Networking Leaders Quotes

We learn more from people who challenge our thought process than those who affirm our conclusions. Strong leaders engage their critics and make themselves stronger. Weak leaders silence their critics and make themselves weaker. This reaction isn’t limited to people in power. Although we might be on board with the principle, in practice we often miss out on the value of a challenge network.

No one else knows exactly what the future holds for you, no one else knows what obstacles you've overcome to be where you are, so don't expect others to feel as passionate about your dreams as you do.

5 Ways To Build Your Brand on Social Media: 1 Post content that add value 2 Spread positivity 3 Create steady stream of info 4 Make an impact 5 Be yourself

Success is not just about what you achieve, but also about how you impact others. Be a leader, inspire those around you, and leave a lasting legacy.

Elite networking forums like the Aspen Institute and the Clinton Global Initiative groom the rich to be self-appointed leaders of social change, taking on the problems people like them have been instrumental in creating or sustaining.

If we all work together there is no telling how we can change the world through the impact of promoting positivity online.

Be cohesive in your dealings. Trust built on and from mutual support, facilitating communication and encouraging coordination can be rewarding.

Sometimes, as in the case of the American Revolution, crucial roles turn out to have been played by people who were not leaders but connectors.

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.

Great leaders catch and correct problems while they’re still small and able to be managed without a lot of hassle. If ignored too long, small problems will morph into much bigger issues that will require more time and effort and at a high cost, causing a great deal of disruption and stress.

Leaders empower individuals by building trust and coaching competence in their job roles and networking skills.

The increasing unfathomability of our information network is one of the reasons for the recent wave of populist parties and charismatic leaders. When people can no longer make sense of the world, and when they feel overwhelmed by immense amounts of information they cannot digest, they become easy prey for conspiracy theories, and they turn for salvation to something they do understand—a human.

Rousseau already observed that this form of government is more accurately an ‘elective aristocracy’ because in practice the people are not in power at all. Instead we’re allowed to decide who holds power over us. It’s also important to realise this model was originally designed to exclude society’s rank and file. Take the American Constitution: historians agree it ‘was intrinsically an aristocratic document designed to check the democratic tendencies of the period’. It was never the American Founding Fathers’ intention for the general populace to play an active role in politics. Even now, though any citizen can run for public office, it’s tough to win an election without access to an aristocratic network of donors and lobbyists. It’s not surprising that American ‘democracy’ exhibits dynastic tendencies—think of the Kennedys, the Clintons, the Bushes. Time and again we hope for better leaders, but all too often those hopes are dashed. The reason, says Professor Keltner, is that power causes people to lose the kindness and modesty that got them elected, or they never possessed those sterling qualities in the first place. In a hierarchically organised society, the Machiavellis are one step ahead. They have the ultimate secret weapon to defeat their competition. They’re shameless.

Great leaders do not movitate people, they inspire them.

Leaders create and maintain good interpersonal relationships with people they meet and work with. People who lead better relate better.

Missional leaders understand the power of connecting relationally in their community through personal networking.

Great leaders are the first to say, “I was wrong. Let’s make a change.

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

By 1986, however, that Afghan cause entangled increasingly with the international Islamist networks whose leaders had a more ambitious goal: the toppling of corrupt and antireligious governments across the Islamic world.

I believe the United States government is being systematically taken over by a revolutionary network. They call themselves Progressives, but we know they are really leftist radicals, dedicated to the demise of the free-market capitalist system. They have co-opted and bought off leaders of both the Republican and Democratic parties, established a dominant role in all three branches of government and thoroughly co-opted the mainstream media.

Lifetime corporate employment is dead; we’re all free agents now, managing our own careers across multiple jobs and companies. And because today’s primary currency is information, a wide-reaching network is one of the surest ways to become and remain thought leaders of our respective fields.

Thou shalt not think that thou be a leader, merely because thee be having more than 0 followers.

Leaders constantly bring the most important things to light: current reality and future possibility, what God says about it and what we need to do about it.

You have to change how you see yourself so you can see others in a new way. This is the work of leaders. #NetworkBeyondBias

Learn to allow your team leaders to shine while you reign. All that matters in the end is the result, nobody cares about attention without financial benefits.

Potential Target Leader and their friends aboard Stupid Boat

When we are fully and totally networked, we are powerful.1 Sanders believes that along with knowledge and compassion, your network is your most valuable asset.

We would do much better as leaders in the Church to learn at the feet of the farmer rather than study with the CEO of a corporation.

Respect, honesty, responsibility, and hope are the language of a great team leader.

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

The leader goes also to the less traditional networking meetings. The manager participates in networking events organized and promoted.

Making a product is just an activity, making a profit on a product is the achievement.

In a democracy government is the God.

Never underestimate the power of a tweet.

God has given you the power to achieve great heights, the power to make a difference for your family and community and the power to realize your ambitions and dreams.

People will follow someone as a leader, who has vision and purpose; often that leader doesn’t wear a title.

It is the leader’s job to model and enforce the values and behaviors that make up the company culture. “Model” the behaviors is key. “Do as I say” only breeds contempt from others.

Great leaders welcome dissenting opinions, as long as they are offered in good will and with an eye toward a solution.

Rather than be the powerful out-front leader, she was quietly leading from behind by encouraging individual members of this peer network to step up and lead.

Bear in mind that it will take years of patient persistent presence to cultivate informant networks, interpreters, and tribal leaders whose interests were aligned with ours.

Well, I'll try this company for a while, and then maybe I'll try this company for a while, then maybe I'll watch television for a while, and if the bonus check is too small, I will quit.

Different social media networks are used for different communication to the extent that the written word still prevails over visuals. However, in the future, it will be other way around.

Great leaders build trust from their team because the leader is willing to put his/her people “first.” Once the team believes that, they will put their leader, and the company, first as well.

Assorted theories have been advanced to explain confirmation bias—why people rush to embrace information that supports their beliefs while rejecting information that disputes them: that first impressions are difficult to dislodge, that there’s a primitive instinct to defend one’s turf, that people tend to have emotional rather than intellectual responses to being challenged and are loath to carefully examine evidence. Group dynamics only exaggerate these tendencies, the author and legal scholar Cass Sunstein observed in his book Going to Extremes: insularity often means limited information input (and usually information that reinforces preexisting views) and a desire for peer approval; and if the group’s leader “does not encourage dissent and is inclined to an identifiable conclusion, it is highly likely that the group as a whole will move toward that conclusion.” Once the group has been psychologically walled off, Sunstein wrote, “the information and views of those outside the group can be discredited, and hence nothing will disturb the process of polarization as group members continue to talk.” In fact, groups of like-minded people can become breeding grounds for extreme movements. “Terrorists are made, not born,” Sunstein observed, “and terrorist networks often operate in just this way. As a result, they can move otherwise ordinary people to violent acts.

Without a doubt, discovering destiny occurs at just the right time. It can't be forced, and we can't rush it. We typically cannot even imagine it. God takes the initiative to lift us up when he chooses.

It is the leader’s job to lead by example and enforce the values and the behaviors to set the culture for any company or work group. Show me a company in rapid decline, and I will show you someone in charge who doesn’t give a _____.

Helping teacher leaders come to understand their gifts is the first step in developing a specialty. Some leaders are great coaches and should focus on instructional leadership in a district or network where that is valued and supported. Great conceptual thinkers are good in startup mode but the daily grind of leading a school doesn't suit them. Other leaders thrive on the turnaround challenge. The dynamic blended future of education will allow more role specialization.

How can you tell, then, whether someone is part of the people or not? Easy. If they support the leader, they are part of the people. This, according to the German political philosopher Jan-Werner Müller, is the defining feature of populism.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

It becomes nearly impossible for the healthier members of a system or its leadership to see the bigger issue and tackle systemic issues because the focus is brought back to the latest crisis and the feverish emotional responses that are swamping the network.

And so, at a December 1981 meeting, Contra leaders, whom Reagan referred to as the “moral equivalent of the Founding Fathers,” floated the idea that trafficking cocaine into California would provide enough profits to arm and train the anti-Sandinista guerrillas.108 With most of the network already established, the plan was rather straightforward: There were the Medellín and Cali cartels in Colombia; the airports and money laundering in Panama run by President Manuel Noriega; the well-known lack of radar detection that made landing strips in Costa Rica prime transport depots; and weapons and drug warehouses at Ilopango air base outside San Salvador. The problem had been U.S. law enforcement guarding key entry points into a lucrative market. But with the CIA and the National Security Council now ready to run interference and keep the FBI, the U.S. Customs Service,

Do you ever wonder why a battered wife stays with her husband? Why people continue to spend money they don’t have even though they know they are deeply in debt? Why some keep jamming food in their mouths when they’re already overweight? Why do people stay in bad relationships? Why are some people still racist? Why do people still drink and drive? You’d think the response to all these things would be obvious and cause them to scream, “Duh, of course I need to change this.” Why do we keep doing church the same way even when we know it’s in critical decline? Why do paid church leaders spend so much time preparing for a 90-minute service for Christians who have heard it all before? Why do we still call our message the good news when it clearly seems to be bad news or no news to Sojourners? Why do we think Pharisees are only found in the Bible? Why is returning to a simpler form of ancient church so hard to grasp?

As a network is swamped by chronic anxiety, it is marked by reactivity. Those within the system no longer act rationally, but rather, high emotion becomes the dominant form of interaction. The system’s focus is directed toward the most emotionally immature and reactive members. Those who are more mature and healthy begin to adapt their behavior to appease the most irrational and unhealthy. This creates a scenario where the most emotionally unhealthy and immature members in the system become de facto leaders, shaping the emotional landscape with the focus on their negative behavior and what they see as the negative behavior of others.

Connected companies are living, learning networks that live within larger networks. Power in networks comes from awareness and influence, not control. Leaders must create an environment of clarity, trust, and shared purpose, while management focuses on designing and tuning the system that supports learning and performance.

If we cannot multiply churches, we will never see a movement. If we cannot multiply leaders we will never multiply churches. If we cannot multiply disciples, we will never multiply leaders. The way to see a true church multiplication movement is to multiply healthy disciples, then leaders, then churches, and finally movements-in that order.

The leaders of continental Europe would indeed plough relentlessly ahead with monetary union, so that by the beginning of 1999 the euro – a single European currency managed by an authentically federal European Central Bank – was a reality. In doing so, they revealed their indestructible faith in the power of hierarchical structures even in an age of exponential network growth.

How can a deep-seated distrust of all elites and institutions be squared with unwavering admiration for one leader and party? This is why populists ultimately depend on the mystical notion that the strongman embodies the people. When trust in bureaucratic institutions like election boards, courts, and newspapers is particularly low, an enhanced reliance on mythology is the only way to preserve order.

Most Americans are unaware that Iran’s military has such robust computer-hacking capabilities, but Mobasheri had been one of the leaders of this all-but-unheralded success of the Islamic Republic. He and his team of hackers had broken into American defense networks, and had placed infiltration-agent programs into U.S. wireless companies that had taken years and tens of millions of dollars to clean out.

Putin was a former KGB intelligence officer who’d been stationed in East Germany at the Dresden headquarters of the Soviet secret service. Putin has said in interviews that he dreamed as a child of becoming a spy for the communist party in foreign lands, and his time in Dresden exceeded his imagination. Not only was he living out his boyhood fantasy, he and his then-wife also enjoyed the perks of a borderline-European existence. Even in communist East Germany, the standard of living was far more comfortable than life in Russia, and the young Putins were climbing KGB social circles, making influential connections, networking a power base. The present was bright, and the future looked downright luminous. Then, the Berlin wall fell, and down with it crashed Putin’s world. A few days after the fall, a group of East German protestors gathered at the door of the secret service headquarters building. Putin, fearing the headquarters would be overrun, dialed up a Red Army tank unit stationed nearby to ask for protection. A voice on the other end of the line told him the unit could not do anything without orders from Moscow. And, “Moscow is silent,” the man told Putin. Putin’s boyhood dream was dissolving before his eyes, and his country was impotent or unwilling to stop it. Putin despised his government’s weakness in the face of threat. It taught him a lesson that would inform his own rule: Power is easily lost when those in power allow it to be taken away. In Putin’s mind, the Soviet Union’s fatal flaw was not that its authoritarianism was unsustainable but that its leaders were not strong enough or brutal enough to maintain their authority. The lesson Putin learned was that power must be guarded with vigilance and maintained by any means necessary.

With 21 million people following her on Facebook and 18 million on Twitter, pop singer Ariana Grande can’t personally chat with each of her loves, as she affectionately calls her fans. So she and others are spreading their messages through new-style social networks, via mobile apps that are more associated with private, intimate conversation, hoping that marketing in a cozier digital setting adds a breath of warmth and a dash of personality. It’s the Internet’s equivalent of mailing postcards rather than plastering a billboard. Grande could have shared on Twitter that her most embarrassing moment on stage was losing a shoe. The 21-year-old instead revealed the fact during a half-hour live text chat on Line, an app built for close friends to exchange instant messages. It’s expensive to advertise on Facebook and Twitter, and the volume of information being posted creates uncertainty over what people actually notice. Chat apps including Line, Kik, Snapchat, WeChat and Viber place marketing messages front and center. Most-used apps The apps threaten to siphon advertising dollars from the social media leaders, which are already starting to see chat apps overtake them as the most-used apps on smartphones, according to Forrester Research. Chat apps “demand attention,” said Rebecca Lieb, an analyst at consulting firm Altimeter Group.

The Great Rupture At the beginning of the twentieth century, globalization was viewed as so inevitable that some thought war itself was probably passé, and certainly so irrational that no right-thinking leader in Europe would ever take his country to war. In 1910, a leading British pundit, Norman Angell, wrote The Great Illusion, which rightly argued that national economies had become so interdependent, so much part of a global division of labor, that war among the economic leaders had become unimaginably destructive. War, Angell warned, would so undermine the network of international trade that no military venture by a European power against another could conceivably lead to economic benefits for the aggressor. He surmised that war itself would cease once the costs and benefits of war were more clearly understood. Angell tremendously underestimated the irrationalities and social processes that lead to devastating outcomes, even when they make no sense.

Take, for example, someone like Don Lemon. He is a black man, raised by a single mother, and now he is a successful news anchor for a major news network. His outlook seems driven by the notion that if he can make it, anyone can. This is the ethos espoused by people who believe in respectability politics. Because they have achieved success, because they have transcended, in some way, the effects of racism or other forms of discrimination, all people should be able to do the same. In truth, they have climbed a ladder and shattered a glass ceiling but are seemingly uninterested in extending that ladder as far as it needs to reach so that others may climb. They are uninterested in providing a detailed blueprint for how they achieved their success. They are unwilling to consider that until the institutional problems are solved, no blueprint for success can possibly exist. For real progress to be made, leaders like Lemon and Cosby need to at least acknowledge reality.

But the leader’s access to information is not the problem. We can work harder, but how much can we actually take in? Attention studies have shown that most people can thoughtfully consider only one thing at a time, and that multitasking dramatically degrades our ability to accomplish tasks requiring cognitive concentration. Given these limitations, the idea that a “heroic leader” enabled with an über-network of connectivity can simultaneously control a thousand marionettes on as many stages is unrealistic.

A church that is committed to Christian Community Development sees not only the soul of a person as significant but also his or her whole life on Earth. It is being completely pro-life for a person, not only eternally, but also as the person lives on this earth. Therefore, Christian Community Development sees that the Church must be involved in every aspect of a person's life. In order to accomplish the wholistic aspect of ministry, pastors and leaders must be networkers. Christian Community Development builds coalitions in communities so that they can work together to solve the problems.

Like the Soviet leaders in Moscow, the tech companies were not uncovering some truth about humans; they were imposing on us a perverse new order. Humans are very complex beings, and benign social orders seek ways to cultivate our virtues while curtailing our negative tendencies. But social media algorithms see us, simply, as an attention mine. The algorithms reduced the multifaceted range of human emotions—hate, love, outrage, joy, confusion—into a single catchall category: engagement. In Myanmar in 2016, in Brazil in 2018, and in numerous other countries, the algorithms scored videos, posts, and all other content solely according to how many minutes people engaged with the content and how many times they shared it with others. An hour of lies or hatred was ranked higher than ten minutes of truth or compassion—or an hour of sleep. The fact that lies and hate tend to be psychologically and socially destructive, whereas truth, compassion, and sleep are essential for human welfare, was completely lost on the algorithms. Based on this very narrow understanding of humanity, the algorithms helped to create a new social system that encouraged our basest instincts while discouraging us from realizing the full spectrum of the human potential.

The transformation of power into authority is essential for building reciprocity across huge groups of people, such as everyone accepting the obligation to pay their taxes. Leaders are not engineers of human souls, but they can harness our emotions. The dangerous leaders are those who rely only on enforcement. The valuable ones are those who use their position as communicator-in-chief at the hub of their networked group – they achieve influence through crafting narratives and actions. All leaders add and refine the narratives that fit within the belief system of their group, but great leaders build an entire belief system.28

Now, an important word from our Minister of Defense: Certainly the loudspeaker in each and every apartment in North Korea provides news, announcements, and cultural programming, but it must be reminded that it was by Great Leader Kim Il Sung's decree in 1973 that an anti-raid warning system be installed across this nation, and a properly functioning early-warning network is of supreme importance. The Inuit people are a tribe of isolate savages that live near the North Pole. Their boots are called mukluk. Ask your neighbor later today, what is a mukluk? If he does not know, perhaps there is a malfunction with his loudspeaker, or perhaps it has for some reason become accidentally disconnected. By reporting this, you could be saving his life the next time the Americans sneak-attack our great nation.

If government had declined to build racially separate public housing in cities where segregation hadn’t previously taken root, and instead had scattered integrated developments throughout the community, those cities might have developed in a less racially toxic fashion, with fewer desperate ghettos and more diverse suburbs. If the federal government had not urged suburbs to adopt exclusionary zoning laws, white flight would have been minimized because there would have been fewer racially exclusive suburbs to which frightened homeowners could flee. If the government had told developers that they could have FHA guarantees only if the homes they built were open to all, integrated working-class suburbs would likely have matured with both African Americans and whites sharing the benefits. If state courts had not blessed private discrimination by ordering the eviction of African American homeowners in neighborhoods where association rules and restrictive covenants barred their residence, middle-class African Americans would have been able gradually to integrate previously white communities as they developed the financial means to do so. If churches, universities, and hospitals had faced loss of tax-exempt status for their promotion of restrictive covenants, they most likely would have refrained from such activity. If police had arrested, rather than encouraged, leaders of mob violence when African Americans moved into previously white neighborhoods, racial transitions would have been smoother. If state real estate commissions had denied licenses to brokers who claimed an “ethical” obligation to impose segregation, those brokers might have guided the evolution of interracial neighborhoods. If school boards had not placed schools and drawn attendance boundaries to ensure the separation of black and white pupils, families might not have had to relocate to have access to education for their children. If federal and state highway planners had not used urban interstates to demolish African American neighborhoods and force their residents deeper into urban ghettos, black impoverishment would have lessened, and some displaced families might have accumulated the resources to improve their housing and its location. If government had given African Americans the same labor-market rights that other citizens enjoyed, African American working-class families would not have been trapped in lower-income minority communities, from lack of funds to live elsewhere. If the federal government had not exploited the racial boundaries it had created in metropolitan areas, by spending billions on tax breaks for single-family suburban homeowners, while failing to spend adequate funds on transportation networks that could bring African Americans to job opportunities, the inequality on which segregation feeds would have diminished. If federal programs were not, even to this day, reinforcing racial isolation by disproportionately directing low-income African Americans who receive housing assistance into the segregated neighborhoods that government had previously established, we might see many more inclusive communities. Undoing the effects of de jure segregation will be incomparably difficult. To make a start, we will first have to contemplate what we have collectively done and, on behalf of our government, accept responsibility.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

THERE ARE EXTRAORDINARY librarians in every age. Many of today’s librarians, such as Jessamyn West, Sarah Houghton, and Melissa Techman, have already made the transition and become visionary, digital-era professionals. These librarians are the ones celebrated in Marilyn Johnson’s This Book Is Overdue! and the ones who have already created open-source communities such as Code4Lib, social reading communities such as LibraryThing and GoodReads, and clever online campaigns such as “Geek the Library.” There are examples in every big library system and in every great library and information school. These leaders are already charting the way toward a new, vibrant era for the library profession in an age of networks. They should be supported, cheered on, and promoted as they innovate. Their colleagues, too, need to join them in this transformation.

Social groups are also a big part of Danish life. Called foreningsliv (or “association life”), these groups are based on a shared hobby or interest. The objective can be economic, political, academic, or cultural. Their function can be to change something in society, such as in a political association, or to express themselves in a way that meets the members’ social needs, such as in a choral society or a bridge club. Statistics show that 79 percent of Denmark’s business leaders have been active in associations before the age of thirty. Respectively, 94 percent, 92 percent, and 88 percent of managers with experience in associations believe that these years of involvement benefited their social skills and interpersonal skills and gave them a strong network. Ninety-nine percent of Denmark’s governors believe that participation in these voluntary associations promotes young people’s professional skills.

The French philosopher and political activist Simone Weil wrote that "to be rooted is perhaps the most important and least recognized need of the human soul." The modern condition of rootlessness is a foundational experience of totalitarianism; totalitarian movements succeed when they offer rootless people what they most crave: an ideologically consistent world aiming at grand narratives that give meaning to their lives. By consistently repeating a few key ideas, a manipulative leader provides a sense of rootedness grounded upon a coherent fiction that is "consistent, comprehensible, and predictable." George Lakoff, former distinguished professor of cognitive science and linguistics at the University of California at Berkeley, writes, “That's why authoritarian leaders always attack the press. They seek to deny and distract from the truth, and this requires undermining those who tell it. . . . Corrupt regimes always seek to replace truth with lies that increase and preserve their power. The Digital Age makes this easier than ever.

Thiel, the PayPal cofounder who had invested in SpaceX, holds a conference each year with the leaders of companies financed by his Founders Fund. At the 2012 gathering, Musk met Demis Hassabis, a neuroscientist, video-game designer, and artificial intelligence researcher with a courteous manner that conceals a competitive mind. A chess prodigy at age four, he became the five-time champion of an international Mind Sports Olympiad that includes competition in chess, poker, Mastermind, and backgammon. In his modern London office is an original edition of Alan Turing’s seminal 1950 paper, “Computing Machinery and Intelligence,” which proposed an “imitation game” that would pit a human against a ChatGPT–like machine. If the responses of the two were indistinguishable, he wrote, then it would be reasonable to say that machines could “think.” Influenced by Turing’s argument, Hassabis cofounded a company called DeepMind that sought to design computer-based neural networks that could achieve artificial general intelligence. In other words, it sought to make machines that could learn how to think like humans.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

claque, aka canned laughter It’s becoming increasingly clear that there’s nothing new under the sun (a heavenly body, by the way, that some Indian ascetics stare at till they go blind). I knew that some things had a history—the Constitution, rhythm and blues, Canada—but it’s the odd little things that surprise me with their storied past. This first struck me when I was reading about anesthetics and I learned that, in the early 1840s, it became fashionable to hold parties where guests would inhale nitrous oxide out of bladders. In other words, Whip-it parties! We held the exact same kind of parties in high school. We’d buy fourteen cans of Reddi-Wip and suck on them till we had successfully obliterated a couple of million neurons and face-planted on my friend Andy’s couch. And we thought we were so cutting edge. And now, I learn about claque, which is essentially a highbrow French word for canned laughter. Canned laughter was invented long before Lucille Ball stuffed chocolates in her face or Ralph Kramden threatened his wife with extreme violence. It goes back to the 4th century B.C., when Greek playwrights hired bands of helpers to laugh at their comedies in order to influence the judges. The Romans also stacked the audience, but they were apparently more interested in applause than chuckles: Nero—emperor and wannabe musician—employed a group of five thousand knights and soldiers to accompany him on his concert tours. But the golden age of canned laughter came in 19th-century France. Almost every theater in France was forced to hire a band called a claque—from claquer, “to clap.” The influential claque leaders, called the chefs de claque, got a monthly payment from the actors. And the brilliant innovation they came up with was specialization. Each claque member had his or her own important job to perform: There were the rieurs, who laughed loudly during comedies. There were the bisseurs, who shouted for encores. There were the commissaires, who would elbow their neighbors and say, “This is the good part.” And my favorite of all, the pleureuses, women who were paid good francs to weep at the sad parts of tragedies. I love this idea. I’m not sure why the networks never thought of canned crying. You’d be watching an ER episode, and a softball player would come in with a bat splinter through his forehead, and you’d hear a little whimper in the background, turning into a wave of sobs. Julie already has trouble keeping her cheeks dry, seeing as she cried during the Joe Millionaire finale. If they added canned crying, she’d be a mess.

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headquarters permanently to Rome. Rome was at the center of world affairs, as it was also the center of world corruption. Where else could be better suited—especially now that Monteriggioni was no longer a viable option? He also had plans for a system of distribution of the Brotherhood’s funds in response to individual Assassins’ successfully completed missions. Those diamonds he’d taken from the slave traders had come in very handy, a welcome addition to the campaign fund. One day… But “one day” was still a long way off. The Brotherhood still had no new elected leader, though by common consent and by virtue of their actions, he and Machiavelli had become its temporary chiefs. But they were still only temporary. Nothing had been ratified in formal council. And Caterina preyed on his mind. He had left Claudia to oversee the renovation of the Rosa in Fiore without any supervision or interference. Let her sink or swim in her own overweening confidence! It’d be no fault of his if she sank. But the brothel was an important link in his network, and he admitted to himself that if he really had had absolutely no faith in her, he might have leaned on her harder in the first place. Now was the time to put her work—what she had achieved—to the test. When he returned to the Rosa in Fiore, he was as surprised as he was pleased. Just as successful, he hoped, as his own previous transformations in the city, and at Bartolomeo’s barracks, had been (though even for those he was modest and realistic enough not to take all the credit). But he hid his delight as he took in the sumptuous rooms hung with costly tapestries, the wide sofas, the soft silk cushions, and the white wines chilled with ice—an

For Kaminer, argument and persuasion could no longer be operative when belief and subjective experience became the baseline proofs that underwrote public and private assertions. No speaker or writer was under any obligation to answer his or her critics because argument and testimony were fatefully blurred. When reasoned impiety was slowly being banished from public dialogue, political responsibility would inevitably wane. In the warm bath of generalized piety and radical plurality, everyone could assert a point of view, an opinion, and different beliefs, but no one was under any obligation to defend them. Whereas cultural studies scholars saw themselves contesting dominant forms of discourse and hegemonic forms of thinking, Kaminer saw them participating in a popular embrace of an irrational Counter-Enlightenment. Like Andrew Ross, Kaminer cited Franz Mesmer as an important eighteenth-century pioneer of twentieth-century alternative healing techniques. Mesmer’s personal charisma and his powers of psychic healing and invocation of “animal magnetism” entranced the European courts of the late eighteenth century. Mesmer performed miracle cures and attracted a devoted, wealthy following. Despite scandals that plagued his European career, the American middle class was eager to embrace his hybrid of folk practices and scientific-sounding proofs. Mesmerism projected an alternative mystical cosmology based upon magnets and invisible flows of energy. Mesmer, who was said to control the invisible magnetic flow of forces that operated upon human and animal bodies, built upon a network of wealthy patrons who were devoted to the powers of a charismatic leader, Mesmer himself. Mesmer’s manipulation of magnets and hands-on healing evoked for the French court the ancient arts of folk healing while it had recourse to ostensibly modern scientific proofs. Historian of the French eighteenth century Robert Darnton insisted that mesmerism could not be dismissed as mere quackery or charlatanism but represented a transitional worldview, one that bridged the Enlightenment and the particular forms of nineteenth-century Romanticism that followed.

Are you an influencer? Are you in media? Do you run a conference? A business? A podcast? Are you a mom in the PTA? Are you a teller at the local bank? Are you a volunteer for Sunday school at church? Are you a high school student? Are you a grandma of seven? Great! I need you. We need you! We need you to live into your purpose. We need you to create and inspire and build and dream. We need you to blaze a trail and then turn around and light the way with your magic so other women can follow behind you. We need you to believe in the idea that every kind of woman deserves a chance to be who she was meant to be, and she may never realize it if you—yes, you—don’t speak that truth into her life. You’ll be able to do that if you first practice the idea of being made for more in your own life. After all, if you don’t see it, how do you know you can be it? If women in your community or your network marketing group or your Zumba class don’t ever see an example of a confident woman, how will they find the courage to be confident? If our daughters don’t see a daily practice of us feeling not only comfortable but truly fulfilled by the choice to be utterly ourselves, how will they learn that behavior? Pursuing your goals for yourself is so important, and I’d argue that it’s an essential factor in living a happy and fulfilled existence—but it’s not enough simply to give you permission to make your dream manifest. I want to challenge you to love the pursuit and openly celebrate who you become along the journey. When your light shines brighter, others won’t be harmed by the glare; they’ll be encouraged to become a more luminescent version of themselves. That’s what leadership looks like. Leaders are encouraging. Leaders share information. Leaders hold up a light to show you the way. Leaders hold your hand when it gets hard. True leaders are just as excited for your success as they are for their own, because they know that when one of us does well, all of us come up. When one of us succeeds, all of us succeed. You’ll be able to lead other women to that place if you truly believe that every woman is worthy and called to something sacred.

These four changes—in the nature of work, education, social values, and communication technology—make it harder for dictators to dominate citizens in the old way. Harsh laws and bureaucratic regulations provoke furious responses from previously docile groups. These groups have new skills and networks that help them resist. At the same time, violent repression and comprehensive censorship destroy the innovation now central to progress. Eventually, the expansion of the highly educated, creative class, with its demands for self-expression and participation, makes it difficult to resist a move to some form of democracy. But so long as this class is not too large and the leader has the resources to co-opt or censor its members, an alternative is spin dictatorship. At least for a while, the ruler can buy off the informed with government contracts and privileges. So long as they stay loyal, he can tolerate their niche magazines, websites, and international networking events. He can even hire the creative types to design an alternative reality for the masses. This strategy will not work against a Sakharov. But Sakharovs are rare. With a modern, centrally controlled mass media, they pose little threat. Co-opting the informed takes resources. When these run low, spin dictators turn to censorship, which is often cheaper. They need not censor everything. All that really matters is to stop opposition media reaching a mass audience. And here the uneven dynamics of cultural change help. Early in the postindustrial era, most people still have industrial-era values. They are conformist and risk averse. The less educated are alienated from the creative types by resentment, economic anxiety, and attachment to tradition. Spin dictators can exploit these sentiments, rallying the remaining workers against the “counterculture” while branding the intellectuals as disloyal, sacrilegious, or sexually deviant. Such smears inoculate the leader’s base against opposition revelations. As long as the informed are not too strong, manipulation works well. Dictators can resist political demands without destroying the creative economy or revealing their own brutality to the public.

Of course, not everyone agreed with Professor Glaude’s assessment. Joel C. Gregory, a white professor of preaching at Baylor University’s George W. Truett Theological Seminary and coauthor of What We Love about the Black Church,8 took issue with Glaude’s pronouncement of the Black Church’s death. Gregory, a self-described veteran of preaching in “more than two hundred African-American congregations, conferences, and conventions in more than twenty states each year,” found himself at a loss for an explanation of Glaude’s statements. Gregory offered six signs of vitality in the African-American church, including: thriving preaching, vitality in worship, continuing concern for social justice, active community service, high regard for education, and efforts at empowerment. Gregory contends that these signs of life can be found in African-American congregations in every historically black denomination and in varying regions across the country. He writes: Where is the obituary? I do not know any organization in America today that has the vitality of the black church. Lodges are dying, civic clubs are filled with octogenarians, volunteer organizations are languishing, and even the academy has to prove the worth of a degree. The government is divided, the schoolroom has become a war zone, mainline denominations are staggering, and evangelical megachurch juggernauts show signs of lagging. Above all this entropy stands one institution that is more vital than ever: the praising, preaching, and empowering black church.9 The back-and-forth between those pronouncing death and those highlighting life reveals the difficulty of defining “the Black Church.” In fact, we must admit that speaking of “the Black Church” remains a quixotic quest. “The Black Church” really exists as multiple black churches across denominational, theological, and regional lines. To some extent, we can define the Black Church by referring to the historically black denominations—National Baptist, Progressive Baptist, African Methodist Episcopal (AME), African Methodist Episcopal Zion (AMEZ), Church of God in Christ (COGIC), and so on. But increasingly we must recognize that one part of “the Black Church” exists as predominantly black congregations belonging to majority white denominations like the Southern Baptist Convention or even African-American members of predominantly white churches. Still, other quarters of “the Black Church” belong to nondenominational affinity groups like the many congregations involved in Word of Faith and “prosperity gospel” networks sponsored by leaders like Creflo A. Dollar Jr. and T. D. Jakes. Clearly “the Black Church” is not one thing. Black churches come in as many flavors as any other ethnic communion. Indeed, many African-Americans have experiences with many parts of the varied Black Church world.

American DEWAR FAMILY Cameron Dewar Ursula “Beep” Dewar, his sister Woody Dewar, his father Bella Dewar, his mother PESHKOV-JAKES FAMILY George Jakes Jacky Jakes, his mother Greg Peshkov, his father Lev Peshkov, his grandfather Marga, his grandmother MARQUAND FAMILY Verena Marquand Percy Marquand, her father Babe Lee, her mother CIA Florence Geary Tony Savino Tim Tedder, semiretired Keith Dorset OTHERS Maria Summers Joseph Hugo, FBI Larry Mawhinney, Pentagon Nelly Fordham, old flame of Greg Peshkov Dennis Wilson, aide to Bobby Kennedy Skip Dickerson, aide to Lyndon Johnson Leopold “Lee” Montgomery, reporter Herb Gould, television journalist on This Day Suzy Cannon, gossip reporter Frank Lindeman, television network owner REAL HISTORICAL CHARACTERS John F. Kennedy, thirty-fifth U.S. president Jackie, his wife Bobby Kennedy, his brother Dave Powers, assistant to President Kennedy Pierre Salinger, President Kennedy’s press officer Rev. Dr. Martin Luther King Jr., president of the Southern Christian Leadership Conference Lyndon B. Johnson, thirty-sixth U.S. president Richard Nixon, thirty-seventh U.S. president Jimmy Carter, thirty-ninth U.S. president Ronald Reagan, fortieth U.S. president George H. W. Bush, forty-first U.S. president British LECKWITH-WILLIAMS FAMILY Dave Williams Evie Williams, his sister Daisy Williams, his mother Lloyd Williams, M.P., his father Eth Leckwith, Dave’s grandmother MURRAY FAMILY Jasper Murray Anna Murray, his sister Eva Murray, his mother MUSICIANS IN THE GUARDSMEN AND PLUM NELLIE Lenny, Dave Williams’s cousin Lew, drummer Buzz, bass player Geoffrey, lead guitarist OTHERS Earl Fitzherbert, called Fitz Sam Cakebread, friend of Jasper Murray Byron Chesterfield (real name Brian Chesnowitz), music agent Hank Remington (real name Harry Riley), pop star Eric Chapman, record company executive German FRANCK FAMILY Rebecca Hoffmann Carla Franck, Rebecca’s adoptive mother Werner Franck, Rebecca’s adoptive father Walli Franck, son of Carla Lili Franck, daughter of Werner and Carla Maud von Ulrich, née Fitzherbert, Carla’s mother Hans Hoffmann, Rebecca’s husband OTHERS Bernd Held, schoolteacher Karolin Koontz, folksinger Odo Vossler, clergyman REAL HISTORICAL PEOPLE Walter Ulbricht, first secretary of the Socialist Unity Party (Communist) Erich Honecker, Ulbricht’s successor Egon Krenz, successor to Honecker Polish Stanislaw “Staz” Pawlak, army officer Lidka, girlfriend of Cam Dewar Danuta Gorski, Solidarity activist REAL HISTORICAL PEOPLE Anna Walentynowicz, crane driver Lech Wałesa, leader of the trade union Solidarity General Jaruzelski, prime minister Russian DVORKIN-PESHKOV FAMILY Tanya Dvorkin, journalist Dimka Dvorkin, Kremlin aide, Tanya’s twin brother Anya Dvorkin, their mother Grigori Peshkov, their grandfather Katerina Peshkov, their grandmother Vladimir, always called Volodya, their uncle Zoya, Volodya’s wife Nina, Dimka’s girlfriend OTHERS Daniil Antonov, features editor at TASS Pyotr Opotkin, features editor in chief Vasili Yenkov, dissident Natalya Smotrov, official in the Foreign Ministry

In the 1990s legal scholar and public policy advocate Wendy Kaminer published a brace of books engaged with the New Age cultures of recovery and self-help. She represented an Old Left perspective on new superstition, and although she was of the same generation as the cultural studies scholars, she did exactly what Andrew Ross warned academics and elites against. She criticized the middlebrow, therapeutic culture of self-help for undermining critical thinking in popular discourse. She encouraged the debunking of superstition, deplored public professions of piety. Her books were polemical and public interventions that were addressed to the maligned liberal and more or less thoughtful reader who took an interest in the issues of the day. In some ways, her writing was a popularization of some of psychoanalytic theory scholar, sociologist, and cultural critic Philip Rieff’s and Richard Hofstadter’s critiques of a therapeutic culture of anti-intellectualism.77 She speculated that the decline of secular values in the political sphere was linked to the rise of a culture of recovery and self-help that had come out of the popularization of New Age, countercultural beliefs and practices. In both I’m Dysfunctional, You’re Dysfunctional: The Recovery Movement and Other Self-Help Fashions and Sleeping with Extra-Terrestrials: The Rise of Irrationalism and the Perils of Piety, Kaminer publicly denounced the decline of secular culture and the rise of a therapeutic culture of testimony and self-victimization that brooked no dissent while demanding unprecedented leaps of faith from its adherents.78 Kaminer’s work combined a belief in Habermasian rational communication with an uncompromising skepticism about the ubiquity of piety that for her was shared by both conservatives and liberals. For Kaminer, argument and persuasion could no longer be operative when belief and subjective experience became the baseline proofs that underwrote public and private assertions. No speaker or writer was under any obligation to answer his or her critics because argument and testimony were fatefully blurred. When reasoned impiety was slowly being banished from public dialogue, political responsibility would inevitably wane. In the warm bath of generalized piety and radical plurality, everyone could assert a point of view, an opinion, and different beliefs, but no one was under any obligation to defend them. Whereas cultural studies scholars saw themselves contesting dominant forms of discourse and hegemonic forms of thinking, Kaminer saw them participating in a popular embrace of an irrational Counter-Enlightenment. Like Andrew Ross, Kaminer cited Franz Mesmer as an important eighteenth-century pioneer of twentieth-century alternative healing techniques. Mesmer’s personal charisma and his powers of psychic healing and invocation of “animal magnetism” entranced the European courts of the late eighteenth century. Mesmer performed miracle cures and attracted a devoted, wealthy following. Despite scandals that plagued his European career, the American middle class was eager to embrace his hybrid of folk practices and scientific-sounding proofs. Mesmerism projected an alternative mystical cosmology based upon magnets and invisible flows of energy. Mesmer, who was said to control the invisible magnetic flow of forces that operated upon human and animal bodies, built upon a network of wealthy patrons who were devoted to the powers of a charismatic leader, Mesmer himself. Mesmer’s manipulation of magnets and hands-on healing evoked for the French court the ancient arts of folk healing while it had recourse to ostensibly modern scientific proofs. Historian of the French eighteenth century Robert Darnton insisted that mesmerism could not be dismissed as mere quackery or charlatanism but represented a transitional worldview, one that bridged the Enlightenment and the particular forms of nineteenth-century Romanticism that followed.

Unlike John Lasseter’s bosses at Disney, Bezos was open to the entrepreneurial contributions of Amazon’s individual employees—even when those ideas were outside what Wall Street (and even his own board of directors) considered the company’s core business. AWS represents precisely the kind of value creation any CEO or shareholder would want from their employees. Want your employees to come up with multibillion-dollar ideas while on the job? You have to attract professionals with the founder mind-set and then harness their entrepreneurial impulses for your company. As Intuit CEO Brad Smith told us, “A leader’s job is not to put greatness into people, but rather to recognize that it already exists, and to create the environment where that greatness can emerge and grow.

ADDRESSING DIVERSITY The way to reach the sheer diversity of the city is through new churches. New churches are the single best way to reach (1) new generations, (2) new residents, and (3) new people groups. Young adults have always been disproportionately located in newer congregations. Long-established congregations develop traditions (such as time of worship, length of service, emotional responsiveness, sermon topics, leadership styles, emotional atmosphere, and dozens of other tiny customs and mores) that reflect the sensibilities of longtime leaders who have the influence and resources to control the church life. These sensibilities often do not reach the younger generations. THE 1 PERCENT RULE Lyle Schaller talks about the 1 percent rule: “Each year any association of churches should plant new congregations at the rate of 1 percent of their existing total; otherwise, that association is in maintenance and decline. If an association wants to grow 50 percent plus [in a generation], it must plant 2 to 3 percent per year.”6 In addition, new residents are typically better reached by new churches. In older congregations, it may require years of tenure in the city before a person is allowed into a place of influence, but in a new church, new residents tend to have equal power with longtime area residents. Finally, new sociocultural groups in a community are generally better reached by new congregations. For example, if white-collar commuters move into an area where the older residents were farmers, a new church will probably be more receptive to the multiple needs of the new residents, while older churches will continue to be oriented to the original social group. And a new church that is intentionally multiethnic from the start will best reach new racial groups in a community. For example, if an all-Anglo neighborhood becomes 33 percent Hispanic, a new, deliberately biracial church will be far more likely to create “cultural space” for newcomers than will an older church in town. Brand-new immigrant groups can normally only be reached by churches ministering in their own languages. If we wait until a new group is sufficiently assimilated into American culture to come to our church, we will wait for years without reaching out to them. Remember that a new congregation for a new people group can often be planted within the overall structure of an existing church — perhaps through a new Sunday service at another time or a new network of house churches connected to a larger existing congregation. Though it may technically not be a new independent congregation, it serves the same function.

First, a unique vision must “ooze” from the leader’s life as well as the church’s leadership community. Second, this vision must create a stunningly unique culture inside the church that is inclined and motivated to penetrate the culture outside the church. In other words, reaching the surrounding community should be innate, driven by the church’s DNA rather than programming.

Changes that appear turbulent to organizations that rely heavily on planning may appear normal to, even welcomed by, those who prefer a more visionary or learning approach. Put more boldly, if you have no vision but only formal plans, then every unpredicted change in the environment makes you feel like the sky is falling. —Henry Mintzberg

Presumption prevents the breakthrough to self-knowledge that would otherwise open the door to new levels of leadership.

This is what happened when I cofounded LinkedIn. The key business model innovations for LinkedIn, including the two-way nature of the relationships and filling professionals’ need for a business-oriented online identity, didn’t just happen organically. They were the result of much thought and reflection, and I drew on the experiences I had when founding SocialNet, one of the first online social networks, nearly a decade before the creation of LinkedIn. But life isn’t always so neat. Many companies, even famous and successful ones, have to develop their business model innovation after they have already commenced operations. PayPal didn’t have a business model when it began operations (I was a key member of the PayPal executive team). We were growing exponentially, at 5 percent per day, and we were losing money on every single transaction we processed. The funny thing is that some of our critics called us insane for paying customers bonuses to refer their friends. Those referral bonuses were actually brilliant, because their cost was so much lower than the standard cost of acquiring new financial services customers via advertising. (We’ll discuss the power and importance of this kind of viral marketing later on.) The insanity, in fact, was that we were allowing our users to accept credit card payments, sticking PayPal with the cost of paying 3 percent of each transaction to the credit card processors, while charging our users nothing. I remember once telling my old college friend and PayPal cofounder/ CEO Peter Thiel, “Peter, if you and I were standing on the roof of our office and throwing stacks of hundred-dollar bills off the edge as fast as our arms could go, we still wouldn’t be losing money as quickly as we are right now.” We ended up solving the problem by charging businesses to accept payments, much as the credit card processors did, but funding those payments using automated clearinghouse (ACH) bank transactions, which cost a fraction of the charges associated with the credit card networks. But if we had waited until we had solved this problem before blitzscaling, I suspect we wouldn’t have become the market leader.

Area51. While StackExchange claims Area51 is an incubator for new sites, it’s better imagined as a gladiatorial gauntlet designed to weed out all but the most committed of leaders. In Area51, anyone can propose an idea for a new site, but the odds on any site making it through to launch is slim. The process begins by creating a proposal on the site. This alone requires a reputation score of at least 50, earned through previous contributions to the network. Once the proposal has been submitted, members progress to the definition phase. In this phase, group creators need at least five example questions and five users willing to follow the proposal within three days to avoid being deleted. If the proposal meets this criteria, it then has 90 days to attract 60 followers, 40 questions, and 10 votes. These votes help define what the site will be about. If the proposal survives the moderator chopper (many ideas are also merged or rejected for being too similar to existing sites at this stage), it moves into the commitment phase. In the commitment phase, group creators need to earn a 100% commitment score. This means at least 200 committed members, 100 of whom need to have a reputation score of 200+. A commitment isn’t made lightly; it’s an obligation to ask or answer 10 questions in the private beta phase. A member can only commit to one project at a time and a commitment means a member is putting their own reputation on the line to help someone else. If they fail to follow through (as many do), their reputation score drops. For StackExchange members, whose reputation score often helps them with future job applications, this is a big deal.

There is an urgent need for all network marketing leaders to steer clear of hypocrisy in network marketing industry in order for our upcoming generation to prosper through it.

True MLM Leaders Must Stay Away from Hypocrisy And Propaganda in the Network Marketing Industry

If a platform achieves scale and becomes the de facto standard for its industry, the network effects of compatibility and standards (combined with the ability to rapidly iterate and optimize the platform) create a significant and lasting competitive advantage that can be nearly unassailable. This dominance lets the market leader “tax” all the participants who want to use the platform, much as levies were imposed in the bygone Republic of Venice. For example, the iTunes store takes a 30 percent share of the proceeds whenever a song, a movie, a book, or an app is sold on that platform. These platform revenues tend to have very high gross margins, which generate cash that can be plowed back into making the platform even better. Amazon’s merchant platform, Facebook’s social graph, and, of course, Apple’s iOS ecosystem are great examples of the power of platforms.

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 very strongest linkage develops when a leader with a collaborative mind-set spontaneously recognizes the connections between his or her group and the rest of the organization and acts to bring people together to tighten these bonds. In many ways the organization’s cultural values determine how much linking happens naturally and informally. An enterprise with a network of leaders who habitually reach out to each other to coordinate and collaborate may not need many formal linking mechanisms.

Such creativity with statistics is by no means an isolated incident, as revealed by The Climate Change Performance Index[20] published by Germanwatch and Climate Action Network Europe in 2014. Again, the wrong countries were at risk of becoming the top performers, and again, the situation was fixed with creative carbon accounting for nuclear. This particular index went even further than WWF did and declared nuclear electricity to have the same emissions as the dirtiest mainstream electricity, coal power. Given that this was an especially climate oriented index, it is interesting to note that a country could improve its score by replacing nearly emission-free nuclear with practically any mix of fossil fuels. One really cannot make this stuff up. We are sure that similar creative ”indices” are already in preparation somewhere. Using deliberately falsified indices and reports for actual, sensible real world policy is of course impossible, as they simply seek to distort the reality to conform to an ideologically preconceived position. We believe that environmental organizations are in fact never going to tell us which countries have historically cut their carbon emissions the fastest and the most. The leaders in this game are those countries that built a lot of nuclear in the 1980s, like France and Sweden. It is worth noting that these cuts were accomplished with technology from the 1970s, and were achieved completely by accident, as a by-product of energy policy enacted for completely different reasons. There was no active climate policy, but the results were many times better than what Germany has managed with its Energiewende since the early 2000s. It is worth imagining what an active and evidence-based climate policy that pushed aggressively for renewables, energy savings and nuclear could therefore achieve. Image 10 - The best ten years of emissions reductions in four countries. A major part of Germany’s reductions, called “Wallfall”, are due to the country’s unification and the following closure of many of ineffective power plants and industry in eastern Germany. In addition to these countries, also Belgium and Finland have cut their emissions markedly with nuclear power.

A broader view of platform governance uses insights borrowed from the practices of nation-states as modeled by constitutional law scholar Lawrence Lessig. In Lessig’s formulation, systems of control involve four main sets of tools: laws, norms, architecture, and markets.20 A familiar example can be used to clarify these four kinds of tools. Suppose leaders of a particular ecosystem want to reduce the harmful effects of smoking. Laws could be passed to ban cigarette sales to minors or forbid smoking in public spaces. Norms—informal codes of behavior shaped by culture—could be applied by using social pressure or advertising to stigmatize smoking and make it appear “uncool.” Architecture could be used to develop physical designs that reduce the impact of smoking—for example, air filters that clean the air, or smokeless devices that substitute for cigarettes. And market mechanisms could be used by taxing tobacco products or subsidizing “quit smoking” programs. Historically, those who want to control social behavior—including platform managers—have employed all four of these tools.

On another occasion, Alinsky was working in his home base of Chicago to force Chicago’s department stores to give jobs to black activists who were Alinsky’s cronies. On this issue of course Alinsky was competing—or working in tandem, however we choose to view it—with Chicago’s number one racial shakedown man, Jesse Jackson. Jackson mastered a simple strategy of converting race into a protection racket. He would offer to “protect” Chicago businesses from accusations of racism—accusations that the businesses knew were actually fomented by Jackson himself. The businesses would then pay Jackson to make the trouble go away, and also to chase away other potential troublemakers. In return for his efforts, Jackson would typically receive hundreds of thousands in annual donations from the company, plus jobs and minority contracts that would go through his network, and finally other goodies such as free flights on the corporate airplane, supposedly for his “charitable work.” Later Jackson would go national with this blackmail approach. In New York, for example, Jackson opened an office on Wall Street where he extracted millions of dollars in money and patronage from several leading investment houses including Goldman Sachs, Citigroup, Credit Suisse, First Boston, Morgan Stanley, Paine Webber, and Prudential Securities. On the national stage, another race hustler, Al Sharpton, joined Jackson. For two decades these shakedown men in clerical garb successfully prosecuted their hustles. Jackson was the leader at first, but eventually Sharpton proved more successful than Jackson. While Jackson’s star has faded, Sharpton became President Obama’s chief advisor on race issues.

tribal leaders were crucial in destroying a significant proportion of the human trafficking networks operating in the North Sinai, the profits of which help to fund terrorist activity in the region.

Tracy, if you've ever seen a gauntlet on TV, or someone being initiated into a gang - it's easier for a supplier to go through that than it is to get into my network. T