Outward Leadership Quotes

There are two powerful fuels, two forces; motivation and inspiration. To be motivated you need to know what your motives are. Over time - and to sustain you through it - your motivation must become an inner energy; a 'motor' driving you forward, passionately, purposefully, wisely and compassionately... come what may, every day. Inspiration is an outer - worldly - energy that you breathe and draw in. It may come from many places, faces, spaces and stages - right across the ages. It is where nature, spirit, science, mind and time meet, dance, play and speak. It keeps you outward facing and life embracing. But you must be open-minded and open-hearted to first let it in and then let it out again. Together - blended, combined and re-entwined - motivation and inspiration bring connectivity, productivity, creativity and boundless possibilities that is not just 'self' serving but enriching to all humanity and societies...just as it should be.

Much of the outward business of kingship came naturally.

Do you have the humility to continually grow, to learn from your failures and get back up? Are you utterly relentless for your cause, ferocious for your cause? Can you channel your intensity and intelligence and energy and talents and gifts and ideas outward into something that is bigger and more impactful than you are? That’s what great leadership is about.

The more stressful the job, the more intentional I've always been about helping my team members find joy in our work. Laughter is the outward manifestation of joy, so I believe if I'm doing it right, and helping people connect to the meaning and joy in their work, there will be laughter in the workplace. Laughter is also a good indication that people aren't taking themselves too seriously.

What we value and our priorities in life make us who we are. We are unique not only because of our outward differences, but arguably more importantly, our inward differences. Our values steer our personal and professional lives and have a distinct imprint on the decisions we make.

At the end of the day, my leadership effectiveness is measured not by what I am able to accomplish, but by what those whom I lead are able to accomplish.

Any life, & any life's work, is a hidden journey, a secret code, deciphered in fits & starts. The details only given truth by the whole, & the whole dependent on the details." "...having the powerful characteristics of captaincy or leadership of any form is almost always an outward sign of a person inhabiting their physical body & the deeper elements of their own nature.

One who voluntarily deprives oneself of food may live twice as long as one who is forced to be without food. Similarly, you can choose to go without water for several days, but if you are deprived of it, you die more quickly. The older men survived because they had resaons to live - a garden to finish, a wife to see to, and grandchildren to help raise - whereas the younger men had less encouraging them to return (from battle). Strong wills become more crucial than strong bodies. It was this principle that inspired the establishment of Outward Bound. Yet, more than two millennia earlier, Alexander led his troops out of the desert with this same principle.

Thine own things, and such as are grown up with thee, canst thou not know; How should thy vessel then be able to comprehend the way of the Highest, and, the world being now outwardly corrupted to understand the corruption that is evident in my sight?

We live in an age where people pride themselves on individualism and the concept of living authentically. The human race strives towards self-help and desires nothing if not constant self-improvement both inward and outward. So, I ask you, what can be more authentic than learning the truth? How can one form their unique self without first knowing more possibilities? How can a person truly strive for such grandiose dreams of self-improvement without the ability to listen to the advice and knowledge of others?

Laughter is the outward manifestation of joy, so I believe if I’m doing it right, and helping people connect to the meaning and joy in their work, there will be laughter in the workplace. Laughter is also a good indication that people aren’t taking themselves too seriously.

This book is about the difference between a self-focused inward mindset and an others-inclusive outward mindset. It will help you become more outward in your work, your leadership, and your life. It will guide you in building more innovative and collaborative teams and organizations. And it will help you see why you like many of the people you do and what you can do to become more like them.

The leadership. That purpose was taken from you, but you were meant to be a leader. To carry this. To change this.' Her eyes never left his, locked in a desperate clasp of passion, fire, and longing, but her hand gestured outward, toward the world sinking into decay and the people who dwelt in it, broken and misused. She took a breath, and it almost turned into a gasp as it entered her lungs. 'You were meant to lead and restore.

The election of Barack Obama was the sign of the apocalypse for evangelicals. Because of the marriage of evangelical morality to the Republican Party — all in the service of maintaining white conservative male leadership — the election signaled a failure of the evangelical political machine. It also stripped the gloves off the carefully crafted racial reconciliations of the 1990s and moved evangelicals toward an alliance with outwardly racist movements. Evangelicals found themselves making friends with strange but like-minded conspirators who promoted their ideologies and took them down a bath toward embracing openly racist memes and themes to get their message out.

Another pastor from India gave me some simple and powerful advice I hope never leaves me. His ministry has led over three million people to Jesus. All these people are being discipled. When I asked how he organized this massive army, he replied, “Americans always want to know about strategy. This is what I will tell you: my leaders are the most humble men I know, and they know Jesus deeply.” He proceeded to tell me that his biggest mistakes were the times when he allowed people into leadership who were not humble. He got so excited about releasing their gifts, but it always led to their destruction. To this day, he says those are his biggest regrets. Now his main criterion for identifying leaders is humility, and his leadership problems have significantly decreased. We would never admit it, but we often search for leaders the way the world does. We look at outward appearances.

I DO NOT BELIEVE that such groups as these which I found my way to not long after returning from Wheaton, or Alcoholics Anonymous, which is the group they all grew out of, are perfect any more than anything human is perfect, but I believe that the Church has an enormous amount to learn from them. I also believe that what goes on in them is far closer to what Christ meant his Church to be, and what it originally was, than much of what goes on in most churches I know. These groups have no buildings or official leadership or money. They have no rummage sales, no altar guilds, no every-member canvases. They have no preachers, no choirs, no liturgy, no real estate. They have no creeds. They have no program. They make you wonder if the best thing that could happen to many a church might not be to have its building burn down and to lose all its money. Then all that the people would have left would be God and each other. The church often bears an uncomfortable resemblance to the dysfunctional family. There is the authoritarian presence of the minister—the professional who knows all of the answers and calls most of the shots—whom few ever challenge either because they don’t dare to or because they feel it would do no good if they did. There is the outward camaraderie and inward loneliness of the congregation. There are the unspoken rules and hidden agendas, the doubts and disagreements that for propriety’s sake are kept more or less under cover. There are people with all sorts of enthusiasms and creativities which are not often enough made use of or even recognized because the tendency is not to rock the boat but to keep on doing things the way they have always been done.

Instead of a primary ministry of compassion for the few surviving members, they would need to focus on telling the good news of Jesus Christ in their community. Instead of preaching the Scriptures as a source of comfort to the faithful remnant, they would need to proclaim God's call for the remnant to spread the gospel to those in their community who were poor in spirit as well as in fact. Instead of taking care of their own, they would need to reach out to others. In stead of seeking consolation for themselves, they would need to make a radical commitment to live faithfully as missionaries in a hurting world that needed desperately to experience God's love and salvation." Over the next few years the church reorganized its life around small groups that were committed to an "inward journey" of spiritual practices and an "outward journey" o fa specific missional engagement. "The focus isn't on success as much as it is on building up and reaching out, inward and outward spiritual growth, lives lived in faithfulness to Jesus Christ in the midst of a non- Christian culture.

Every outward behavior has a core belief. Jesus dealt with both. The

When we average the results across industries, people rate their colleagues at 4.6 on the continuum and themselves at 6.8. Think about what this means: on average, all employees in an organization think they are nearly 50 percent better—more collaborative and less blameworthy—than their coworkers. So what happens when problems arise? Those who think they are 7s look around and wait for all the 4s to change. The trouble is, all those 4s think they, too, are 7s! So everyone waits—and blames. This is a manifestation of the problem of self-deception that we wrote about in Leadership and Self-Deception.

Most approaches to leadership share two common problems. As we’ve discussed in this chapter, they fail to account adequately for mindset and therefore put too much faith in our ability to change behavior without addressing mindset. In addition, however, a problem that originated in Western thought some four hundred years ago has led to mindset and leadership approaches that are built on a mistake.

In the perception of our world, we are the code makers that conditions love while also being a conduit of love that resolves the codes. As soon as we incarnate, we metaphorically become two lovers trying to find each other. One part searches life looking for our Soul. The other part is our Soul looking for experience. We are always approaching ourselves any way we can, trying to find ourselves and it’s important to remember that we can’t avoid this search. As humans, we are bound to the search. When we look outward for our lover, we encounter experience. When we look inward for our lover, we find resolution. We long for our own doppelganger, our Soul mate. We can’t avoid the search because that is the setup. We are the prodigal sons and daughters actualizing our Soul urges through the experience of life on earth and then turning inward resolving our life on earth by returning home to the source of love that is the “all parent” that gave us life.

my leadership effectiveness is measured not by what I am able to accomplish but by what those whom I lead are able to accomplish.

Leadership is the art of positively influencing, inspiring, and impacting those around us, a journey that starts within and ripples outwards, transforming ourselves and the world we share.

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

Nate Fick sees “a distinction between self-awareness and self-consciousness.” The latter Fick sees as something to be wary of: a mindset that is focused outward, which can lead to posturing and decisions based on how others will perceive them. But self-awareness, in Fick’s view, is something to develop: an understanding of the forces within oneself that cause one to do or feel certain things as a leader. The mindset is fundamentally introspective. The understanding that it brings usually comes only after sustained and searching thought. And thus, Fick says, “I think solitude is essential to self-awareness.” One

We broaden our world when we have an outward mindset.

Leadership is not a function of titles; it is a function of relationships!

The key to becoming the most effective leader is to emphasize BOTH relationships AND results in your leadership.

At OBSS   An unexpected occurrence did come of this escapade, even though I didn’t care for the program. Andy, you may or may not be aware that Outward Bound teaches interpersonal and leadership skills, not to mention wilderness survival. The first two skillsets were not unlike our education at the Enlightened Royal Oracle Society (E.R.O.S.) or the Dale Carnegie course in which I had participated before leaving Malaya for school in England. It was the wilderness survival program I abhorred. Since I wasn’t rugged by nature (and remain that way to this day), this arduous experience was made worse by your absence. In 1970, OBSS was under the management of Singapore Ministry of Defence, and used primarily as a facility to prepare young men for compulsory ’National Service,’ commonly known as NS. All young and able 18+ Singaporean male citizens and second-generation permanent residents had to register for National Service compulsorily. They would serve either a two-year or twenty-two-month period as Full Time National Servicemen after completing the Outward Bound course. Pending on their individual physical and medical fitness, these young men would enter the Singapore Armed Forces (SAF), Singapore Police Force (SPF), or the Singapore Civil Defense Force (SCDF). Father, through his extensive contacts, enrolled me into the twenty-one-day Outward Bound summer course. There were twenty boys in my class. We were divided into small units under the guidance of an instructor. During the first few days at the base camp, we trained for outdoor recreation activities such as adventure racing, backpacking, cycling, camping, canoeing, canyoning, fishing, hiking, kayaking, mountaineering, horseback riding, photography, rock climbing, running, sailing, skiing, swimming, and a variety of sporting activities.

True leaders don't look at just the outward appearances in the selection of team members, they look at one's core values and heart.

Never forget: it is not just outward obedience that God desires, but a broken and contrite heart, one that thirsts and hungers for the will of God.

When you’re leading even one component of a mission like this, you find yourself outwardly defending the reasonableness of your actions while, inside, you’re criticizing the shit out of everything that’s going down in order to find the one thing that can kill you.

The real King was an aggressive, confrontational realist; he believed that all men were evil in part, including himself; he thought that violence was everywhere and unavoidable, including within himself. “Nonviolence” did not mean the absence of violence, but the control of violence so that it was directed inward rather than outward.

all that personality stuff is just the packaging, the window dressing. What’s the truth of your ambition? Do you have the humility to continually grow, to learn from your failures and get back up? Are you utterly relentless for your cause, ferocious for your cause? Can you channel your intensity and intelligence and energy and talents and gifts and ideas outward into something that is bigger and more impactful than you are? That’s what great leadership is about.