Orientation Leader Quotes

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

The point at which things happen is a decision. In stead of focusing on yourself, focus on how you can help someone else.

If everyone were a driven leader, there would be no one left to be led. If everyone were an enthusiastic entertainer, there would be no one to amuse. And if everyone were a detail-oriented perfectionist, there wouldn’t be anything to keep in order.

Democracies are not lucky. They do not attract civic-minded leaders by chance. Rather, they attract survival-oriented leaders who understand that, given their dependence on many essentials, they can only come to and stay in power if they figure out the right basket of public goods to provide.

Leadership is a process where a leader has a purpose oriented destination and lets the followers find the best way to get there with a common vision and goal.

When we donate to a good cause, it “says” to our associates, “Look, I’m willing to spend my resources for the benefit of others. I’m playing a positive-sum, cooperative game with society.” This helps explain why generosity is so important for those who aspire to leadership. No one wants leaders who play zero-sum, competitive games with the rest of society. If their wins are our losses, why should we support them? Instead we want leaders with a prosocial orientation, people who will look out for us because we’re all in it together.

Even when I encountered racism outside Salmon Creek, it usually rolled off me. The worst of it often came from rednecks whipping past in rusted pickups. I looked at them and I looked at me-class leader, track star, straight-A student- and their slurs about dirty Indians and drunk Indians and dumb Indians were laughable. Mom says crap like that comes from people who´ve accomplished so little in lifethat they feel the need to lift themselves above someone, anyone. So they pick skin color or religion or sexual orientation and say, "Well, I might not be much, but at least I´m not a ..." I´d look at those guys, and see the truth of her words.

I'd grown fond of quoting Václav Havel, the great Czech leader who had said that "hope" was the one thing that people struggling in Eastern Europe needed during the era of Soviet domination. Havel had said that people struggling for independence wanted money and recognition from other countries; they wanted more criticism of the Soviet empire from the West and more diplomatic pressure. But Havel had said that these were things they wanted; the only thing they needed was hope. Not that pie in the sky stuff, not a preference for optimism over pessimism, but rather "an orientation of the spirit." The kind of hope that creates a willingness to position oneself in a hopeless place and be a witness, that allows one to believe in a better future, even in the face of abusive power. That kind of hope makes one strong.

Single-strand identities do not exist in a household, let alone in a nation. When America is at its best, we acknowledge the complexity of our societies and the complicating reality of how we experience this country—and its obstacles. Yet we never lose sight of the fact that we all want the same thing. We want education. We want economic security. We want health care. Identity politics pushes leaders to understand that because of race, class, gender, sexual orientation/gender identity, and national origin, people confront obstacles that stem from these identities. Successful leaders who wish to engage the broadest coalition of voters have to demonstrate that they understand that the barriers are not uniform and, moreover, that they have plans to tackle these impediments. The greatest politicians display both of these capacities, and they never forget that the destination—regardless of identity—is the same: safety, security, and opportunity.

Leadership is a highly personal, individual matter. Each leader must establish his own approach based on an internal compass using a method geared to his personality, his capabilities but always oriented towards accomplishing the mission while knowing and taking care of his men.

This is the first significant mention of an idea that will acquire an almost unbearable, next to mindless authority in European writing: the theme of Europe teaching the Orient the meaning of liberty, which is an idea that Chateaubriand and everyone after him believed that Orientals, and especially Muslims, knew nothing about. Of liberty, they know nothing; of propriety, they have none: force is their God. When they go for long periods without seeing conquerors who do heavenly justice, they have the air of soldiers without a leader, citizens without legislators, and a family without a father.83

I was in the army.... We went to fight a bad white man, or so the whites told us. We had meetings that were called orientation and education. There were films. It was to show us how this bad white man was doing terrible things in his country. Everybody was angry after the films, and eager to fight. Except me. I was only there because the army paid more than an Indian can earn anywhere else. So I was not angry, but puzzled. There was nothing that this white leader did that the white leaders in this country do not also do. They told us about a place named Lidice. It was much like Wounded Knee. They told us of families moved thousands of miles to be destroyed. It was much like the Trail of Tears. They told us of how this man ruled his nation, so that none dared disobey him. It was much like the way white men work in corporations in New York City, as Sam has described it to me. I asked another soldier about this, a black white man. He was easier to talk to than the regular white man. I asked him what he thought of the orientation and education. He said it was shit, and he spoke from the heart! I thought about it a long time, and I knew he was right. The orientation and education was shit.

Leaders are solutions conscious. They don’t complain. You would find them repeating this common question; “how will it be done, and by who?

Five rules to follow to be a great leader: 1. Be curious. 2. Serve others. 3. Be purpose oriented. 4. Be adaptive. 5. Be positive.

Those five characteristics are:    1. Reactivity: the vicious cycle of intense reactions of each member to events and to one another.    2. Herding: a process through which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members.    3. Blame displacement: an emotional state in which family members focus on forces that have victimized them rather than taking responsibility for their own being and destiny.    4. A quick-fix mentality: a low threshold for pain that constantly seeks symptom relief rather than fundamental change.    5. Lack of well-differentiated leadership: a failure of nerve that both stems from and contributes to the first four. To reorient oneself away from a focus on technology toward a focus on emotional process requires that, like Columbus, we think in ways that not only are different from traditional routes but that also sometimes go in the opposite direction. This chapter will thus also serve as prelude to the three that follow, which describe the “equators” we have to cross in our time: the “learned” fallacies or emotional barriers that keep an Old World orientation in place and cause both family and institutional leaders to regress rather than venture in new directions.

Dicendo che i nostri leader sono scimpanzé ebbri di potere rischio forse di distruggere il morale delle nostre truppe che combattono e muoiono in Medio Oriente? Il loro morale, come tanti dei loro corpi, è già a pezzi. Li stanno trattando, cosa che con me non hanno mai fatto, come giocattoli che un bambino ricco ha ricevuto per Natale. Però voglio dire questo: A prescindere da quanto possano diventare corrotti e avidi il nostro governo, le nostre aziende, i nostri media, Wall Street e le nostre istituzioni religiose e benefiche, la musica resterà sempre una cosa meravigliosa

Race and sexual orientation shared common threats, but not identical ones, and when she stood too firmly on one side, she stood accused of ignoring the other. I watched with admiration as Simone came to the conclusion that the

All around the world, there are many great schools, wonderful teachers, and inspiring leaders who are working creatively to provide students with the kinds of personalized, compassionate, and community-oriented education they need.

If you want to become a better leader, let go of control and start fostering cooperation. Good leaders stop bossing people around and start encouraging them. That is the secret to being a people-oriented leader, because much of leadership is encouragement.

So accustomed have male media leaders become to the wealth and decision-making power they command they just can't parse the notion of equality between the sexes. They have never understood the world feminists actually envision, in which women and men share equal educational, economic, and professional opportunities, live free of abuse, can be fully sexual without judgment or coercion, and where girls and boys alike can embrace their authentic selves because no one will be told that strength, tenderness, confidence, empathy, or aggression is "inappropriate" for their gender, ethnicity, sexual orientation, or physical ability.

don’t be swayed by degrees or past positions. See how people live and serve within your community before you give them a title, especially the title of elder. Let them prove themselves in your community of faith by being faithful with task-oriented jobs before moving them into ministry positions. Make sure they are servants before they become leaders.

In the cult, the people in power dictate what cult members are to do. Children raised in cults are systematically stripped of their own autonomous power and forced to feel powerful only in the destructive context allowed by the cult, and always under the power of the leader. Ritual abuse survivors have had to learn to be outer oriented - to perceive what is expected of them and do that, whether it is healthy for them or not. When a therapist creates a context in which he or she is the leader, and the client is to listen, learn, and follow what the therapist says, the therapist has inadvertently replicated the power system of the cult. That is not to say that the therapist has no power; the therapist has a lot of power, but the power the therapist has resides in authority based upon his or her expertise, knowledge, training and sensitivity. The point is to use this authority in a way in which the client can also begin to feel his or her own authority, and begin to develop a healthy feeling of power. The word used quite often now is "empowerment." How do you empower a client?

However, the pro–civil rights orientation of white mainline Protestant and white Catholic leaders is not an accurate barometer of the influence of white supremacy among white Christians sitting in the pews. Declarations on racial justice by national institutions and hierarchies were more often than not ignored or actively flouted by local clergy and their congregations.

The dissatisfaction of the masses is not based on economic deprivation but on a sense of ineffectually. Not an increased standard of living, but more social power, is their fundamental goal, because of their emotional orientation, they arise and act when a powerful leader-figure can coordinate them into a functioning unit rather than a chaotic mass of unformed elements. Dill

Leadership is life-oriented in scope and transferable from one environment to another. Mainly, the goal for any leader should be to move past obstacles – to claim a triumph. Being in tune with the landscape of people, processes, and priorities can guarantee such an accomplishment. From this experience, a personal victory narrative can take shape, one that becomes solid and surefire.

contrary to conventional leadership in which the leader’s focus is on himself and what he can accomplish and achieve. Rather, the focus is on those being served. Servant leaders do many of the same things other leaders do—cast vision, build teams, allocate resources, and so on. The big difference is their orientation and their motivation; these make all the difference in the world. They possess an others-first mindset. The servant leader constantly works to help others win.

THE TEN MOST COMMON PROBLEMS Here are the ten most common problems in communications. Read the list. If any of them apply to you, the principles in this book will help you solve them. 1. Lack of initial rapport with listeners 2. Stiffness or woodenness in use of body 3. Presentation of material is intellectually oriented; speaker forgets to involve the audience emotionally 4. Speaker seems uncomfortable because of fear of failure 5. Poor use of eye contact and facial expression 6. Lack of humor 7. Speech direction and intent unclear due to improper  preparation 8. Inability to use silence for impact 9. Lack of energy, causing inappropriate pitch pattern, speech  rate, and volume 10. Use of boring language and lack of interesting material Various polls show that the ability to communicate well is ranked the number-one key to success by leaders in business, politics, and the professions. If you don’t communicate effectively, you may not die, like some POWs or neglected babies we mentioned earlier, but you also won’t live as fully as you should, nor will you achieve personal goals. This was a lesson drummed into me at a very early age.

Subject: SELF WORTH (Very Deep!!!) In a brief conversation, a man asked a woman he was pursuing the question: 'What kind of man are you looking for?' She sat quietly for a moment before looking him in the eye & asking, 'Do you really want to know?' Reluctantly, he said, 'Yes. She began to expound, 'As a woman in this day & age, I am in a position to ask a man what can you do for me that I can't do for myself? I pay my own bills. I take care of my household without the help of any man... or woman for that matter. I am in the position to ask, 'What can you bring to the table?' The man looked at her. Clearly he thought that she was referring to money. She quickly corrected his thought & stated, 'I am not referring to money. I need something more. I need a man who is striving for excellence in every aspect of life. He sat back in his chair, folded his arms, & asked her to explain. She said, 'I need someone who is striving for excellence mentally because I need conversation & mental stimulation. I don't need a simple-minded man. I need someone who is striving for excellence spiritually because I don't need to be unequally yoked...believers mixed with unbelievers is a recipe for disaster. I need a man who is striving for excellence financially because I don't need a financial burden. I need someone who is sensitive enough to understand what I go through as a woman, but strong enough to keep me grounded. I need someone who has integrity in dealing with relationships. Lies and game-playing are not my idea of a strong man. I need a man who is family-oriented. One who can be the leader, priest and provider to the lives entrusted to him by God. I need someone whom I can respect. In order to be submissive, I must respect him. I cannot be submissive to a man who isn't taking care of his business. I have no problem being submissive...he just has to be worthy. And by the way, I am not looking for him...He will find me. He will recognize himself in me. Hey may not be able to explain the connection, but he will always be drawn to me. God made woman to be a help-mate for man. I can't help a man if he can't help himself. When she finished her spill, she looked at him. He sat there with a puzzled look on his face. He said, 'You are asking a lot. She replied, "I'm worth a lot". Send this to every woman who's worth a lot.... and every man who has the brains to understand!!

It says quite clearly that processes within the brain that trigger a hormone release can cause enormous effects on the body.” It says, that is, that what we think can change our bodies, that there is a quantifiable chemical link between mind and matter, spirit and body, imagination and reality. Spiritual leaders, great thinkers, artists have been saying this very thing for ages, but the fact that hardheaded, hard-research oriented neuroscientists are not just saying it but actually identifying and measuring the very neurochemicals that link idea with matter adds a new legitimacy and urgency to the idea.

Women Run Better (The Sonnet) Men only inherit the world, Women give birth to the world. If women can birth the world, women can run the world (far better than men). History reveals, war is a masculine merchandise, Whereas preserving life is an act of the feminine. Masculinity bears inclination for competitiveness, Femininity is synonymous with synergy and cohesion. That's why female leaders can step down more gracefully, making way for new minds at the helm, Whereas their male counterparts would rather take their position to the grave. Femininity is not a reproductive quality, Femininity is the source of all rejuvenation. No matter what gender or orientation you are, Nourish your femininity, and there'll be ascension.

The emphasis here will be on strength, not pathology; on challenge, not comfort; on self-differentiation, not herding for togetherness. This is a difficult perspective to maintain in a “seatbelt society” more oriented toward safety than adventure. This book is not, therefore, for those who prefer peace to progress. It is not for those who mistake another’s well-defined stand for coercion. It is not for those who fail to see how in any family or institution a perpetual concern for consensus leverages power to the extremists. And it is not for those who lack the nerve to venture out of the calm eye of good feelings and togetherness and weather the storm of protest that inevitably surrounds a leader’s self-definition. For, whether we are considering a family, a work system, or an entire nation, the resistance that sabotages a leader’s initiative usually has less to do with the “issue” that ensues than with the fact that the leader took initiative.

The situation—having to choose between imposing higher retail prices and reducing investments and military spending—created a dilemma for the government: deciding between conflict with the public or with the Party economic elite. But not making a decision heightened the risk that, as the crisis developed, there would be conflict with both the public and the elite.18 The new generation of leaders clearly did not understand this. The traditional management of the economy was oriented on natural, rather than abstract, parameters. The development of cattle breeding was discussed at the highest level more frequently than the country’s budget. Industry and business leaders regarded finances as necessary but dreary bookkeeping.19 In addition, information on the real state of the budget, hard currency reserves, foreign debt, and balance of payments was available only to an extremely narrow circle of people, many of whom understood nothing about it anyway.

Instead of concentrating on how we can include the “other,” too often in American Christianity the focus becomes on when, how, and finding the right justifications for excluding the “other.” When I truly begin to appreciate the inclusive nature of Jesus, my heart laments at all the exclusiveness I see and experience. I think of my female friends; women of wisdom, peace, discernment, and character who should be emulated by the rest of us. When I listen and learn from these women, I realize what an amazing leaders they would be in church—but many never will be leaders in that way because they are lacking one thing: male genitals. Wise and godly women have been excluded, not because of a lack of gifting, education, or ability, but because they were born with the wrong private parts. I also think of a man who attended my former church who has an intellectual disability. He was friendly, faithful, and could always be counted on for a good laugh because he had absolutely no filter— yelling out at least six times during each sermon. One time in church my daughter quietly leaned over to tell me she had to go to the bathroom—and, in true form so that everyone heard, he shouted out, “Hey! Pipe it down back there!” It was hilarious. However, our friend has been asked to leave several churches because of his “disruptiveness.” Instead of being loved and embraced for who he is, he has been repeatedly excluded from the people of God because of a disability. We find plenty of other reasons to exclude people. We exclude because people have been divorced, exclude them for not signing on to our 18-page statements of faith, exclude them because of their mode of baptism, exclude them because of their sexual orientation, exclude them for rejecting predestination…we have become a religious culture focused on exclusion of the “other,” instead of following the example of Jesus that focuses on finding ways for the radical inclusion of the “other.” Every day I drive by churches that proudly have “All Are Welcome” plastered across their signs; however, I rarely believe it—and I don’t think others believe it either. Far too often, instead of church being something that exists for the “other,” church becomes something that exists for the “like us” and the “willing to become like us.” And so, Christianity in America is dying.

But then, to its more severe leftist critics, some of them Jews, Israel is not the “democratic exception” it is said to be. The New Left sees it as a reactionary small country. Its de-tractors tell you how it abuses its Arab population and, to a lesser extent, Jewish immigrants from North Africa and the Orient. It is occasionally denounced by some Israelis as corrupt, “Levantine,” theocratic. Gossip traces the worst of the Israeli financial swindles to the most observant of Orthodox Jews. I am often told that the old Ashkenazi leaders were unimaginative, that the new Rabin group lacks stature, that Ben-Gurion was a terrible old guy but a true leader, that the younger generation is hostile to North African and Asian Jews. These North African and Oriental immigrants are blamed for bringing a baksheesh mentality to Israel; the intellectuals are blamed for letting the quality of life (a deplorable phrase) deteriorate—I had hoped that six thousand miles from home I would hear no more about the quality of life—and then there is the Palestinian question, the biggest and most persistent of Israel’s headaches: “We came here to build a just society. And what happened immediately?” I speak of this to Shahar. He says to me, “Where there is no paradox there is no life.

It's important to remember that having a conversation about us (LGBT) without us will usually be a recycling or preconceived ideas and misconceptions. Can you imagine a group of male church leaders discussing the role of women in the church without females present. We would call that misogyny. Or church leadership discussing indigenous issues without ever consulting with indigenous people themselves to get insight into what their life experience is really all about. We would call that white supremacy/racism/elitism. The church has done a great deal of talking about us but rarely has spoken with us. So when church leaders discuss LGBT people, relationships and the community without speaking with or spending time getting to know LGBT people it does beg the question why. What is there to fear? Why the exclusion? Is this another evidence of homophobia? It's time for the church to invite LGBT people into the conversation. For some this is a conversation about their thoughts and beliefs but for us it is about who we are. You can ask questions. What was it like to sit in church and hear the word abomination to describe your orientation. What was it like to get to the point of coming out knowing you might be rejected by those you've loved and a church you've served.? How did you find resolution of your Christian beliefs and your sexuality? In listening you will learn. That's why it's so important to remember. No conversation about us, without us.

For the memory of Alexander’s greatness had always served the Romans as a reproach. Even worse, it provided an inspiration to their foes. In the east the model of kingship established by Alexander had never lost its allure. For more than a century it had been neutered and systematically humiliated by Rome, yet it remained the only credible system of government that could be opposed to the republicanism of the new world conquerors. Hence its appeal to monarchs, such as Mithridates, who were not even Greek, and hence, most startling of all, its appeal to bandits and rebellious slaves. When the pirates had called themselves kings and affected the gilded sails and purple awnings of monarchy, this had not been mere vanity, but a deliberate act of propaganda, as public a statement as they could make of their opposition to the Republic. They knew that the message would be read correctly, for invariably, whenever the order of things had threatened to crack during the previous decades, rebellion had been signaled by a slave with a crown. Spartacus’s communism had been all the more unusual in that the leaders of previous slave revolts, virtually without exception, had aimed to raise thrones upon the corpses of their masters. Most, like the pirates, had merely adopted the trappings of monarchy, but there were some who had brought the fantastical worlds of romances to life and claimed to be the long-lost sons of kings. This, in a world ruled by a republic, was what revolution had come to mean. The royal pretensions of slaves fed naturally into the swirling undercurrents of the troubled age, the prophecies, which Mithridates’ propaganda had exploited so brilliantly, of the coming of a universal king, of a new world monarchy, and the doom of Rome. So when Pompey presented himself as the new Alexander, he was appropriating a dream shared by potentate and slave alike. If any Roman was qualified to appreciate this, it was Pompey himself. The conqueror of the pirates and the patron of Posidonius, he would have been perfectly aware of the menacing links between kingship and revolution, between the uppitiness of Oriental princelings and the resentments of the dispossessed

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

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.

Because all effective communication is goal-oriented, intended to change something, an effective leader or leadership team focuses on what it wants stakeholders to know, think, feel, and do, and the ways to get those stakeholders to change so that they will know, think, feel, and do so.

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.

The question that high-ranking leaders always seemed to inject in any risk-averse-oriented discussion was, “Is it worth getting a man killed for?” Forty thousand people die on our highways each year, but when you get into your car each morning, do you ask yourself if driving to work is worth getting killed for?

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

What can we learn from this imaginative story of time travel? First, that truth is always inconvenient for men in power. It may also be said that truth and power, like love and power, do not mix well. It is a rare man, and a gifted man, who can hold power and credit an unpleasant truth at the same time. It is, in this context, a profound understatement to say that our leaders have no sense of history or foresight. They do not even possess, in themselves, the spiritual or intellectual prerequisites for higher wisdom of any kind. They are political foxes whose thinking is short-term, and whose wisdom is crudely flexible and oriented to the requirements of the day.

Individuals support growth-oriented policies, because they believe growth will give them an ever increasing welfare. Governments seek growth as a remedy for just about every problem. In the rich world, growth is believed to be necessary for employment, upward mobility, and technical advance. In the poor world, growth seems to be the only way out of poverty. Many believe that growth is required to provide the resources necessary for protecting and improving the environment. Government and corporate leaders do all they can to produce more and more growth. For these reasons growth has come to be viewed as a cause for celebration. Just consider some synonyms for that word: development, progress, advance, gain, improvement, prosperity, success.

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.

The five most highly correlated factors are: Organizational culture. Strong feelings of burnout are found in organizations with a pathological, power-oriented culture. Managers are ultimately responsible for fostering a supportive and respectful work environment, and they can do so by creating a blame-free environment, striving to learn from failures, and communicating a shared sense of purpose. Managers should also watch for other contributing factors and remember that human error is never the root cause of failure in systems. Deployment pain. Complex, painful deployments that must be performed outside of business hours contribute to high stress and feelings of lack of control.4 With the right practices in place, deployments don’t have to be painful events. Managers and leaders should ask their teams how painful their deployments are and fix the things that hurt the most. Effectiveness of leaders. Responsibilities of a team leader include limiting work in process and eliminating roadblocks for the team so they can get their work done. It’s not surprising that respondents with effective team leaders reported lower levels of burnout. Organizational investments in DevOps. Organizations that invest in developing the skills and capabilities of their teams get better outcomes. Investing in training and providing people with the necessary support and resources (including time) to acquire new skills are critical to the successful adoption of DevOps. Organizational performance. Our data shows that Lean management and continuous delivery practices help improve software delivery performance, which in turn improves organizational performance. At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours. A good example of this is Google’s 20% time policy, where the company allows employees 20% of their week to work on new projects, or IBM’s “THINK Friday” program, where Friday afternoons are designated for time without meetings and employees are encouraged to work on new and exciting projects they normally don’t have time for.

Results-oriented teams establish their own measurements for success. They don’t allow themselves the wiggle room of subjectivity. But this is not easy, because subjectivity is attractive.

The story illustrated the extent to which Germans adopted mission-oriented command during Moltke’s tenure, as no less a leader than a Hohenzollern prince informed a subordinate commander that he could disobey orders when the situation called for it.

A low-context culture is a place where little is left to assumption so things are spelled out explicitly. In contrast, high-context cultures are places where people have significant history together and so a great deal of understanding can be assumed. Things operate in high-context cultures as if everyone there is an insider and knows how to behave. Written instructions and explicit directions are minimal because most people know what to do and how to think. Our families are probably the most tangible examples we have of high-context environments. After years of being together, we know what the unspoken rules are of what to eat, how to celebrate holidays, and how to communicate with each other. Many of our workplaces are the same. We know when to submit check requests, how to publicize an event, and how to dress on “casual” Fridays. New employees joining these kinds of organizations can really feel lost without adequate orientation. And many religious services are also very high context. People routinely stand, bow, or recite creeds that appear very foreign and confusing to someone just joining a religious community for the first time. Discerning whether a culture provides direct and explicit communication versus one that assumes a high degree of shared understanding is a strategic point of knowledge. And leaders need to bear in mind the areas of their own organizational and national culture that are high context and how that affects outsiders when they enter. Table

A good businessman knows how to make a profit. An engineer makes sure it runs well. We need more leaders who are task oriented.

Explaining families and institutions in terms of the nature of their parts, I began to think, was like trying to reduce chemistry to physics. Other forces come into play when one studies “molecules” rather than “atoms,” even though molecules consist of atoms. Relational processes in an institution, I concluded, cannot be reduced to psychodynamic or personality factors in the individuals of which they consist. A different level of inquiry was required than one that tries merely to understand “the minds” or personalities of the individuals involved. What was needed to account for the connection between leader and follower, I was beginning to realize, was an approach that did not separate them into neat categories nor polarize them into opposite forces, nor even see them as completely discrete entities. Rather, what was needed to explain an emotional process orientation to leadership was a concept that was less moored to linear cause-and-effect thinking. It had to be one that conceptualized the connection between leader and follower as reciprocal and as part of larger natural processes, many of which, I came to realize, were intergenerational.

Groups are, in a sense, a microcosm of the real world. In all groups, there are leaders and followers . . . and many people who fall somewhere in between. Some groups are professionally led, and some are self- or volunteer-directed. In every group, there will be people you like and people you don’t, people who seek you out, and people who do not. Understanding and joining in the group process and making it work for you is what is important. Experiment with several groups, if you like, to find the ones that you enjoy the most. Strive to find a group in which you think you would feel comfortable expressing yourself or interacting with others and which has an appropriate meaning for you (a self-help group should address your particular issues; a hobby club should focus on something you enjoy). Attend the group a few times to get a sense of how members interact with each other. If the thought of doing so still causes you anxiety, continue working on stress management, and remain fairly passive in the group until you feel more comfortable. In my own social therapy group program, our purpose is to help individuals learn how to control social anxiety and refine their interactive skills. Social anxiety is a people-oriented problem, which makes group experience important both theoretically and practically. Some traditional therapists have called my program unorthodox because it encourages patients to talk to and learn from each other—as opposed to the isolation and protection offered by many of the more conservative therapies. But I say that social interaction is something you learn by doing. My groups are places to practice, make mistakes, and experience success in a supportive yet challenging environment. Of course, even in such a supportive setting, resistance still arises. In a “friendly” forum, stressors can be explored and confronted more easily, however, and I have found that the degree to which a person uses the group is often a good indicator of how well he or she is progressing therapeutically. Good attendance shows effort and commitment; poor attendance indicates that a person is giving in to anxiety. I’ve heard all the excuses and manipulations—canceling plans is typical of people with avoidance problems related to social anxiety. (I’m sometimes tempted to open a garage to repair all those cars that break down on group night!) Yet often, after overcoming the initial stage of anxiety, many participants enjoy the process. As you consider the option of incorporating various kinds of groups in your community into your self-help program, remember that groups can be a very important component of your map for change. Groups can provide you with the opportunity to practice the skills that are crucial to your success. Make sure that your expectations are realistic and that you understand the purpose and the limitations of whatever group you join.

The second-effort pulse of organization alignment work—to move down the road in the new direction—involves organizing choices that are more detailed, more process-oriented, and that involve managers and contributors who actually perform the work that needs to change. The scope narrows to individual functions, processes, departments, and teams. It is often led by third- and fourth-level leaders in their new seats but can be carried out at any level. Because the focus is tighter, we call this micro alignment. Because it is in this pulse that the day-to-day work routines, jobs, decision-making realities, information tools, reward systems, and other policies really take on new forms, another term that describes this level of alignment is operational alignment. Micro design is absolutely the real work of mid-level leaders because it is essentially innovative and operational in nature.

When we apply motivated reasoning to assessments about ourselves, we produce that positive picture of a world in which we are all above average. If we’re better at grammar than arithmetic, we give linguistic knowledge more weight in our view of what is important, whereas if we are good at adding but bad at grammar, we think language skills just aren’t that crucial. If we are ambitious, determined, and persistent, we believe that goal-oriented people make the most effective leaders; if we see ourselves as approachable, friendly, and extroverted, we feel that the best leaders are people-oriented. We even recruit our memories to brighten our picture of ourselves.

A pessimistic orientation does not seek accommodations with the system. We share the goal of the undercommons, which “is not to end the troubles but to end the world that created those particular troubles as the ones that must be opposed” (Halberstam 2013, 9). Moten and Harney don’t play the liberal game of reform; they are constantly reframing the problems at hand. What questions we ask are crucial—for bad questions yield worse answers, ones that compound the problem. On prison abolition, their intervention is decisive and reconfigures the coordinates of the debate: for them, it is “not so much the abolition of prisons but the abolition of a society that could have prisons, that could have slavery” (Moten and Harney 2013, 42). How do you abolish a society? How do you fight state power? Is anti-statism, ethical (that is, nonviolent) anarchism, the only solution? Is it a solution? Or do you dare to seize power, as with the example of Morales? A universal politics takes these questions to heart. For this reason, its skeptical negativity is put into the service of a more virtuous end: locating antagonisms, rather than settling for conflicts or pseudo-struggles. Its challenge is to sustain the antagonistic logic of class struggle, and avoid the comfort of static oppositions. The cultural Left has its enemies (Trump, Putin, Le Pen, Erdoğan, Modi, Duterte, Netanyahu, Orbán, Bolsonaro, Suu Kyi, MBS, etc.)—and, conversely, notorious leaders blame liberal media, demonizing bad press with the “enemy of the people” charge—but nothing really changes; the basic features or coordinates of the current society remain the same. Worse, the liberal capitalist system is legitimized (only in a free democracy can you, as a citizen, criticize tyrants abroad and, more importantly, express your outrage at the president, politicians, or state power without the fear of retribution) and the cultural Left is tacitly compensated for playing by the rules—for practicing non-antagonistic politics, for forgoing class insurgency and not engaging in class war (Žižek 2020f)—rewarded with “libidinal profit” (Žižek 1997b, 47), with what Lacan calls a “surplus-enjoyment” (2007, 147), an enjoyment-in-sacrifice. That is to say, cultural leftists, with their “Beautiful Souls” intact, enjoy not being a racist, a misogynist, a transphobe, an ableist, and so on. Hating the haters, the morally repulsive, the fascists of the world, is indeed an endless source of libidinal satisfaction for “woke” liberals. But what changes does it actually produce?

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

Interestingly, Freeman describes a set of circumstances in which the unstructured group can, in fact, work: It is task oriented. Its function is very narrow and very specific, like putting on a conference or putting out a newspaper. It is the task that basically structures the group. The task determines what needs to be done and when it needs to be done. It provides a guide by which people can judge their actions and make plans for future activity. It is relatively small and homogeneous. Homogeneity is necessary to insure that participants have a “common language” for interaction. People from widely different backgrounds may provide richness to a consciousness-raising group where each can learn from the others’ experience, but too great a diversity among members of a task-oriented group means only that they continually misunderstand each other. Such diverse people interpret words and actions differently. They have different expectations about each other’s behavior and judge the results according to different criteria. If everyone knows everyone else well enough to understand the nuances, they can be accommodated. Usually, they only lead to confusion and endless hours spent straightening out conflicts no one ever thought would arise. There is a high degree of communication. Information must be passed on to everyone, opinions checked, work divided up, and participation assured in the relevant decisions. This is only possible if the group is small and people practically live together for the most crucial phases of the task. Needless to say, the number of interactions necessary to involve everybody increases geometrically with the number of participants. This inevitably limits group participants to about five, or excludes some from some of the decisions. Successful groups can be as large as 10 or 15, but only when they are in fact composed of several smaller subgroups which perform specific parts of the task, and whose members overlap with each other so that knowledge of what the different subgroups are doing can be passed around easily. There is a low degree of skill specialization. Not everyone has to be able to do everything, but everything must be able to be done by more than one person. Thus no one is indispensable. To a certain extent, people become interchangeable parts. Here

Q: What can ordinary people with busy lives and not a lot of political access do to address this stuff? You can try to address it in your own life. You can try to set up your life so you have to drive as little as possible. In so doing, you vote with your feet and your wallet. When more people bike, walk and use public transit, there is greater pressure on elected officials and government agencies to improve these modes of transportation. It thus increases the profitability of public transit and makes cities more desirable places to live. It also helps reduce your carbon footprint and reduces the amount of money going to automobile manufacturers, oil companies and highway agencies. In a globally connected capitalist world, cities and countries are competing for highly skilled labor—programmers, engineers, scientists, etc. To some degree, these people can live anywhere they want. So San Francisco or my current city in Minnesota aren’t just competing with other U.S. cities but are competing with cities in Europe for the best and brightest talent. Polls and statistics show that more and more skilled people want to live in cities that are walkable, bikeable and have good public transit. Also our population is aging and realizing that they don’t want to be trapped in automobile-oriented retirement communities in Florida or the southwest USA. They also want improved walkability and transit. Finally, there’s been an explosion of obesity in the USA with resulting increases in healthcare costs. Many factors contribute to this but increased amounts of driving and a lack of daily exercise are major factors. City, state and business leaders in the US are increasingly aware of all this. It is part of Gil Peñalosa’s “8-80” message (the former parks commissioner of Bogotá, Colombia) and many other leaders. (2015 interview with Microcosm Publishing)

Dominance, which is a type of status that is coerced through aggression or intimidation, plays a significant role in hubris. Researchers write, “Hubristic pride may have evolved to motivate behaviors, thoughts, and feelings oriented toward attaining dominance, whereas authentic pride may have evolved to motivate behaviors, thoughts, and feelings oriented toward attaining prestige.” I’m not crazy about the word “prestige”—it sounds arrogant. But it’s helpful to know that in the research, prestige status is earned—prestige-based leaders are admired for their skills or knowledge, as distinct from dominance status, which is obtained by force.

Delusionary Defilade: Leaders who surround themselves with sycophants remain ‘protected’ from seeing things as they are, continue to see things as they want them to be, and delusions of adequacy often follow. This is usually evidenced by a ‘leader’ telling a group to ‘not let perfect be the enemy of good’ when no plan, perfect or good, is likely to be presented as a course of action. The idea of ‘how things should be’ regarding the problem itself or the team’s capabilities, rather than understanding how things ‘are,’ will result in an incorrect orientation that prevents even a good plan from emerging.

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The imperial Russian government's ineffectiveness in World War I had forced the tsar to abdicate in 1917. Following the February Revolution in that year the Provisional Government replaced the tsarist regime, but as a result of the October Revolution the Bolsheviks seized power, executing the tsar and his family, and the Russian Empire collapsed. The Ukrainian Central Rada, or governing council, proclaimed Ukraine an autonomous republic, but meanwhile the German and Austro-Hungarian armies, still at war with Russia, drove out the Russian army and occupied Ukraine. The Germans supported a coup led by Pavel Petrovich Skoropadsky (1873-1945), who in April 1918 declared himself the Hetman of All Ukraine, a position he held until the following December, when, following the end of the war and the withdrawal of the German army, he was deposed and fled. It is here, in December 1918, that the novel White Guard begins, in a Ukraine damaged by World War I and engulfed in the Russian Civil War, with all of its confusion, violence, and chaos. As the novel unfolds, the Germans have mostly withdrawn and the hetman, essentially a German puppet, is under siege by Ukrainian nationalist and socialist forces led by Semyon Vasilievich Petlyura (1879-1926), who fought unsuccessfully for Ukraine's independence following the Revolution of 1917. Petlyura's nationalism made him an enemy of the Bolsheviks, and his socialist ideas made him an enemy of the Whites, who were opposed to the Communists. The Russian forces (both political and military) who became known as the Whites fought against the Red Army in the Civil War from 1918 to 1921. Their military arm was known as the White Army, or White Guard. Ideologically quite diverse, the Whites were not so much a single army as a confederation of counterrevolutionary forces loosely united by their anti-bolshevism, and to a lesser extent by the idea of preserving and restoring the Russian monarchy and Russian Empire, as well as by their anti-liberalism and anti-Semitism. After the events described in the novel, the Soviet army recaptured Ukraine, driving Petlyura out, and held Kiev in 1919 from February 6 until August 31. From August 31 until about December 16, forces under Anton Ivanovich Denikin (1872-1947), a general in the imperial Russian army before the Revolution and one of the leaders of the Whites in the Civil War, were in charge. Then, from December 16 the Soviet government was back in the city until May 6, 1920, when it was occupied by the Poles, who on June 11 were forced out by the Red Army. Three centers of power, revealing the basic vectors of all the coups, had taken shape in Kiev: the military district headquarters (which included counterrevolutionaries, monarchists, and White Guards), the Soviet of Workers' and Soldiers' Deputies (Bolsheviks and other Communists), and the Ukrainian Central Rada (national-ist, independence-oriented, and Petlyurist).

Questions have changed me immensely. I have greater self-confidence and a more relaxed attitude. I don't feel that I always have to have the answers in conversations or in situations where I need to speak at the spur of the moment. I feel this has increased my communication skills, especially listening and persuading. I have more trust in myself and others. Leading with questions has led to more trust, which appears to be a paradox of group life. I have stronger initiative and commitment. I learn more as I have become more directional by more questions. I have more patience and self-control, have greater openness and transparency. I now see myself as more adaptable and flexible. I am optimistic about opportunities [and] more inspirational and have greater vision and cognitive capability. Questions have given me greater understanding of organizational and political realities; I recognize the importance of organizational context and orientation. I am more willing to take risks in creating opportunities. I have a greater empathy with employees, customers, and others and a stronger commitment to develop others. My empowerment orientation is greater.

When you change your orientation to that of a child, you see the world differently, and new ideas come to mind.

When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

I am strategically and methodically preparing leaders in a more result oriented setting.

The Boyd Cycle; a clear understanding of the observation, orientation, decision and action "OODA Loop" is a key first step. In the training we conduct through LESC or Adaptive-Leader when we conduct it with law enforcement and security professionals, this tactical decision making and threat assessment tool is a prerequisite that gives us the clear initiative in detecting crime and danger. The Boyd Cycle is a mental tool that helps us first understand how conflict unfolds, as well as, allows us to observe keenly through "all our senses" including intuition.

Skills Mistakes: Leadership Too Weak, Communication Too Poor Undervaluing and underinvesting in the human side of innovation is another common mistake. Top managers frequently put the best technical people in charge, not the best leaders. These technically oriented managers, in turn, mistakenly assume that ideas will speak for themselves if they are any good, so they neglect external communication. Or they emphasize tasks over relationships, missing opportunities to enhance the team chemistry necessary to turn undeveloped concepts into useful innovations. Groups that are convened without attention to interpersonal skills find it difficult to embrace collective goals, take advantage of the different strengths various members bring, or communicate well enough to share the tacit knowledge that is still unformed and hard to document while an innovation is under development. It takes time to build the trust and interplay among team members that will spark great ideas. MIT researchers have found that for R&D team members to be truly productive, they have to have been on board for at least two years. At one point, Pillsbury realized that the average length of time the company took to go from new product idea to successful commercialization was 24 to 26 months, but the average length of time people spent on product teams was 18 months. No wonder the company was falling behind in innovation.

Business leaders should seek out intrinsically oriented individuals whose core values are aligned with those of the company. As it stands, asking a potential new hire how a particular job could be a vehicle for expanding his or her character strengths and intrinsic growth opportunities is a very different conversation from the one typically carried on during the job interview process. Some

Leaders must lead. You cannot lead unless you are future oriented; leadership is about the future; it’s about the point of view of the future, and it’s about hope. The first thing is we must have a distinct point of view, not about our current affairs, but how the world can be ten years from now. That is the first principle of a good leader.

Susan Cain suggests that introverts actually make better leaders than extroverts. Introverts have a softer, more compassionate, servant-oriented kind of leadership, she says, that enables families, businesses, and churches to thrive.

He who cannot serve cannot lead. It is by being a servant that you recognize that followers also have needs. True leaders are service oriented!

Leaders must lead. You cannot lead unless you are future oriented; leadership is about the future; it’s about the point of view of the future, and it’s about hope.

Humility is also a hallmark of the spiritual leader. Christ told His disciples to turn away from the pompous attitudes of the oriental despots, and instead take on the lowly bearing of the servant (Matthew 20:25-27). As in ancient days, so today humility is least admired in political and business circles. But no bother! The spiritual leader will choose the hidden path of sacrificial service and approval of the Lord over the flamboyant self-advertising of the world.

DEVOTION TO GOD’S KINGDOM OVER SELF OR TRIBE ENABLES SACRIFICE People in a church with movement dynamics put the vision ahead of their own interests and needs. What matters to the members and staff is not their own individual interests, power, and perks, but the fulfillment of the vision. They want to see it realized through them, and this satisfaction is their main compensation. The willingness to sacrifice on the part of workers and members is perhaps the key practical index of whether you have become a movement or have become institutionalized. Members of a church with movement dynamics tend to be more self-motivated and need less direct oversight. They are self-starters. How does this happen? Selfless devotion is not something that leaders can create — indeed, it would be dangerous emotional manipulation to try to bring this about directly. Only leaders who have the vision and devotion can kindle this sacrificial spirit in others. A dynamic Christian movement convinces its people — truthfully — that they are participating in God’s redemptive plan in a profoundly important and practical way. Participants say things like, “I’ve never felt more useful to the Lord and to others.” Church meetings in movement-oriented churches feel deeply spiritual. There is much more “majoring in the majors” — the cross, the Spirit, the grace of Jesus. People spend more time in worship and prayer.

Expository preaching will impact your congregation, because it helps you be faithful to the text and be relevant to your context in regular ministry implement a strategy for equipping and energizing your people for long-term faithfulness to God and the ministry overcome your tendency to target a sermon to a particular person or group and be protected from that charge avoid skipping over what does not suit your taste or temperament on any given day carry on a cohesive ministry in the middle of multiple dimensions and demands on you as a pastor enhance the dignity of the pastoral work since you stand under the authority of God’s Word as you preach integrate the conversation of the church around the message of the week communicate the intentions of God for your congregation as seen by its human leaders orient people around a common vision, thus helping you surface the voluntary labor force needed to achieve the vision motivate people to action in implementing the program of the church with God’s sanction garner the credibility needed to lead the church to change model effective ministry to present and future teachers and preachers outline the agenda for corporate spirituality make your congregation biblically literate

Knowing what causes differentiation in human skin pigmentation, fascinating though that is, does not furnish a satisfactory explanation for the phenomenon of racism. Similarly, the biological explanation for why one person is right-handed whilst another is left-handed, is of less interest than why, even recently, being left-handed was considered such a stigma (…).Do we need to know what ‘causes’ homosexuality or heterosexuality? (…)Would the discovery of a genetic basis to sexual attraction finally undermine discrimination against non-heterosexual people by establishing that variations of sexual orientation are all equally rooted in nature? Or would it furnish powerful homophobic forces with a new weapon in their drive to undermine and remove the rights of non-heterosexual people, perhaps even the right to life itself? The infamous remarks of a senior religious leader (a former Chief Rabbi) in the UK a few years ago that, if a gay gene could be discovered, he would consider it morally acceptable to test pregnant women and offer them the option of aborting any foetus likely to develop into a non-heterosexual person - homophobic extermination in the womb - indicate that the huge moral and cultural debates around sexuality and human identity will not be solved either way by the biological sciences alone

Worried that you’re not a born leader? That you lack charisma, the right talents, or some other secret ingredient? No need: leadership isn’t about personality or talent. In fact, the best leaders exhibit wildly different personalities, attitudes, values, and strengths—they’re extroverted or reclusive, easygoing or controlling, generous or parsimonious, numbers or vision oriented. So what do effective leaders have in common? They get the right things done, in the right ways—by following eight simple rules: Ask what needs to be done. Ask what’s right for the enterprise. Develop action plans. Take responsibility for decisions. Take responsibility for communicating. Focus on opportunities, not problems. Run productive meetings. Think and say “We,” not “I.

LEADERSHIP ABILITIES Some competencies are relevant (though not sufficient) when evaluating senior manager candidates. While each job and organization is different, the best leaders have, in some measure, eight abilities. 1 STRATEGIC ORIENTATION The capacity to engage in broad, complex analytical and conceptual thinking 2 MARKET INSIGHT A strong understanding of the market and how it affects the business 3 RESULTS ORIENTATION A commitment to demonstrably improving key business metrics 4 CUSTOMER IMPACT A passion for serving the customer 5 COLLABORATION AND INFLUENCE An ability to work effectively with peers or partners, including those not in the line of command 6 ORGANIZATIONAL DEVELOPMENT A drive to improve the company by attracting and developing top talent 7 TEAM LEADERSHIP Success in focusing, aligning, and building effective groups 8 CHANGE LEADERSHIP The capacity to transform and align an organization around a new goal You should assess these abilities through interviews and reference checks, in the same way you would evaluate potential, aiming to confirm that the candidate has displayed them in the past, under similar circumstances.

Blair ... argued that while he rejected doctrinaire “socialism,” he was committed to what he called “social-ism.” Blair’s hair-splitting got at an important distinction. Socialism, sprawling and inchoate as it may be, is still a doctrine. “Social-ism” is something different. It is an orientation, a way of thinking about politics and governance—it is oriented toward government control but is not monomaniacally committed to it as the be-all and end-all. Social-ism is about what activists call “social justice,” which is always “progressive” and egalitarian but not invariably statist. As a practical matter, “social-ism” works from the assumption that well-intentioned leaders and planners are both smart enough and morally obliged to, in Obama’s words, “spread the wealth around” for the betterment of the whole society in general and the underprivileged in particular. But at a far more important level, “social-ism” is a fundamentally religious impulse, a utopian yearning to create a perfect society unconstrained by the natural trade-offs of mortal life. What Blair’s doctrinal revision recognizes is that public ownership of the means of production—the central economic principle of socialism—is not necessary as long as private interests and private businesses can be compelled to follow the designated road to utopia.

Those five characteristics are:    1. Reactivity: the vicious cycle of intense reactions of each member to events and to one another.    2. Herding: a process through which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members.    3. Blame displacement: an emotional state in which family members focus on forces that have victimized them rather than taking responsibility for their own being and destiny.    4. A quick-fix mentality: a low threshold for pain that constantly seeks symptom relief rather than fundamental change.    5. Lack of well-differentiated leadership: a failure of nerve that both stems from and contributes to the first four. To reorient oneself away from a focus on technology toward a focus on emotional process requires that, like Columbus, we think in ways that not only are different from traditional routes but that also sometimes go in the opposite direction. This chapter will thus also serve as prelude to the three that follow, which describe the “equators” we have to cross in our time: the “learned” fallacies or emotional barriers that keep an Old World orientation in place and cause both family and institutional leaders to regress rather than venture in new directions. By the term regression I

Deep change comes only through real personal growth — through learning and unlearning. This is the kind of generative work that most executives are precluded from doing by the mechanical mind-set and by the cult of the hero-leader: The hero-leader is the one with “the answers.” Most of the other people in the organization can’t make deep changes, because they’re operating out of compliance, rather than out of commitment. Commitment comes about only when people determine that you are asking them to do something that they really care about. For that reason, if you create compliance-oriented change, you’ll get change — but you’ll preclude the deeper processes that lead to commitment, and you’ll prevent the emergence of self-generated change. Again, you end up creating a kind of addiction: People change as long as they’re being commanded to change — or as long as they can be forced to change. But, as a result, they become still more dependent on change that’s driven from the top.1

Increasingly, prominent thinkers in the field of leadership studies like Marcus Buckingham are challenging traditional notions of leadership. Their research suggests that presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.4 They believe leaders should strive for authenticity over perfection. This shift is good news for women, who often feel obliged to suppress their emotions in the workplace in an attempt to come across as more stereotypically male. And it’s also good news for men, who may be doing the exact same thing. I

We live in a fast-paced, demanding, results-oriented world. New technologies place vast quantities of information at our fingertips in nanoseconds. We want problems solved instantly, results yesterday, answers immediately. We are exhorted to forget “ready, aim, fire” and to shoot now and shoot again. Leaders are expected to be decisive, bold, charismatic, and visionary—to know all the answers even before others have thought of the questions.

A leader is solution oriented and a philosopher is problem oriented.

Give me an enthusiastic, purpose-oriented person and I will give a successful future leader.

weren’t clear yet, they would work toward developing clarity of goals because clarity is a must. Unclear or unnecessary complexity is an enemy to accomplishment. Winners apply and align both EQ and logic with purpose. Their empowering and positive beliefs and emotions radiate within themselves and onto others. They are purposefully and persistently action-oriented because without astute and effective execution, nothing matters. Strong leaders, especially successful and creative entrepreneurs, also have a compelling vision. I believe that a great way to predict the future is to create it (in my case, a vision of the future in which writing and publishing this book has

leaders in this book have achieved successes from their purposeful strategies and actions, as well as trials and tribulations, so can you. Apply at least some of what you have learned in this book. Be outcome-focused, purpose-driven, and action-oriented. Your resolve truly tests who you are and who you want to be! Finally, my own professional core values, which are similar to my personal core values, are as follows. I challenge you to think through and write out your own! Contribute profoundly to my clients toward a vision Build trusting and genuine working relationships Be passionate, creative, and open-minded

As you communicate with people—whether individuals or groups—ask yourself these questions: Who is my audience? What are their questions? What needs to be accomplished? And how much time do I have? If you want to become a better communicator, become audience oriented.

am deeply burdened by observing churches lessen their value of prayer in all their meetings. We need prayer that is relational and fellowship oriented. This kind of prayer in a leaders’ meeting goes beyond a quick invitation to God for his help in decision making. This is the kind of prayer that at the opening of the worship team practice leads the team to a deep level of communion with God. This is the kind of prayer that connects us to a living God and draws us into his heart’s desires. The church that has prayer woven into the fabric of its entire ministry will be absorbed with the presence of God. If

Jake Bartikofsky is a dynamic professional with a demonstrated history of success in the construction industry. His dedication, hard work, and goal-oriented mindset have distinguished him as a leader in his field.

The temptation of what is sometimes called realism—the belief that nations are solely motivated by a struggle for power, that they have eternal interests and permanent geopolitical orientations—is as strong as that of isolationism, and can be equally misleading, not least because it appeals to the indifferent. If nations never change, then of course we don’t need to exert the effort to make them change. If nations have permanent orientations, then all we need to do is discover what those are and get used to them. If nothing else, the Ukraine war showed us that nations are not pieces in a game of Risk. Their behavior can be altered by acts of cowardice or bravery, by wise leaders and cruel ones, and above all by good ideas and bad ones. Their interactions are not inevitable; their alliances and enmities are not permanent. There was no coalition to aid Ukraine until February 2022, and then there was. That coalition then made what had appeared to be the inevitable, rapid conquest of Ukraine impossible. By the same token, a different kind of Russian leader, with a different set of ideas, could now end the war quickly.

To the Author of Revelation, Christ was not one more religious leader or prophet, of the kind one finds in every religion; he was the very Logos of God. He was like a comet that strikes the earth, an event of such overwhelming force that the whole history and substance of the world was changed forever. His advent, long prepared for, implanted Eternity within Time, giving history a center and an end. Like a magnet dropped into a field of iron filings, he oriented all things to himself, for he was their maker and master.

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

If the question asked is, “What is your company’s Cause? Why does your company exist?” and the answer offered is “growth,” that’s a lot like your neighboring responding “vacation” to the question “Where are you going?” The leaders of these growth-oriented companies can rattle off their strategies and targets for growth, but that’s like explaining which highway and how many miles you plan to travel when heading on vacation; it doesn’t paint a picture of why you set off in the first place or where you hope to go. It doesn’t offer a larger context or purpose for that growth.

Asoka World School is a reputed international school in Kochi affiliated with CBSE. We have a student-friendly environment and has a very interesting syllabus. The STEM enriched curriculum helps to provide an in-depth learning experience for the students. We have a wide range of extracurricular activities for nurturing and developing a child’s creativity and imagination. Asoka World School can be an ideal option for your child. Here are some key reasons why Asoka World School is the best for your kid. Individualized attention in classes: Our student-teacher ratio arrangement is standardised in such a way that teachers are able to give individual attention to each child. Our teachers are well educated, experienced and constantly inspires their students. We follow the golden teacher-student ratio of 1:20. This helps students to gain the concepts of each subject easily hence they become more confident. This also enriches their knowledge, and they get more quality time to interact with their teachers. image Child Safe Environment: At Asoka World School, you will find your child is in extremely safe hands. Our classrooms are aesthetically designed and technologically equipped to disseminate learning through very many fun ways. Asoka World School has a world-class building design, infrastructure, fully integrated wireless network, climate-controlled smart classrooms, security features and no compromise hygiene and safeguarding policy that offers everything you have been dreaming for your child. Updated Curriculums: We have 4 levels of programmes prepared for our children. Foundational - KG - IInd Preparatory - IIIrd - Vth Middle School - VIth - VIIIth Senior School - IXth - XIIth These programs are framed by our school to focus on developing various vital skills in the students. Our teachers adopt a customised teaching approach that can help students of every category. Our flexible curriculum enhances the communication between the teachers and students to a great extent. Our school has result-oriented teaching methods, qualified and responsible teaching staff to help facilitate a learning environment that is both safe and nurturing. As the best CBSE school in Kochi, Asoka World School is a leader in its sector and we hope to continue rising and come out as the best school in Kochi.

It is dopamine that makes us a goal-oriented species with a bias for progress. When we are given a task to complete, a metric to reach, as long as we can see it or clearly imagine it in our mind’s eye, we will get a little burst of dopamine to get us on our way.

Action-oriented: Each leader acts swiftly to remove or work around obstructions stemming from people, processes or contracts.