Participating Leadership Quotes

Perfectionism is a particularly evil lure for women, who, I believe, hold themselves to an even higher standard of performance than do men. There are many reasons why women’s voices and visions are not more widely represented today in creative fields. Some of that exclusion is due to regular old misogyny, but it’s also true that—all too often—women are the ones holding themselves back from participating in the first place. Holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still seem to believe that they are not allowed to put themselves forward at all, until both they and their work are perfect and beyond criticism. Meanwhile, putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation. Just sayin’. And I don’t say this as a criticism of men, by the way. I like that feature in men—their absurd overconfidence, the way they will casually decide, “Well, I’m 41 percent qualified for this task, so give me the job!” Yes, sometimes the results are ridiculous and disastrous, but sometimes, strangely enough, it works—a man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish more women would risk these same kinds of wild leaps. But I’ve watched too many women do the opposite. I’ve watched far too many brilliant and gifted female creators say, “I am 99.8 percent qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side.” Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. (Ha ha ha! Just kidding! I can totally imagine: We got it from every single message society has ever sent us! Thanks, all of human history!) But we women must break this habit in ourselves—and we are the only ones who can break it. We must understand that the drive for perfectionism is a corrosive waste of time, because nothing is ever beyond criticism. No matter how many hours you spend attempting to render something flawless, somebody will always be able to find fault with it. (There are people out there who still consider Beethoven’s symphonies a little bit too, you know, loud.) At some point, you really just have to finish your work and release it as is—if only so that you can go on to make other things with a glad and determined heart. Which is the entire point. Or should be.

Kat and Kropp get in an argument over the war as they rest from an hour’s worth of drill (occasioned by Tjaden’s not saluting a major properly). Kat believes the war would be over if leaders gave all the participants “the same grub and the same pay,” as he says in a rhyme. Kropp believes the leaders of each country should fight each other in an arena to settle the war; the “wrong” people currently do the fighting.

Lobbing hand grenades on the bride of Christ takes zero talent or effort. I also think this really ticks God off. My five-year-old child complains and whines when things aren't the way she wants them, but courageous men and women roll up their sleeves and get busy. I want to be an active participant in putting back together the broken pieces.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

A meeting is a collective tacit confession of participants’ unwillingness to work.

Church leaders raised on rationalism lead ministries where the supernatural, the Vertical, is suppressed and where God Himself is at best an observer and certainly seldom, if ever, and obvious participant in church.

The philosophy of project-based homeschooling — this particular approach to helping children become strong thinkers, learners, and doers — is dependent upon the interest and the enthusiastic participation and leadership of the learners themselves, the children.

Leaders need to sacrifice "power-over" to get "power-to".

In that moment, something hit me: It’s just us. I always thought that in this place there would be somebody better, but it’s just this group of people—including me—trying to figure stuff out. I didn’t mean that as an insult to any of the participants, who were talented people. But we were just people, ordinary people in extraordinary roles in challenging times. I’m not sure what I had expected, but I met the top of the pyramid and it was just us, which was both comforting and a bit frightening.

In post-Christendom, the church is that community of people who look to discover what God is actively doing in the world around them and then join themselves to that work. The church is that community of people gathered around Jesus Christ in order to participate in his life and incarnate it into the context where he has placed them.

By setting clear agendas, facilitating participation, leveraging technology, and maintaining strong communication, boards can transform meetings into strategic forums that propel the company towards long-term success.

Experiment participants asked to pick which politician looked more confident in a photograph picked the winner of the race two thirds of the time. This phenomenon held up even when they only glimpsed the photographs for a 10th of a second.

Oh, Rachel, Rachel," Leah said. "Let me give you a teeny little lesson in political science. Democracy and dictatorship are political systems; they have to do with who participates in the leadership. Socialism and capitalism are economic systems. It has to do with who owns the wealth of the nations, and who gets to eat. Can you grasp that?

To change you must want to change, you must be responsible for the change, and then take action to make the change. It is your race to run so you need to choose your road wisely.

If You Respect Their Preparation, You never Drop the Baton

Board of Directors members should actively participate in succession planning to identify and groom future leaders who can ensure the company's continued growth and stability.

Jack Zenger and Joseph Folkman, who run a leadership consultancy, analyzed 3,492 participants in a manager development program and found that the most effective listeners do four things: 1. They interact in ways that make the other person feel safe and supported 2. They take a helping, cooperative stance 3. They occasionally ask questions that gently and constructively challenge old assumptions 4. They make occasional suggestions to open up alternative paths

Part of knowing how to be prepared comes from being self-aware—being able to anticipate what you’ll need (or screw up) and planning accordingly. I know I am rarely, if ever, the smartest person in the room. And that’s totally OK. What’s not OK is (1) not recognizing that and (2) not coming ready to participate in a meaningful way.

Our musical artistry and leadership of people need to work together to create an environment that welcomes participation instead of causing disengagement.

Prepare, listen, question, and participate. IT plays a critical role in taking the organization to the next level of digital maturity.

The very essence of all power to influence lies in getting the other person to participate.” Influence is an invitation anyone can make to another person.

When work relationships are reciprocal, ethical leadership emerges for both the executive and the participant unless the executive is trying to control the participant.

Regulation is a good thing, until it cripples innovation and limits participation and inclusivity

Leadership is not just delegation of work, it is participation in the work.

It’s time that women participate in the management of this pathetic world on terms equal to men. Often women in power behave like hard men because it’s been the only way they could compete and command, but when we reach a critical number of women in positions of power and leadership we will tip the balance toward a more just and egalitarian civilization. More than forty years ago Bella Abzug, the famous activist and congresswoman from New York, summarized the above in one sentence: “In the twenty-first century women will change the nature of power instead of power changing the nature of women.

The Flint water crisis illustrates how the challenges in America's shrinking cities are not a crisis of local leadership - or, at least, not solely that - but a crisis of systems. Paternalism, even if it is well meaning, cannot transcend the political, economic, and social obstacles that relegate places such as Flint to the bottom. The chronic underfunding of American cities imperils the health of citizens. It also stunts their ability to become full participants in a democratic society, and it shatters their trust in the public realm. Communities that are poor and communities of color - and especially those that are both - are hurt worst of all.

The strength of a woman lies in her intuition and femininity which when harnessed through proper education, give her the autonomy and power to participate in democracy and leadership. Women economic empowerment is a promise of a better and sustainable future.

Perfectionism is a particularly evil lure for women, who, I believe, hold themselves to an even higher standard of performance than do men. There are many reasons why women’s voices and visions are not more widely represented today in creative fields. Some of that exclusion is due to regular old misogyny, but it’s also true that—all too often—women are the ones holding themselves back from participating in the first place. Holding back their ideas, holding back their contributions, holding back their leadership and their talents.

At the time of the 1 996 terror bombing in Oklahoma City, I heard a radio commentator announce: "Lenin said that the purpose of terror is to terrorize." U.S. media commentators have repeatedly quoted Lenin in that misleading manner. In fact, his statement was disapproving of terrorism. He polemicized against isolated terrorist acts which do nothing but create terror among the populace, invite repression, and isolate the revolutionary movement from the masses. Far from being the totalitarian, tight-circled conspirator, Lenin urged the building of broad coalitions and mass organizations, encompassing people who were at different levels of political development. He advocated whatever diverse means were needed to advance the class struggle, including participation in parliamentary elections and existing trade unions. To be sure, the working class, like any mass group, needed organization and leadership to wage a successful revolutionary struggle, which was the role of a vanguard party, but that did not mean the proletarian revolution could be fought and won by putschists or terrorists.

Blind barthimus used his mouth and his feet to affect what wasn't working in his life? What do you use to affect what's not working in your life? God is not interested in your perfection, He is interested in your participation. It is your participation that attracts the presence of God.

India’s post-independence leadership eschewed parochial nationalism in favor of civic nationalism where the rights and privileges of being Indian were conceived as arising not from some pre-existent modes of belonging—religion, race, or ethnicity—but instead from participation in a collective political endeavor.

We would often lead workshops in offices that were 95-100% white, and yet the participants would bitterly complain about Affirmative Action. This would unnerve me as I looked around these rooms and saw only white people. Clearly these white people were employed - we were in their workplace, after all. There were no people of color here, yet white people were making enraged claims that people of color were taking their jobs. This outrage was not based in any racial reality, yet obviously the emotion was real. I began to wonder how we managed to maintain that reality - how could we not see how white the workplace and its leadership was, at the very moment that we were complaining about not being able to get jobs because people of color would be hired over "us"? How were we, as white people, able to enjoy so much racial privilege and dominance in the workplace, yet believe so deeply that racism had changed direction to now victimize us?

Gone are days when politics was an adventure of the hegemonic masculinity, when men were canonized and women demonized for being in politics. A Woman's strength lies in her intuition and femininity which when harnessed through proper education, give her the autonomy and power to participate in democracy and leadership. Women economic empowerment is a promise of a better and sustainable future.

Being the church that Jesus intended means that we must participate in God’s eternal purposes for his world. Renewal means more than reinventing ourselves; it means rediscovering the primal power of the Spirit and the gospel already present in the life of the church—reconnecting with this purpose and recovering the forgotten ways. This purpose and potential have always been there, but individuals and communities have largely lost touch with them.

Measuring the wrong thing is often worse than measuring nothing, because you do get what you measure. So if the assessments focus on how much people “enjoy” the experience—be that reading a book, watching a talk, or going to a training session—those same books, talks, and trainings will respond to those measurements by prioritizing the wrong outcomes: making participants feel good and giving them a good time. Simply stated, measuring entertainment value produces great entertainment, not change; measuring the wrong things crowds out assessing other, more relevant indicators such as improvements in workplaces. Improvement comes from employing measurements that are appropriate, those that are connected to the areas in which we seek improvement. In the case of leadership, that appropriate measurement would include assessing the frequency of desirable leader behaviors; actual workplace conditions such as engagement, satisfaction, and

If the people merely have the right to vote, but no right of extensive participation, in other words, if they are awakened only at election time but go into hibernation afterwards, this is token democracy. Reviewing our experience with people's democracy since the founding of the PRC, we have made it clear that in such a vast and populous socialist country, extensive deliberation under the leadership of the CPC on major issues affecting the economy and the people's quality of life embodies the unity of democracy and centralism. Chinese socialist democracy takes two important forms: in one the people exercise their right to vote in elections, and in the other, people from all sectors of society undertake extensive deliberations before major decisions are made. In China, these two forms do not cancel one another out, nor are they contradictory; they are complimentary. They constitute institutional features and strengths of Chinese socialist democracy.

I’ve seen many managers who shy away from leadership moments (e.g., any moment where the team/project needs someone to take decisive action) and retreat to tracking the efforts of others instead of facilitating or even participating in them. If all someone does is keep score and watch from the sidelines, he might be better suited for the accounting department. When someone in a leadership role consistently responds to pressure by getting out of the fray, he’s not leading — he’s hiding. Ineffective

I just want you to know that we’re not a church, we’re a mission to Denver. I don’t feel any compulsion to feed you spiritually, but I will look after your spiritual formation. I believe you won’t grow unless you live like Jesus lived and try to do what he did with people. This mission probably has nothing to offer you. However, I’m interested in finding out if God brought you to us, and what your part in serving this city might be.” I go on to suggest that they won’t fit with us unless they are willing to open up their homes and lives to Sojourners and participate in a missional community within the city.

Lippmann was a major figure in many domains, including political theory. The main collection of his political essays is called “political philosophy for liberal democracy.” In these essays he explains that the “public must be put in its place” so that “the intelligent minorities” may live free of “the trampling and roar of the bewildered herd,” the public. Members of the bewildered herd are supposed to be “spectators of action,” not “participants.” They do have a function, however. Their function is to show up periodically to push a button to vote for a selected member of the leadership class. Then they are to go away and leave us alone. That’s progressive democratic theory. I

Black women have long been the backbone of our political progressive past: the strategists and protesters and organizers and volunteers, the women who've gotten out the vote and licked the envelopes, pioneered the thinking that led to the revolutions. Yet they've been only barely represented in leadership of the political parties they've bolstered, their policy priorities have often gone unaddressed and unrecognized; their participation has long been taken for granted. And when white women have caught up to where black women have been for a long time, the work of the black women has often been appropriated, ignored, and uncredited by those with greater economic, cultural, and racial advantage.

As an audience it seems we’re as good as saying, “I’ll pay attention to your idea if you… * are already being taken seriously in some way * have found your place (professionally or personally) * believe strongly in something relevant to your idea * are connecting (with ideas, with people) in meaningful ways * are finding ways to be useful in the world * are finding ways to achieve more of what you value * have developed mastery and control * are participating in interesting things * and are radiating love and acceptance for self and others.” Your chosen audience will have three or four things on that list they value most in their own lives. And because they do value those things so highly, they’ll be looking for those signals from you.

There are ideologies of control lying behind the insistence on the need for instrumentally rational tools and techniques. In reflecting these ideologies, some believe that without the tools and techniques organizations would not be able to produce success; indeed, they would be ungovernable. Others believe that without the tools and techniques it would be impossible to improve the human condition or take action to sustain the planet. There is a very powerful belief that ‘we’ must be able to improve whole organizations intentionally. For some, these beliefs are impervious to reason, perhaps because it is too disappointing to accept the humbler realization that success and failure, sustainability and destruction, all emerge across populations through myriad local interactions and all anyone can do is participate as meaningfully and as influentially as possible, acting on practical judgment, in these local interactions.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Parenting pressures have resculpted our priorities so dramatically that we simply forget. In 1975 couples spent, on average, 12.4 hours alone together per week. By 2000 they spent only nine. What happens, as this number shrinks, is that our expectations shrink with it. Couple-time becomes stolen time, snatched in the interstices or piggybacked onto other pursuits. Homework is the new family dinner. I was struck by Laura Anne’s language as she described this new reality. She said the evening ritual of guiding her sons through their assignments was her “gift of service.” No doubt it is. But this particular form of service is directed inside the home, rather than toward the community and for the commonweal, and those kinds of volunteer efforts and public involvements have also steadily declined over the last few decades, at least in terms of the number of hours of sweat equity we put into them. Our gifts of service are now more likely to be for the sake of our kids. And so our world becomes smaller, and the internal pressure we feel to parent well, whatever that may mean, only increases: how one raises a child, as Jerome Kagan notes, is now one of the few remaining ways in public life that we can prove our moral worth. In other cultures and in other eras, this could be done by caring for one’s elders, participating in social movements, providing civic leadership, and volunteering. Now, in the United States, child-rearing has largely taken their place. Parenting books have become, literally, our bibles. It’s understandable why parents go to such elaborate lengths on behalf of their children. But here’s something to think about: while Annette Lareau’s Unequal Childhoods makes it clear that middle-class children enjoy far greater success in the world, what the book can’t say is whether concerted cultivation causes that success or whether middle-class children would do just as well if they were simply left to their own devices. For all we know, the answer may be the latter.

What, then, does submission and respect look like for a woman in a dating relationship? Here are some guidelines: 1. A woman should allow the man to initiate the relationship. This does not mean that she does nothing. She helps! If she thinks there is a good possibility for a relationship, she makes herself accessible to him and helps him to make conversation, putting him at ease and encouraging him as opportunities arise (she does the opposite when she does not have interest in a relationship with a man). A godly woman will not try to manipulate the start of a relationship, but will respond to the interest and approaches of a man in a godly, encouraging way. 2. A godly woman should speak positively and respectfully about her boyfriend, both when with him and when apart. 3. She should give honest attention to his interests and respond to his attention and care by opening up her heart. 4. She should recognize the sexual temptations with which a single man will normally struggle. Knowing this, she will dress attractively but modestly, and will avoid potentially compromising situations. She must resist the temptation to encourage sexual liberties as a way to win his heart. 5. The Christian woman should build up the man with God's Word and give encouragement to godly leadership. She should allow and seek biblical encouragement from the man she is dating. 6. She should make "helping" and "respecting" the watchwords of her behavior toward a man. She should ask herself, "How can I encourage him, especially in his walk with God?" "How can I provide practical helps that are appropriate to the current place in our relationship?" She should share with him in a way that will enable him to care for her heart, asking, "What can I do or say that will help him to understand who I really am, and how can I participate in the things he cares about?" 7. She must remember that this is a brother in the Lord. She should not be afraid to end an unhealthy relationship, but should seek to do so with charity and grace. Should the relationship not continue forward, the godly woman will ensure that her time with a man will have left him spiritually blessed.

The biggest fear for homeschooled children is that they will be unable to relate to their peers, will not have friends, or that they will otherwise be unable to interact with people in a normal way. Consider this: How many of your daily interactions with people are solely with people of your own birth year?  We’re not considering interactions with people who are a year or two older or a year or two younger, but specifically people who were born within a few months of your birthday. In society, it would be very odd to section people at work by their birth year and allow you to interact only with persons your same age. This artificial constraint would limit your understanding of people and society across a broader range of ages. In traditional schools, children are placed in grades artificially constrained by the child’s birth date and an arbitrary cut-off day on a school calendar. Every student is taught the same thing as everyone else of the same age primarily because it is a convenient way to manage a large number of students. Students are not grouped that way because there is any inherent special socialization that occurs when grouping children in such a manner. Sectioning off children into narrow bands of same-age peers does not make them better able to interact with society at large. In fact, sectioning off children in this way does just the opposite—it restricts their ability to practice interacting with a wide variety of people. So why do we worry about homeschooled children’s socialization?  The erroneous assumption is that the child will be homeschooled and will be at home, schooling in the house, all day every day, with no interactions with other people. Unless a family is remotely located in a desolate place away from any form of civilization, social isolation is highly unlikely. Every homeschooling family I know involves their children in daily life—going to the grocery store or the bank, running errands, volunteering in the community, or participating in sports, arts, or community classes. Within the homeschooled community, sports, arts, drama, co-op classes, etc., are usually sectioned by elementary, pre-teen, and teen groupings. This allows students to interact with a wider range of children, and the interactions usually enhance a child’s ability to interact well with a wider age-range of students. Additionally, being out in the community provides many opportunities for children to interact with people of all ages. When homeschooling groups plan field trips, there are sometimes constraints on the age range, depending upon the destination, but many times the trip is open to children of all ages. As an example, when our group went on a field trip to the Federal Reserve Bank, all ages of children attended. The tour and information were of interest to all of the children in one way or another. After the tour, our group dined at a nearby food court. The parents sat together to chat and the children all sat with each other, with kids of all ages talking and having fun with each other. When interacting with society, exposure to a wider variety of people makes for better overall socialization. Many homeschooling groups also have park days, game days, or play days that allow all of the children in the homeschooled community to come together and play. Usually such social opportunities last for two, three, or four hours. Our group used to have Friday afternoon “Park Day.”  After our morning studies, we would pack a picnic lunch, drive to the park, and spend the rest of the afternoon letting the kids run and play. Older kids would organize games and play with younger kids, which let them practice great leadership skills. The younger kids truly looked up to and enjoyed being included in games with the older kids.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

To-day, I am of the opinion that, generally speaking, a man should not publicly take part in politics before he has reached the age of thirty, though, of course, exceptions must be made in the case of those who are naturally gifted with extraordinary political ability. The reason is that, until they have attained this age, most men are engaged in acquiring a certain general philosophy through the medium of which they can examine the various political problems of their day and adopt a definite attitude towards each. Only after he has acquired a fundamental Weltanschauung and thereby gained stability in the judgment he forms on specific problems of the day, is a man, having now reached maturity, at least of mind, qualified to participate in the government of the community. If this is not so, lie runs the risk of discovering that he has to alter the attitude which he had hitherto adopted with regard to essential questions, or, despite his superior knowledge and insight, he may have to remain loyal to a point of view which his reason and convictions have now led him to reject. If he adopts the former line of action, he will find himself in a difficult situation, because in giving up a position hitherto maintained he will appear inconsistent and will have no right to expect his followers to remain as loyal to him as leader as they were before. This change of attitude on the part of the leader means that his adherents are assailed by doubt and not infrequently by a sense of discomfiture as far as their former opponents are concerned. Although he himself no longer dreams of standing by his political pronouncements to the last—for no man will die in defense of what he does not believe—he makes increasing and shameless demands on his followers. Finally, he throws aside the last vestiges of true leadership and becomes a ‘politician.’ This means that he becomes one of those whose only consistency lies in their inconsistency, which is accompanied by overbearing insolence and oftentimes by an artful mendacity developed to a shamelessly high degree.

Throughout the history of the church, Christians have tended to elevate the importance of one over the other. For the first 1,500 years of the church, singleness was considered the preferred state and the best way to serve Christ. Singles sat at the front of the church. Marrieds were sent to the back.4 Things changed after the Reformation in 1517, when single people were sent to the back and marrieds moved to the front — at least among Protestants.5 Scripture, however, refers to both statuses as weighty, meaningful vocations. We’ll spend more time on each later in the chapter, but here is a brief overview. Marrieds. This refers to a man and woman who form a one-flesh union through a covenantal vow — to God, to one another, and to the larger community — to permanently, freely, faithfully, and fruitfully love one another. Adam and Eve provide the clearest biblical model for this. As a one-flesh couple, they were called by God to take initiative to “be fruitful . . . fill the earth and subdue it” (Genesis 1:28). Singles. Scripture teaches that human beings are created for intimacy and connection with God, themselves, and one another. Marriage is one framework in which we work this out; singleness is another. While singleness may be voluntarily chosen or involuntarily imposed, temporary or long-term, a sudden event or a gradual unfolding, Christian singleness can be understood within two distinct callings: • Vowed celibates. These are individuals who make lifelong vows to remain single and maintain lifelong sexual abstinence as a means of living out their commitment to Christ. They do this freely in response to a God-given gift of grace (Matthew 19:12). Today, we are perhaps most familiar with vowed celibates as nuns and priests in the Roman Catholic or Orthodox Church. These celibates vow to forgo earthly marriage in order to participate more fully in the heavenly reality that is eternal union with Christ.6 • Dedicated celibates. These are singles who have not necessarily made a lifelong vow to remain single, but who choose to remain sexually abstinent for as long as they are single. Their commitment to celibacy is an expression of their commitment to Christ. Many desire to marry or are open to the possibility. They may have not yet met the right person or are postponing marriage to pursue a career or additional education. They may be single because of divorce or the death of a spouse. The apostle Paul acknowledges such dedicated celibates in his first letter to the church at Corinth (1 Corinthians 7). Understanding singleness and marriage as callings or vocations must inform our self-understanding and the outworking of our leadership. Our whole life as a leader is to bear witness to God’s love for the world. But we do so in different ways as marrieds or singles. Married couples bear witness to the depth of Christ’s love. Their vows focus and limit them to loving one person exclusively, permanently, and intimately. Singles — vowed or dedicated — bear witness to the breadth of Christ’s love. Because they are not limited by a vow to one person, they have more freedom and time to express the love of Christ to a broad range of people. Both marrieds and singles point to and reveal Christ’s love, but in different ways. Both need to learn from one another about these different aspects of Christ’s love. This may be a radically new concept for you, but stay with me. God intends this rich theological vision to inform our leadership in ways few of us may have considered. Before exploring the connections between leadership and marriage or singleness, it’s important to understand the way marriage and singleness are commonly understood in standard practice among leaders today.

Fascism rested not upon the truth of its doctrine but upon the leader’s mystical union with the historic destiny of his people, a notion related to romanticist ideas of national historic flowering and of individual artistic or spiritual genius, though fascism otherwise denied romanticism’s exaltation of unfettered personal creativity. The fascist leader wanted to bring his people into a higher realm of politics that they would experience sensually: the warmth of belonging to a race now fully aware of its identity, historic destiny, and power; the excitement of participating in a vast collective enterprise; the gratification of submerging oneself in a wave of shared feelings, and of sacrificing one’s petty concerns for the group’s good; and the thrill of domination. Fascism’s deliberate replacement of reasoned debate with immediate sensual experience transformed politics, as the exiled German cultural critic Walter Benjamin was the first to point out, into aesthetics. And the ultimate fascist aesthetic experience, Benjamin warned in 1936, was war. Fascist leaders made no secret of having no program. Mussolini exulted in that absence. “The Fasci di Combattimento,” Mussolini wrote in the “Postulates of the Fascist Program” of May 1920, “. . . do not feel tied to any particular doctrinal form.” A few months before he became prime minister of Italy, he replied truculently to a critic who demanded to know what his program was: “The democrats of Il Mondo want to know our program? It is to break the bones of the democrats of Il Mondo. And the sooner the better.” “The fist,” asserted a Fascist militant in 1920, “is the synthesis of our theory.” Mussolini liked to declare that he himself was the definition of Fascism. The will and leadership of a Duce was what a modern people needed, not a doctrine. Only in 1932, after he had been in power for ten years, and when he wanted to “normalize” his regime, did Mussolini expound Fascist doctrine, in an article (partly ghostwritten by the philosopher Giovanni Gentile) for the new Enciclopedia italiana. Power came first, then doctrine. Hannah Arendt observed that Mussolini “was probably the first party leader who consciously rejected a formal program and replaced it with inspired leadership and action alone.” Hitler did present a program (the 25 Points of February 1920), but he pronounced it immutable while ignoring many of its provisions. Though its anniversaries were celebrated, it was less a guide to action than a signal that debate had ceased within the party. In his first public address as chancellor, Hitler ridiculed those who say “show us the details of your program. I have refused ever to step before this Volk and make cheap promises.” Several consequences flowed from fascism’s special relationship to doctrine. It was the unquestioning zeal of the faithful that counted, more than his or her reasoned assent. Programs were casually fluid. The relationship between intellectuals and a movement that despised thought was even more awkward than the notoriously prickly relationship of intellectual fellow travelers with communism. Many intellectuals associated with fascism’s early days dropped away or even went into opposition as successful fascist movements made the compromises necessary to gain allies and power, or, alternatively, revealed its brutal anti-intellectualism. We will meet some of these intellectual dropouts as we go along. Fascism’s radical instrumentalization of truth explains why fascists never bothered to write any casuistical literature when they changed their program, as they did often and without compunction. Stalin was forever writing to prove that his policies accorded somehow with the principles of Marx and Lenin; Hitler and Mussolini never bothered with any such theoretical justification. Das Blut or la razza would determine who was right.

Jimmy and Grace returned to Detroit in late August, in time to participate in the final work to relaunch Correspondence. On September 21–22 the organization held a national convention in Detroit attended by the full membership across the country, just as they had done with the initial founding of the paper. During the convention Jimmy and Lyman were elected as the cochairmen of the organization. 77 This reflected a solidification of Jimmy’s leadership of the organization. In title Jimmy and Lyman shared responsibility, but in practice, with Jimmy there in Detroit and Lyman in Los Angeles, “90% of the burden of national leadership rest[ ed] with” Jimmy, as Glaberman described the situation. In a letter to C. L. R., Glaberman reported that Jimmy had been “the key figure in the convention” and “he remains that today. He consciously and vigorously took over the direction of the organization and his leadership was accepted by everyone.” Given the many activities and spaces in which Jimmy had taken responsibility for building the organization—leading editorial committees and reaching out to workers in his neighborhood and at Chrysler—Glaberman expressed concern that Jimmy not overextend himself: “The organization looks to him to give direction on all these things and he is not very cooperative when any attempt is made to slow him down.” 78

It is important to bear in mind that the Republicans long ago abandoned the pretense of functioning as a normal parliamentary party. They have, as respected conservative political commentator Norman Ornstein of the right-wing American Enterprise Institute observed, become a “radical insurgency” that scarcely seeks to participate in normal congressional politics.6 Since the days of President Ronald Reagan, the party leadership has plunged so far into the pockets of the very rich and the corporate sector that they can attract votes only by mobilizing parts of the population that have not previously been an organized political force. Among them are extremist evangelical Christians, now probably a majority of Republican voters; remnants of the former slaveholding states; nativists who are terrified that “they” are taking our white, Christian, Anglo-Saxon country away from us; and others who turn the Republican primaries into spectacles remote from the mainstream of modern society—though not from the mainstream of the most powerful country in world history.

But it is crucial to remember again that the goal of the expedition was not to build a family—it was to find a route to the Pacific Ocean. Similarly, the goal of the Christian faith is not simply to become more loving community but to be a community of people who participate in God’s mission to heal the world by reestablishing his loving reign “on earth as it is in heaven.

There are no individual solutions to collective problems. Nonetheless, it is individuals who must come together and figure out what to do. In all of this, there is the unaddressed question of leadership. The anarchist in me genuinely believes rotating leadership is a solution: people take turns taking the lead in the areas of their greatest competence, interest, or desire. Another similar collaborative idea might be: best idea wins. But art is so subjective, and for five different people five different ideas might each seem best. It has always been my thinking that if someone in the group feels strongly that we should do something, then we should do it, their strong desire shouldn’t be watered or sanded down by the democratic entropy of the group. I want the projects to be open enough to welcome the strongest impulses of each of the participants. This is my ideal, and like all ideals it is something I often fall short of achieving. Perhaps this ideal is not even best for every collaborative situation. In a sense, it is just another way of saying that I want to work in ways that are deeply collaborative while at the same time keeping our most intense individual artistic differences more alive than alive.

At an official reception, or dinner party, the real purpose of the event is to socialize, to talk with the other guests and participants—eating and drinking is secondary.

Underdevelopment points out the disparity between the rich countries in Europe and North America and countries in Africa, Asia, and Latin America. A trip down history lane tells that the developed nations deeply exploited the developing countries, ultimately leaving them severely crippled. Slavery and colonialism served as the epitome of this exploitation where the Europeans built and developed their economies at the expense of the developing countries. Although we are in the 21st century, the new political, economic, and cultural world order that is powered by globalization perpetrates neocolonialism. Similarly, democracy has had its role in upholding underdevelopment as it involves the conversion of structures, practices, and institutions to resemble those of developed countries. Finally, poor leadership in developing countries contributes as it focuses on leaders amassing wealth. Therefore, developing countries need strong leadership within individual countries and in coalition with others to resists the forces of neocolonialism. Reviewing trade liberalization will allow local firms to flourish. They also need to lobby for more participation in global bodies such as the international monetary fund and the World Bank to make them accountable to underdeveloped communities.

research on churches shows that the greater the percentage of engaged members, the more likely the church is to be vital, thriving, and spiritually healthy. This

Participation awards are for children and a leader should never accept one.

There is no issue that is more important to baby boom and post baby boom believers than the question of gender and racial equality. The Christian church, which should have led the fight against discrimination, is now being forced to update its thinking with regard to providing women and minorities equal opportunities for participation and leadership in the community of faith. Even within conservative and evangelical churches there is a new groundswell of support, particularly among young believers, for the church to rid itself and society of sexism, racism and all other forms of ethnocentricity.

FOGLAMP project checklist FOGLAMP is an acronym for focus, oversight, goals, leadership, abilities, means, and process. This tool can help you cut through the haze and plan your critical projects. Complete the table for each early-win project you set up. Project: __________________________ Question Answer Focus: What is the focus for this project? For example, what goal or early win do you want to achieve? Oversight: How will you oversee this project? Who else should participate in oversight to help you get buy-in for implementing results? Goals: What are the goals and the intermediate milestones, and time frames for achieving them? Leadership: Who will lead the project? What training, if any, do they need in order to be successful? Abilities: What mix of skills and representation needs to be included? Who needs to be included because of their skills? Because they represent key constituencies? Means: What additional resources, such as facilitation, does the team need to be successful? Process: Are there change models or structured processes you want the team to use? If so, how will they become familiar with the approach?

In parenting… In business… In relationships… In partnerships… In leadership… “For the best results possible, within every professional or personal interaction we participate in, we need to enter the exchange open to the possibility that we are wrong.

Wikipedia: Iron law of oligarchy According to [Robert] Michels, all organizations eventually come to be run by a "leadership class", who often function as paid administrators, executives, spokespersons or political strategists for the organization. Far from being "servants of the masses", Michels argues this "leadership class", rather than the organization's membership, will inevitably grow to dominate the organization's power structures. By controlling who has access to information, those in power can centralize their power successfully, often with little accountability, due to the apathy, indifference and non-participation most rank-and-file members have in relation to their organization's decision-making processes. Michels argues that democratic attempts to hold leadership positions accountable are prone to fail, since with power comes the ability to reward loyalty, the ability to control information about the organization, and the ability to control what procedures the organization follows when making decisions. All of these mechanisms can be used to strongly influence the outcome of any decisions made 'democratically' by members. Michels stated that the official goal of representative democracy of eliminating elite rule was impossible, that representative democracy is a façade legitimizing the rule of a particular elite, and that elite rule, which he refers to as oligarchy, is inevitable.

Exclusivity detracts collaboration. Inclusivity attracts participation.

There had always been battle lines drawn between the upper administration and the faculty. Even those who had once been faculty immediately began to view their former colleagues as troublesome children. She had once toyed seriously with the idea of university administration, and had even attended one of those academic leadership development seminars at Charles’s request and the university’s expense. But once she heard one of the speakers encourage the participants to consider boning up on child psychology and further suggested imagining one’s faculty colleagues as characters in Winnie the Pooh, she knew she could never cross over to the dark side, as the professorial wing of academe called the upper administration.

Live an honest, open life before others. Give and receive Scriptural correction. Clear up relationships. Participate in the ministry. Support the work financially. Follow spiritual leadership within Scriptural limits.

The development of Japanese economy has made Japan into a Western-like nation, in which many of the spiritual values have given place to materialism. The temples and monasteries must also participate in the present economic way of life and be based upon the present social needs of producing and consuming in order to exist. They can no longer play their role of spiritual leadership, as in the past. Zen is threatened on the very ground on which it was born and developed.

the strongest learning cultures exist in those organizations where directors not only support training but also participate alongside members of staff in learning opportunities. They understand what is being offered, understand that their presence encourages others to take training and learning seriously, and gain a perspective not available to those who are disengaged from what is happening within their organizations’ learning programs.

Speaking to those in business who presume to manage, it is important that this principle be embraced as an ethic and not simply as a “device” to achieve harmony or increase productivity or reduce turnover. Some popular procedures, such as participation or work enlargement or profit sharing, may be manipulative devices if they do not flow naturally out of a comprehensive ethic.

As we navigate the transformative era of Generative AI, let us leverage this powerful technology to redefine the boundaries of possibility, fostering creativity, efficiency, and growth. In this journey, we are not merely participants but pioneers, shaping a future where business and technology converge to unlock new realms of human achievement.

As far as men are concerned, their participation in the exclusion of women from leadership circles, church positions, and places of influence, and the rationale behind it, should be a matter of deep concern if we are to honor Romans 12:3–6. James Dunn suggests, “The emphatic warning against inflated thinking (v. 3) recalls the similar warning against Gentile presumption in 11:7–24 (particularly 11:20), but also the similar theme of the earlier diatribes against Jewish presumption (chaps. 2–4): the ‘us’ over ‘them’ attitude which Paul saw as the heart of Jewish failure and as a potential danger for Gentile Christians must not be allowed to characterize the eschatological people of God.

The flip side of the coin was the positive imagination of Ashkenazi immigrants as diligent and productive members of the middle class holding great value to the state-building enterprise. The fusion of ability, class, and ethnicity thus worked either way. American immigrants in particular were exempted from selection policies. Immigrants from Poland received privileged treatment when they were competing with Moroccans for scarce absorption resources in 1956. The state and the Jewish Agency leadership also deliberated on various occasions about how to actively promote Western immigration and/or “middle-class immigration,” especially after the liberal bourgeois General Zionists had participated in the government for the first time in December 1952, and in subsequent years.115 This happened at a time when great effort was made to restrict the bulk of Moroccan immigration.

...check your own style of leading for cultural bias. What assumptions are you making about what “good” participation looks like? For instance, how do you expect people to deliver feedback? What would be an appropriate and expected level of assertiveness among your team members? Do you see any patterns suggesting that your style might inadvertently favor one side, or that you might be excluding or alienating one group? Is it possible team members have been communicating with you, but you just haven’t heard their points because they’re not delivered in the way you’re accustomed to hearing? It’s your job to be hyper-vigilant for ways your own cultural biases may be clouding your leadership and reducing the effectiveness of the team.

When Pence refused to participate in the plan—likely knowing that if the coup failed, he’d be the one left holding the bag—Trump fell back on the old tactic of spreading a false narrative through an investigation. He plotted to name Jeffrey Clark, a lawyer for the environmental division of the Justice Department, as attorney general. Clark planned to announce to the battleground state legislatures that the Department of Justice was “investigating various irregularities” in the election—this was a lie—and that they should choose a new set of electors. Only the threat that the entire leadership of the Department of Justice would resign made Trump back down.

African Americans (as well as other subaltern groups) are not essential Democrats, although in recent history many have tactically aligned themselves with this party. Critical theorists and others on the educational left should recognize that African American articulation to the Democratic Party and other powerful, liberal, progressive, and centrist groups has almost always been tactical. To theorize African Americans as “intelligent” when they show unquestioning loyalty to the Democratic Party and other liberal causes, even when these take their support for granted as they drift to the Right on significant issues, and “foolish” when they tactically participate in other, sometimes more conservative, alliances (such as that around vouchers) grossly misrepresents African American agency, and betrays what I feel is a racist essentialization of Black intelligence. Subaltern groups have always needed to tactically associate in seemingly contradictory ways with powerful groups and individuals, such as the Heritage Foundation, the Bradley Foundation, and the Democratic Leadership Council, in order to seek to protect their interests.

The problem goes further than Zuma. Ordinary citizens will have to get out of the slump of dependency that so many of us have fallen into. Trade unions will have to stomach the idea that things have to change, and that the unemployed are as important as the employed. Principals and teachers will have to accept that supervision of schools will be stepped up. Business will have to accept that, without ethical leadership and participation in South Africa as a corporate citizen, the profit motive alone is just not good enough. It is bitter medicine, but it is medicine that we have to take. Reading the NDP document, it is clear that we could become a prosperous country within a relatively short period of time. But we need resolve at leadership level, we need non-partisanship, and we need to understand that this is the crossroads.

If you want to do something that really changes someone’s life, the best thing you can do is make the person you’re trying to help a participant in the process.

prioritizing the wrong outcomes: making participants feel good and giving them a good time. Simply stated, measuring entertainment value produces great entertainment, not change; measuring the wrong things crowds out assessing other, more relevant indicators

On the job training and experience is often stated as “the way” to learn the job of policing. What does this mean to us cops? Does it mean with time on the job we’ll get better at what we do, automatically, or magically from working shift after shift and handling call after call? Every time we race to the scene and charge towards the sounds of danger and come out safe with suspect in custody, mean that we have somehow gotten better just by being there and participating in the dangerous encounter? Or is there something more to this concept of “on the job training” we should be doing to leverage every experience no matter how small or big to improve our performance? When I think of on the job training I do not envision an environment where you show up for work and fly by the seat of your pants and hope things work out as you think they should. No, what I envision by on the job training is that you learn from every experience and focus on leveraging the lessons learned to make you better at the job. Law enforcement officers are members of a profession that does not routinely practice its tactical skills. Only constant violent conflict and violent crime, a condition to objectionable, to even contemplate, would allow such practice. Thus the honing and developing of law enforcement peacekeeping skills must be achieved in other ways.

Every leader must be challenged to educate their followers and capacitate them with knowledge, tools and a voice to champion their own causes and become actively involved in setting the agenda for citizen participation in social transformation. Don’t create a dependent constituency; develop and lead other leaders who demonstrate a growing personal responsibility for their own success as well as for those around them.

No institutional arrangement will ever contain all that they church is. Don't look for it institutionally; look for it relationally. Certainly the New Testament talks about the priorities of that church -- Jesus as its sole head and focus, daily encouragement among believers, plural and lateral leadership, open participation, and an environment of freedom so people can grow in him.

Presently the Rothschilds control, among other things; Shell, BP, Deutsche Bank, Barclays, ABN Amro, Fortis, Unilever, IBM, World Bank Group and International Monetary Fund, ING, Federal Reserve, Bank of England, Arrow Fund Curacao, J.P Morgan and many other banks and influential organizations. The participation of the Rothschild dynasty in various competitive companies misleads even experts. A perfect example of this is when Henry Coston elaborately described the all out struggle between American Standard Oil (of the Rockefeller family) and British Royal Dutch-Shell for market leadership in 1920s France.[17] The struggle for control lasted into the late Fifties.[18] However, he essentially overlooked one important detail; that both oil giants belonged to the Rothschilds! Coston failed to understand that this sham of a fight served only one purpose: to bring in enormous profits while covering up the real power behind it.[19]

Because personal development provides the foundation for leadership development, an individual’s personal development and leadership capacities could be enhanced by participation in structured programs. Effective programs use a balance of experiential, cognitive and reflective learning processes to engage the whole person by integrating physical, emotional, social, mental and spiritual aspects and focus on learning processes rather than task completion, content knowledge or skills.

Women are the one's holding themselves back from participating in the first place - holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still believe that they're not allowed to put themselves forward at all until both they are their work are perfect and beyond criticism. Meanwhile putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation... I like that feature in men - their absurd over-confidence, the way that they will casually decide "well I'm 41% qualified for this task, so give *me* the job..." sometimes, strangely enough, it works. A man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish women would also risk these same kinds of wild leaps, but I've watched too many women do the opposite. I've watched far too many brilliant and gifted female creators say "I am 99.8% qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side. Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. Hahaha! Just kidding! I can totally imagine. We've got it from every single message society has ever sent us. Thanks, all of human history!

Women are the one's holding themselves back from participating in the first place - holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still believe that they're not allowed to put themselves forward at all until both they and their work are perfect and beyond criticism. Meanwhile putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation... I like that feature in men - their absurd over-confidence, the way that they will casually decide "well I'm 41% qualified for this task, so give *me* the job..." sometimes, strangely enough, it works. A man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish women would also risk these same kinds of wild leaps, but I've watched too many women do the opposite. I've watched far too many brilliant and gifted female creators say "I am 99.8% qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side. Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. Hahaha! Just kidding! I can totally imagine. We've got it from every single message society has ever sent us! Thanks, all of human history!

The Truth Is That the Best Leaders Are the Best Learners. Leadership can be learned. It is an observable pattern of practices and behaviors, and a definable set of skills and abilities. Skills can be learned, and when we track the progress of people who participate in leadership development programs, we observe that they improve over time.

In fact, when I came to Detroit, Coleman Young had just become a hero in the black community because he had stood up against the House Un-American Activities Committee, declaring, “If being for human rights makes me a Communist, then I’m a Communist.” Like most of his friends Jimmy was aware that the American Communists had provided indispensable leadership in the struggle against Jim Crow and to create the unions: it was the intervention of the Communist Party that stopped the legal lynching of the Scottsboro Boys, and the CIO (Congress of Industrial Organizations) would probably not have been organized in the 1930s without the active participation of Communist Party members. At the shop and community level Jimmy worked with Communists as comrades; they were his coworkers, friends, and neighbors. During World War II he participated with black members of the Communist Party in sitdown strikes to protest union and management discrimination against black workers. During the Reuther-led witchhunt, when management and the union tried to get rid of radicals, he mobilized black workers to support Van Brooks, a Chrysler-Jefferson coworker and Communist Party member. He was very conscious that without the existence of the Soviet Union and its opposition to Western imperialism, the struggles of blacks in this country for civil rights and of Third World peoples for political independence would have been infinitely more difficult. Jimmy was not unaware of the atrocities that had been committed by the party and Stalin. However, what mattered to him was not the party’s or the Soviet Union’s record but where people stood on the concrete issue at hand, and he was grateful to the party because, as he used to say, “It gave me the fortitude to stand up against the odds.” Like other politically conscious blacks of his generation he recognized that without the Communists it would have taken much longer for blacks to make the leap from being regarded as inferior to being feared as subversive, that is, as a social force.

Let me, in conclusion, summarize my argument. The true development of human beings involves much more than mere economic growth. At its heart there must be a sense of empowerment and inner fulfilment. This alone will ensure that human and cultural values remain paramount in a world where political leadership is often synonymous with tyranny and the rule of a narrow élite. People’s participation in social and political transformation is the central issue of our time. This can only be achieved through the establishment of societies which place human worth above power and liberation above control. In this paradigm development requires democracy, the genuine empowerment of the people. When this is achieved, culture and development will naturally coalesce to create an environment in which all are valued and every kind of human potential can be realized. The alleviation of poverty involves processes which change the way in which the poor perceive themselves and their world. Mere material assistance is not enough; the poor must have the sense that they themselves can shape their own future. Most totalitarian regimes fear change but the longer they put off genuine democratic reform the more likely it is that even their positive contributions will be vitiated: the success of national policies depends on the willing participation of the people. Democratic values and human rights, it is sometimes claimed, run counter to ‘national’ culture, and all too often the people at large are seen as ‘unfit’ for government. Nothing can be further from the truth. The challenge we now face is for the different nations and peoples of the world to agree on a basic set of human values, which will serve as a unifying force in the development of a genuine global community. True economic transformation can then take place in the context of international peace and internal political stability. A rapid democratic transition and strengthening of the institutions of civil society are the sine qua non for this development. Only then will we be able to look to a future where human beings are valued for what they are rather than for what they produce.

It focuses on the sending character of God: God is a missionary God who sent Jesus into the world, and through the sending of the Spirit by the Father and the Son, the church is sent into the world to participate in God's mission.

Mission (if it is biblically informed and validated) means our committed participation as God's people, at God's invitation and command, in God's own mission within the history of God's world for the redemption of God's creation."4

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.

So imagine that fans of our products or services no longer simply consume and use them. Now we are creating a new opportunity for them to both participate directly in the development of the products but also benefit from a share of the profits too.

In short, we need to learn how to participate from a platform of servanthood rather than power. Let me illustrate. In my fifteen years as a global outreach pastor, I observed two types of North American ministries doing global ministry. The first ministry came together, often in North America, and prayerfully asked God for vision for (as a random example) Argentina and how they should initiate their work in Argentina. After developing their vision, they would go to Argentina to recruit Argentine Christians to join their vision. The recruitment would go something like this: "Jorge, this is our vision for Argentina. Would you join us and help us fulfill our vision-what we believe to be God's vision-for Argentina?" Often Jorge would say yes, especially if the North American mission came fully funded and offered him a decent salary. The second ministry might also develop a burden for a specific country (let's stick with Argentina), but when they went and visited Jorge, their approach was different. They would say, "Jorge, we believe that God has given us a burden for Argentina, but we're here to serve. What is your vision for Argentina? And is there anything in our experiences or resources that you could use to fulfill your vision for your country?" Both ministry approaches could have some success, but the former kept the North Americans on the platform of leadership, often dictating the strategy and funding the vision to the point that local leaders became dependent and failed to look for local, indigenous sources of support. This approach could work, especially if it was well funded. But for leaders like Jorge, it was an outsider's plan imposed on his country. After the funding was gone, these ministries often faltered.

Great journeys live long in the memory of those who participate in them

The relation of an organization to the external environment is, however, only one source of institutional experience. There is also an internal social world to be considered. An {8} organization is a group of living human beings. The formal or official design for living never completely accounts for what the participants do. It is always supplemented by what is called the “informal structure,” which arises as the individual brings into play his own personality, his special problems and interests. Formal relations co-ordinate roles or specialized activities, not persons.

Whatever the anxiety is based upon, one of the best ways to minimize the anxiety of change—or any other anxiety—is to actively participate in the process of that change, i.e., to do something.” She declared it is necessary to become actively involved in the change rather than passively accepting and accommodating it.7 By

Thus all civilian officials and military officers in the United States government who either knew or should have known that the Reagan administration intended to assassinate Qaddafi and participated in the bombing operation are “war criminals” according to the U.S. government’s own official definition of that term. The American people should not have permitted any aspect of their foreign affairs and defense policies to be conducted by acknowledged “war criminals.” They should have insisted upon the impeachment, dismissal, resignation, and prosecution of all U.S. government officials guilty of such war crimes. Nevertheless, U.S. public opinion had been so effectively brutalized by five years of Reaganism that over three-quarters of the American people rallied to the support of their demented leadership over the destruction, injuries, and death it had inflicted upon hundreds of innocent civilians in Tripoli and Benghazi.

In the period immediately following ratification of the Constitution in 1789, the national public service at its upper levels has been described as a “Government by Gentlemen” and it did not look too different in certain respects from the one that existed in early-nineteenth-century Britain.8 One might also label it government by the friends of George Washington, since the republic’s first president chose men like himself who he felt had good qualifications and a dedication to public service.9 Under John Adams, 70 percent, and under Jefferson, 60 percent of high-ranking officials had fathers who came from the landed gentry, merchant, or professional classes.10 Many people today marvel at the quality of political leadership at the time of America’s founding, the sophistication of the discourse revealed in the Federalist Papers, and the ability to think about institutions in a long-term perspective. At least part of the reason for this strong leadership was that America at the time was not a full democracy but rather a highly elitist society, many of whose leaders were graduates of Harvard and Yale. Like the British elite, many of them knew each other personally from school and from their common participation in the revolution and drafting of the Constitution.

When I am working with groups of thirty or fewer people, there is a powerful name exercise that I do to break the ice, start with humor, and begin my program with positive energy. One by one, each person will introduce themselves using an adjective that describes their personality that starts with the first letter of their name. “Spontaneous Susan,” “Dependable Dave,” and “Happy Helen” are a few quick examples. The benefit for the participants is twofold: it makes each person feel good and it makes people laugh. Additionally, it enables me to learn their names so that I can integrate them into the entire presentation for full engagement and participation.

The Executive Leadership Assessment (results) quickly devolved into arguments about the ways in which Disney management did or did not function as a team, which pretty much proved the consultant’s point: that Disney’s top-tier executives, under Michael Eisner’s governance, does not make a good team; They don’t qualify as "a team," much less a group. Later, Eisner dismissed the whole experiment as a waste of time. Away from Eisner, several of the participants later conceded the issue. ‘What Michael likes is to put six pit bulls together and see which five die,’ one said.

The vote only empowers you to represent abilities, whereas the beauty of work and actuality of capability qualify you as a true leader; otherwise, the majority vote is just a power game, not insight.” Ziauddin Khawaja, known as Ziauddin Butt, in the military coup against the elected Prime Minister of Pakistan, Nawaz Sharif, on October 12, 1999, under secret and mutual interests, assured the four corps commanders of that time of their loyalty to the army and in favor of General Musharraf. Military treachery was preferred over democratic values and the constitutional protection of the elected Prime Minister. If General Butt was a patriot, the worst general in history, Musharraf, would never have dared to hand over our beloved country to foreign forces. Every general tries to be a patriot and a hero after retirement. As many generals as there were in Pakistan and they broke, abrogated, or suspended the constitution from any angle, they were and are complete traitors to the Pakistani state, nation, and constitution, but also to the morale of the great forces, along with the traitorous judges of the judiciary, who participated equally. Not repeating such factors is a nation’s survival; otherwise, there will be no uniforms and no freedom. Staying within every institution’s limits is patriotism; give exemplary proof of your patriotism, and you are all subservient to the Constitution and those elected under the Constitution. Your oath is your declaration of respect and protection of democratic values; its violation is treason against the country and nation. On the other hand, Pakistani political parties and their leadership do not qualify in the context of politics since, if they are in power or opposition, they seek favor from the Armed Forces for their democratic dictatorship. The honest fact is that Pakistanis neither wanted nor wished to establish real democratic values and their enforcement. Lawmakers are unqualified and incapable of fulfilling the context of the Constitution, which is the essence of a pure and honest democracy with fair and transparent elections as per the will of voters, which never happened in Pakistan. Examples are visible and open to the world, even though no one feels sorry or ashamed for such an immoral, illegitimate, and unconstitutional mindset and trend of the Pakistani leadership of all political parties. Huge and widespread corruption is a threat to the Pakistani economy and people’s prosperity. IMF support and other benefits go into the hands of corrupt officials instead of prioritizing the well-being of society or individuals. Imposing taxes without prosperity in society and for people who already live below the poverty line is economic violence, not a beneficial impact. The fact is bare that the establishment misuses leaders and leaders misuse the establishment, which has become a national trend; consequently, state, nation, and constitution remain football for them, and they have been playing it for more than seven decades, losing the resources of land and people for their conflicts of interest. I can only suggest that you stop such a game before you defeat yourself.