Oriented Leadership Quotes

Randomness rarely works for businesses.

Accountable Authentic Collaborative Courageous Passionate Lifelong learner Welcomes feedback Biased toward action Solution oriented Change agent

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.

A team that is not focused on results ... • Stagnates/fails to grow • Rarely defeats competitors • Loses achievement-oriented employees

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

In any pandemic, effective leadership is critical, and the first responsibility of the president or the head of any nation is to offer accurate and up-to-date information, provided by public health experts, not agenda-oriented political operatives.

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.

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.

Our elders have failed us, they have not provided leadership, they have not provided counsel, they have been silent and compliant in the face of power. They have said nothing on fracking, climate collapse, the extinction crisis and done even less. The old have, for the most part, betrayed the young. This is as true of witchcraft as it is of our wider culture. It is therefore down to us as individuals to take our lead from the only source of initiation, living spirit, and through it embody the new witchcraft. We must become a witchcraft with a renewed sense of meaning and purpose, of responsibility to the land which is in crisis, or we are nothing more than consumers of the earth which will all too soon eat of us. Those who do not feel the imperative to act on this information demonstrate that they are not orientated, that is, they have no connection to the land and its denizens. Their magic is little more than a cerebral construct, and without being embodied is meaningless.

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.

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.

It's something for people to know you, it's everything that people know you for the value you live and give.

To make technical decisions, a result-oriented team needs a strong architect and a decision making process, not meetings.

OODA loop.” The acronym, from military strategy, stands for “observe, orient, decide, act.

Love your brand. Commit to growing with a company that has value orientation aligned with yours.

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.

The more we do “together,” the less individualistic we’ll be. The more we become “one” with Christ, the less consumer oriented we’ll be. The more we do for “others,” the less materialistic we’ll be.

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.

This is what “servant leadership” means. It means the primary benefit of the contributions flows downstream. In an organization where service orientation is lacking (or treated as a sideshow rather than the main event), the flow of benefits tends to go upstream instead.

We had better want the consequences of what we believe or disbelieve, because the consequences will come! . . . But how can a society set priorities if there are no basic standards? Are we to make our calculations using only the arithmetic of appetite? . . . The basic strands which have bound us together socially have begun to fray, and some of them have snapped. Even more pressure is then placed upon the remaining strands. The fact that the giving way is gradual will not prevent it from becoming total. . . . Given the tremendous asset that the family is, we must do all we can within constitutional constraints to protect it from predatory things like homosexuality and pornography. . . . Our whole republic rests upon the notion of “obedience to the unenforceable,” upon a tremendous emphasis on inner controls through self-discipline. . . . Different beliefs do make for different behaviors; what we think does affect our actions; concepts do have consequences. . . . Once society loses its capacity to declare that some things are wrong per se, then it finds itself forever building temporary defenses, revising rationales, drawing new lines—but forever falling back and losing its nerve. A society which permits anything will eventually lose everything! Take away a consciousness of eternity and see how differently time is spent. Take away an acknowledgement of divine design in the structure of life and then watch the mindless scurrying to redesign human systems to make life pain-free and pleasure-filled. Take away regard for the divinity in one’s neighbor, and watch the drop in our regard for his property. Take away basic moral standards and observe how quickly tolerance changes into permissiveness. Take away the sacred sense of belonging to a family or community, and observe how quickly citizens cease to care for big cities. Those of us who are business-oriented are quick to look for the bottom line in our endeavors. In the case of a value-free society, the bottom line is clear—the costs are prohibitive! A value-free society eventually imprisons its inhabitants. It also ends up doing indirectly what most of its inhabitants would never have agreed to do directly—at least initially. Can we turn such trends around? There is still a wealth of wisdom in the people of this good land, even though such wisdom is often mute and in search of leadership. People can often feel in their bones the wrongness of things, long before pollsters pick up such attitudes or before such attitudes are expressed in the ballot box. But it will take leadership and articulate assertion of basic values in all places and in personal behavior to back up such assertions. Even then, time and the tides are against us, so that courage will be a key ingredient. It will take the same kind of spunk the Spartans displayed at Thermopylae when they tenaciously held a small mountain pass against overwhelming numbers of Persians. The Persians could not dislodge the Spartans and sent emissaries forward to threaten what would happen if the Spartans did not surrender. The Spartans were told that if they did not give up, the Persians had so many archers in their army that they would darken the skies with their arrows. The Spartans said simply: “So much the better, we will fight in the shade!

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.

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.

But the crux of the matter was not the comic inappropriateness of Rumbold’s advice to the Turks. It was, as he observed on another occasion, that ‘the Kemalist Turk … thinks that he can run his country himself without any foreign intervention.’ The Allies could not believe that Orientals were capable of providing civilized government. Mustafa Kemal was determined to prove them wrong.

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.

Politics is a realm where the grand pronouncement often takes the place of the painstaking and detail-oriented work of getting meaningful things done. This isn't to say that there's anything inherently wrong with grand pronouncements. Good leadership requires vision and aspiration. It requires the articulation of bold ideas that move people to action. But it is often the mastery of the seemingly unimportant details, the careful execution of the tedious tasks, and the dedicated work done outside of the public eye that make the changes we seek possible.

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.

Thou shalt give thy all in the struggle to unify the entire society with the revolutionary ideology of the Great Leader Comrade Kim Il-sung. Thou shalt honor the Great Leader Comrade Kim Il-sung with all thy loyalty. Thou shalt make absolute the authority of the Great Leader Comrade Kim Il-sung. Thou shalt make the Great Leader Comrade Kim Il-sung’s revolutionary ideology thy faith and make his instructions thy creed. Thou shalt adhere strictly to the principle of unconditional obedience in carrying out the Great Leader Comrade Kim Il-sung’s instructions. Thou shalt strengthen the entire party’s ideology and willpower and revolutionary unity, centering on the Great Leader Comrade Kim Il-sung. Thou shalt learn from the Great Leader Comrade Kim Il-sung and adopt the Communist look, revolutionary work methods, and people-oriented work style. Thou shalt value the political life thou wast given by the Great Leader Comrade Kim Il-sung, and loyally repay his great trust and thoughtfulness with heightened political awareness and skill. Thou shalt establish strong organizational regulations so that the entire party, nation, and military move as one under the one and only leadership of the Great Leader Comrade Kim Il-sung. Thou shalt pass down the great achievement of the revolution by the Great Leader Comrade Kim Il-sung from generation to generation, inheriting and completing it even unto the very end.

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.

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.

The emphasis was on “soft.” No matter what else happened, the wranglers were to stay soft while riding the horses. Soft hands, soft seat, and soft legs. There was to be absolutely no hitting, kicking, slapping, or yelling at any time for any reason. The penalty for doing such things was to be placed on a two-day suspension. A second offense would lead to termination. Neither penalty was ever needed. At times it wasn’t easy to stay quiet with the horses because so many of them had been “used up” over the years, dulled to any form of cue. However, we remained consistent in our focus and the horses responded. The wranglers were instructed to ride the horses with the softest cues possible, often using nothing more than a light squeeze to get forward movement and a shift of weight in the saddle, along with light pressure on the reins, for a stop. They were also instructed to look for, find, and then release their cues at the slightest try from the horse—something they all became very adept at doing. With everyone riding in the same manner from one day to the next, all the horses began to respond within a few weeks. Before we knew it, all of our horses, including the very old ones that had been in the program for years and years, became responsive to the lightest of cues. We’d taught our horses to be responsive to these light cues, but a question remained. How could we keep them that way, particularly with the hundreds of different people who would be riding each horse over the summer? The answer was simple. Everyone needed to remain consistent. So, instead of expecting our horses to respond to the conflicting cues that each new rider was bound to give, we taught each rider how to communicate with our horses. Each week when a new batch of guests arrived at the ranch, we held an orientation in the riding arena. During this orientation, we explained how our horses were trained and what was expected of them as a rider of one of our horses. We gave them a demonstration in the saddle of proper seat and hand position, so they could keep their balance. We showed them the cues for walk, stop, trot, lope, and turn, using a horse right out of the string. Once we had demonstrated how our horses worked, we got everyone on horseback in the arena and helped them to practice giving the cues, allowing the horse to respond, and releasing the cues so that the horse would remain responsive. Of note is the fact that after

Leadership reflects an orientation to promote, direct, and manage social action. This orientation is grounded in a need for dominance and constructive power. The effective engagement of leadership processes follows from high self-confidence and from significant cognitive and social capabilities.

The LBDQ-VII is one of the earliest and most widely used instruments of leadership behavior. It emerged from the Ohio State leadership research teams and evolved to its present form to cover 12 aspects of leadership behavior. These were representation, demand reconciliation, tolerance of uncertainty, persuasiveness, initiating structure, tolerance of freedom, role assumption, consideration, production emphasis, predictive accuracy, integration, and superior orientation.

After considering what gets covered, you will need to turn your attention to who is involved in the performance management cycle. Traditional performance management models are typically formal and hierarchical—and often involve only the senior management or leadership team. When you're setting up performance management for the ecosystem economy, you need a less hierarchical, more project-oriented, more results-oriented model. You need to involve not just senior management, but also people from all levels within your agile model (e.g., tribes, chapters, and squads). Involving more of the team not only creates a more streamlined and efficient process, but also facilitates an unfiltered flow of information. Management gets an opportunity to hear an unfiltered report straight from the team members who will be best equipped to give it. And the team members get an opportunity to receive feedback and instruction straight from management, without anything getting lost in translation as the information passed through two or three levels of hierarchy and bureaucracy.

C.P.R. Culture first, People oriented then comes after are Rules and regulations. You cannot create team members who follow S.O.P. if you don't create culture for them nor lead them.

humble, servant-oriented leadership improves performance at the individual, team, and organizational level.

You must build and maintain a true leadership team. 2. Hitting the ceiling is inevitable. 3. You can only run your business on one operating system. 4. You must be open-minded, growth-oriented, and vulnerable.

The state leadership and the Jewish Agency feared for Israel’s character as a European pioneering society if Oriental immigration was to continue unchecked. The expected demographic change that would result from mass immigration from Oriental countries was at the heart of this fear. Such preoccupations were enhanced by the fact that, following the destruction of most of European Jewry, North Africa had become the main reservoir for new immigrants.107 As Yaron Tsur argues, this fear was partially material for the political decision makers. The Labor establishment was afraid that the new immigrants would strengthen the ranks of the Revisionist opposition.108 Yet fear of Levantinization was not simply a matter of quantitative aspects of Mizrachi immigration; it was also associated with qualitative aspects of what Ashkenazi officials imagined to be a “Levantine” way of life. In closed forums, they quite openly discussed the anticipated negative consequences for Israeli state building. During the discussions regarding selection guidelines for 1953, Giora Josephthal, the head of the Klitah (Absorption) Department of the Jewish Agency, stated, for instance: “I say that this land is in danger, its ethical and social existence are in danger because of this Aliyah [from Oriental countries]. . . . They say that life in Israel will obtain a Levantine character, I am convinced that some of us are already afraid of the immigrants.

It was management oriented and goal dominated, authoritative and quantitative, short-term and cost-benefit driven, hierarchical and technical, rational, pragmatic, materialistic, and male.5

If you were raised in an interdependent group, then family and community are more likely to hold a high priority for you and your peers. If you were raised in a group that valued independence, then leadership, self-reliance, and achievement are likely to be more important to you and to the people who you care about. In one group, a person gains respect and friendship by helping others. In the other, a person gains respect and friendship by helping themselves and not relying on others. It is not hard to see, then, how people from one social orientation or the other could view the other group in a negative light. To the independent-minded, those with interdependent beliefs appear to lack ambition, vision, and work ethic, and care too much about what other people think and feel. From the interdependent view, self-reliant people lack in compassion, empathy, and helpfulness, and are overly concerned with status and power.

and the Russians suddenly had lots of weapons but desperately needed money. Sure enough, in the mid nineties, Iran started buying weapons from Moscow. When Vladimir Putin came to power in 2000, we started buying even more weapons. When Hosseini and Darazi rose to power, we hired the Russians to help us build our first nuclear power plant and other nuclear facilities. They sold us nuclear materials and trained our nuclear scientists. Today, as you well know, we’ve developed military, diplomatic, and economic ties between our two countries, just as Ezekiel 38 suggests will happen.” Birjandi explained that the prophecies indicated that this Russian-Iranian alliance would also draw more nations. Ancient Cush, he said, was modern Sudan. Put was modern Libya and Algeria. Gomer was modern-day Turkey, and Beth-togarmah he described as a group of other countries in the Caucasus and Central Asia, all with Muslim majorities or strong Muslim minorities, that would come together under Russian leadership intending to attack Israel and plunder the Jewish people. “Now, look at 38:16,” the aging scholar said. “When does God say this war is going to happen?” Ali read the verse. “‘It shall come about in the last days that I will bring you against My land.’” “Precisely,” Birjandi said. “So this is clearly an End Times prophecy. It’s future-oriented, not something that has already happened.” “So who wins this apocalyptic Russian-Iranian war with Israel?” asked Ibrahim.

But one thing is sure: the choice to lead something, to orient your life toward some vision or ideal and to lead in that direction, opens you up to a world of pain that you might not otherwise have to face.

Kennon Smith in their delineating of critical issues in education through the studio. Central to their investigation is a connection with other fields of design and bringing common essential characteristics to the field of instructional design. Design and narrative meet in two chapters. In the first, Katherine Cennamo relates her experiences in pairing two design forms in a multidisciplinary design studio. Not all design work is alike and different cultures exist in different disciplines. At the same time, there are lessons to be learned through this innovative studio environment. Subsequently, Wayne Nelson and David Palumbo present the crossover of an interactive design firm to engagement with instructional design. Blending processes and ideas from product design and user-experience design informs their work, beginning from their entertainment-oriented experience and moving toward an educational product. How people design—whether they are instructional designers, architects, or end users—is a valuable base for practice and education. Chapters by Lisa Yamagata-Lynch and Craig Howard examine the design process using different methods of inquiry, but both help us in our quest for understanding. While Yamagata-Lynch uses Cultural Historical Activity Theory to examine design from an end-user point of view, Howard builds on an extensive use of the case study method to examine our own practices of instructional design. As we have seen in these chapters, instructional design is a diverse field and, while the specific subject matter is important, it is but one component of education. Wayne Nelson outlines the possible scope of research and practice and finds ways to integrate the field beyond traditional educational research. The qualitative and subjective aspects of instructional design must also be addressed. The specific elements of message design, judgment, and ethics are presented in chapters by M.J. Bishop, Nilufer Korkmaz and Elizabeth Boling, and Stephanie Moore. Each is critical in a holistic understanding of the field of instructional design, touching on such questions as how we convey meaning and information, our judgment of quality in our work, and our responsibilities as designers. We began the symposium with the idea of the value of design thinking, and Gordon Rowland, in his chapter, presents a method for improving the use of design in learning and thinking. Design is “a unique and essential form of inquiry,” and Rowland’s method can advance the use of design as a full-fledged educational component. Examining design and education encourages us to address larger, more systemic issues. Marcia Ashbaugh and Anthony Piña examine leadership thinking and how it could infuse and direct instructional design. How to improve the practice of design inquiry extends to the full field of education and to leadership in higher education. Paul Zenke’s chapter examines the role of university leadership as designers. Challenges abound in the modern age for higher education, and the application of design thinking and transformation is sorely needed. Our story, the chapters of this book, began with detailed views of the work of instructional design

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.

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.

The future you build for yourself is only as limited as your imagination and a undisciplined goal orientated mind.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

This poster in a Nordstrom’s department store once caught my attention: “The only difference between stores is the way they treat their customers.” That’s a bold statement. Most stores would advertise the quality of their merchandise or their wide selection as what sets them apart from the rest. The difference between Nordstrom’s and other stores, according to an employee of the competition, is that other stores are organization-oriented; Nordstrom’s is people-oriented. Their employees are trained to respond quickly and kindly to customer complaints. As a result, according to writer Nancy Austin, “Nordstrom’s doesn’t have customers; it has fans.” A study by TARP, Technical Assistance

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.

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

Counter pattern-recognition biases by changing the perspective Counter action-oriented biases by recognizing uncertainty Counter stability biases by shaking things up Counter interest biases by making them explicit Counter social biases by depersonalizing debate27

To sustain momentum through a period of difficult change, you have to find ways to remind people of the orienting value—the positive vision—that makes the current angst worthwhile.

his sexual orientation was irrelevant. Cook had little personal time. He might as well have been married to Apple.

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.

Leadership is an improvisational art. You may have an overarching vision, clear, orienting values, and even a strategic plan, but what you actually do from moment to moment cannot be scripted. To be effective, you must respond to what is happening.

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.

The foundation of all long-term success lies in building a Resilient and Growth oriented MINDSET.

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.

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

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