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.

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.

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.

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

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.

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.

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.

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!

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.

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.

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

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.

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

Once you master the basics, it is important to begin to reinforce the training with simple and realistic scenarios. The visualization phase of training needs to be confirmed with mission-oriented and realistic scenarios which require the individual to work with all the tools they carry on a mission. This training ensures that individual carries the proper gear and in the spot they can most efficiently use it.

seminar on Intel strategy and operations. Resident professor: Dr. Andy Grove. In the space of an hour, Grove traced the company’s history, year by year. He summarized Intel’s core pursuits: a profit margin twice the industry norm, market leadership in any product line it entered, the creation of “challenging jobs” and “growth opportunities” for employees.* Fair enough, I thought, though I’d heard similar things at business school. Then he said something that left a lasting impression on me. He referenced his previous company, Fairchild, where he’d first met Noyce and Moore and went on to blaze a trail in silicon wafer research. Fairchild was the industry’s gold standard, but it had one great flaw: a lack of “achievement orientation.” “Expertise was very much valued there,” Andy explained. “That is why people got hired. That’s why people got promoted. Their effectiveness at translating that knowledge into actual results was kind of shrugged off.” At Intel, he went on, “we tend to be exactly the opposite. It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.

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

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

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.

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.

Speaking is the live test of leadership orientation.

Once the boundaries have been established, the next step is to make the operations and workflow visible with the assistance of a board or other aids. While identifying the individual steps of the process through which the workflow passes, Kanban groups should not let themselves be tempted to make the mistake of simply illustrating the official process as stipulated in project handbooks. Of course, there are organizations (such as military or infrastructure) that are required to adhere to strict processes. However, apart from these exceptions, official processes usually exhibit the weakness that they only exist on paper and barely correspond to actual reality. Such nonexistent processes are the wrong starting point for change. To orient ourselves around them would unnecessarily delay the change and/or improvement. In a technical kanban system, it is always the process currently being used in real life that should be visualized. The visualization is therefore also a task for the Kanban team—only the team knows how it actually functions. The identified steps in the process are listed in columns according to their operational sequence. Figure 3.1 shows a sample workflow of analysis, development, and testing represented using a visual board. As with most things in Kanban, there is no recommended layout for the board. We have seen boards visualizing the workflow in spiral form and boards using a motorway as a metaphor—anything that expresses the process as sensibly and clearly as possible is permissible. Many teams explicitly take note of the completion criteria (“definition of done”) for each step so that all team members share the same understanding of when the work has been finished.

PREPARE YOURSELF—CHECKLIST If you have been promoted, what are the implications for your need to balance breadth and depth, delegate, influence, communicate, and exhibit leadership presence? If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it? What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop? Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots? How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you do this?

Internalization is a relationship defined by a complete and absolute adoption of organizational goals. Individuals who have internalized the organizational culture and mission have a conviction that what they are doing is right and good. Internalization leads individuals to adopt the organization’s purposes and priorities as their own (i.e., a calling orientation). Their loyalty to the organization is unequivocal, and their behavior embodies the values, mission, and activities to which the organization subscribes. These orientations toward a sense of calling and internalization in work are associated with the concept of meaningfulness. The more that individuals define their work as a calling and have a conviction that what they are doing is good and right, the more meaningful the work (Grant, 2008). High levels of meaningfulness in work have been found to be associated with positive outcomes and extraordinary individual and organizational performance.

As we’ve seen, my own profession often compounds, rather than alleviates, the problem. Many psychiatrists today work in assembly-line offices where they see patients they hardly know for fifteen minutes and then dole out pills to relieve pain, anxiety, or depression. Their message seems to be “Leave it to us to fix you; just be compliant and take these drugs and come back in three months—but be sure not to use alcohol or (illegal) drugs to relieve your problems.” Such shortcuts in treatment make it impossible to develop self-care and self-leadership. One tragic example of this orientation is the rampant prescription of painkillers, which now kill more people each year in the United States than guns or car accidents.

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.

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.

SAS Institute has resisted going public because Jim Goodnight, the CEO, is concerned about the effects of public ownership on its employee-centric, family-oriented culture. So long as he holds all the cards, his workers’ loyalty is probably justified, but only so much as they can be certain that he’ll be in charge forever. Which

CIOs have a bias for action; they are change agents who are deadline oriented, and they want results.

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.

Don’t waste time. Avoid the company of wasteful people who lack the desire to achieve. Become assertive and action-oriented.

The advantages of using account of the legal defense DUI professional According to a DUI or DWI they have very high values, and can be much more difficult, if not able to qualified lawyer in these types of services. It important to get the services of professionals who are familiar with the course of DUI criminal record because the team is almost certainly best, highest paid on the common law also working for many years in a row, and he is almost certain that the officials involved to enforce the law and choose the most effective way. The consumption can peak at promoting the method of blood flow to help ease and the minimum number of punches than likely. Even if you do not want the removal of a fence of a demo, it is deliberately allowed to produce only for the ingredients so suddenly that the interest will be at least in his imprisonment and the decision of the necessary business expense. Education Lawyer, worth DUI, because they understand the rules on the details of the DUI. Great leadership only recognizes attorneys who offer surgery that seemed to bend the lowest possible cost. Field sobriety tests are defense without success, and when the lawyer to provide classroom-oriented, to the surprise of identifying the brain decides what industry breathalyzer sobriety vote or still under investigation. Trying to fight against DUI private value, it may be impossible for the layman is that much of the Berufsrecht did. DUI lawyer can be a file with the management consultants can be used or deny the accuracy of the successful management of blood or urine witnesses. Almost always one day, you can not help learning tool. If there is a case where the amount, solid, is the legal adviser to shock and other consultants witnesses are willing to cut portions and finds out she has some tire testing and influence. Being part of the time, problems with eating problems and more experience DUI attorney in looks secrets and created. The idea that the lawyer is suddenly more than the end result of controlling historical significance of countless people do not share the court made. It very appropriate, qualified, but two at the end of every little thing that you do not agree even repentance and uses for what was happening right opportunity. It can not be argued, perhaps, costs, what seems to be one that includes many just go to the airport to record driving under the influence, but their professional experience and meetings, both issues related to diversity, Lange random taxation measures. Many people today claim that the market is in DUI cases, of course, exhausted, and are a lawyer, go to their rights in the region.

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

But until the twentieth century there were few references of any kind to bushido. Some doubted its very existence. Professor Hall Chamberlain, in an essay The Invention of a New Religion, published in 1912, wrote: ‘Bushido, as an institution or a code of rules, has never existed. The accounts given of it have been fabricated out of whole cloth, chiefly for foreign consumption… Bushido was unknown until a decade or so ago.’12 It may have been a series of religious exercises, accessible to very few. At all events in the 1920s it was popularized as a code of military honour, identified with extreme nationalism and militarism, and became the justification for the most grotesque practices, first the murder of individuals, later mass-cruelty and slaughter. The ‘knights of bushido’ were the militant leadership of totalitarian Shintoism, the equivalent, in this oriental setting, of the ‘vanguard élites’ of Lenin and Mussolini, the blackshirts and brownshirts and Chekists of Europe.

From this basis, Boyd sets out to develop a normative view on a design for command and control. As in Patterns of Conflict, he starts with some ‘samples from historical environment’, offering nine citations from nine practitioners, including from himself (see Box 6.1):6 Sun Tzu (around 400 BC) Probe enemy strength to unmask his strengths, weaknesses, patterns of movement and intentions. Shape enemy’s perception of world to manipulate/undermine his plans and actions. Employ Cheng/Ch’I maneuvers to quickly and unexpectedly hurl strength against weaknesses. Bourcet (1764–71) A plan ought to have several branches . . . One should . . . mislead the enemy and make him imagine that the main effort is coming at some other part. And . . . one must be ready to profit by a second or third branch of the plan without giving one’s enemy time to consider it. Napoleon (early 1800s) Strategy is the art of making use of time and space. I am less chary of the latter than the former. Space we can recover, time never. I may lose a battle, but I shall never lose a minute. The whole art of war consists in a well-reasoned and circumspect defensive, followed by rapid and audacious attack. Clausewitz (1832) Friction (which includes the interaction of many factors, such as uncertainty, psychological/moral forces and effects, etc.) impedes activity. Friction is the only concept that more or less corresponds to the factors that distinguish real war from war on paper. In this sense, friction represents the climate or atmosphere of war. Jomini (1836) By free and rapid movements carry bulk of the forces (successively) against fractions of the enemy. N.B. Forrest (1860s) Git thar the fustest with the mostest. Blumentritt (1947) The entire operational and tactical leadership method hinged upon . . . rapid concise assessment of situations, . . . and quick decision and quick execution, on the principle: each minute ahead of the enemy is an advantage. Balck (1980) Emphasis upon creation of implicit connections or bonds based upon trust, not mistrust, that permit wide freedom for subordinates to exercise imagination and initiative – yet harmonize within intent of superior commanders. Benefit: internal simplicity that permits rapid adaptability. Yours truly Operate inside adversary’s observation-orientation-decision-action loops to enmesh adversary in a world of uncertainty, doubt, mistrust, confusion, disorder, fear, panic, chaos . . . and/or fold adversary back inside himself so that he cannot cope with events/efforts as they unfold.

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.

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.

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.

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.

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

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.

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

The two revolutions, therefore, taken together, must be understood as a centuries-long process of fundamental change in which the triumphant Western worldview of colonial days is replaced by a planetary understanding of the meaning of human existence that so transcends particular national differences as to enable the human species to create a planetary peace in the absence of an imperial power to enforce its particular institutions on anyone. In short, a coming to maturity of the human species. A transformation of this profound a depth must necessarily take form in the actions of the most capable nation on the planet, and Revel, after surveying the various claimants to leadership, decided that the United States fulfilled the basic requirements such a role entailed. He acclaimed the United States as the prototype nation in a process of world transformation. He cited many factors present in the United States but absent or improperly developed in other nations as justification for his choice. The United States had a continuing pattern of growth and economic prosperity unmatched by any other nation, a technological excellence unrivaled by anyone else, and a high level of basic research that would continue to provide increasingly sophisticated insights into the nature of basic scientific and social problems. Revel also felt that the United States was culturally oriented toward the future, whereas the European countries were directed toward the past, and the Communists were mired in theoretical and doctrinal considerations, rendering them incapable of confronting rapid and continued change. The

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

her imperative to “think dialectically”—a maxim drawn from her study of the philosopher G. W. F. Hegel. Because reality is constantly changing, we must constantly detect and analyze the emerging contradictions that are driving this change. And if reality is changing around us, we cannot expect good ideas to hatch within an ivory tower. They instead emerge and develop through daily life and struggle, through collective study and debate among diverse entities, and through trial and error within multiple contexts. Grace often attributes her “having been born female and Chinese” to her sense of being an outsider to mainstream society. Over the past decade she has sharpened this analysis considerably. Reflecting on the limits of her prior encounters with radicalism, Grace fully embraces the feminist critique not only of gender discrimination and inequality but also of the masculinist tendencies that too often come to define a certain brand of movement organizing—one driven by militant posturing, a charismatic form of hierarchical leadership, and a static notion of power seen as a scarce commodity to be acquired and possessed. Grace has struck up a whole new dialogue and built relationships with Asian American activists and intellectuals since the 1998 release of her autobiography, Living for Change. Her reflections on these encounters have reinforced her repeated observation that marginalization serves as a form of liberation. Thus, she has come away impressed with the particular ability of movement-oriented Asian Americans to dissect U.S. society in new ways that transcend the mind-sets of blacks and whites, to draw on their transnational experiences to rethink the nature of the global order, and to enact new propositions free of the constraints and baggage weighing down those embedded in the status quo. Still, Grace’s practical connection to a constantly changing reality for most of her adult life has stemmed from an intimate relationship with the African American community—so much so that informants from the Cointelpro days surmised she was probably Afro-Chinese.3 This connection to black America (and to a lesser degree the pan-African world) has made her a source of intrigue for younger generations grappling with the rising complexities of race and diversity. It has been sustained through both political commitments and personal relationships. Living in Detroit for more than a half century, Grace has developed a stature as one of Motown’s most cherished citizens: penning a weekly column for the city’s largest-circulation black community newspaper; regularly profiled in the mainstream and independent media; frequently receiving awards and honors through no solicitation of her own; constantly visited by students, intellectuals, and activists from around the world; and even speaking on behalf of her friend Rosa Parks after the civil rights icon became too frail for public appearances.

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

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.

The biggest funds should go to the most advanced projects that affect the most beneficiaries, with the biggest impact, and for the longest period of time affecting the bigger whole.

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.

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.

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.

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.

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

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.

I would like to see the opportunity offered, at both secondary and college levels, for the poor to be prepared to return to their roots and become leaders among the disadvantaged. This suggestion rests upon the belief that the situation of the poor, particularly the neglect of their children, is a national disgrace in our affluent country, and that, if this condition is to be made right, the natural leaders who arise among the disadvantaged will find the way and organize the effort themselves. The best service that a school can render to these people may not be to homogenize them into the upper classes but to help those who have a value orientation that favors it to develop their ability to lead their people to secure a better life for many.

Why should our customers buy from us over anyone else?” That’s it. It’s disarmingly simple. But that one question can take your entire commercial leadership team to a very dark place as you realize it’s much harder to answer than you might have thought. In fact, most companies can’t answer it, at least not in a way that’s compelling to customers (again, being “innovative,” “customer-focused,” and “solutions-oriented” doesn’t count).

The Four Leadership Motions are stated as one-line instructions for what to do right now: Orient Honestly. Value Outcomes. Leverage the Brains. Make Durable Decisions.

Influencers are not leaders, but leaders are influencers.

Profits are a consequence of customer care, employee engagement, enlightened leadership, and service orientation:

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.

By having a clear strategy that is shared throughout your team, you will be better able to orient your selections and apply your resources.

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

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.

is more process- than results-oriented. We haven’t seen the ability to pull through results. He is more knowledgeable than others but doesn’t perform. His people standards are not high enough, and he isn’t demanding. His leadership skills are underdeveloped. Make sure he gets some help.

Conduct fun, family-oriented events to enhance unit cohesion.

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

The proper social role of the highly able Endogenous personality is not as leader. Indeed, the Endogenous personality should be excluded from leadership as he will tend to lack the desire to cooperate with or care for the feelings of others. His role should be as an intuitive/ inspired ‘adviser’ of rulers. Adviser-of-rulers is a term which should be taken to include various types of prophet, shaman, genius, wizard, hermit, and holy fool – the Socrates of the early Platonic dialogues is an historical example, as is Diogenes, the Cynic, of Sinope (c.412-323 BC), who lived in a barrel and is supposed to have snubbed Alexander the Great (without being punished), or even the Fool character in Shakespeare plays. These are extremes; but the description of Endogenous personality and of an ‘inner orientation’ also applies to most historical examples of creative genius. The Endogenous personality – therefore – does not (as most men) seek primarily for social, sexual or economic success; instead the Endogenous personality wants to live by his inner imperatives. The way it is supposed-to-work, the ‘deal’, the ‘social contract’; is that the Endogenous personality, by his non-social orientation, is working for the benefit of society as a whole; at the cost of his not competing in the usual status competitions within that society. His ‘reward’ is simply to be allowed, or – better – actively enabled, to have the minimal necessary sustenance, psychological support (principally being ‘left alone’ and not harassed or molested; but ideally sustained by his family, spouse, patron or the like) to be somehow providedwith the time and space and wherewithal to do his work and communicate the outcome. For the Endogenous personality, this is its own reward.

OODA loop.” The acronym, from military strategy, stands for “observe, orient, decide, act.” It comes into play whenever there are recurring cycles of action and information in a competitive landscape. Whoever can react more quickly (and wisely)—“get inside the other’s OODA loop”—will most likely 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.

Rushton (2000) has shown that if we compare the ‘Big 3’ races – blacks, whites and Northeast Asians – there are clear and consistent differences, with East Asians at one end of spectrum and black people at the other. As these differences already show up in childhood, stand robust against environmental interventions, and as personality is at least 50% genetic and intelligence about 80% so, they are genetic differences. Northeast Asians score the highest in intelligence tests (105), blacks score the lowest (85), while whites are intermediate (100) but closer to Northeast Asians. Within these tests, whites have better verbal intelligence than Northeast Asians but much worse mathematical intelligence, meaning that Northeast Asians come out with higher ‘general intelligence’ overall. Real predictions about ‘character’ can be made from this, as intelligence is associated with emotional intelligence, cooperativeness, low self-esteem, a trusting nature, future-orientation, law-abidingness, intellectual curiosity, creativity, leadership ability, having a sense of humour, having a good memory, and even talking speed (see Jensen, 1998).

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

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.

Growth-oriented performance demands sustained entrepreneurial efforts.

The distinction between the two categories of intellectuals provides the framework for determining the "responsibility of intellectuals". The phrase is ambiguous. Does it refer to their moral responsibility as decent human beings? In a position to use their privilege and status to advance the causes of freedom, justice, mercy, peace and other such sentimental concerns? Or does it refer to the role they are expected to play as "technocratic and policy oriented intellectuals" not derogating but serving leadership and established institutions? Since power generally tends to prevail it is those in the latter category who are considered the "responsible intellectuals" while the former are dismissed or denigrated...at home that is. With regard to enemies, the distinction between the two categories of intellectuals is retained, but with values reversed. In the old Soviet Union the value oriented intellectuals were perceived by Americans as honored dissidents, while we had only contempt for the apparatchiks and commissars; the technocratic and policy oriented intellectuals. Similarly in Iran we honored the courageous dissidents and condemn those who defend the clerical establishment, and so on elsewhere generally. In this way the honorable term "dissident" is used selectively. It does not, of course apply, with its favorable connotations to value oriented intellectuals at home, or those who combat US supported tyranny abroad. Take the interesting case of Nelson Mandela, who was only removed from the official State Department terrorist list in 2008, allowing him to travel to the United States without special authorization. Twenty years earlier he was the criminal leader of one of the world's "more notorious terrorist groups", according to a Pentagon report.

Amazon has a deep belief in setting goals that stretch teams and individuals but defining them in a way that puts the team in control of hitting these lofty goals. This empowers teams and stretches them to great achievements. Of course, many of the goals have a direct customer experience component and rarely are they revenue-oriented. “Senior leaders that are new to Amazon are often surprised by how little time we spend discussing actual financial results or debating projected financial outputs,” wrote Bezos. “To be clear, we take these financial outputs seriously, but we believe that focusing our energy on the controllable inputs to our business is the most effective way to maximize financial outputs over time.