Performing Leader Quotes

The best leaders are the ones who show their true colors not during the banner years but during times of struggle.

We are not educated well enough to perform the necessary act of intelligently selecting our leaders.

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

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

It’s about knowing who you are, what you stand for, and then having the courage to be yourself—in every situation rather than only when it’s convenient. It’s about being real, consistent, and congruent so who you are on the inside is reflected by the way you perform on the outside.

The people need a strong leader. They feel insecure if they don’t know who to fear. Isn’t that why god was invented?

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

leaders are not responsible for the results, leaders are responsible for the people who are responsible for the results. And the best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and received.

Six of Crows A smol precious deadly flower, two gaybies, a beautiful Grisha warrior, a grumpy convict, and their brilliant, fearless (and sometimes clueless) leader perform a heist of epic proportions.

Self-management, therefore, is all about becoming your own leader by training your mental, physical, social and intellectual faculties in different ways.

When leaders are willing to prioritize trust over performance, performance almost always follows.

In a world full of lions and tigers entertaining the masses, have you ever seen a wolf performing in a circus?

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

Empowerment requires a major shift in attitude. The most crucial place that this shift must occur is in the heart of every leader.

Leaders can change the tenor of the workplace and create harmony in motion toward a favorable result. So every time you say to your team, "Let's rock and roll," make sure you have already set up the stage to where they can actually perform like rock stars.

The great civil rights leader Howard Thurman once said, “Don’t ask what the world needs. Ask what makes you come alive. Because what the world needs most is more people who have come alive.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

True leaders live their values everywhere, not just in the workplace.

Tom Paine has almost no influence on present-day thinking in the United States because he is unknown to the average citizen. Perhaps I might say right here that this is a national loss and a deplorable lack of understanding concerning the man who first proposed and first wrote those impressive words, 'the United States of America.' But it is hardly strange. Paine's teachings have been debarred from schools everywhere and his views of life misrepresented until his memory is hidden in shadows, or he is looked upon as of unsound mind. We never had a sounder intelligence in this Republic. He was the equal of Washington in making American liberty possible. Where Washington performed Paine devised and wrote. The deeds of one in the Weld were matched by the deeds of the other with his pen. Washington himself appreciated Paine at his true worth. Franklin knew him for a great patriot and clear thinker. He was a friend and confidant of Jefferson, and the two must often have debated the academic and practical phases of liberty. I consider Paine our greatest political thinker. As we have not advanced, and perhaps never shall advance, beyond the Declaration and Constitution, so Paine has had no successors who extended his principles. Although the present generation knows little of Paine's writings, and although he has almost no influence upon contemporary thought, Americans of the future will justly appraise his work. I am certain of it. Truth is governed by natural laws and cannot be denied. Paine spoke truth with a peculiarly clear and forceful ring. Therefore time must balance the scales. The Declaration and the Constitution expressed in form Paine's theory of political rights. He worked in Philadelphia at the time that the first document was written, and occupied a position of intimate contact with the nation's leaders when they framed the Constitution. Certainly we may believe that Washington had a considerable voice in the Constitution. We know that Jefferson had much to do with the document. Franklin also had a hand and probably was responsible in even larger measure for the Declaration. But all of these men had communed with Paine. Their views were intimately understood and closely correlated. There is no doubt whatever that the two great documents of American liberty reflect the philosophy of Paine. ...Then Paine wrote 'Common Sense,' an anonymous tract which immediately stirred the fires of liberty. It flashed from hand to hand throughout the Colonies. One copy reached the New York Assembly, in session at Albany, and a night meeting was voted to answer this unknown writer with his clarion call to liberty. The Assembly met, but could find no suitable answer. Tom Paine had inscribed a document which never has been answered adversely, and never can be, so long as man esteems his priceless possession. In 'Common Sense' Paine flared forth with a document so powerful that the Revolution became inevitable. Washington recognized the difference, and in his calm way said that matters never could be the same again. It must be remembered that 'Common Sense' preceded the declaration and affirmed the very principles that went into the national doctrine of liberty. But that affirmation was made with more vigor, more of the fire of the patriot and was exactly suited to the hour... Certainly [the Revolution] could not be forestalled, once he had spoken. {The Philosophy of Paine, June 7, 1925}

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.

I was obviously born to draw better than most people, just as the widow Berman and Paul Slazinger were obviously born to tell stories better than most people can. Other people are obviously born to sing and dance or explain the stars in the sky or do magic tricks or be great leaders or athletes, and so on. I think that could go back to the time when people had to live in small groups of relatives -- maybe fifty or a hundred people at the most. And evolution or God or whatever arranged things genetically to keep the little families going, to cheer them up, so that they could all have somebody to tell stories around the campfire at night, and somebody else to paint pictures on the walls of the caves, and somebody else who wasn't afraid of anything and so on. That's what I think. And of course a scheme like that doesn't make sense anymore, because simply moderate giftedness has been made worthless by the printing press and radio and television and satellites and all that. A moderately gifted person who would have been a community treasure a thousand years ago has to give up, has to go into some other line of work, since modern communications put him or her into daily competition with nothing but the world's champions. The entire planet can get along nicely now with maybe a dozen champion performers in each area of human giftedness. A moderately gifted person has to keep his or her gifts all bottled up until, in a manner of speaking, he or she gets drunk at a wedding and tapdances on the coffee table like Fred Astair or Ginger Rogers. We have a name for him or her. We call him or her an 'exhibitionist.' How do we reward such an exhibitionist? We say to him or her the next morning, 'Wow! Were you ever _drunk_ last night!

I know my Leader; that He is just as well as mighty; and while He has chosen a feeble instrument to perform a great task, He will, from the boundless stores of His providence, supply the inadequacy of the means to the end.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

When the performance of a unit goes down after an officer leaves, it is taken as a sign that he was a good leader, not that he was ineffective in training his people properly.

Only the mediocre die always at their best. Real leaders are always improving—and raising their bar on how superbly they can perform and how quickly they can move. —JEAN GIRAUDOUX

A leader has a great duty. You have to perform beyond the expectation of the people.

Elliott performed a dance called the Dance of the Twenty-Eight Veils in Times Square. It is on YouTube. Many commenters described it as the most boring erotic dance ever performed in the history of the world. I have never been so embarrassed in my unlife. I’m thinking of quitting being leader of the clan and becoming a vampire nun.

Adrian Cockcroft, Netflix’s seminal cloud architect, was once asked by a senior leader in a Fortune 500 company where he got his amazing people from. Cockcroft replied, “I hired them from you!

Let go of a need for personal recognition. Heap kudos on others and they’ll perform even better next time. Leaders are only as good as those who follow them and followers are at their best when leaders are quick to give credit for successes.

This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.

Unlike men in the same position, women leaders have to continue to walk the fine line between appearing incompetent and nice and competent but cold. Experimental studies find that, unlike men, when they try to negotiate greater compensation they are disliked. When they try out intimidation tactics they are disliked. When they succeed in a male occupation they are disliked. When they fail to perform the altruistic acts that are optional for men, they are disliked. When they do go beyond the call of duty they are not, as men are, liked more for it. When they criticize, they are disparaged . Even when they merely offer an opinion, people look displeased. The perceptive reader will notice a certain pattern emerging. The same behavior that enhances his status simply makes her less popular. It’s not hard to see that this makes the goal of getting ahead in the workplace distinctly more challenging for a woman.

Now you tell me, when a father goes ahead and washes diapers or performs some other mean task for his child, and someone ridicules him as an effeminate fool, though that father is acting in the spirit just described and in Christian faith, my dear fellow you tell me, which of the two is most keenly ridiculing the other? God, with all his angels and creatures, is smiling, not because that father is washing diapers, but because he is doing so in Christian faith. Those who sneer at him and see only the task but not the faith are ridiculing God with all his creatures, as the biggest fool on earth. Indeed, they are only ridiculing themselves; with all their cleverness they are nothing but devil’s fools.

A leader’s words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor’s heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new ideal.

When you're Singapore's leader and your existence depends on performance - extraordinary performance, better than your competitors - when that performance disappears because the system on which it's been based becomes eroded, then you've lost everything... I try to tell the younger generation that and they say the old man is playing the same record, we've heard it all before. I happen to know how we got here and I know how we can unscramble it." - On one freak election result ruining Singapore

Just like competence and performance, good performers are not necessarily the best of leaders.

Successful leaders balance pride with humility: absolute pride in performance; total humility before the magnitude of the task.

Leaders prioritize what they want.

Cars and decision makers, both need a service break, for better performance and long life.

When leaders are willing to prioritize trust over performance, performance almost always follows. However, when leaders have laser-focus on performance above all else, the culture inevitably suffers.

Research indicates that the highest performing managers and leaders are the most open and caring. The best leaders demonstrate more affection toward others and want others to be more open with them. They are more positive and passionate, more loving and compassionate, and more grateful and encouraging than their lower performing counterparts.

Many presume that integrating more advanced automation will directly translate into productivity gains. But research reveals that lower-performing algorithms often elicit greater human effort and diligence. When automation makes obvious mistakes, people stay attentive to compensate. Yet flawless performance prompts blind reliance, causing costly disengagement. Workers overly dependent on accurate automation sleepwalk through responsibilities rather than apply their own judgment.

In order to change the world, you must first change yourself. In order to have the right to see what is wrong with the world, you must first earn that right through seeing what is wrong with yourself. We do not become influencers, leaders and teachers, through pulling on our better attributes and applying those better attributes to a broken world like a healing balm; rather, we become influencers, leaders and teachers in this world, by performing within ourselves the purging that we wish to see take place in others.

As business leaders we need to understand that lack of data is not the issue. Most businesses have more than enough data to use constructively; we just don't know how to use it. The reality is that most businesses are already data rich, but insight poor.

Focusing on the negative often creates situations that demoralize people. When good performance is followed by a positive response, people naturally want to continue that behavior.

Feedback is important to people. We all want to know how well we’re doing. That’s why it is essential for an effective performance review system to provide ongoing feedback.

His hypothesis was that extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees.

The wise leader does not make a show of holiness or pass out grades for good performance. That would create a climate of success and failure. Competition and jealousy follow.

Leaders take actions. Attacking your plans with blows of actions will not cost you painful but temporal bruises. Never leave goals untouched.

Leaders with high esteem are high performers.

When leaders tolerate mediocrity, it’s a cancer that spreads like wildfire.

extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

Driving a positive, high-performing culture requires more than words. After all, everyone has a mission statement, but only the great organizations also have people who are on a mission.

Leaders dramatically influence the culture of their organizations through their own work habits. Being a leader does not mean one has 'made it' and is now exempt from hard work. Rather, leaders should set the pace for others. Few things discourage employees and volunteers any more than lazy leaders. Leaders should not ask their people to undertake tasks they are unwilling to perform themselves.

The most damaging example of the systems archetype called “drift to low performance” is the process by which modern industrial culture has eroded the goal of morality. The workings of the trap have been classic, and awful to behold. Examples of bad human behavior are held up, magnified by the media, affirmed by the culture, as typical. This is just what you would expect. After all, we’re only human. The far more numerous examples of human goodness are barely noticed. They are “not news.” They are exceptions. Must have been a saint. Can’t expect everyone to behave like that. And so expectations are lowered. The gap between desired behavior and actual behavior narrows. Fewer actions are taken to affirm and instill ideals. The public discourse is full of cynicism. Public leaders are visibly, unrepentantly amoral or immoral and are not held to account. Idealism is ridiculed. Statements of moral belief are suspect. It is much easier to talk about hate in public than to talk about love.

Catching people doing things right provides satisfaction and motivates good performance. But remember, give praise immediately, make it specific, and finally, encourage people to keep up the good work.

Just as every crop performs on its specific type of soil, and not all fishes can grow in every kind of water, so is leadership. You can’t lead where you can’t thrive; you can lead where you can survive!

When parties in a state are violent, he offered a wonderful contrivance to reconcile them. The method is this: You take a hundred leaders of each party; you dispose them into couples of such whose heads are nearest of a size; then let two nice operators saw off the occiput of each couple at the same time, in such a manner that the brain may be equally divided. Let the occiputs, thus cut off, be interchanged, applying each to the head of his opposite party-man. It seems indeed to be a work that requires some exactness, but the professor assured us, "that if it were dexterously performed, the cure would be infallible." For he argued thus: "that the two half brains being left to debate the matter between themselves within the space of one skull, would soon come to a good understanding, and produce that moderation, as well as regularity of thinking, so much to be wished for in the heads of those, who imagine they come into the world only to watch and govern its motion: and as to the difference of brains, in quantity or quality, among those who are directors in faction, the doctor assured us, from his own knowledge, that "it was a perfect trifle.

When Debbie was fourteen, she felt "impressed by the Lord" to marry Ray Blackmore, the community leader. Debbie asked her father to share her divine impression with Prophet LeRoy Johnson, who would periodically travel to Bountiful from Short Creek to perform various religious duties. Because Debbie was lithe and beautiful, Uncle Roy approved of the match. A year later the prophet returned to Canada and married her to the ailing fifty-seven-year-old Blackmore. As his sixth wife, Debbie became a stepmother to Blackmore's thirty-one kids, most of whom were older than she was. And because he happened to be the father of Debbie's own stepmother, Mem, she unwittingly became a stepmother to her stepmother, and thus a step grandmother to herself.

Good Stories Always Beat Good Spreadsheets” “Whether you are raising money, pitching your product to customers, selling the company, or recruiting employees, never forget that underneath all the math and the MBA bullshit talk, we are all still emotionally driven human beings. We want to attach ourselves to narratives. We don’t act because of equations. We follow our beliefs. We get behind leaders who stir our feelings. In the early days of your venture, if you find someone diving too deep into the numbers, that means they are struggling to find a reason to deeply care about you.

At this point, I can no longer avoid setting out, in an initial, provisional statement, my own hypothesis about the origin of “bad conscience.” It is not easy to get people to attend to it, and it requires them to consider it at length, to guard it, and to sleep on it. I consider bad conscience the profound illness which human beings had to come down with, under the pressure of the most fundamental of all the changes which they experienced—that change when they finally found themselves locked within the confines of society and peace. Just like the things water animals must have gone though when they were forced either to become land animals or to die off, so events must have played themselves out with this half-beast so happily adapted to the wilderness, war, wandering around, adventure—suddenly all its instincts were devalued and “disengaged.” From this point on, these animals were to go on foot and “carry themselves”; whereas previously they had been supported by the water. A terrible heaviness weighed them down. In performing the simplest things they felt ungainly. In dealing with this new unknown world, they no longer had their old leader, the ruling unconscious drives which guided them safely. These unfortunate creatures were reduced to thinking, inferring, calculating, bringing together cause and effect, reduced to their “consciousness,” their most impoverished and error-prone organ! I believe that on earth there has never been such a feeling of misery, such a leaden discomfort—while at the same time those old instincts had not all at once stopped imposing their demands! Only it was difficult and seldom possible to do their bidding. For the most part, they had to find new and, as it were, underground satisfactions for them.

I’ve come to learn that leadership is not automatically granted to you because of your position or your salary or the size of your office. Leadership is influence based on trust that you have earned. A leader is not someone who declares what he wants and then gets angry when he doesn’t get it. A true leader is someone who is going someplace and taking people with him, a catalyst for elite performance who enables people to achieve things they wouldn’t achieve on their own. A leader is someone who earns trust, sets a clear standard, and then equips and inspires people to meet that standard.

The other type of politician tends to be manipulative, selfish, and have unhealthy needs to be the center of attention. These people play games, start rumors, get little done but take credit for others’ work, and jockey to been seen as indispensable to their leaders. Leaders who fall under this type of politician’s spell often have teams with poor morale and performance. Partners

In a later chapter he describes a massive failure of intuition: Americans elected President Harding, whose only qualification for the position was that he perfectly looked the part. Square jawed and tall, he was the perfect image of a strong and decisive leader. People voted for someone who looked strong and decisive without any other reason to believe that he was. An intuitive prediction of how Harding would perform as president arose from substituting one question for another. A reader of this book should expect such an intuition to be held with confidence.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

...while hiding in plain sight in Belgrade, undercover as a New Age mountebank, Karadžić frequented a bar called Mad House - Luda kuća. Mad House offered weekly gusle-accompanied performances of Serbian epic poetry; wartime pictures of him and General Ratko Mladić, the Bosnian Serbs' military leader (now on trial in The Hague), proudly hung on the walls. A local newspaper claimed that, on at least one occasion, Karadžić performed an epic poem in which he himself featured as the main hero, undertaking feats of extermination. Consider the horrible postmodernism of the situation: an undercover war criminal narrating his own crimes in decasyllabic verse, erasing his personality so that he could assert it more forcefully and heroically.

The culture of a company is the behavior of its leaders. Leaders get the behavior they exhibit and tolerate. You change the culture of the company by changing the behavior of its leaders. You measure the change in culture by measuring the change in the personal behavior of its leaders and the performance of the business.

What this means is that the converse is also true. A supportive and well-managed work environment is good for one’s health. Those who feel they have more control, who feel empowered to make decisions instead of waiting for approval, suffer less stress. Those only doing as they are told, always forced to follow the rules, are the ones who suffer the most. Our feelings of control, stress, and our ability to perform at our best are all directly tied to how safe we feel in our organizations. Feeling unsafe around those we expect to feel safe—those in our tribes (work is the modern version of the tribe)—fundamentally violates the laws of nature and how we were designed to live.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

In (hyper-loyal) cultures, loyalty is so highly prized that it covers a multitude of leadership sins. I’ve seen numerous bad leaders cover their ineptitude by stressing the importance of loyalty over competence. They teach that loyalty is more important than excellence and they use that idea to distract the team from their own inability to perform.

Con men need a battery of traits to win their victims’ trust and lighten their wallets. Chicago’s Leo Koretz had them all. They must be good actors and Leo, acting the part of a savvy financier who hobnobbed with a mysterious syndicate of millionaires, delivered a magnificent performance. They must be likeable, and everyone liked and trusted the generous, wisecracking, charming Leo. He could have been a top-flight lawyer, a business leader, or perhaps a powerful politician. He chose, instead, to become a master of promoting phony stocks.

Great leaders possess tremendous long-term clarity about what they’re trying to accomplish both personally and in their careers. And it’s this long-term perspective that builds character, wisdom, and self-discipline. Long-term thinking is the hallmark of high-performance living, yet it’s often neglected in favor of the treadmill of urgent activities of the moment.

One giver is greater than a thousand takers. One earner is greater than a thousand beggars. One achiever is greater than a thousand quitters. One performer is greater than a thousand complainers. One learner is greater than a thousand teachers. One creator is greater than a thousand imitators. One leader is greater than a thousand followers. One thinker is greater than a thousand dreamers. One conqueror is greater than a thousand warriors. One master is greater than a thousand amateurs. One encourager is greater than a thousand haters. One victor is greater than a thousand failures.

When people lead from the perspective of fear, they can be intimidating. They’re not open. They don’t listen. They’re not willing to admit when they’ve made a mistake. It’s always someone else’s fault.   That kind of leadership model is not sustainable. It might produce decent performance over a short period of time. But I don’t think you’re a leader when you lead through fear—you’re a manager.

They’re excessively orderly in the workplace, almost to the point of being OCD. Whatever industry you work in, these people will always fail to see the bigger picture. They will exaggerate their insignificant, paltry roll to others, kidding on that they’re an actual leader in the team, yet their work is very often meaningless and inconsequential. They have an almost ritualistic compulsion to ensure things are in the right place, striving for flawlessness, setting high performance standards for others, even though it’s probably none of their business, and they can be very critical regarding their evaluations of others. In short, they’re a pain in the arse.

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

What is trust? I could give you a dictionary definition, but you know it when you feel it. Trust happens when leaders are transparent, candid, and keep their word. It’s that simple. Your people should always know where they stand in terms of their performance. They have to know how the business is doing. And sometimes the news is not good—such as imminent layoffs—and any normal person would rather avoid delivering it. But you have to fight the impulse to pad or diminish hard messages or you’ll pay with your team’s confidence and energy.

Even though he had lived in Monroe County his whole life, Walter McMillian had never heard of Harper Lee or To Kill a Mockingbird. Monroeville, Alabama, celebrated its native daughter Lee shamelessly after her award-winning book became a national bestseller in the 1960s. She returned to Monroe County but secluded herself and was rarely seen in public. Her reclusiveness proved no barrier to the county’s continued efforts to market her literary classic—or to market itself by using the book’s celebrity. Production of the film adaptation brought Gregory Peck to town for the infamous courtroom scenes; his performance won him an Academy Award. Local leaders later turned the old courthouse into a “Mockingbird” museum. A group of locals formed “The Mockingbird Players of Monroeville” to present a stage version of the story. The production was so popular that national and international tours were organized to provide an authentic presentation of the fictional story to audiences everywhere. Sentimentality about Lee’s story grew even as the harder truths of the book took no root.

Even more essential, however, is the identification of the individuals in the masses with the "führer." The more helpless the "mass-individual" has become, owing to his upbringing, the more pronounced is his identification with the führer, and the more the childish need for protection is disguised in the form of a feeling at one with the führer. This inclination to identify is the psychological basis of national narcissism, i.e., of the self-confidence that individual man derives from the "greatness of the nation." The reactionary lower middle-class man perceives himself in the führer, in the authoritarian state. On the basis of this identification he feels himself to be a defender of the "national heritage," of the "nation," which does not prevent him, likewise on the basis of this identification, from simultaneously despising "the masses" and confronting them as an individual. The wretchedness of his material and sexual situation is so overshadowed by the exalting idea of belonging to a master race and having a brilliant führer that, as time goes on, he ceases to realize how completely he has sunk to a position of insignificant, blind allegiance. The worker who is conscious of his skills—he, in short, who has rid himself of his submissive structure, who identifies with his work and not with the führer, with the international working masses and not with the national homeland—represents the opposite of this. He feels himself to be a leader, not on the basis of his identification with the führer, but on the basis of his consciousness of performing work that is vitally necessary for society's existence.

Another great example of the power of vulnerability -- this time in a corporation -- is the leadership approach taken by Lululemon's CEO, Christine Day. In a video interview with CNN Money, Day explained that she was once a very bright, smart executive who "majored in being right." Her transformation came when she realized that getting people to engage and take ownership wasn't about "the teling" but about letting them come into the idea in a purpose-led way, and that her job was creating the space for others to perform. She chracterized this change as the shift from "having the best idea or problem solving" to "being the best leader of people.

Ironically, for peer-to-peer accountability to become a part of a team’s culture, it has to be modeled by the leader. That’s right. Even though I said earlier that the best kind of accountability is peer-to-peer, the key to making it stick is the willingness of the team leader to do something I call “enter the danger” whenever someone needs to be called on their behavior or performance. That means being willing to step right into the middle of a difficult issue and remind individual team members of their responsibility, both in terms of behavior and results. But most leaders I know have a far easier time holding people accountable for their results than they do for behavioral issues. This is a problem because behavioral problems almost always precede results. That means team members have to be willing to call each other on behavioral issues, as uncomfortable as that might be, and if they see their leader balk at doing this, then they aren’t going to do it themselves.

For hierarchy, according to the anthropologist Christopher Boehm. Boehm studied tribal cultures early in his career, but had also studied chimpanzees with Jane Goodall. He recognized the extraordinary similarities in the ways that humans and chimpanzees display dominance and submission. In his book Hierarchy in the Forest, Boehm concluded that human beings are innately hierarchical, but that at some point during the last million years our ancestors underwent a “political transition” that allowed them to live as egalitarians by banding together to rein in, punish, or kill any would-be alpha males who tried to dominate the group. Alpha male chimps are not truly leaders of their groups. They perform some public services, such as mediating conflicts.28 But most of the time, they are better described as bullies who take what they want. Yet even among chimpanzees, it sometimes happens that subordinates gang up to take down alphas, occasionally going as far as to kill them.29 Alpha male chimps must therefore know their limits and have enough political skill to cultivate a few allies and stave off rebellion.

it’s almost like, sometimes, I’m not a participant in my own life. I’m an observer of that guy who’s doing it. So, if I’m having a conversation with you and we’re trying to discuss a point, I’m watching and saying [to myself], ‘Wait, am I being too emotional right now? Wait a second, look at him. What is his reaction?’ Because I’m not reading you correctly if I’m seeing you through my own emotion or ego. I can’t really see what you’re thinking if I’m emotional. But if I step out of that, now I can see the real you and assess if you are getting angry, or if your ego is getting hurt, or if you’re about to cave because you’re just fed up with me. Whereas, if I’m raging in my own head, I might miss all of that. So being able to detach as a leader is critical.

And yet that performance has a method. Trump's artlessness, like Mark Antony's, is only apparent. Listen, for example, as he performs one of his favorite riffs. He begins by saying something critical of Mexicans and Chinese. Then he turns around and says, 'I love the Mexican and Chinese people, especially the rich ones who buy my apartments or stay at my hotels or play on my golf courses.' It's their leaders I criticize, he explains, but then in a millisecond he pulls the sting from the criticism: 'they are smarter and stronger than our leaders; they're beating us.' And then the payoff all this has been leading up to, the making explicit of what has been implied all along. 'If I can sell them condominiums, rent space to them in my building at my price, and outfox them in deals, I could certainly outmaneuver them when it came to trade negotiations and immigration.' (And besides, they love me.) Here is the real message, the message that makes sense of the disparate pieces of what looks like mere disjointed fumbling: I am Donald Trump; nobody owns me. I don't pander to you. I don't pretend to be nice and polite; I am rich and that's what you would like to be; I'm a winner; I beat people at their own game, and if you vote for me I will beat our adversaries; if you want wonky policy details, go with those losers who offer you ten-point plans; if you want to feel good about yourselves and your country, stick with me. So despite the lack of a formal center or an orderly presentation, Trump was always on point because the point was always the same. He couldn't get off message because the one message was all he had.

According to the gospels, Christ healed diseases, cast out devils, rebuked the sea, cured the blind, fed multitudes with five loaves and two fishes, walked on the sea, cursed a fig tree, turned water into wine and raised the dead. How is it possible to substantiate these miracles? The Jews, among whom they were said to have been performed, did not believe them. The diseased, the palsied, the leprous, the blind who were cured, did not become followers of Christ. Those that were raised from the dead were never heard of again. Can we believe that Christ raised the dead? A widow living in Nain is following the body of her son to the tomb. Christ halts the funeral procession and raises the young man from the dead and gives him back to the arms of his mother. This young man disappears. He is never heard of again. No one takes the slightest interest in the man who returned from the realm of death. Luke is the only one who tells the story. Maybe Matthew, Mark and John never heard of it, or did not believe it and so failed to record it. John says that Lazarus was raised from the dead. It was more wonderful than the raising of the widow’s son. He had not been laid in the tomb for days. He was only on his way to the grave, but Lazarus was actually dead. He had begun to decay. Lazarus did not excite the least interest. No one asked him about the other world. No one inquired of him about their dead friends. When he died the second time no one said: “He is not afraid. He has traveled that road twice and knows just where he is going.” We do not believe in the miracles of Mohammed, and yet they are as well attested as this. We have no confidence in the miracles performed by Joseph Smith, and yet the evidence is far greater, far better. If a man should go about now pretending to raise the dead, pretending to cast out devils, we would regard him as insane. What, then, can we say of Christ? If we wish to save his reputation we are compelled to say that he never pretended to raise the dead; that he never claimed to have cast out devils. We must take the ground that these ignorant and impossible things were invented by zealous disciples, who sought to deify their leader. In those ignorant days these falsehoods added to the fame of Christ. But now they put his character in peril and belittle the authors of the gospels. Christianity cannot live in peace with any other form of faith. If that religion be true, there is but one savior, one inspired book, and but one little narrow grass-grown path that leads to heaven. Why did he not again enter the temple and end the old dispute with demonstration? Why did he not confront the Roman soldiers who had taken money to falsely swear that his body had been stolen by his friends? Why did he not make another triumphal entry into Jerusalem? Why did he not say to the multitude: “Here are the wounds in my feet, and in my hands, and in my side. I am the one you endeavored to kill, but death is my slave”? Simply because the resurrection is a myth. The miracle of the resurrection I do not and cannot believe. We know nothing certainly of Jesus Christ. We know nothing of his infancy, nothing of his youth, and we are not sure that such a person ever existed. There was in all probability such a man as Jesus Christ. He may have lived in Jerusalem. He may have been crucified; but that he was the Son of God, or that he was raised from the dead, and ascended bodily to heaven, has never been, and, in the nature of things, can never be, substantiated.

In this chapter, I want to focus on the really big crimes that have been committed by atheist groups and governments. In the past hundred years or so, the most powerful atheist regimes—Communist Russia, Communist China, and Nazi Germany—have wiped out people in astronomical numbers. Stalin was responsible for around twenty million deaths, produced through mass slayings, forced labor camps, show trials followed by firing squads, population relocation and starvation, and so on. Jung Chang and Jon Halliday’s authoritative recent study Mao: The Unknown Story attributes to Mao Zedong’s regime a staggering seventy million deaths.4 Some China scholars think Chang and Halliday’s numbers are a bit high, but the authors present convincing evidence that Mao’s atheist regime was the most murderous in world history. Stalin’s and Mao’s killings—unlike those of, say, the Crusades or the Thirty Years’ War—were done in peacetime and were performed on their fellow countrymen. Hitler comes in a distant third with around ten million murders, six million of them Jews. So far, I haven’t even counted the assassinations and slayings ordered by other Soviet dictators like Lenin, Khrushchev, Brezhnev, and so on. Nor have I included a host of “lesser” atheist tyrants: Pol Pot, Enver Hoxha, Nicolae Ceaus̹escu, Fidel Castro, Kim Jong-il. Even these “minor league” despots killed a lot of people. Consider Pol Pot, who was the leader of the Khmer Rouge, the Communist Party faction that ruled Cambodia from 1975 to 1979. Within this four-year period Pol Pot and his revolutionary ideologues engaged in systematic mass relocations and killings that eliminated approximately one-fifth of the Cambodian population, an estimated 1.5 million to 2 million people. In fact, Pol Pot killed a larger percentage of his countrymen than Stalin and Mao killed of theirs.5 Even so, focusing only on the big three—Stalin, Hitler, and Mao—we have to recognize that atheist regimes have in a single century murdered more than one hundred million people.

Dinah said, “Ivy, you want to take this or should I?” “I’ll do it. You’re busy,” Ivy said. Dinah could hear her twisting around in the pilot’s seat to look at Julia. She spoke as follows: “Julia. Shut up. If you say another fucking word I’ll stave your fucking head in and put your corpse out the airlock. Nothing about this is acceptable. Starting with the fact that you are flapping your gums, posing a distraction to Dinah while she is carrying out a difficult mission-critical operation to protect the Cloud Ark. You just attempted to countermand a direct order from Markus, who is in charge of everything here under the PSAPS clause of the Cloud Ark Constitution. You are up here illegally. The Crater Lake Accord specifically barred the sending of national leaders to the Cloud Ark. You have violated that commitment and found a way to be launched up here anyhow, and judging from the looks of it there was no end of dirty dealing along the way. Your vehicle approached the Cloud Ark in a manner incompatible with our safety and security procedures, endangering the lives of everyone up here, and forcing arklets and Izzy itself to expend priceless and irreplaceable fuel to perform evasive maneuvers. We were sent here on an emergency basis, placing ourselves in harm’s way and expending more scarce resources to clean up the mess that you created by your cowardly and dishonorable act. For all of these reasons I am commanding you, by my authority as the commander of this vessel, to remain silent until we have docked safely at Izzy.

Grant had a theory about which kinds of circumstances would call for introverted leadership. His hypothesis was that extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees. To test his idea, he and two colleagues, professors Francesca Gino of Harvard Business School and David Hofman of the Kenan-Flagler Business School at the University of North Carolina, carried out a pair of studies of their own. In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent. In

Legalism The weight we are describing is called legalism. It is a form of religious perfectionism that focuses on the careful performance and avoidance of certain behaviors. It teaches people to gain a sense of spiritual acceptance based on their performance, instead of accepting it as a gift on the basis of Christ. Why were the leaders of Jesus’ and Paul’s day spreading legalistic teaching? Was it simply a matter of being right? It’s more serious than that. Look at Galatians 6: 12-13: Those who desire to make a good showing in the flesh try to compel you to be circumcised, simply that they may not be persecuted for the cross of Christ. For those who are circumcised do not even keep the Law themselves, but they desire to have you circumcised, that they may boast in your flesh. You see, living with Jesus as your only source of life and acceptance is a confrontation to those who seek God’s approval on the basis of their own religious behavior. This, then, explains the pressure you feel to perform religious behaviors in spiritually abusive contexts. If you perform as they say you must: (1) it will make them look good; (2) their self-righteousness will escape the scrutiny of the cross of Christ as the only means to God’s favor; (3) it will allow them to examine you instead of themselves; (4) they will be able to “boast in” or gain a sense of validation from your religious performance. Can you see the abusive dynamic described in chapter one? Here we have religious people trying to meet their own spiritual needs through someone else’s religious performance. And it’s all cloaked in the language of being holy and helping others to live holy lives.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Don Chrisantos Michael Wanzala "Don CM Wanzala" (born April 13), popularly known as Don Santo (stylized as DON SANTO) is a Kenyan singer, rapper, songwriter, arranger, actor, author, content producer, Photo-Videographer, Creative Director (Blame It On Don), entrepreneur, record executive and Leader of the Klassik Nation and chairman and president of Global Media Ltd, based in Nairobi City in Kenya. ​ The genius of DON SANTO rests in his willingness to break from traditional formula and constantly push the envelope. He flips the method of the moment with undeniable swagger and bold African sensibility. As a songwriter, Santo revisits simple, but profound aspects of the human experience – love, lust, desire, joy, and pain that define classical art and drama. He applies his concept to rich, full vocals that exude his intended effect. It is this uncanny ability to compose classics and deliver electrifying live performances that define everything that is essential DON SANTO. In 2015, Santo won the East Africa Music Awards in the Artist of the year Category while his song "Sina Makosa" won the Song of The year. A believer in GOD, FAMILY & GOOD LIFE (Klassikanity).

{From Luther Burbank's funeral. He was loved until he revealed he was an atheist, then he began to receive death threats. He tried to amiably answer them all, leading to his death} It is impossible to estimate the wealth he has created. It has been generously given to the world. Unlike inventors, in other fields, no patent rights were given him, nor did he seek a monopoly in what he created. Had that been the case, Luther Burbank would have been perhaps the world's richest man. But the world is richer because of him. In this he found joy that no amount of money could give. And so we meet him here today, not in death, but in the only immortal life we positively know--his good deeds, his kindly, simple, life of constructive work and loving service to the whole wide world. These things cannot die. They are cumulative, and the work he has done shall be as nothing to its continuation in the only immortality this brave, unselfish man ever sought, or asked to know. As great as were his contributions to the material wealth of this planet, the ages yet to come, that shall better understand him, will give first place in judging the importance of his work to what he has done for the betterment of human plants and the strength they shall gain, through his courage, to conquer the tares, the thistles and the weeds. Then no more shall we have a mythical God that smells of brimstone and fire; that confuses hate with love; a God that binds up the minds of little children, as other heathen bind up their feet--little children equally helpless to defend their precious right to think and choose and not be chained from the dawn of childhood to the dogmas of the dead. Luther Burbank will rank with the great leaders who have driven heathenish gods back into darkness, forever from this earth. In the orthodox threat of eternal punishment for sin--which he knew was often synonymous with yielding up all liberty and freedom--and in its promise of an immortality, often held out for the sacrifice of all that was dear to life, the right to think, the right to one's mind, the right to choose, he saw nothing but cowardice. He shrank from such ways of thought as a flower from the icy blasts of death. As shown by his work in life, contributing billions of wealth to humanity, with no more return than the maintenance of his own breadline, he was too humble, too unselfish, to be cajoled with dogmatic promises of rewards as a sort of heavenly bribe for righteous conduct here. He knew that the man who fearlessly stands for the right, regardless of the threat of punishment or the promise of reward, was the real man. Rather was he willing to accept eternal sleep, in returning to the elements from whence he came, for in his lexicon change was life. Here he was content to mingle as a part of the whole, as the raindrop from the sea performs its sacred service in watering the land to which it is assigned, that two blades may grow instead of one, and then, its mission ended, goes back to the ocean from whence it came. With such service, with such a life as gardener to the lilies of the field, in his return to the bosoms of infinity, he has not lost himself. There he has found himself, is a part of the cosmic sea of eternal force, eternal energy. And thus he lived and always will live. Thomas Edison, who believes very much as Burbank, once discussed with me immortality. He pointed to the electric light, his invention, saying: 'There lives Tom Edison.' So Luther Burbank lives. He lives forever in the myriad fields of strengthened grain, in the new forms of fruits and flowers, plants, vines, and trees, and above all, the newly watered gardens of the human mind, from whence shall spring human freedom that shall drive out false and brutal gods. The gods are toppling from their thrones. They go before the laughter and the joy of the new childhood of the race, unshackled and unafraid.

But despite the Secret Service–like behavior, and the regal nomenclature, there’s nothing hierarchical about the way an ant colony does its thinking. “Although queen is a term that reminds us of human political systems,” Gordon explains, “the queen is not an authority figure. She lays eggs and is fed and cared for by the workers. She does not decide which worker does what. In a harvester ant colony, many feet of intricate tunnels and chambers and thousands of ants separate the queen, surrounded by interior workers, from the ants working outside the nest and using only the chambers near the surface. It would be physically impossible for the queen to direct every worker’s decision about which task to perform and when.” The harvester ants that carry the queen off to her escape hatch do so not because they’ve been ordered to by their leader; they do it because the queen ant is responsible for giving birth to all the members of the colony, and so it’s in the colony’s best interest—and the colony’s gene pool—to keep the queen safe. Their genes instruct them to protect their mother, the same way their genes instruct them to forage for food. In other words, the matriarch doesn’t train her servants to protect her, evolution does. Popular culture trades in Stalinist ant stereotypes—witness the authoritarian colony regime in the animated film Antz—but in fact, colonies are the exact opposite of command economies. While they are capable of remarkably coordinated feats of task allocation, there are no Five-Year Plans in the ant kingdom. The colonies that Gordon studies display some of nature’s most mesmerizing decentralized behavior: intelligence and personality and learning that emerges from the bottom up.

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.

I have again been asked to explain how one can "become a Daoists..." with all of the sad things happening in our world today, Laozi and Zhuangzi give words of advice, tho not necessarily to become a Daoist priest or priestess... " So many foreigners who want to become “Religious Daoists” 道教的道师 （道士） do not realize that they must not only receive a transmission of a Lu 籙 register which identifies their Daoist school, and learn as well how to sing the ritual melodies, play the flute, stringed instruments, drums, and sacred dance steps, required to be an ordained and functioning Daoist priest or priestess. This process usually takes 10 years or more of daily discipleship and practice, to accomplish. There are 86 schools and genre of Daoist rituals listed in the Baiyun Guan Gazeteer, 白雲觀志, which was edited by Oyanagi Sensei, in Tokyo, 1928, and again in 1934, and re-published by Baiyun Guan in Beijing, available in their book shop to purchase. Some of the schools, such as the Quanzhen Longmen 全真龙门orders, allow their rituals and Lu registers to be learned by a number of worthy disciples or monks; others, such as the Zhengyi, Qingwei, Pole Star, and Shangqing 正一，清微，北极，上请 registers may only be taught in their fullness to one son and/or one disciple, each generation. Each of the schools also have an identifying poem, from 20 or 40 character in length, or in the case of monastic orders (who pass on the registers to many disciples), longer poems up to 100 characters, which identify the generation of transmission from master to disciple. The Daoist who receives a Lu register (給籙元科, pronounced "Ji Lu Yuanke"), must use the character from the poem given to him by his or her master, when composing biao 表 memorials, shuwen 梳文 rescripts, and other documents, sent to the spirits of the 3 realms (heaven, earth, water /underworld). The rituals and documents are ineffective unless the correct characters and talismanic signature are used. The registers are not given to those who simply practice martial artists, Chinese medicine, and especially never shown to scholars. The punishment for revealing them to the unworthy is quite severe, for those who take payment for Lu transmission, or teaching how to perform the Jinlu Jiao and Huanglu Zhai 金籙醮，黃籙齋 科儀 keyi rituals, music, drum, sacred dance steps. Tang dynasty Tangwen 唐文 pronunciation must also be used when addressing the highest Daoist spirits, i.e., the 3 Pure Ones and 5 Emperors 三请五帝. In order to learn the rituals and receive a Lu transmission, it requires at least 10 years of daily practice with a master, by taking part in the Jiao and Zhai rituals, as an acolyte, cantor, or procession leader. Note that a proper use of Daoist ritual also includes learning Inner Alchemy, ie inner contemplative Daoist meditation, the visualization of spirits, where to implant them in the body, and how to summon them forth during ritual. The woman Daoist master Wei Huacun’s Huangting Neijing, 黃庭內經 to learn the esoteric names of the internalized Daoist spirits. Readers must be warned never to go to Longhu Shan, where a huge sum is charged to foreigners ($5000 to $9000) to receive a falsified document, called a "license" to be a Daoist! The first steps to true Daoist practice, Daoist Master Zhuang insisted to his disciples, is to read and follow the Laozi Daode Jing and the Zhuangzi Neipian, on a daily basis. Laozi Ch 66, "the ocean is the greatest of all creatures because it is the lowest", and Ch 67, "my 3 most precious things: compassion for all, frugal living for myself, respect all others and never put anyone down" are the basis for all Daoist practice. The words of Zhuangzi, Ch 7, are also deeply meaningful: "Yin and Yang were 2 little children who loved to play inside Hundun (ie Taiji, gestating Dao). They felt sorry because Hundun did not have eyes, or eats, or other senses. So everyday they drilled one hole, ie 2 eyes, 2 ears, 2 nostrils, one mouth; and on the 7th day, Hundun died.

claque, aka canned laughter It’s becoming increasingly clear that there’s nothing new under the sun (a heavenly body, by the way, that some Indian ascetics stare at till they go blind). I knew that some things had a history—the Constitution, rhythm and blues, Canada—but it’s the odd little things that surprise me with their storied past. This first struck me when I was reading about anesthetics and I learned that, in the early 1840s, it became fashionable to hold parties where guests would inhale nitrous oxide out of bladders. In other words, Whip-it parties! We held the exact same kind of parties in high school. We’d buy fourteen cans of Reddi-Wip and suck on them till we had successfully obliterated a couple of million neurons and face-planted on my friend Andy’s couch. And we thought we were so cutting edge. And now, I learn about claque, which is essentially a highbrow French word for canned laughter. Canned laughter was invented long before Lucille Ball stuffed chocolates in her face or Ralph Kramden threatened his wife with extreme violence. It goes back to the 4th century B.C., when Greek playwrights hired bands of helpers to laugh at their comedies in order to influence the judges. The Romans also stacked the audience, but they were apparently more interested in applause than chuckles: Nero—emperor and wannabe musician—employed a group of five thousand knights and soldiers to accompany him on his concert tours. But the golden age of canned laughter came in 19th-century France. Almost every theater in France was forced to hire a band called a claque—from claquer, “to clap.” The influential claque leaders, called the chefs de claque, got a monthly payment from the actors. And the brilliant innovation they came up with was specialization. Each claque member had his or her own important job to perform: There were the rieurs, who laughed loudly during comedies. There were the bisseurs, who shouted for encores. There were the commissaires, who would elbow their neighbors and say, “This is the good part.” And my favorite of all, the pleureuses, women who were paid good francs to weep at the sad parts of tragedies. I love this idea. I’m not sure why the networks never thought of canned crying. You’d be watching an ER episode, and a softball player would come in with a bat splinter through his forehead, and you’d hear a little whimper in the background, turning into a wave of sobs. Julie already has trouble keeping her cheeks dry, seeing as she cried during the Joe Millionaire finale. If they added canned crying, she’d be a mess.

Baron, Baroness Originally, the term baron signified a person who owned land as a direct gift from the monarchy or as a descendant of a baron. Now it is an honorary title. The wife of a baron is a baroness. Duke, Duchess, Duchy, Dukedom Originally, a man could become a duke in one of two ways. He could be recognized for owning a lot of land. Or he could be a victorious military commander. Now a man can become a duke simply by being appointed by a monarch. Queen Elizabeth II appointed her husband Philip the Duke of Edinburgh and her son Charles the Duke of Wales. A duchess is the wife or widow of a duke. The territory ruled by a duke is a duchy or a dukedom. Earl, Earldom Earl is the oldest title in the English nobility. It originally signified a chieftan or leader of a tribe. Each earl is identified with a certain area called an earldom. Today the monarchy sometimes confers an earldom on a retiring prime minister. For example, former Prime Minister Harold Macmillan is the Earl of Stockton. King A king is a ruling monarch. He inherits this position and retains it until he abdicates or dies. Formerly, a king was an absolute ruler. Today the role of King of England is largely symbolic. The wife of a king is a queen. Knight Originally a knight was a man who performed devoted military service. The title is not hereditary. A king or queen may award a citizen with knighthood. The criterion for the award is devoted service to the country. Lady One may use Lady to refer to the wife of a knight, baron, count, or viscount. It may also be used for the daughter of a duke, marquis, or earl. Marquis, also spelled Marquess. A marquis ranks above an earl and below a duke. Originally marquis signified military men who stood guard on the border of a territory. Now it is a hereditary title. Lord Lord is a general term denoting nobility. It may be used to address any peer (see below) except a duke. The House of Lords is the upper house of the British Parliament. It is a nonelective body with limited powers. The presiding officer for the House of Lords is the Lord Chancellor or Lord High Chancellor. Sometimes a mayor is called lord, such as the Lord Mayor of London. The term lord may also be used informally to show respect. Peer, Peerage A peer is a titled member of the British nobility who may sit in the House of Lords, the upper house of Parliament. Peers are ranked in order of their importance. A duke is most important; the others follow in this order: marquis, earl, viscount, baron. A group of peers is called a peerage. Prince, Princess Princes and princesses are sons and daughters of a reigning king and queen. The first-born son of a royal family is first in line for the throne, the second born son is second in line. A princess may become a queen if there is no prince at the time of abdication or death of a king. The wife of a prince is also called a princess. Queen A queen may be the ruler of a monarchy, the wife—or widow—of a king. Viscount, Viscountess The title Viscount originally meant deputy to a count. It has been used most recently to honor British soldiers in World War II. Field Marshall Bernard Montgomery was named a viscount. The title may also be hereditary. The wife of a viscount is a viscountess. (In pronunciation the initial s is silent.) House of Windsor The British royal family has been called the House of Windsor since 1917. Before then, the royal family name was Wettin, a German name derived from Queen Victoria’s husband. In 1917, England was at war with Germany. King George V announced that the royal family name would become the House of Windsor, a name derived from Windsor Castle, a royal residence. The House of Windsor has included Kings George V, Edward VII, George VI, and Queen Elizabeth II.