Noble Leadership Quotes

Selflessness. Humility. Truthfulness. These are the three marks of an honorable man.

A noble leader answers not to the trumpet calls of self promotion, but to the hushed whispers of necessity.

Humility is the noble choice to forgo your status, deploy your resources or use your influence for the good of others before yourself.

As a leader, you don’t earn any points for failing in a noble cause. You don’t get credit for being “right” as you bring the organization to a halt. Your success is measured by your ability to actually take the people where they need to go. But you can do that only if the people first buy into you as a leader.

Humanity would sink into eternal darkness, it would fall into a dull and primitive state, were the Jews to win this war. They are the incarnation of that destructive force that in these terrible years has guided the enemy war leadership in a fight against all that we see as noble, beautiful, and worth keeping. For that reason alone the Jews hate us. They despise our culture and learning, which they perceive as towering over their nomadic worldview. They fear our economic and social standards, which leave no room for their parasitic drives.

These things sensibly affected Theseus, who, thinking it but just not to disregard, but rather partake of, the sufferings of his fellow citizens, offered himself for one without any lot. All else were struck with admiration for the nobleness and with love for the goodness of the act.

Because of demagogues, rhetoric has a tainted reputation in our time. However, rhetoric is central to democratic governance. It can fuse passion and persuasion, moving free people to freely choose what is noble.

The few individuals who are capable of spontaneous and joyous effort stand out. These are the select men, the nobles, the only ones who are active and not merely reactive, for whom life is a perpetual striving, an incessant course of training.

Prudence alike, and the habits which he had acquired in travelling, as well as the character of a merchant which he still sustained, induced him to wave the morgue, or haughty superiority of a knight and noble towards an inferior personage, especially as he rightly conjectured that free intercourse with this man, whose acquirements seemed of a superior cast, was likely to render him a judge of his opinions and disposition towards him. In return for his condescension, he obtained a good deal of information concerning the province which he was approaching.

Be good to your body, and your body will be good to you.

True nobility is to exercise power as a servant to all and master of none.

Giving too many privileges to senior personnel can only damage morale. The struggle between nobles and commoners will always exist at some level, but when mutual suspicions are neutralized by working together closely toward common goals, this tension can be energizing rather than debilitating. There

Great leaders live and leave noble and indelible footprints. Any leader can start something. Any leader can do anything but, the real hallmark and a great measure of a great leader is not necessarily what happens now but, what happens later. The noble works of a true and a great leader stand the test of time and never vanish with time.

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.

To live above the common level of life: to be noble when others may be unprincipled, to be honorable when others may be shameless, to be men and women of integrity when others may resort to dishonesty. What I found in leading an being led by great officers from all branches of service was the importance of character and having a personal code of honor to help guide you through the difficult times.

A true leader is the one who leaves memorable footprints of nobility. A leader who is decisive enough and have all the guts to take bold and frank decisions regardless of the oppositions and the temporal adverse effect of such decision on the masses, knowing that in the end, the fruits of such decision will be sweeter enough to put joy on the faces of the masses and they shall remember such noble footprints and ponder in humility.

We have no obligation to endure or enable certain types of certain toxic relationships. The Christian ethic muddies these waters because we attach the concept of long-suffering to these damaging connections. We prioritize proximity over health, neglecting good boundaries and adopting a Savior role for which we are ill-equipped. Who else we'll deal with her?, we say. Meanwhile, neither of you moves towards spiritual growth. She continues toxic patterns and you spiral in frustration, resentment and fatigue. Come near, dear one, and listen. You are not responsible for the spiritual health of everyone around you. Nor must you weather the recalcitrant behavior of others. It is neither kind nor gracious to enable. We do no favors for an unhealthy friend by silently enduring forever. Watching someone create chaos without accountability is not noble. You won't answer for the destructive habits of an unsafe person. You have a limited amount of time and energy and must steward it well. There is a time to stay the course and a time to walk away. There's a tipping point when the effort becomes useless, exhausting beyond measure. You can't pour antidote into poison forever and expect it to transform into something safe, something healthy. In some cases, poison is poison and the only sane response is to quit drinking it. This requires honest self evaluation, wise counselors, the close leadership of the Holy Spirit, and a sober assessment of reality. Ask, is the juice worth the squeeze here. And, sometimes, it is. You might discover signs of possibility through the efforts, or there may be necessary work left and it's too soon to assess. But when an endless amount of blood, sweat and tears leaves a relationship unhealthy, when there is virtually no redemption, when red flags are frantically waved for too long, sometimes the healthiest response is to walk away. When we are locked in a toxic relationship, spiritual pollution can murder everything tender and Christ-like in us. And a watching world doesn't always witness those private kill shots. Unhealthy relationships can destroy our hope, optimism, gentleness. We can lose our heart and lose our way while pouring endless energy into an abyss that has no bottom. There is a time to put redemption in the hands of God and walk away before destroying your spirit with futile diligence.

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

Building everything from the bottom up is just as bad as top-down. In its egalitarian, power-to-the-people enthusiasm, GREEN sometimes puts too much of its energy into the lowest echelons. Everybody gets a say, whether competent or not. Nobody's opinion carries more weight than anyone else's. When misapplied, this noble philosophy only leads to a pooling of ignorance and wasted time. The one or two people with real expertise are shouted down by know-nothings getting their share of consensus.

While belonging to the church, you will be hurt. You will have to learn to love people who look different from you, who have different interests, passions, and languages. You’ll have to give sacrificially to support people who in a strict meritocracy don’t “deserve” your compassion or aid. You’ll have to submit to the right leadership of elders. You’ll have to get over yourself and get out of your head. Maybe hardest of all, you’ll have to do all this while rejecting the lie that it is your love and service that makes you righteous or important or justified. You are righteous because Christ is righteous. You love and serve because He loved and served you.

Then you understand how we live insecurely when we’re in the box, desperate to show that we’re justified—that we’re thoughtful, for example, or worthy or noble. It can feel pretty overwhelming always having to demonstrate our virtue. In fact, when we’re feeling overwhelmed, it generally isn’t our obligation to others but our in-the-box desperation to prove something about ourselves that we find overwhelming. If you look back on your life, I think you’ll find that that’s the case—you’ve probably felt overwhelmed, over-obligated, and overburdened far more often in the box than out. To begin with, you might compare your night last night with the nights that came before.

Neoconservatives have written about “getting lucky” with a “Pearl Harbor event.” Michael Ledeen wrote for example in his 1999 book Machiavelli on Modern Leadership: “Of course, we can always get lucky. Stunning events from outside can providently awaken the enterprise from its growing torpor, and demonstrate the need for renewal, as the devastating Japanese attack on Pearl Harbor in 1941 so effectively aroused the United States from its soothing dreams of permanent neutrality….” Then the 9/11 attack aroused war fever against Muslims and Arabs in the Middle East. This is precisely the reason that “false flags” are popular tools for those who see war as noble and heroic in their effort to promote an agenda that is never noble but always self-serving. And there’s nothing heroic about chickenhawks, of which there are many.

You have to eat the shit," he repeated over and over during one of our first sessions. He had the tone and zeal of a boxing trainer. "Shit tastes good!" "What does that even mean?" I chuckled. "Don't laugh," he said sternly. Marshall told me that my job wasn't to cook food. It wasn't about looking at numbers or commanding people, either. My company would live or die based on my capacity to eat shit and like it. "I am going to watch you eat as many bowls of shit as our time will allow," he said. We had plenty of time. Eating shit meant listening. Eating shit meant acknowledging my errors and shortcomings. Eating shit meant facing confrontations that made me uncomfortable. Eating shit meant putting my cell phone away when someone was talking to me. Eating shit meant not fleeing. Eating shit meant being grateful. Eating shit meant controlling myself when people fell short of expectations. Eating shit meant putting others before myself. This last detail was important. With Dr. Eliot, I got away with describing my MO as self-destructive--my managerial tendencies were harmful, but only to me. Now, according to Marshall, I was using that assessment as cover for my poor behavior. In my mind, all the people who had left Momofuku were leaving me. When they failed at their jobs, they were betraying me. Marshall pointed out the ugly truth that this belied. I believed that the people at Momofuku were there to serve me. I had always wielded my dedication to Momofuku with great arrogance. Friendships could crumble, hearts could break, cooks could fall to their knees and cry: all collateral damage in the noble pursuit of bringing good food to more people. I believed that I was Momofuku and that everything I did was for Momofuku. Therefore, whatever was good for me was good for Momofuku.

If you are a great warrior, you are supposed to be prepared to humble yourself before the lowest opponent. If you are a great general, you are supposed to be prepared to humble yourself before the lowest soldier. If you are a great politician, you are supposed to be prepared to humble yourself before for the lowest constituent. If you are a great governor, you are supposed to be prepared to humble yourself before for the lowest peasant. If you are a great president, you are supposed to be prepared to humble yourself before the lowest citizen. If you are a great leader, you are supposed to be prepared to humble yourself before for the lowest servant. If you are a great pastor, you are supposed to be prepared to humble yourself before the lowest parishioner. If you are a great prophet, you are supposed to be prepared to humble yourself before the lowest seer. If you are a great pope, you are supposed to be prepared to humble yourself before the lowest priest. If you are a great teacher, you are supposed to be prepared to humble yourself before for the lowest student. If you are a great guru, you are supposed to be prepared to humble yourself before for the lowest disciple. If you are a great architect, you are supposed to be prepared to humble yourself before the lowest mason. If you are a great engineer, you are supposed to be prepared to humble yourself before the lowest mechanic. If you are a great inventor, you are supposed to be prepared to humble yourself before for the lowest scientist. If you are a great doctor, you are supposed to be prepared to humble yourself before for the lowest nurse. If you are a great judge, you are supposed to be prepared to humble yourself before the lowest lawyer. If you are a great artist, you are supposed to be prepared to humble yourself before the lowest apprentice. If you are a great coach, you are supposed to be prepared to humble yourself before for the lowest athlete. If you are a great genius, you are supposed to be prepared to humble yourself before for the lowest talent. If you are a great philanthropist, you are supposed to be prepared to humble yourself before for the lowest beggar. In the school of patience, it is the long suffering who graduate. In the school of generosity, it is the kind who graduate. In the school of activism, it is the devoted who graduate. In the school of honor, it is the noble who graduate. In the school of wisdom, it is the prudent who graduate. In the school of knowledge, it is the curious who graduate. In the school of insight, it is the observant who graduate. In the school of understanding, it is the intelligent who graduate. In the school of success, it is the excellent who graduate. In the school of eminence, it is the influential who graduate. In the school of conquest, it is the fearless who graduate. In the school of enlightenment, it is the humble who graduate. In the school of courage, it is the hopeful who graduate. In the school of fortitude, it is the determined who graduate. In the school of leadership, it is servants who graduate. In the school of talent, it is the skilled who graduate. In the school of genius, it is the brilliant who graduate. In the school of greatness, it is the persevering who graduate. In the school of transcendence, it is the fearless who graduate. In the school of innovation, it is the creative who graduate.

Even the most noble endeavors fail with immoral leadership.

He was by far the handsomest, not just because his face was pleasant to look upon, but because he held himself with a strong, noble bearing. He looked every man in the eyes when he spoke. He respectfully listened to others in return. And he moved with an air of decisive leadership.

It was only years after the war that the Irgun position was somewhat vindicated. In fact, for all the noble talk, the British had been doing almost nothing on behalf of Europe’s doomed Jews. Even as the various factions were arguing the point in Palestine, Jewish leaders, increasingly aware of the horrifying facts, were strenuously urging that the RAF begin bombing the rail lines leading to Auschwitz. It was an eminently achievable task, since English planes were already bombing Warsaw, two hundred miles farther from their base. The English leadership refused without explanation. It does not take much of a cynic to guess that they saw an advantage in cutting down the possible number of postwar Jewish refugees to Palestine.

A noble attitude is the best form of leadership.

And in Scotland, what was there? A divided leadership. The French Dowager fighting the Earl of Arran for the Governorship during Queen Mary’s childhood and wittingly or not, with every French coin she borrowed, ensuring Scotland’s future as a province of France. And since England dared not have another France over her border, England was ready to seduce any Scottish noble, from Arran downwards, who did not care for the Queen Dowager, or France, or the old Catholicism. A divided nation; a divided God; a land of ancient, self-seeking families who broke and mended alliances daily as suited their convenience, and for whom the concept of nationhood was sterile frivolity…what could weld them in time, and turn them from their self-seeking and their pitiable, perpetual feuds? A common danger might do such a thing, except that the nation was too weak to resist one. A great leader might achieve unity—but he must be followed by his equal or fail. A corporate religion might do it, but where did one exist which some foreign power had not seized and championed already?

I had often doubted; now I was convinced: there were still noble beings among us in whose hearts knowledge of the higher order was preserved and perpetuated. A lofty example enjoins us to follow, and I swore before this head that for all the future I would cast my lot with the solitary and free rather than the triumphant and servile.

To live above the common level of life: to be noble when others may be unprincipled, to be honorable when others may be shameless, to be men and women of integrity when others may resort to dishonesty. What I found in leading and being led by great officers from all branches of service was the importance of character and having a personal code of honor to help guide you through the difficult times.

He rejects leadership that is based on Greco-Roman concepts of wisdom, power, and status (1 Cor. 1:18–31). His teachings are the polar opposite of Plato’s argument that the weak should be ruled by the strong, the ignoble by the noble, and the ignorant by the wise. When Paul rejects the status markers of his heritage, privileges, and attainments in Judaism, he rejects the biological essentialism and the social pyramid of the Greco-Roman system as well (Phil. 3:1–11). He therefore rejects all the values on which status and authority in the culture were based.

Other reasons account for Hamilton’s failure to snatch the prize. Though blessed with a great executive mind and a consummate policy maker, Hamilton could never master the smooth restraint of a mature politician. His conception of leadership was noble but limiting: the true statesman defied the wishes of the people, if necessary, and shook them from wishful thinking and complacency. Hamilton lived in a world of moral absolutes and was not especially prone to compromise or consensus building. Where Washington and Jefferson had a gift for voicing the hopes of ordinary people, Hamilton had no special interest in echoing popular preferences. Much too avowedly elitist to become president, he lacked what Woodrow Wilson defined as an essential ingredient for political leadership: “profound sympathy with those whom he leads—a sympathy which is insight—an insight which is of the heart rather than of the intellect.” Alexander Hamilton enjoyed no such mystic bond with the American people. This may have been why Madison was so adamant that “Hamilton never could have got in” as president.

As noble as our intentions might be as we assume a leadership role, we are always one errant, unthinking action or careless word away from getting outside the boundaries of good judgment or even the moral absolutes that must frame all decisions.

Noble leaders choose: wisdom over wealth, knowledge over fame, understanding over honor, virtue over titles, and people over power.

In 1940, under Churchill’s inspired, indomitable, incomparable leadership, the Empire had stood alone against the truly evil imperialism of Hitler. Even if it did not last for the thousand years that Churchill hopefully suggested it might, this was indeed the British Empire’s ‘finest hour’. Yet what made it so fine, so authentically noble, was that the Empire’s victory could only ever have been Pyrrhic. In the end, the British sacrificed her Empire to stop the Germans, Japanese and Italians from keeping theirs. Did not that sacrifice alone expunge all the Empire’s other sins?

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

The actions of a leader are always criticised by scholars as well as common men. A scholar has no obligation to produce result, so he is free to rebuke leaders for not sticking to noble means. Common men envy leaders their position and power, thus feeling happy in vilifying them to pull them down to their own levels.

He felt everything — pride in his competence and leadership during the Second World War, pride in his noble intransigence during the Cold War, intellectual pleasure in what he called the “technically sweet” conception of the H-bomb, self-disgust that he could feel such pleasure in so monstrous a creation — but could decide on nothing. Brilliance of this scattershot type effectively disqualifies a man from political decision-making. Oppenheimer was simply not the sort of man a nation can entrust with its fate.

Power. Power is the capacity to act, the strength and courage to accomplish something. It is the vital energy to make choices and decisions. It also represents the capacity to overcome deeply embedded habits and to cultivate higher, more effective habits. At the low end of the power continuum we see people who are essentially powerless, insecure, products of what happens or has happened to them. They are largely dependent on circumstances and on others. They are reflections of other people’s opinions and directions; they have no real comprehension of true joy and happiness. At the high end of the continuum we see people with vision and discipline, whose lives are functional products of personal decisions rather than of external conditions. These people make things happen; they are proactive; they choose their responses to situations based upon timeless principles and universal standards. They take responsibility for their feelings, moods, and attitudes as well as their thoughts and actions. These four factors—security, guidance, wisdom, and power—are interdependent. Security and well-founded guidance bring true wisdom, and wisdom becomes the spark or catalyst to release and direct power. When these four factors are harmonized, they create the great force of a noble personality, a balanced character, a beautifully integrated individual.

As a leader, you don't earn any points for failing in a noble cause. You don't get credit for being "right" as you bring the organization to a halt. Your success is measured by your ability to actually take the people where they need to go. But you can do that only if the people first buy into you as a leader. That's the reality of the Law of Buy-In.

Noble in defeat, he (Nixon) was now without grace in victory. I had seen the president show rare courage when others are around him shrank in fear. Since I had come to respect the president for what he was at his best moments, I learned to accept him for what he was at his worst. Loyalty, like love, creates its own image of what we see.

I have always found Christian biography to be inherently practical. A book that expounds the history or career of a noble Christian doesn’t usually need to be enhanced with explicit how-to steps or imperatives and admonitions directed at the reader. The testimony of a godly life by itself is sufficient to motivate. That is why I treasure the life stories and memoirs of godly leaders.

This, he knew how to do: to project the necessary ease and confidence that was - he so wanted to teach this to his son - the noble falsehood of a leader.

Once values and a noble cause are set, tribal strategy involves three conversations. The first is “what we want,” or outcomes. The second is “what we have,” or assets. The third is “what we will do,” or behaviors. Many strategies go sideways by having two or even all three conversations at the same time—or skipping one of them completely. It’s imperative that the Tribal Leader keep these three discussions separate. Explorati’s original outcome was “we will have created a playable proof-of-concept demonstration that uses Improvisational Computing by July 2001.

True leadership is serving others; follow Queen Elizabeth's noble example.

A changed time since the word Senior (Seigneur, or Elder) was first devised to signify "lord," or superior;—as in all languages of men we find it to have been! Not an honorable document this either, as to the spiritual condition of our epoch. In times when men love wisdom, the old man will ever be venerable, and be venerated, and reckoned noble: in times that love something else than wisdom, and indeed have little or no wisdom, and see little or none to love, the old man will cease to be venerated; and looking more closely, also, you will find that in fact he has ceased to be venerable, and has begun to be contemptible; a foolish boy still, a boy without the graces, generosities and opulent strength of young boys. In these days, what of lordship or leadership is still to be done, the youth must do it, not the mature or aged man; the mature man, hardened into sceptical egoism, knows no monition but that of his own frigid cautious, avarices, mean timidities; and can lead no-whither towards an object that even seems noble.

Cast-Off Material The unlikely selection of Gideon, not to mention his stunning victory, sets a pattern that will be repeated throughout the book of Judges. At a time when women are regarded as second-class citizens (see 9:54; 19:24), God chooses Deborah to lead his people. Jephthah, another judge whom God taps for leadership, has been a social outcast, the leader of a gang of outlaws. Throughout the Bible, in fact, God uses cast-off material. The tribe of Israel itself—a slave people, uncultured, with a short memory for God’s kindness—was not chosen for any of its impressive qualities. Time and again the Israelites prove themselves faulty, as do their leaders. God does not seek the most outwardly capable people nor the most naturally “good.” From unlikely material, God does great things so the world can see that the glory belongs to God and God alone. Paul took up this theme when he wrote, over a thousand years later, “Brothers and sisters, think of what you were when you were called. Not many of you were wise by human standards; not many were influential; not many were of noble birth. But God chose the foolish things of the world to shame the wise; God chose the weak things of the world to shame the strong. Therefore, as it is written: ‘Let the one who boasts boast in the Lord’” (1 Corinthians 1:26–27, 31).

Don't worry about that, young one. Within the intricate web of life's tapestry, there is always someone perched upon a higher rung of power. Never forget that true strength lies not solely in one's position, but in how that power is wielded. It is the compassionate and wise who rise above, inspiring unity and lifting others toward greatness. So long as you remember to strive, not just for power and lofty positions, but for the noble character that defines true leadership, you'll be just fine. -A.

A noble leader leads by example. He says what he does and does what he says.

Noble leaders do not seek marbles for their own houses; they desire a better life for those they lead. In the eyes of noble leaders, leadership is not about what one acquires. It is about making an impact.

A noble learner is a born leader

7. Consolidate improvements and produce more change. Effective change gives leaders freedom and credibility for more change. The reconstruction of the wall was one aspect of the change that Nehemiah implemented. The overriding problem was the disgrace and destruction of the people. After their return from exile, the people did not initially reinstate the worship of God and observance of the Law. Furthermore, there were numerous social injustices that were tolerated and led by the officials and nobles. The completion of the wall was, in itself, a huge short-term win. It only took fifty-two days to complete, but its impact was enormous, as surrounding nations knew it was “accomplished by our God” (6:15–16). The success of the reconstruction allowed Nehemiah to lead bolder changes under the banner of eliminating the disgrace and destruction of the people. 8. Anchor new approaches in the culture. Leaders do not create a new culture in order to make changes; instead, they make changes to create a new culture. Nehemiah inherited a culture of mediocrity, indifference, and oppression. The walls were in ruin, which made the people susceptible to attack at any time. The people were out of fellowship with God. They had lost their sense of identity as God’s chosen people. Nehemiah diagnosed the culture of the people by observing their behavior. He confronted them on the incongruence between how they were living and who they said they were. “We are the people of God!” Every change led to the realization by the people that they were God’s possession, that God was their protector and strength. Every aspect of the change movement was integrated into the unified whole of being the people of God. As the deviant expressions of the church are diagnosed and the inaccurate actual beliefs confronted, right beliefs must be rooted in the culture. Initiating the right behaviors in a church can help change the culture, but the culture will not be crystallized unless the right behaviors are rooted in the right actual beliefs. For example, ministry leaders can initiate mission opportunities for people in the church. These right behaviors can impact the church to think externally, to love the city, to care for those outside the walls of the church. But if leaders are not simultaneously rooting the right behavior in the why behind the mission activity, the actual belief that the people of God are to join God on mission, then the right behaviors will be very fragile and short-lived. Don’t settle for artifact modification; go for cultural transformation. But to get there, the right actions must be connected to the right beliefs.

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.

Integrity increases when we act authentically, committing the goodness of our character to the noble intentions of those near and far.

Don't worry about that, young one. Within the intricate web of life's tapestry, there is always someone perched upon a higher rung of power. Never forget that true strength lies not solely in one's position, but in how that power is wielded. It is the compassionate and wise who rise above, inspiring unity and lifting others toward greatness. So long as you remember to strive, not just for power and lofty positions, but for the noble character that defines true leadership, you'll be just fine.

Democracy is the form of government that results from a sick and dying culture. Rather than allowing the strong, capable, noble, and tenacious to assume their rightful position of leadership over a nation, we accept a form of rule whereby the weakest among us can rise, so long as they entertain and satiate the base desires of the mob.

When God told Moses to pass his leadership on to Joshua, He explained that to be a leader is to be slave to the people, and therefore noble.