as they’re on your team. Your goal is to create a world where mentoring, accountability, and support are the norm.

Superpowers follow passions. Careers where you’re mostly working within your passions are careers where you are more likely to be happy, fulfilled, and super powerful. You want a job where being your natural self sets you up for success. Conversely, if you find yourself in a job that relies on core skills that don’t feel fun or innate to you, you’re going to feel like you’re swimming against the current all the time. It won’t set you or your work up for success. Knowing your superpowers is mostly about knowing what you love.

Thought Leadership “The new economics for industry, government, education” Book by W. Edwards Deming “In God we trust. All others must bring data.” William Edwards Deming, Statistician, Professor and Author #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business

We also believe in the prophethood of Jesus and that the Bible is a divine book, so does that make us Christians? And we believe in the prophets Moses and David too…are we Jews?’ Tehreem queried in a mocking tone. ‘Our faith is Islam and we are the followers of the Holy Prophet, and though we respect other prophets and their teachings, we remain followers of Islam. we are not followers of their faiths. Similarly, you follow your prophet thereby denying the finality of the prophethood of Hazrat Muhammad (pbuh) but yet you insist that your faith is also a sect of Islam. Your prophet and the leaders of your community claim that whoever denies Mirza as a prophet is not a true Muslim—in effect, we’ve all been thrown out of Islam.

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

We are each warriors of our own times. When we step out of our protective shell, we each encounter forces much more powerful than we are. What we learn through testing ourselves on the combat zones of our eon becomes the textbook protocol for how we shall live out the remainder of our life. The glorious skirmishes and daunting conflicts that we encounter, and what we learn from vigorous engagements on the battlefield of time, inscribe the story of our lives. Spiritual leaders help guide us in our times of doubt and self-questioning. Recognizing the value of the mentorship of spiritual guides in their self-questing ventures, persons who endure immense adversity wish to reciprocate their love of humanity by sharing the scored story of their episodic journey through the corridors of time and relay the incisive truths they discovered to any other travelers with a willing ear.

One of the days we were there, the program leaders, or mentors, as they were called, told us we couldn’t go on any flights because of the threat of sandstorms. To kill time, the marine who had lost his hands and I decided to take advantage of the amenities in camp. So we headed to the pool. He wasn’t wearing his prosthetic hands and when we arrived, I sat down on the edge of the pool, dangled my right leg in the water, and took off my left leg. We joked about how these guys got to go swimming on their days off. I mean, days off? I certainly never had one. As the two of us removed our limbs to get in the water, we noticed one of the active-duty guys already in the pool looking at us. He did a double take before asking, “What are y’all doing here?” Without a moment’s hesitation, we both said in unison, “We’re on vacation.” We said it with a blatantly arrogant tone as if to say, You think you’re deployed. We think you’re on vacation.

We live in a world where we have to sacrifice our comfort for the sake of others. Where we have to go an extra mile to meet others' needs. Where we have to dig deep in our resources to please others. I have gone out of my comfort zone for some people. Some people have gone out of their comfort zone for me. And I'm grateful. It's life. It's a common thing. There is no right or wrong to this behaviour. We do it because either we want to or that we must. By the way, our self-sacrificing service can be unhealthy to us. Some people burn themselves down trying to keep others warm. Some break their backs trying to carry the whole world. Some break their bones trying to bend backwards for their loved ones. All these sacrifices are, sometimes, not appreciated. Usually we don't thank the people who go out of their comfort zone to make us feel comfortable. Again, although it's not okay, it's a common thing. It's another side of life. To be fair, we must get in touch with our humanity and show gratitude for these sacrifices. We owe it to so many people. And sometimes we don't even realise it. Thanks be to God for forgiving our sins — which we repeat. Thanks to our world leaders and the activists for the work that they do to make our economic life better. Thanks to our teachers, lecturers, mentors, and role models for shaping our lives. Thanks to our parents for their continual sacrifices. Thanks to our friends for their solid support. Thanks to our children, nephews, and nieces. They allow us to practise discipline and leadership on them. Thanks to the doctors and nurses who save our lives daily. Thanks to safety professionals and legal representatives. They protect us and our possessions. Thanks to our church leaders, spiritual gurus and guides, and meditation partners. They shape our spiritual lives. Thanks to musicians, actors, writers, poets, and sportspeople for their entertainment. Thanks to everyone who contributes in a positive way to our society. Whether recognised or not. Thank you. Thank you. Thank you!

when someone is not leading you, then you lead them. You pick up the slack for their weakness. My leader doesn’t want to come up with a plan? That’s okay. I will. My leader doesn’t want to give a brief? That’s fine. I will. My leader doesn’t want to mentor the younger troops? That’s okay. I will do it. My leader doesn’t want to take the blame when something goes wrong? That’s fine with me. I’m going to take the blame. And you have to think about that one. That one can be tricky because you think to yourself, “If I take the blame, I’m going to look bad. I’m going to look bad in front of the team and in front of the more senior boss—my weak boss’s boss.” But think about it from a leader’s perspective. Let’s say the mission was a failure, and the boss comes in to find out what happened. Listen to the way this situation plays out: I’m the guy that was in charge of the mission and I say, “Sorry, boss, we failed. But it wasn’t my fault. It was his fault,” and I point the finger at someone else. Now imagine that the guy I pointed the finger at says, “Yes. It was my fault. Here’s what happened. Here are the mistakes I made. And here is what I am going to do to fix the situation next time.” Who does the senior boss respect more? The guy who blamed someone or the guy who took responsibility—the guy that took ownership? Of course, it is the guy that takes ownership of

Evidently Nehru, though a nationalist at the political level, was intellectually and emotionally drawn to the Indus civilization by his regard for internationalism, secularism, art, technology and modernity. By contrast, Nehru’s political rival, Muhammad Ali Jinnah, the founder of Pakistan, neither visited Mohenjo-daro nor commented on the significance of the Indus civilization. Nor did Nehru’s mentor, Mohandas Karamchand Gandhi, India’s greatest nationalist leader. In Jinnah’s case, this silence is puzzling, given that the Indus valley lies in Pakistan and, moreover, Jinnah himself was born in Karachi, in the province of Sindh, not so far from Mohenjo-daro. In Gandhi’s case, the silence is even more puzzling. Not only was Gandhi, too, an Indus dweller, so to speak, having been born in Gujarat, in Saurashtra, but he must surely also have become aware in the 1930s of the Indus civilization as the potential origin of Hinduism, plus the astonishing revelation that it apparently functioned without resort to military violence. Yet, there is not a single comment on the Indus civilization in the one hundred large volumes of the Collected Works of Mahatma Gandhi. The nearest he comes to commenting is a touching remark recorded by the Mahatma’s secretary when the two of them visited the site of Marshall’s famous excavations at Taxila, in northern Punjab, in 1938. On being shown a pair of heavy silver ancient anklets by the curator of the Taxila archaeological museum, ‘Gandhiji with a deep sigh remarked: “Just like what my mother used to wear.

Finding the right mentor is not always easy. But we can locate role models in a more accessible place: the stories of great originals throughout history. Human rights advocate Malala Yousafzai was moved by reading biographies of Meena, an activist for equality in Afghanistan, and of Martin Luther King, Jr. King was inspired by Gandhi as was Nelson Mandela. In some cases, fictional characters can be even better role models. Growing up, many originals find their first heroes in their most beloved novels where protagonists exercise their creativity in pursuit of unique accomplishments. When asked to name their favorite books, Elon Musk and Peter Thiel each chose “Lord of the Rings“, the epic tale of a hobbit’s adventures to destroy a dangerous ring of power. Sheryl Sandberg and Jeff Bezos both pointed to “A Wrinkle in Time“ in which a young girl learns to bend the laws of physics and travels through time. Mark Zuckerberg was partial to “Enders Game“ where it’s up to a group of kids to save the planet from an alien attack. Jack Ma named his favorite childhood book as “Ali Baba and the Forty Thieves“, about a woodcutter who takes the initiative to change his own fate. … There are studies showing that when children’s stories emphasize original achievements, the next generation innovates more.… Unlike biographies, in fictional stories characters can perform actions that have never been accomplished before, making the impossible seem possible. The inventors of the modern submarine and helicopters were transfixed by Jules Vern’s visions in “20,000 Leagues Under the Sea” and “The Clippership of the Clouds”. One of the earliest rockets was built by a scientist who drew his motivation from an H.G. Wells novel. Some of the earliest mobile phones, tablets, GPS navigators, portable digital storage desks, and multimedia players were designed by people who watched “Star Trek” characters using similar devices. As we encounter these images of originality in history and fiction, the logic of consequence fades away we no longer worry as much about what will happen if we fail… Instead of causing us to rebel because traditional avenues are closed, the protagonist in our favorite stories may inspire originality by opening our minds to unconventional paths.

Mandal vs Mandir The V.P. Singh government was the biggest casualty of this confrontation. Within the BJP and its mentor, the RSS, the debate on whether or not to oppose V.P. Singh and OBC reservations reached a high pitch. Inder Malhotra | 981 words It was a blunder on V.P. Singh’s part to announce his acceptance of the Mandal Commission’s report recommending 27 per cent reservations in government jobs for what are called Other Backward Classes but are, in fact, specified castes — economically well-off, politically powerful but socially and educationally backward — in such hot haste. He knew that the issue was highly controversial, deeply emotive and potentially explosive, which it proved to be instantly. But his top priority was to outsmart his former deputy and present adversary, Devi Lal. He even annoyed those whose support “from outside” was sustaining him in power. BJP leaders were peeved that they were informed of what was afoot practically at the last minute in a terse telephone call. What annoyed them even more was that the prime minister’s decision would divide Hindu society. The BJP’s ranks demanded that the plug be pulled on V.P. Singh but the top leadership advised restraint, because it was also important to keep the Congress out of power. The party leadership was aware of the electoral clout of the OBCs, who added up to 52 per cent of the population. As for Rajiv Gandhi, he was totally and vehemently opposed to the Mandal Commission and its report. He eloquently condemned V.P. Singh’s decision when it was eventually discussed in Parliament. This can be better understood in the perspective of the Mandal Commission’s history. Having acquired wealth during the Green Revolution and political power through elections, the OBCs realised that they had little share in the country’s administrative apparatus, especially in the higher rungs of the bureaucracy. So they started clamouring for reservations in government jobs. Throughout the Congress rule until 1977, this demand fell on deaf ears. It was the Janata government, headed by Morarji Desai, that appointed the Mandal Commission in 1978. Ironically, by the time the commission submitted its report, the Janata was history and Indira Gandhi was back in power. She quietly consigned the document to the deep freeze. In Rajiv’s time, one of his cabinet ministers, Shiv Shanker, once asked about the Mandal report.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Cultivate Spiritual Allies One of the most significant things you learn from the life of Paul is that the self-made man is incomplete. Paul believed that mature manhood was forged in the body of Christ In his letters, Paul talks often about the people he was serving and being served by in the body of Christ. As you live in the body of Christ, you should be intentional about cultivating at least three key relationships based on Paul’s example: 1. Paul: You need a mentor, a coach, or shepherd who is further along in their walk with Christ. You need the accountability and counsel of more mature men. Unfortunately, this is often easier said than done. Typically there’s more demand than supply for mentors. Some churches try to meet this need with complicated mentoring matchmaker type programs. Typically, you can find a mentor more naturally than that. Think of who is already in your life. Is there an elder, a pastor, a professor, a businessman, or other person that you already respect? Seek that man out; let him know that you respect the way he lives his life and ask if you can take him out for coffee or lunch to ask him some questions — and then see where it goes from there. Don’t be surprised if that one person isn’t able to mentor you in everything. While he may be a great spiritual mentor, you may need other mentors in the areas of marriage, fathering, money, and so on. 2. Timothy: You need to be a Paul to another man (or men). God calls us to make disciples (Matthew 28:19). The books of 1st and 2nd Timothy demonstrate some of the investment that Paul made in Timothy as a younger brother (and rising leader) in the faith. It’s your job to reproduce in others the things you learn from the Paul(s) in your life. This kind of relationship should also be organic. You don’t need to approach strangers to offer your mentoring services. As you lead and serve in your spheres of influence, you’ll attract other men who want your input. Don’t be surprised if they don’t quite know what to ask of you. One practical way to engage with someone who asks for your input is to suggest that they come up with three questions that you can answer over coffee or lunch and then see where it goes from there. 3. Barnabas: You need a go-to friend who is a peer. One of Paul’s most faithful ministry companions was named Barnabas. Acts 4:36 tells us that Barnabas’s name means “son of encouragement.” Have you found an encouraging companion in your walk with Christ? Don’t take that friendship for granted. Enjoy the blessing of friendship, of someone to walk through life with. Make it a priority to build each other up in the faith. Be a source of sharpening iron (Proverbs 27:17) and friendly wounds (Proverbs 27:6) for each other. But also look for ways to work together to be disruptive — in the good sense of that word. Challenge each other in breaking the patterns of the world around you in order to interrupt it with the Gospel. Consider all the risky situations Paul and Barnabas got themselves into and ask each other, “what are we doing that’s risky for the Gospel?

For how far in the future are you optimizing your organization? Are you mentoring solely to instruct or also to learn? Will you know if you’ve accomplished your organizational and personal goals? Are you measuring the things you need to be? Have you assigned a team to write up the company’s goals three to five years out? What will it take to redesign your management team’s schedule so you can mentor one another? How can you reward staff members who attain their measurable goals?

Here are some examples: DON’T DO THIS! DO THIS! Leader-follower Leader-leader Take control Give control Give orders Avoid giving orders When you give orders, be confident, unambiguous, and resolute When you do give orders, leave room for questioning Brief Certify Have meetings Have conversations Have a mentor-mentee program Have a mentor-mentor program Focus on technology Focus on people Think short-term Think long-term Want to be missed after you depart Want not to be missed after you depart Have high-repetition, low-quality training Have low-repetition, high-quality training Limit communications to terse, succinct, formal orders Augment orders with rich, contextual, informal communications Be questioning Be curious Make inefficient processes efficient Eliminate entire steps and processes that don’t add value Increase monitoring and inspection points Reduce monitoring and inspection points Protect information Pass information

Huddles work because they expose people to the learning of a group rather than only one-on-one mentoring. What a member gets to see is not only how the leader is discipling them, but also how the leader is discipling other people as well. Because each person is different, different skills and practices are needed to disciple various personality types.

To be effective mentor leaders, we must do what Jesus taught us to do: We must reach beyond the boundaries that separate us and connect with people who are different from us.

A common rookie error that inexperienced leaders make is always agreeing with the last person they talked to; this takes a while to get past, though it becomes easy once you get exposed to enough people who contradict each other.

enablers I know: results-oriented high achievers. They have real experience working with customers, communities, and constituents. They are practical. They are hardworking. They always have an appetite to make things better. They have a diverse set of jobs in their career that can be tied together with an enablement theme. They are great storytellers. They are mentors. They are technical. They are not afraid to roll up their sleeves and do hard work. They work many thankless hours. Q is all of the above and an inspiration to us all. How do we find and develop more people like Q in corporations? How do we make sure that every team, every department, and every company has their quota of enablers met? If we agree that having more enablers in our businesses will yield great results and build culture, then the next step is to recruit, develop, and mentor more enabler leaders.

George Washington is reported to have said, “Associate yourself with men of good quality if you esteem your own reputation; for ’tis better to be alone than in bad company.

Small Groups LOLMD (Journey) Groups Knowledge transfer Life transformation Leader prepares Everyone prepares Low commitment, low cost High commitment, high cost Members sign up Leader selects members Teach, Pray, Care, Share Truth, Equipping, Accountability, Mission, Supplication Size: 8 – 25 Size: 4 – 10 Produces community Produces mature and equipped followers of Christ Non-Christians and Christians Christians Mixed-gender group Men with men Women with women Leader is a teacher Leader is a disciple, coach, mentor Missional hope Missional experience Fellowship Leader development

The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute. If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

It’s unlikely that you’ll get fired for being a bad mentor (unless, of course, you behave in an inappropriate manner — please don’t hit on your mentee!). For many mentors, the worst that can happen is that a) the mentee is a drain on their time and they get less coding work done, or b) they do such a poor job that someone whom the organization might otherwise want to hire/keep around has a bad experience and doesn’t join the organization, or opts to leave the organization sooner than she otherwise might. Sadly, the second outcome is far more likely than the first.

As to methods there may be a million and then some, but principles are few. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble.” –Ralph Waldo Emerson American essayist, leader of the 19th-century transcendentalist movement

Be the sun in someone’s dark sky.