Potential Leader Quotes

Great leaders can see the greatness in others when they can’t see it themselves and lead them to their highest potential they don’t even know.

Relational skills are the most important abilities in leadership.

I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential.

Self-leaders are still true leaders even if they have no known followers. True leaders inspire by the influence of their characters and general self-made brands. Leadership is defined by the virtues of one's behaviour.

True leaders bring out your personal best. They ignite your human potential”.

Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves.

But they can rule by fraud, and by fraud eventually acquire access to the tools they need to finish the job of killing off the Constitution.' 'What sort of tools?' 'More stringent security measures. Universal electronic surveillance. No-knock laws. Stop and frisk laws. Government inspection of first-class mail. Automatic fingerprinting, photographing, blood tests, and urinalysis of any person arrested before he is charged with a crime. A law making it unlawful to resist even unlawful arrest. Laws establishing detention camps for potential subversives. Gun control laws. Restrictions on travel. The assassinations, you see, establish the need for such laws in the public mind. Instead of realizing that there is a conspiracy, conducted by a handful of men, the people reason—or are manipulated into reasoning—that the entire population must have its freedom restricted in order to protect the leaders. The people agree that they themselves can't be trusted.

Self-leaders do not look for followers because they are busily pursuing their influencial dreams that followers will trace and ask for. Followers look for influence and that can be obtained from self-leaders.

Former corporal Hitler, decorated for his service on the front lines of the Great War, may have believed he knew more about waging war than the Prussian generals. His successes as an infantryman, terrorist, diplomatic bully, and military victor in early 1940 had made him supremely confident. But, in reality, he was out of his depth. He already had failed to easily capture the British Expeditionary Force at Dunkirk in May, 1940 and failed again a few months later in the Battle of Britain despite superior air power. Understanding the enormous potential of a comprehensive geopolitical strategy, such as the Quadripartite Entente, was beyond his capabilities and destroyed by his hatreds. While Germany was still powerful, the misjudgments in 1940 and the failure to conquer Russia in 1941 were taking a toll. Largely unrecognized at the time, the odds were beginning to shift away from Hitler. 

A young child is a leader to an elderly person once his purpose has a faithful, sincere and trustworthy influence on people. Leadership is not restricted to position and age; it is self-made and influencial. Everyone has this self-leadership quality.

For the person with creative potential there is no wholeness except in using it.

Just as a football coach carefully evaluates the situation before calling a blitz, corporate leaders must thoroughly assess potential risks and rewards before embarking on risky ventures.

As growth-minded leaders, they start with a belief in human potential and development—both their own and other people’s. Instead of using the company as a vehicle for their greatness, they use it as an engine of growth—for themselves, the employees, and the company as a whole.

Disorder is inherent in stability. Civilized man doesn't understand stability. He's confused it with rigidity. Our political and economic and social leaders drool about stability constantly. It's their favorite word, next to 'power.' 'Gotta stabilize the political situation in Southeast Asia, gotta stabilize oil production and consumption, gotta stabilize student opposition to the government' and so forth. Stabilization to them means order, uniformity, control. And that's a half-witted and potentially genocidal misconception. No matter how thoroughly they control a system, disorder invariably leaks into it. Then the managers panic, rush to plug the leak and endeavor to tighten the controls. Therefore, totalitarianism grows in viciousness and scope. And the blind pity is, rigidity isn't the same as stability at all. True stability results when presumed order and presumed disorder are balanced. A truly stable system expects the unexpected, is prepared to be disrupted, waits to be transformed.

Leadership is communicating people’s worth and potential so clearly that they are inspired to see it in themselves.” Is that not also the essence of good teaching?

Of all the founders, Hamilton probably had the gravest doubts about the wisdom of the masses and wanted elected leaders who would guide them. This was the great paradox of his career: his optimistic view of America’s potential coexisted with an essentially pessimistic view of human nature. His faith in Americans never quite matched his faith in America itself.

You can be in your room and lead people. Just develop your potentials and publicize them and you will see people looking for your product. That is influence; self-made leaders do not look for followers. Followers look for them.

Engage, educate, equip, encourage, empower, energize, and elevate. Those are the methods for maximizing the potential of any individual, team, organization, or institution for ultimate success and significance. Those are the methods of a mentor leader.

If you want to be a leader, the good news is that you can do it. Everyone has the potential, but it isn't accomplished overnight. It requires perseverance.

every great leader must face his or her demons in order to overcome them. I’ve always known this, but I wasn’t aware of any immediate problems. But these days the demons are more insidious; they’re the everyday annoyances, the little things that suck away our potential to do big things.

You can change your life by changing the way you think about yourself and your potential.

It is never late to earn a degree, masters or doctorate. Learning has no age limit. All age groups are welcome to the act of learning.

When people follow a leader because they have to, they will do only what they have to. People don’t give their best to leaders they like least. They give reluctant compliance, not commitment. They may give their hands but certainly not their heads or hearts.

The disobedience if Eve in the Genesis story has been used to justify women's inequality and suffering in many Christian traditions. Thus, what is understood as women's complicity in evil leads much traditional theological reflection on suffering to offer the "consequent admonition to 'grin and bear it' because such is the deserved place of women." Similarly, when Jesus is seen as a divine co-sufferer, the potentially liberating narratives of Jesus as a revolutionary leader who takes the side of the poor and dispossessed can be ignored in favor of religious beliefs more interested in Jesus as a stoic victim. Christ's suffering is inverted and used to justify women's continued suffering in systems of injustice by framing it as redemptive.

Deep down you know you can be remarkable. You shouldn't settle for anything less than your best self, reaching ever closer to your potential -- whether as a leader or in any other part of your life.

To wake up every morning is miracle. To make a good use of every day is an appreciation of miracle. To waste the entire hours of each day is ungratefulness towards a miracle already given and received!

The concept of leadership is abused by people who think a person becomes a leader when he grows grey hair, put into a position and expected to function. Everyone has a leadership potential carried within in a specific area of his or purpose. Leadership is universal and built on trust.

For men to plunge headlong into an undertaking of vast change, they must be intensely discontented yet not destitute, and they must have the feeling that by the possession of some potent doctrine, infallible leader or some new technique they have access to a source of irresistible power. They must also have an extravagant conception of the prospects and the potentialities of the future. Finally, they must be wholly ignorant of the difficulties involved in their vast undertaking. Experience is a handicap.

LLMs represent some of the most promising yet ethically fraught technologies ever conceived. Their development plots a razor’s edge between utopian and dystopian potentials depending on our choices moving forward.

What seems worst of all, though, is that even the leaders don't recognize this. The greatest danger of the whole mess is that all this Western-American conditioning has been on autopilot for centuries. Nobody is in control of it anymore. It's a mindless goliath wandering the Earth, devouring lives, erasing potential, and following its every whim—regardless of how irrational, obscene, uneducated, enslaving, or backwards its actions are. The American Dream has become a death sentence of drudgery, consumerism, and fatalism: a garage sale where the best of the human spirit is bartered away for comfort, obedience and trinkets. It's unequivocally absurd.

Your talent and giftedness as a leader have the potential to take you farther than your character can sustain you. That ought to scare you.

If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

A good leader is one who reveals to you your own potential and then inspires and shows you how to reach your potential.

The most important personal-growth phrase you will ever hear a good leader say to you is “follow me.

Anything that separates us from the impact our words and actions have on other people has the potential to lead us down a dangerous path.

Your place in destiny is to be the head and not the tail;it is made possible when you are a potential leader

Scholars who have studied the development of leaders have situated resilience, the ability to sustain ambition in the face of frustration, at the heart of potential leadership growth. More important than what happened to them was how they responded to these reversals, how they managed in various ways to put themselves back together, how these watershed experiences at first impeded, then deepened, and finally and decisively molded their leadership.

A “self-leader” is the positively influence you have on yourself and on others without any influence with your titles and positions. You must be able to lead yourself before you can lead others.

In the Social Democratic jargon of the time, the term ‘propaganda’ had connotations that were very different from those it later acquired. It did not mean simplistic messages used to bombard passive targets, but rather an intensive and wide-ranging education that was initiated by the workers. ‘Propagandized worker’ was therefore a title of honour, an indication of potential leader status.

A mere motivator sees potentials in people and tells them to take actions. A true leader sees the same potentials in the same people and influences them to optimize them under his God-lead inspirations.

Leadership potential is in everyone; we all have it, but we all don't know it until we have a direct individual encounter with the Holy Spirit of God. The principal source of leadership influence is the Holy Spirit.

So the problem with any dictatorship,” I said, following Simone’s argument, “is never really the dictator himself but the people who agree with him.” “Exactly,” Simone said. “There could potentially be a good dictatorship—I don’t see why the public could only be sheep for horrible leaders—but the problem is that good people never want to be dictators.” “That’s a bummer,” I said.

We must humble ourselves before [others] so we may learn from what others have lived. It is only when we have added their expertise to our own that we can truly excel towards our most ambitious goals and reach our fullest potential.

When we select leaders, we don’t usually pick the person with the strongest leadership skills. We frequently choose the person who talks the most. It’s called the babble effect. Research shows that groups promote the people who command the most airtime—regardless of their aptitude and expertise. We mistake confidence for competence, certainty for credibility, and quantity for quality. We get stuck following people who dominate the discussion instead of those who elevate it.

With a decision and a defined purpose, you can begin work.

Few of us realize our potential; because if we did, we would pursue our passion and walk in our purpose.

The harbour of influence is richer in the cemeteries where people are buried with their music on their tongues unsung. Don't leave your potentials untouched!

The fact that you lack the fruits is not a proof that you don’t have seeds. It’s not too late to drop your potentials into a good soil. Do it now; harvest awaits you soon!

Awake my soul, the glory of the Lord is upon me.

Do you know the difference between leaders, followers, and losers? Leaders stretch with challenges. Followers struggle with challenges. Losers shrink from challenges.

Sometimes doing the right thing was hard… and potentially messy. But a good leader always did the right thing.

With the world now a global village, your vision has to transcend different races and faces in different places around the world.

Followers tell you what you want to hear. Leaders tell you what you need to hear.

If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.” As

Only by remembering to say 'no' will the women of 21st century regain their voice and remember their power. 'No' is the most important word in a woman's dialectic arsenal, and it is the one word that our employers, our leaders, and quite often, the men in our lives would do anything to prevent us from saying. No, we will not serve. No, we will not settle for the dirty work, the low-paid work, the unpaid work. No, we will not stay late at the office, look after the kids, sort out the shopping. We refuse to fit the enormity of our passion, our creativity, and our potential into the rigid physical prison laid down for us since we were small children. No. We refuse. We will not buy your clothes and shoes and surgical solutions. No, we will not be beautiful; we will not be good. Most of all, we refuse to be beautiful and good.

Leadership is built on true character! You lose your leadership when you fake your character. The degree of leadership potential a person can expose will depend on how potent he can maintain his true character!

YOU KNOW HOW RAMADI WAS WON? We went in and killed all the bad people we could find. When we started, the decent (or potentially decent) Iraqis didn’t fear the United States; they did fear the terrorists. The U.S. told them, “We’ll make it better for you.” The terrorists said, “We’ll cut your head off.” Who would you fear? Who would you listen to? When we went into Ramadi, we told the terrorists, “We’ll cut your head off. We will do whatever we have to and eliminate you.” Not only did we get the terrorists’ attention—we got everyone’s attention. We showed we were the force to be reckoned with. That’s where the so-called Great Awakening came. It wasn’t from kissing up to the Iraqis. It was from kicking butt. The tribal leaders saw that we were bad-asses, and they’d better get their act together, work together, and stop accommodating the insurgents. Force moved that battle. We killed the bad guys and brought the leaders to the peace table. That is how the world works.

For present-day politicians there are only political points to be made from such statements, and the larger the sin the larger the outrage, the larger the apology and the larger the potential political gain for sorrow expressed. Through such statements political leaders can gain the benefits of magnanimity without the stain of involvement: the person making the apology had done nothing wrong and all the people who could have received the apology are dead.

Awaken to your purpose. Why are you here? Life is ready to live through you. When will you give in. Give in, to her love and teachings. Be the sun, be the moon, be the stars and be it all. Dearest child, who we love, you know you have come far- Arrival is here.

The reluctant leader doesn’t merely give accolades to others. It is her true joy to see others awaken to their potential and exceed their greatest dreams. It is the hope of every good teacher to have students who take their work further than the teacher was able to do. To be surpassed is the ideal. To be replaced is the goal, not a sign of failure.

It is your ability to discern facts that makes you an individual, and our collective trust in common knowledge that makes us a society. The individual who investigates is also the citizen who builds. The leader who dislikes the investigators is a potential tyrant.

It is not about whether you call yourself a leader or not. It is about what you have to show to people as a leader. Leadership is contagious, you carry it and share it.

The leader who dislikes the investigators is a potential tyrant.

The reason most of your staff are asleep and disengaged, is because you have boring, and bully managers, and no REAL Leaders to inspire and unleash potential.

You break the legs of your leadership chair when you chase after other people’s assignments instead of pursing yours!

Dream big and dare to make it happen. You have a heavy power; don’t misuse it carrying a paperweight load. Make it big!

You may discover your purpose, but if you take it for granted, you will abuse yourself.

I am mission and must complete it.

We have to start from the ground up and reconsider what education is. In my language, I'd like to see us educate the soul, and not just the mind. The result would be a person who could be in the world creatively, make good friendships, live in a place he loved, do work that is rewarding, and make a contribution to the community. People say that the word "educate" means to "draw out" a person's potential. But I like the "duc" - part in the middle of it. To be educated is to become a duke, a leader, a person of stature and color, a presence and a character.

Clearly, if leaders have a strong set of ethical values and live them out, then people will respect them, not just their position. Immature leaders try to use their position to drive high performance.

Hard times only feel bad. In truth, they serve us so very well. They make us tougher. They connect us to our dormant potential. Yes, they make us feel uncomfortable. Yes, they create confusion within our minds and provoke fear within our hearts. But the reality of the matter is that the conditions that challenge us the most are the very conditions that lead to our greatest growth. And to our most fulfilling achievements. As if reading my mind, Ty said, “Great leaders

People who blame others for their failures never overcome them. They simply move from problem to problem. To reach your potential, you must continually improve yourself, and you can’t do that if you don’t take responsibility for your actions and learn from your mistakes.

A citizen is no greater than his ideology, no cleverer than his intellect, no nobler than his aspirations, and no stronger than his opinions. A nation is no greater than its consciousness, no richer than its heritage, no grander than its potential, and no loftier than its luminaries. The world is no greater than its leaders, no smarter than its teachers, no better than its preachers, and no higher than its philosophers.

Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

[The method of infallible prediction] is foolproof only after the movements have seized power. Then all debate about the truth or falsity of a totalitarian dictator’s prediction is as weird as arguing with a potential murderer about whether his future victim is dead or alive – since by killing the person in question the murderer can promptly provide proof of the correctness of his statement. The only valid argument under such conditions is promptly to rescue the person whose death is predicted. Before mass leaders seize the power to fit reality to their lies, their propaganda is marked by its extreme contempt for facts as such, for in their opinion fact depends entirely on the power of man who can fabricate it. The assertion that the Moscow subway is the only one in the world is a lie only so long as the Bolsheviks have not the power to destroy all the others. In other words, the method of infallible prediction, more than any other totalitarian propaganda device, betrays its ultimate goal of world conquest, since only in a world completely under his control could the totalitarian ruler possibly realize all his lies and make true all his prophecies.

While in principle groups for survivors are a good idea, in practice it soon becomes apparent that to organize a successful group is no simple matter. Groups that start out with hope and promise can dissolve acrimoniously, causing pain and disappointment to all involved. The destructive potential of groups is equal to their therapeutic promise. The role of the group leader carries with it a risk of the irresponsible exercise of authority. Conflicts that erupt among group members can all too easily re-create the dynamics of the traumatic event, with group members assuming the roles of perpetrator, accomplice, bystander, victim, and rescuer. Such conflicts can be hurtful to individual participants and can lead to the group’s demise. In order to be successful, a group must have a clear and focused understanding of its therapeutic task and a structure that protects all participants adequately against the dangers of traumatic reenactment. Though groups may vary widely in composition and structure, these basic conditions must be fulfilled without exception. Commonality with other people carries with it all the meanings of the word common. It means belonging to a society, having a public role, being part of that which is universal. It means having a feeling of familiarity, of being known, of communion. It means taking part in the customary, the commonplace, the ordinary, and the everyday. It also carries with it a feeling of smallness, or insignificance, a sense that one’s own troubles are ‘as a drop of rain in the sea.’ The survivor who has achieved commonality with others can rest from her labors. Her recovery is accomplished; all that remains before her is her life.

I would agree that encyclopedia’s could teach me facts, but only a great story could transport me into the mind of another person. These stories taught me about empathy, about good and evil, about love and sorrow. My tastes covered many different genres, but the books I loved most proposed the idea that ordinary people (not to mention hobbits) are born with the capability to do extraordinary, even heroic things. The realization came as a sort of code to all the lessons my parents had taught me about looking beyond wealth and appearances, and appreciating the worth of everyone I met. It’s a lesson that sticks with me to this day. No real leader can see the people around them as static creatures. If you cannot see the potential I the people around you, it’s impossible to rouse them to great things. That may be one of the reasons why, even now, I always make time for a novel or two every month, amongst the mountains of serious works and briefing notes. Facts may fuel a leader’s intellect. But literature fuels the soul.

A few words in defense of military scientists. I agree that squad leaders are in the best position to know what and how much their men and women need to bring on a given mission. But you want those squad leaders to be armed with knowledge, and not all knowledge comes from experience. Sometimes it comes from a pogue at USUHS who’s been investigating the specific and potentially deadly consequences of a bodybuilding supplement. Or an army physiologist who puts men adrift in life rafts off the dock at a Florida air base and discovers that wetting your uniform cools you enough to conserve 74 percent more of your body fluids per hour. Or the Navy researcher who comes up with a way to speed the recovery time from travelers’ diarrhea. These things matter when it’s 115 degrees and you’re trying to keep your troops from dehydrating to the point of collapse. There’s no glory in the work. No one wins a medal. And maybe someone should.

Dale Carnegie was a master at identifying potential leaders. Once asked by a reporter how he had managed to hire forty-three millionaires, Carnegie responded that the men had not been millionaires when they started working for him. They had become millionaires as a result. The reporter next wanted to know how he had developed these men to become such valuable leaders. Carnegie replied, “Men are developed the same way gold is mined. Several tons of dirt must be moved to get an ounce of gold. But you don’t go into the mine looking for dirt,” he added. “You go in looking for the gold.” That’s exactly the way to develop positive, successful people. Look for the gold, not the dirt; the good, not the bad. The more positive qualities you look for, the more you are going to find.

Generic cynicism makes us feel hip and alternative even as we slip along with our fellow citizens into a morass of indifference. It is your ability to discern facts that makes you an individual, and our collective trust in common knowledge that makes us a society. The individual who investigates is also the citizen who builds. The leader who dislikes the investigators is a potential tyrant. During

There is a theory about human behavior called the 10-80-10 principle. I speak of it often when I talk to corporate groups or business leaders. It is the best strategy I know for getting the most out of your team. Think of your team or your organization as a big circle. At the very center of it, the nucleus, are the top 10 percenters, people who give all they've got all the time, who are the essence of self-discipline, self-respect, and the relentless persuit of improvement. They are the elite- the most powerful component of any organization. They are the people I love to coach. Outside the nucleus are the 80 percenters. They are the majority- people who go to work, do a good job, and are relatively reliable. The 80 percenters are for the most part trustworthy and dutiful, but they simply don't have the drive and the unbending will that the nucleus guys do. They just don't burn as hot. The final 10 percenters are uninterested or defiant. They are on the periphery, mostly just coasting through life, not caring about reaching their potential or honoring the gifts they've been given. They are coach killers. The leadership challenge is to move as many of the 80 percenters into the nucleus as you can.

Hard times only feel bad. In truth, they serve us so very well. They make us tougher. They connect us to our dormant potential. Yes, they make us feel uncomfortable. Yes, they create confusion within our minds and provoke fear within our hearts. But the reality of the matter is that the conditions that challenge us the most are the very conditions that lead to our greatest growth. And to our most fulfilling achievements.

Picture a litter of kittens. One is more curious than the next. One is more aggressive than the next. One is a leader, and another is a follower. The first is not potentially curious; she is already curious. The second is not potentially aggressive; he is already aggressive. The third and the fourth are not potentially leaders and followers; they are already that. In exactly the same way a human infant is not potentially smart; he is already smart.

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.

The toll from the two attacks: twenty-one pro-American leaders and their employees dead, twenty-six taken prisoner, and a few who could not be accounted for. Not one member of the Taliban or al-Qaeda was among the victims. Instead, in a single thirty-minute stretch the United States had managed to eradicate both of Khas Uruzgan’s potential governments, the core of any future anti-Taliban leadership—stalwarts who had outlasted the Russian invasion, the civil war, and the Taliban years but would not survive their own allies. People in Khas Uruzgan felt what Americans might if, in a single night, masked gunmen had wiped out the entire city council, mayor’s office, and police department of a small suburban town: shock, grief, and rage.

In the center of the movement, as the motor that swings it onto motion, sits the Leader. He is separated from the elite formation by an inner circle of the initiated who spread around him an aura of impenetrable mystery which corresponds to his “intangible preponderance.” His position within this intimate circle depends upon his ability to spin intrigues among its members and upon his skill in constantly changing its personnel. He owes his rise to leadership to an extreme ability to handle inner-party struggles for power rather than to demagogic or bureaucratic-organizational qualities. He is distinguished from earlier types of dictators in that he hardly wins through simple violence. Hitler needed neither the SA nor the SS to secure his position as leader of the Nazi movement; on the contrary, Röhm, the chief of the SA and able to count upon its loyalty to his own person, was one of Hitler’s inner-party enemies. Stalin won against Trotsky, who not only had a far greater mass appeal but, as chief of the Red Army, held in his hands the greatest power potential in Soviet Russia at the time. Not Stalin, but Trotsky, moreover, was the greatest organizational talent, the ablest bureaucrat of the Russian Revolution. On the other hand, both Hitler and Stalin were masters of detail and devoted themselves in the early stages of their careers almost entirely to questions of personnel, so that after a few years hardly any man of importance remained who did not owe his position to them.

For men to plunge headlong into an undertaking of vast change, they must be intensely discontented yet not destitute, and they must have the feeling that by the possession of some potent doctrine, infallible leader or some new technique they have access to a source of irresistible power. They must also have an extravagant conception of the prospects and potentialities of the future. Finally, they must be wholly ignorant of the difficulties involved in their vast undertaking. Experience is a handicap.

The most common mistake you'll make is forgetting to keep your own scorecard. Very little at work reinforces your ability to do this, so you will have to be vigilant. When evaluators give you an assessment, they are just guessing at who you are; they certainly are not the ones who know your potential. They can rate you and influence you, but they don't get to define you. That's your most honorable assignment: to define, every day through the way you deliver your work, the scope and nature of your inherent abilities.

The majority of tragically fallen Christian leaders during the past ten to fifteen years have been baby boomers who felt driven to achieve and succeed in an increasingly competitive and demanding church environment. Most often their ambition has been a subtle and dangerous combination of their own dysfunctional personal needs and a certain measure of altruistic desire to expand the kingdom of God. However, because ambition is easily disguised in Christian circles and couched in spiritual language (the need to fulfill the Great Commission and expand the church), the dysfunctions that drive Christian leaders often go undetected and unchallenged until it is too late.

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

What distinguishes love-driven leaders from tyrants? "Great affection" coupled with the passion to see others "run at full speed towards perfection." Love-driven leadership is not urging others forward without concern for their aspirations, well-being, or personal needs. Nor is it being the nice-guy manager who overlooks underperformance that could damage a subordinate's long-term prospects. Instead, love-driven leaders hunger to see latent potential blossom and to help it happen. In more prosaic terms, when do children, students, athletes, or employees achieve their full potential? When they're parented, taught, coached, or managed by those who engender trust, provide support and encouragement, uncover potential, and set high standards.

More stringent security measures. Universal electronic surveillance. No-knock laws. Stop and frisk laws. Government inspection of first-class mail. Automatic fingerprinting, photographing, blood tests, and urinalysis of any person arrested before he is charged with a crime. A law making it unlawful to resist even unlawful arrest. Laws establishing detention camps for potential subversives. Gun control laws. Restrictions on travel. The assassinations, you see, establish the need for such laws in the public mind. Instead of realizing that there is a conspiracy, conducted by a handful of men, the people reason—or are manipulated into reasoning—that the entire populace must have its freedom restricted in order to protect the leaders. The people agree that they themselves can’t be trusted.

Chapter 4 Tyranny Is Tyranny Around 1776, certain important people in the English colonies made a discovery that would prove enormously useful for the next two hundred years. They found that by creating a nation, a symbol, a legal unity called the United States, they could take over land, profits, and political power from favorites of the British Empire. In the process, they could hold back a number of potential rebellions and create a consensus of popular support for the rule of a new, privileged leadership. When we look at the American Revolution this way, it was a work of genius, and the Founding Fathers deserve the awed tribute they have received over the centuries. They created the most effective system of national control devised in modern times, and showed future generations of leaders the advantages of combining paternalism with command.

… not only the women of the Qurashi aristocracy were highly enough esteemed as a social group to come, like the men, to swear allegiance and to take part in the negotiations with the new military leader of the city, but also that they could express a boldly critical attitude toward Islam. They were not going to accept the new religion without knowing exactly how it would improve their situation. This critical spirit on the part of women toward the political leader remained alive and well during the first decades of Islam. It only disappeared with the onset of absolutism, with Mu'awiya and the turning of Islam into a dynastic system. This meant, on the one hand, the disappearance of the tribal aristocratic spirit with the formation of the Muslim state, and, on the other hand, the disappearance of Islam as the Prophet's experiment in living, in which equality, however merely potential it might be, opened the door to the dream of a practicing democracy.

In the medium term, AI may automate our jobs, to bring both great prosperity and equality. Looking further ahead, there are no fundamental limits to what can be achieved. There is no physical law precluding particles from being organised in ways that perform even more advanced computations than the arrangements of particles in human brains. An explosive transition is possible, although it may play out differently than in the movies. As mathematician Irving Good realised in 1965, machines with superhuman intelligence could repeatedly improve their design even further, in what science-fiction writer Vernor Vinge called a technological singularity. One can imagine such technology outsmarting financial markets, out-inventing human researchers, out-manipulating human leaders and potentially subduing us with weapons we cannot even understand. Whereas the short-term impact of AI depends on who controls it, the long-term impact depends on whether it can be controlled at all.

He led Jess to a painting of a Black woman selling flowers. She leaned in and read the wall plate. “Frédéric Bazille, Young Woman with Peonies. I don’t know this artist.” “He was in the outer circle of the French Impressionists. Look how she offers the bouquet to a potential client, but she doesn’t seem to care if he buys them or not. She’s got that little frown line between her eyes—see, there?—‘Take it or leave it, mister’—as if she’s impatient that he can’t make up his mind. She’s not a bit ingratiating. And the peonies, of course, are Bazille’s bisou to Manet, who was the leader of the French avant-garde at the time. Manet loved peonies, cultivated them. There’s a peony at the center of the bouquet that the Black servant is offering the prostitute in Manet’s Olympia. That painting was at the height of its notoriety when Bazille painted this one. Everyone in the Paris art world would’ve got the reference.” “A Black servant in Olympia? I only remember the scowly White nude, and how upset everyone was that Manet didn’t paint her in a classical style.” Theo pulled out his cell phone and called up the image with a few taps. “Here,” he said, handing it to Jess. “Wow. I’ve looked at that picture dozens of times. How could I not have noticed her?” Theo frowned. “I’d be surprised, I guess, except that I once sat through a forty-minute lecture on that painting and the professor didn’t mention her. He spent more time on the black cat at the nude’s feet than the interesting woman who occupies half the canvas. I call it the Invisible Man effect, or in this case, Invisible Woman. Which is kind of the whole point of my work. To say, Hey, we’re here. We’ve always been here.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

Thought Control * Require members to internalize the group’s doctrine as truth * Adopt the group’s “map of reality” as reality * Instill black and white thinking * Decide between good versus evil * Organize people into us versus them (insiders versus outsiders) * Change a person’s name and identity * Use loaded language and clichés to constrict knowledge, stop critical thoughts, and reduce complexities into platitudinous buzzwords * Encourage only “good and proper” thoughts * Use hypnotic techniques to alter mental states, undermine critical thinking, and even to age-regress the member to childhood states * Manipulate memories to create false ones * Teach thought stopping techniques that shut down reality testing by stopping negative thoughts and allowing only positive thoughts. These techniques include: * Denial, rationalization, justification, wishful thinking * Chanting * Meditating * Praying * Speaking in tongues * Singing or humming * Reject rational analysis, critical thinking, constructive criticism * Forbid critical questions about leader, doctrine, or policy * Label alternative belief systems as illegitimate, evil, or not useful * Instill new “map of reality” Emotional Control * Manipulate and narrow the range of feelings—some emotions and/or needs are deemed as evil, wrong, or selfish * Teach emotion stopping techniques to block feelings of hopelessness, anger, or doubt * Make the person feel that problems are always their own fault, never the leader’s or the group’s fault * Promote feelings of guilt or unworthiness, such as: * Identity guilt * You are not living up to your potential * Your family is deficient * Your past is suspect * Your affiliations are unwise * Your thoughts, feelings, actions are irrelevant or selfish * Social guilt * Historical guilt * Instill fear, such as fear of: * Thinking independently * The outside world * Enemies * Losing one’s salvation * Leaving * Orchestrate emotional highs and lows through love bombing and by offering praise one moment, and then declaring a person is a horrible sinner * Ritualistic and sometimes public confession of sins * Phobia indoctrination: inculcate irrational fears about leaving the group or questioning the leader’s authority * No happiness or fulfillment possible outside the group * Terrible consequences if you leave: hell, demon possession, incurable diseases, accidents, suicide, insanity, 10,000 reincarnations, etc. * Shun those who leave and inspire fear of being rejected by friends and family * Never a legitimate reason to leave; those who leave are weak, undisciplined, unspiritual, worldly, brainwashed by family or counselor, or seduced by money, sex, or rock and roll * Threaten harm to ex-member and family (threats of cutting off friends/family)

You have something to say to me, Cassidy, say it. Or shut the fuck up.” “All right,” Jules said. “I will.” He took a deep breath. Exhaled. “Okay, see, I, well, I love you. Very, very much, and . . .” Where to go from here . . .? Except, his plain-spoken words earned him not just a glance but Max’s sudden full and complete attention. Which was a little alarming. But it was the genuine concern in Max’s eyes that truly caught Jules off-guard. Max actually thought . . . Jules laughed his surprise. “Oh! No, not like that. I meant it, you know, in a totally platonic, non-gay way.” Jules saw comprehension and relief on Max’s face. The man was tired if he was letting such basic emotions show. “Sorry.” Max even smiled. “I just . . .” He let out a burst of air. “I mean, talk about making things even more complicated . . .” It was amazing. Max hadn’t recoiled in horror at the idea. His concern had been for Jules, about potentially hurting his tender feelings. And even now, he wasn’t trying to turn it all into a bad joke. And he claimed they weren’t friends. Jules felt his throat tighten. “You can’t know,” he told his friend quietly, “how much I appreciate your acceptance and respect.” “My father was born in India,” Max told him, “in 1930. His mother was white—American. His father was not just Indian, but lower caste. The intolerance he experienced both there and later, even in America, made him a . . . very bitter, very hard, very, very unhappy man.” He glanced at Jules again. “I know personality plays into it, and maybe you’re just stronger than he was, but . . . People get knocked down all the time. They can either stay there, wallow in it, or . . . Do what you’ve done—what you do. So yeah. I respect you more than you know.” Holy shit. Weeping was probably a bad idea, so Jules grabbed onto the alternative. He made a joke. “I wasn’t aware that you even had a father. I mean, rumors going around the office have you arriving via flying saucer—” “I would prefer not to listen to aimless chatter all night long,” Max interrupted him. “So if you’ve made your point . . .?” Ouch. “Okay,” Jules said. “I’m so not going to wallow in that. Because I do have a point. See, I said what I said because I thought I’d take the talk-to-an-eight-year-old approach with you. You know, tell you how much I love you and how great you are in part one of the speech—” “Speech.” Max echoed. “Because part two is heavily loaded with the silent-but-implied ‘you are such a freaking idiot.’” “Ah, Christ,” Max muttered. “So, I love you,” Jules said again, “in a totally buddy-movie way, and I just want to say that I also really love working for you, and I hope to God you’ll come back so I can work for you again. See, I love the fact that you’re my leader not because you were appointed by some suit, but because you earned very square inch of that gorgeous corner office. I love you because you’re not just smart, you’re open-minded—you’re willing to talk to people who have a different point of view, and when they speak, you’re willing to listen. Like right now, for instance. You’re listening, right?” “No.” “Liar.” Jules kept going. “You know, the fact that so many people would sell their grandmother to become a part of your team is not an accident. Sir, you’re beyond special—and your little speech to me before just clinched it. You scare us to death because we’re afraid we won’t be able to live up to your high standards. But your back is strong, you always somehow manage to carry us with you even when we falter. “Some people don’t see that; they don’t really get you—all they know is they would charge into hell without hesitation if you gave the order to go. But see, what I know is that you’d be right there, out in front—they’d have to run to keep up with you. You never flinch. You never hesitate. You never rest.

The extraordinary value of the I Ching is that it reveals the secrets of dynamic natural law. Working with its changes opens up access to the middle level of the Positive Paradigm Wheel, the “e” energy layer of Einstein's Unified Theory. This middle level serves as mediating, two-directional gate-keeper between the ever-changing surface rim and the universal, timeless center. You can't get from here to there, except through the middle layer which, in Western thinking, is effectively taboo, buried in the inaccessible "unconscious." To the extent that natural law is a blind spot in the prevailing, linear and exclusively empirical paradigm, we are left powerless to move beyond the surface level of experience. The realm of light and conscience which rests beyond, on the far side of the dynamic energy level, remains functionally inaccessible. Moral codes promoted by religionists or politicians are sometimes equated with conscience. But they're no substitute for direct experience. Only by becoming intelligently competent in managing the subtle energies of the middle level is it possible to travel further inwards for the immediate, personal experience of inner light. When the middle level becomes clogged with painful memories, negative emotions and socially taboo urges, it becomes a barrier to deeper knowing. The Book of Change is indispensable as a tool for restoring the unnecessarily "unconscious" to conscious awareness, so that the levels of human potential can be linked and unified. In Positive Paradigm context, survivors who prevail in dangerous times aren't those with the most material wealth, possessions or political power. They're the ones who've successfully navigated the middle realm, reached the far shore of enlightenment and returned to the surface with their new information intact. Those who succeed in linking the levels of experience are genius-leaders in whatever fields they choose to engage. They're the fortunate ones who've acquired the inner wealth necessary to both hear the inner voice of conscience and act on the guidance they receive.