Predictable Leadership Quotes

Once you achieve intimacy and connection, I predict that innovation, partnership, execution and success won't be far behind.

The best way to predict future is to create it." Abraham Lincoln

Domino effects give way to butterfly effects given nonlinearity. “Outsized” conflates with “unpredictable” as a small cause yields disproportionate effects.

The problem with most strategic planning processes is they are not designed to create strategy. They are designed to create consistency and predictability.

Using a combination of history, common sense, the Word of God and the Spirit of God, every leader can generally predict the way things will go.

The word of wisdom is missing,” he continued. “We need the gift of discernment again in our pulpits. It is not ability to predict that we need, but the anointed eye, the power of spiritual penetration and interpretation, the ability to appraise the religious scene as viewed from God’s position, and to tell us what is actually going on

If you put yourself in the emotion that you want from others, you are more likely to receive it.

I've always been 15 to 20 years ahead. As one of the first publishers to publish digitally in 2000 to become a digital publishing pioneer, before the Kindle and the height of digital book publishing in 2012-2015; I had digital books published, was one of the first on Amazon as an independent publisher, and became a beta for them years later. 20 Years before streaming networks like Amazon Prime, Netflix, and Hulu became the giants that they are in streaming; I envisioned a digital library of films and videos (even wrote about one in a scenario in my contemporary fiction book Loving Summer years later), which now became a form of streaming on-demand video today. This all comes from vision, being able to see far ahead through imagination as well as real evidence. When you can see this; you are truly blessed and gifted." Kailin Gow, Futurist, STEM Books Bestselling Award-winning Author and Publisher

If we {Federalists] must have an enemy at the head of government, let it be one whom we can oppose, and for whom we are not responsible, who will not involve our party in the disgrace of his foolish and bad measures. Under Adams as under Jefferson, the government shall sink. The party in the hands of whose chief it shall sink will sink with it—and the advantage will be all on the side of his adversaries.

Your past shapes, but does not predict your present.

Frequent action increases predictability.

The best way to predict your future is to create it.

For getting success in business with Data Science, predictions must be backed by timely strategic actions.

Predictions have an expiry date. Action is needed before predictions expire.

If you have a million fans and no talent, you’re still not a success. a million students and no lesson, you’re still not a teacher. a million sermons and no compassion, you’re still not a priest. a million children and no affection, you’re still not a father. a million anniversaries and no devotion, you’re still not a husband. If you have a million sheep and no courage, you’re still not a shepherd. a million seeds and no harvest, you’re still not a farmer. a million titles and no integrity, you’re still not a champion. a million thoughts and no insights, you’re still not a philosopher. a million predictions and no prophecy, you’re still not a prophet. If you have a million soldiers and no unity, you’re still not an army. a million monks and no camaraderie, you’re still not a monastery. a million cities and no borders, you’re still not a country. a million musicians and no harmony, you’re still not an orchestra. a million armies and no strategy, you’re still not a general. If you have a million titles, and no influence, you’re still not a leader; a million ideas and no creations, you’re still not an artist. a million theories, and no facts, you’re still not a scholar; a million books, and no wisdom, you’re still not a sage; a million virtues, and no love, you’re still not a saint.

If you’re trying to predict human economic behavior—and you don’t include emotions in your equation—your predictions will probably be way off. Emotions factor heavily into the algorithms that produce our trade-off decisions.

Transforming a team, let alone an entire organisation, from the principles of command and control to those based on servant-leadership, from plans based on prediction to plans based on empirical, evolutionary data requires both patience and tenacity.

Fanatics can never draw out the good in people. They will go to war I predict. They will raise armies, invade, and pillage because it is only aggression that will keep their cause alive. Fighting an enemy is always easier than governing human complexity.

he had predicted that the “rock of class hatred” was “the greatest and most dangerous rock in the course of any republic,” that disaster would follow when “two sections, or two classes are so cut off from each other that neither appreciates the other’s passions, prejudices, and, indeed, point of view.

Emotional volatility is not the most reliable leadership tool. When you get angry, you are usually out of control. It’s hard to lead people when you’ve lost control. You may think you have a handle on your temper, that you can use your spontaneous rages to manipulate and motivate people. But it’s very hard to predict how people will react to anger.

BE CREATIVE. Your post-fifty years should be your most creative time. You have wisdom of experience and freedom to apply it where you want. Avoid metaphors such as you are on the “back nine.” This denigrates the impact you can have. DON’T BE A DILETTANTE. Don’t just do a portfolio of things. Whatever you get involved with, have accountability and consequence. Drive it. FIND PEOPLE WHO HAVE VITALITY. Surround yourself with them; engage with them. Often they will be younger. APPLY YOUR GIFTS. Figure out what you are uniquely good at, what sets you apart. And understand the things inside you that give you a sense of purpose. Then apply them. DON’T WASTE TIME WORRYING ABOUT THE FUTURE. Allow serendipity to play a role. Most of the turning points in life cannot be predicted or controlled.

Duckworth learned that the Whole Candidate Score—an agglomeration of standardized test scores, high school rank, physical fitness tests, and demonstrated leadership—is the single most important factor for admission, but that it is useless for predicting who will drop out before completing Beast. She had been talking to high performers across domains, and decided to study passion and perseverance, a combination she cleverly formulated as “grit.

Demographics 30 points based on manual Prospect review 0-8 points based on title Source and Offer Website leads source: +7 Thought leadership offer: -5 Behavioral Engagement: Visit any webpage or open any email: +1 Watch demos: +5 each Register for webinar: +5 Attend webinar: +5 Download thought leadership: +5 Download Marketo reviews: +12 More than 8 pages in one visit: +7 Visit website 2x in one week: +8 Search for “Marketo”: +15 Visit pricing pages: +5 Visit careers pages: -10 (I especially love this one!) No Activity in One Month: Score >30: -15 points Score 0 to 30: -5 points

Spontaneous order is self-contradictory. Spontaneity connotes the ebullition of surprises. It is highly entropic and disorderly. It is entrepreneurial and complex. Order connotes predictability and equilibrium. It is what is not spontaneous. It includes moral codes, constitutional restraints, personal disciplines, educational integrity, predictable laws, reliable courts, stable money, trustworthy finance, strong families, dependable defense, and police powers. Order requires political guidance, sovereignty, and leadership. It normally entails religious beliefs. The entire saga of the history of the West conveys the courage and sacrifice necessary to enforce and defend these values against their enemies.

But I knew the truth. It was a story I would see played out over and over again in the next few years. It wasn’t about any so-called principles—it was about chaos. But it was chaos that developed in a predictable pattern: the far-right knuckleheads would refuse to back the House leadership no matter what, but because they were “insurgents” they never had the responsibility of trying to actually fix things themselves. So they got to “burn it all down” and screw up the legislative process, which of course allowed them to continue to complain loudly about how Washington’s spending problem never got solved. That kept their favorite straw man alive to take more hits. And every time they punched him, they got another invitation to go on Fox News or talk radio, or they got another check from their friends in outside groups like DeMint’s outfit. It was their own little private stimulus plan.

I want to share three warnings. First, to stand up for human goodness is to stand up against a hydra–that mythological seven-headed monster that grew back two heads for every one Hercules lopped off. Cynicism works a lot like that. For every misanthropic argument you deflate, two more will pop up in its place. Veneer theory is a zombie that just keeps coming back. Second, to stand up for human goodness is to take a stand against the powers that be. For the powerful, a hopeful view of human nature is downright threatening. Subversive. Seditious. It implies that we’re not selfish beasts that need to be reined in, restrained and regulated. It implies that we need a different kind of leadership. A company with intrinsically motivated employees has no need of managers; a democracy with engaged citizens has no need of career politicians. Third, to stand up for human goodness means weathering a storm of ridicule. You’ll be called naive. Obtuse. Any weakness in your reasoning will be mercilessly exposed. Basically, it’s easier to be a cynic. The pessimistic professor who preaches the doctrine of human depravity can predict anything he wants, for if his prophecies don’t come true now, just wait: failure could always be just around the corner, or else his voice of reason has prevented the worst. The prophets of doom sound oh so profound, whatever they spout. The reasons for hope, by contrast, are always provisional. Nothing has gone wrong–yet. You haven’t been cheated–yet. An idealist can be right her whole life and still be dismissed as naive. This book is intended to change that. Because what seems unreasonable, unrealistic and impossible today can turn out to be inevitable tomorrow. The time has come for a new view of human nature. It’s time for a new realism. It’s time for a new view of humankind.

Endorsement of the ordination of women is not the final step in the process, however. If we look at the denominations that approved women’s ordination from 1956–1976, we find that several of them, such as the United Methodist Church and the United Presbyterian Church (now called the Presbyterian Church–USA), have large contingents pressing for (a) the endorsement of homosexual conduct as morally valid and (b) the approval of homosexual ordination. In fact, the Episcopal Church on August 5, 2003, approved the appointment of an openly homosexual bishop.16 In more liberal denominations such as these, a predictable sequence has been seen (though so far only the Episcopal Church has followed the sequence to point 7): 1. abandoning biblical inerrancy 2. endorsing the ordination of women 3. abandoning the Bible’s teaching on male headship in marriage 4. excluding clergy who are opposed to women’s ordination 5. approving homosexual conduct as morally valid in some cases 6. approving homosexual ordination 7. ordaining homosexuals to high leadership positions in the denomination17 I am not arguing that all egalitarians are liberals. Some denominations have approved women’s ordination for other reasons, such as a long historical tradition and a strong emphasis on gifting by the Holy Spirit as the primary requirement for ministry (as in the Assemblies of God), or because of the dominant influence of an egalitarian leader and a high priority on relating effectively to the culture (as in the Willow Creek Association). But it is unquestionable that theological liberalism leads to the endorsement of women’s ordination. While not all egalitarians are liberals, all liberals are egalitarians. There is no theologically liberal denomination or seminary in the United States today that opposes women’s ordination. Liberalism and the approval of women’s ordination go hand in hand.

investigations and reported the completion of significant investigations without charges. Anytime a special prosecutor is named to look into the activities of a presidential administration it is big news, and, predictably, my decision was not popular at the Bush White House. A week after the announcement, I substituted for the attorney general at a cabinet meeting with the president. By tradition, the secretaries of state and defense sit flanking the president at the Cabinet Room table in the West Wing of the White House. The secretary of the treasury and the attorney general sit across the table, flanking the vice president. That meant that, as the substitute for the attorney general, I was at Vice President Dick Cheney’s left shoulder. Me, the man who had just appointed a special prosecutor to investigate his friend and most senior and trusted adviser, Scooter Libby. As we waited for the president, I figured I should be polite. I turned to Cheney and said, “Mr. Vice President, I’m Jim Comey from Justice.” Without turning to face me, he said, “I know. I’ve seen you on TV.” Cheney then locked his gaze ahead, as if I weren’t there. We waited in silence for the president. My view of the Brooklyn Bridge felt very far away. I had assured Fitzgerald at the outset that this was likely a five- or six-month assignment. There was some work to do, but it would be a piece of cake. He reminded me of that many times over the next four years, as he was savagely attacked by the Republicans and right-leaning media as some kind of maniacal Captain Ahab, pursuing a case that was a loser from the beginning. Fitzgerald had done exactly as I expected once he took over. He investigated to understand just who in government had spoken with the press about the CIA employee and what they were thinking when they did so. After careful examination, he ended in a place that didn’t surprise me on Armitage and Rove. But the Libby part—admittedly, a major loose end when I gave him the case—

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

The most interesting aspect of leadership is that it cannot be predicted. All great leaders had been quite ordinary in their early years. It was only when they became leaders that people started recognising them as leaders. It is difficult to identify specific qualities that make a leader. However, when leaders emerge, people are inclined to point out their leadership qualities. Yet, when other people imbibe the same qualities and try to imitate the actions of their leaders, they may fail.

at one point, nearly everyone predicted it would fail.

Norton's Law: Anything that can be done by a machine, will be done by a machine. Work will change to things that can’t be done by machines.

It’s critical to discover the strategic and predictive pathway to changes; increase confidence, leverage resources, and engage people, to drive changes continually and effortlessly.

Norton's Law: Anything that can be done by a machine, will be done by a machine.

They will not be identical unless by chance: human prediction about other humans is not good enough. Why that is sometimes hard for readers inexperienced in government to see, I cannot tell (xvi).

To predict is to control, to co-create is to influence what you would like to bring into being.

Labor unions have more and more been expressing their dismay about ObamaCare as they have realized in practice the thing isn't working. Recently the labor unions came to the Obama administration and said, We want an exemption too. Big businesses got an exemption, Members of Congress got an exemption. Shouldn't labor unions, shouldn't union bosses get an exemption? And with much fanfare the administration reportedly told them, No.   I am going to make a prediction right here and now. If the Congress does not act, if we don't show leadership in defunding ObamaCare, if we don't stand together in imposing cloture on Friday, if we don't act to avert this train wreck for the American people, before the end of this President's term we are going to see him grant an exemption for labor unions. That has been the pattern. Friends, political buddies--they get a slap on the back. They get special treatment.   It

Members of highly reactive families, therefore, wind up constantly focused on the latest, most immediate crisis, and they remain almost totally incapable of gaining the distance that would enable them to see the emotional processes in which they are engulfed. The emotionally regressed family will stay fixed on its symptoms, and family thinking processes will become stuck on the content of specific issues rather than on the emotional processes that are driving those matters to become “issues.” The systemic anxiety thus locks everyone into a pessimistic focus on the pathology within the family, and it becomes almost impossible for such systems to reorient themselves to a focus on their inherent strengths. What also contributes to this loss of perspective is the disappearance of playfulness, an attribute that originally evolved with mammals and which is an ingredient in both intimacy and the ability to maintain distance. You can, after all, play with your pet cat, horse, or dog, but it is absolutely impossible to develop a playful relationship with a reptile, whether it is your pet salamander, no matter how cute, or your pet turtle, snake, or alligator. They are deadly serious (that is, purposive) creatures. Chronically anxious families (including institutions and whole societies) tend to mimic the reptilian response: Lacking the capacity to be playful, their perspective is narrow. Lacking perspective, their repertoire of responses is thin. Neither apology nor forgiveness is within their ken. When they try to work things out, their meetings wind up as brain-stem storming sessions. Indeed, in any family or organization, seriousness is so commonly an attribute of the most anxious (read “difficult”) members that they can quite appropriately be considered to be functioning out of a reptilian regression. Broadening the perspective, the relationship between anxiety and seriousness is so predictable that the absence of playfulness in any institution is almost always a clue to the degree of its emotional regression. In

So a leader must possess unwavering determination to overcome obstacles and accomplish his goals—while remaining open to the possibility that he may have to throw out the plan and try something else. That’s a lot to ask of anyone, but the German military saw it as the essence of the leader’s role. “Once a course of action has been initiated it must not be abandoned without overriding reason,” the Wehrmacht manual stated. “In the changing situations of combat, however, inflexibly clinging to a course of action can lead to failure. The art of leadership consists of the timely recognition of circumstances and of the moment when a new decision is required.”7

I am sharing this wonderful information with the caveat that I am not promising, endorsing, guaranteeing, judging, or predicting any outcomes for you. I’m simply providing you with tools which I have enjoyed and hope you will too!

We all have individual ideas and agendas for managing our days and our lives. However, it is when we foster a sense of wonder and nurture a sincere curiosity that we can move beyond the predictable and mundane.

As early as November 1966, the Red Guard Corps of Beijing Normal University had set their sights on the Confucian ancestral home in Qufu County in Shandong Province. Invoking the language of the May Fourth movement, they proceeded to Qufu, where they established themselves as the Revolutionary Rebel Liaison State to Annihilate the Old Curiosity Shop of Confucius. Within the month they had totally destroyed the Temple of Confucius, the Kong Family Mansion, the Cemetery of Confucius (including the Master’s grave), and all the statues, steles, and relics in the area... In January 1967 another Red Guard unit editorialized in the People’s Daily: To struggle against Confucius, the feudal mummy, and thoroughly eradicate . . . reactionary Confucianism is one of our important tasks in the Great Cultural Revolution. And then, to make their point, they went on a nationwide rampage, destroying temples, statues, historical landmarks, texts, and anything at all to do with the ancient Sage... The Cultural Revolution came to an end with Mao’s death in 1976. In 1978 Deng Xiaoping (1904–97) became China’s paramount leader, setting China on a course of economic and political reform, and effectively bringing an end to the Maoist ideal of class conflict and perpetual revolution. Since 2000, the leadership in Beijing, eager to advance economic prosperity and promote social stability, has talked not of the need for class conflict but of the goal of achieving a “harmonious society,” citing approvingly the passage from the Analects, “harmony is something to be cherished” (1.12). The Confucius compound in Qufu has been renovated and is now the site of annual celebrations of Confucius’s birthday in late September. In recent years, colleges and universities throughout the country—Beijing University, Qufu Normal University, Renmin University, Shaanxi Normal University, and Shandong University, to name a few—have established Confucian study and research centers. And, in the opening ceremonies of the 2008 Olympics, the Beijing Olympic Committee welcomed guests from around the world to Beijing with salutations from the Analects, “Is it not a joy to have friends come from afar?” and “Within the fours seas all men are brothers,” not with sayings from Mao’s Little Red Book. Tellingly, when the Chinese government began funding centers to support the study of the Chinese language and culture in foreign schools and universities around the globe in 2004—a move interpreted as an ef f ort to expand China’s “soft power”—it chose to name these centers Confucius Institutes... The failure of Marxism-Leninism has created an ideological vacuum, prompting people to seek new ways of understanding society and new sources of spiritual inspiration. The endemic culture of greed and corruption—spawned by the economic reforms and the celebration of wealth accompanying them—has given rise to a search for a set of values that will address these social ills. And, crucially, rising nationalist sentiments have fueled a desire to fi nd meaning within the native tradition—and to of f set the malignant ef f ects of Western decadence and materialism. Confucius has thus played a variety of roles in China’s twentieth and twenty-first centuries. At times praised, at times vilified, he has been both good guy and bad guy. Yet whether good or bad, he has always been somewhere on the stage. These days Confucius appears to be gaining favor again, in official circles and among the people. But what the future holds for him and his teachings is difficult to predict. All we can say with any certainty is that Confucius will continue to matter.

Chaordic is a term that Hock used publicly for the first time in 1993: a newly minted modifier, forged from the words “chaos” and “order.” This was Hock’s after-the-fact attempt to name an honest and self-effacing approach to leadership—tested over decades—that attempted to invite order in the midst of chaos without imposing, prescribing, or predicting what that order should look like. Chaos theory is familiar to anyone who has seen the science fiction classic Jurassic Park.

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

Of the 52 Confederate generals who had crossed the Potomac in the past three weeks, no less than 17 — barely under one third — had become casualties in the past three days. Five were killed outright or mortally wounded... When the lost was lengthened by 18 colonels either killed or captured, many of them officers of high promise, slated for early promotion, it was obvious that the Army of Northern Virginia had suffered a loss in leadership from which it might never recover. A British observer was of this opinion. He lauded the offensive prowess of Lee's soldiers, who had marched out as proudly as if on parade in their eagerness to come to grips with their opponents on the ridge across the way; "But they will never do it again," he predicted. And he told why. He had been with the army since Fredericksburg, ticking off the illustrious dead from Stonewall Jackson down, and now on the heels of Gettysburg he asked a rhetorical question of his Confederate friends: "Don't you see your system feeds upon itself? You cannot fill the places of these men. Your troops do wonders, but every time at a cost you cannot afford." (pp. 577-578).

Vision isn't about predicting the future, but creating it with hope, determination, and unwavering belief; not just seeing the path ahead, but laying the stones for others to walk upon

I predict: Discernment will become the number one leadership competency of the century — the age of misinformation. Discernment is a learnable skill. The ability and skill to prepare and create what is yet to come is discernment.

But intuition is not perfect, and it errs in predictable ways. By relying on our intuition, therefore, we risk making substantial errors. The inclination to blindly trust intuition and to be convinced by anecdotal evidence of its effectiveness can be enormously harmful.

To be consistent is to behave in a predictable manner over time.

The smart guess matters to leaders now more than ever precisely because they face such a deluge of data—often with no clear map of what it portends for the future. As Richard Fairbank, CEO at Capital One, put it, “Finding a visionary strategy you believe as a leader is a very intuitive thing. There are many things a leader can’t predict using data. How do you know what you will need to have in three years? Yet you’ve got to start development now or you won’t have it when you need it. Our company hires brilliant data analysts; we have one of the biggest Oracle databases in the world. But at the end of the day, I find that all the data does is push us out farther on the frontier where it’s uncertain all over again.

I’ve found the same results at numerous organizations. At a senior leadership event at JPMorgan Chase, CEO Jamie Dimon predicted that the executive sitting next to him would have a 100 percent chance of guessing it. He turned out to be right—but most of the time, we’re overconfident in our predictions. Why? It’s humanly impossible to tap out the rhythm of a song without hearing the tune in your head. That makes it impossible to imagine what your disjointed knocks sound like to an audience that is not hearing the accompanying tune. As Chip and Dan Heath write in Made to Stick, “The listeners can’t hear that tune—all they can hear is a bunch of disconnected taps, like a kind of bizarre Morse Code.

Daniel Roth of North Coast Container has established himself as an executive leader. Through his rich resume and vast experience, he inspires growth in large organizations, focusing on predictive data analytics, manufacturing, project management, and business development. Mr. Roth is the Senior Vice President of Sales and General Manager for Stavig Industries LLC. He holds his MBA from Portland State University and applies his business and leadership acumen to embracing opportunities for himself and his clients.

B-schools create managers for predictable markets, but the real world thrives in chaos that textbooks can't map. Theories of innovation are taught, yet business schools often fail to instill the courage to disrupt.

The goal of our interview process is to predict how candidates will perform once they join the team. We achieve that goal by doing what the science says: combining behavioral and situational structured interviews with assessments of cognitive ability, conscientiousness, and leadership.xxvi

Mission Command embraces a conception of leadership which unsentimentally places human beings at its center. It crucially depends on factors which do not appear on the balance sheet of an organization: the willingness of people to accept responsibility; the readiness of their superiors to back up their decisions; the tolerance of mistakes made in good faith. Designed for an external environment which is unpredictable and hostile, it builds on an internal environment which is predictable and supportive. At its heart is a network of trust binding people together up, down, and across a hierarchy. Achieving and maintaining that requires constant work.15

Instead of looking at leadership as decision making—as a rational process of sifting through data, analyzing trends, and making decisions based on predicting futures—a design framework emphasizes pragmatic experimentation.

Far too much horrific wast of human capacity is disguised as order, predictability, and minimizing uncertainty.

Recent research suggests that “quality of management” is becoming an increasingly important factor in investor decisions. This may be because investors believe that a company that has a strong and predictable leadership pipeline is more likely to be able to generate sustained earnings growth. For this reason, a company’s “leadership brand” can be a very valuable asset in today’s investment community.

You can predict with nearly 90 percent accuracy which projects will fail—months or years in advance. And now back to our premise. The predictor of success or failure was whether people could hold five specific crucial conversations. For example, could they speak up if they thought the scope and schedule were unrealistic? Or did they go silent when a cross-functional team member began sloughing off? Or even more tricky—what should they do when an executive failed to provide leadership for the effort?

In Orange Organizations, leadership might pay lip service to the values; but when the rubber hits the road and leaders have to choose between profits and values, they will predictably go for the former. They cannot uphold a practice and a culture (in this case, a values-driven culture) that stems from a later stage of development.20

We must practice consistent, reliable, predictable, effective, thoughtful, compassionate and even courteous communication every single day to successfully sustain, develop and grow our business.

Exhaustive is usually a euphemism for tedious, authoritative generally means a failure to listen and professional has become a way of saying safe, predictable, boring and flat.

Behold a unique individualist employing thousands all over the world and influencing the masses as a media phenomenon. Even in the early stages of campaigning for the Republican Party’s nomination, news that Trump was about to have a press conference or deliver a speech in a stadium compelled cable TV networks stop whatever they were broadcasting, cancel their advertisement time, and give Trump—LIVE—their complete attention until his speech was over. Who else gets such treatment? A mensch possessing intuitive Uranian synchronicity with success. He’s plugged into life’s universal rules of how you win, how to transform your weaknesses into strengths and get things done you want done. When you’re Trump you make magic in part because you are a flexible Gemini riding Green-Hornet colored Uranus, adapting your ideas to unexpected changes. You can evolve them inasmuch as cardinal (leadership) and mutable planetary positioning influences your astrology

must have the awareness to notice what is needed in the moment and the agility to respond from a wide palette of creative choices rather than from an entrenched system of patterned and predictable reactions.

It is impossible to make predictions—to say if the Islamic Republic will collapse or if it will survive in its current form. Certainly its current form isn’t the one it took in the immediate wake of the revolution. Although Khamenei has been committed to safeguarding the revolution, he has also created a new theocracy—one that relies on the greed of the Revolutionary Guards and the Basij instead of the loyalty of its founding fathers. Khamenei has banished nearly all the clerics who held power when Ayatollah Khomeini was alive. Despite falling oil prices and economic sanctions, Khamenei had enough petro-dollar to satisfy his military base of support: the Guards and the Basij. The oil revenue has been the biggest deterrent to democracy in Iran, even though the windfall has transformed the fabric of Iranian society. The Iranian middle class, more than two-thirds of the population, relies on the revenue instead of contributing to economic growth, and thus has been less likely to fulfill a historic mission to create institutional reform. It has been incapable of placing “demands on Iranian leadership for political reform because of its small role in producing wealth, as in other developing countries. The regime is still an autocracy, to be sure, but democracy has been spreading at the grassroots level, even among members of the Basij and the children of Iran’s rulers. The desire for moderation goes beyond a special class. As I am writing these lines, Khamenei’s followers are shifting alliances and building new coalitions. Civil society, despite the repression it has long endured, has turned into a dynamic force. Khamenei still has the final word in Iranian politics, but the country’s political culture is not monolithic. Like Ayatollah Khomeini, who claimed he had to drink the cup of poison in order to end the war with Iraq, Khamenei has been forced to compromise. The fact that he signed off on Rohani’s historic effort to improve ties with the United States signals that the regime is moving in a different direction, and that further compromises are possible.

Christian leadership has too often become about pragmatism (what works, makes us grow, gets me predictable results, is most effective), while faithfulness has taken a backseat. Pastors have morphed into CEOs, and the worth of leaders has become intrinsically tied to the success of their congregations or ministries.

define integrity as having firm and well-articulated principles and acting in a manner that is consistent with them. Integrity is a key ingredient of trust: If your team can’t predict how you’ll behave with relative accuracy, they will feel uneasy.

To embrace God is to embrace change. God does not operate by a predictable paradigm. He works through flux and chaos—and so should we. When crises come, don’t panic—innovate! That’s the essence of leadership.

Gartner predicts that by 2020 twenty-five billion things will be connected to the Internet24 and estimates that there are at least 130 million enterprises. There are already three billion people online worldwide.25 Business times people times things (B × P × T) means that the number of possible interactions and the creative opportunities and unexpected breakthroughs and threats will grow. Explosively.

This fundamental factor leads to an unavoidable truth— the future is becoming just too complex to predict using traditional approaches. You cannot know what you will need to know. You can’t calculate and plan sufficient scenarios. Yet you must do something because the digital business world will be a turbulent and unforgiving place where winner-take-all outcomes will be common and the disrupters themselves will be disrupted.

Friday, January 30 God Has a Plan For I know the thoughts and plans that I have for you, says the Lord, thoughts and plans for welfare and peace and not for evil, to give you hope in your final outcome. JEREMIAH 29:11 AMP When Jeremiah wrote this, Israel was already in captivity in Babylon. Things looked pretty bleak, and many held no hope of returning to the land God had given them generations before under Joshua’s leadership. It was because they refused to listen to the prophets, telling them to repent of their sin of consistently turning away from God’s plan and living the way they wanted to, that they were in this predicament. After the majority of the Jews were taken to Babylon, Jeremiah wrote them a letter telling them to accept where they were. Since they were going to be there the full seventy years God had predicted, they were to settle down, build houses, establish communities, plant gardens, marry, die, celebrate their special days—in other words, live life to the fullest while they were there. The sooner they accepted God’s punishment, the sooner they could begin living again. The letter concluded with a reminder that God had not forgotten them. He still had plans for His people. Good plans, not evil. He wanted to give them hope that this punishment wasn’t for forever. God still has a plan for each one of His children. They are still plans for peace and good, hope-filled plans. Father, thank You for the thoughts and plans You have for each of Your children. Help us to live life to the fullest in the hope of those plans.

In Jewish tradition, we find the cautionary adage “Be in the world, but not of the world.” In the Gospels, Jesus says: “Render unto Caesar that which is Caesar’s, and unto God that which is God’s” (Matthew 22:21). Michelangelo was deeply troubled by a Church that was trying to imitate the grandeur of the Caesars while ignoring the humility and poverty of Christ. He recognized that the Vatican had become a place of unbridled corruption, greed, nepotism, and military adventurism. No longer was spiritual leadership concerned with delineating the differences between the “One” and the “seventy.” And so Michelangelo dared to express his anger by way of the angry prophet Jeremiah, who predicted doom for precisely those who failed to heed this very message. Of course, it was an extremely dangerous and seditious statement.

Contrary finding: The best leaders we studied did not have a visionary ability to predict the future. They observed what worked, figured out why it worked, and built upon proven foundations. They were not more risk taking, more bold, more visionary, and more creative than the comparisons. They were more disciplined, more empirical, and more paranoid. ………. Entrenched myth: A threat filled world favors the speedy; you’re either the quick or the dead. Contrary finding: The idea that leading in a “fast world” always requires “fast decisions” and “fast action”—and that we should embrace an overall ethos of “Fast! Fast! Fast!”—is a good way to get killed. 10X leaders figure out when to go fast, and when not to. Entrenched myth: Radical change on the outside requires radical change on the inside. Contrary finding: The 10X cases changed less in reaction to their changing world than the comparison cases. Just because your environment is rocked by dramatic change does not mean that you should inflict radical change upon yourself.

Distinction Behavior is represented by groups of observable and predictable actions.

Distinction Culture is represented by groups of observable and predictable actions.

Consistent Active Effort offers the best predictability at getting consistent, sustainable results in all roles. Rewarding consistent effort is how to create incentive to continue that effort.

When one has discipline and constancy, success is predictable.

The most predictable way to get results is with consistent 100% effort, and the upcoming Results Model will virtually guarantee you will be able to get that effort.

Suppose you are a president of a country and have no idea how to run it. What do you do? You predict "difficult years" ahead, ask your citizens to "tighten their belts," and then promise to improve the situation only after this "delicate stage" of "cleansing,' "purification," and "restructuring." Naturally you leave the duration and severity of the period open.

Duckworth learned that the Whole Candidate Score—an agglomeration of standardized test scores, high school rank, physical fitness tests, and demonstrated leadership—is the single most important factor for admission, but that it is useless for predicting who will drop out before completing Beast. She had been talking to high performers across domains, and decided to study passion and perseverance, a combination she cleverly formulated as “grit.” She designed a self-assessment that captured the two components of grit. One is essentially work ethic and resilience, and the other is “consistency of interests”—direction, knowing exactly what one wants.

First, in a general sense, God wants pastors and leaders to be successful because he loves his kingdom and his bride, the church, but in God’s estimation, long-term faithfulness that produces fruit in ministry is rooted in humble, godly character. A second thing that this leader-quality list presses in on us is that ultimately God is the achiever; our calling is to be usable tools in his powerful hands. Because we are not sovereign over the situation in which we minister, because we have no power to change people’s hearts, because we are often in the way of instead of being part of what God is doing, and because we cannot predict the future, we have no ability on our own to achieve ministry growth or success. We are called to faithfulness of character—character, by the way, that only God can produce in us, and God is sovereign over the miracle of redeeming grace and the expansion of his kingdom.

First, true motivation, change, transformation, and action (whether by individuals or groups) is accomplished by the Holy Spirit whose movements cannot be tracked or predicted (John 3:8). Second, we are not called to have followers but to be followers of Jesus Christ. Third, “getting things done” is rarely a biblical priority; we are encouraged rather to cooperate in God’s purposes and rely on God for fruitful results.

There’s actually some very persuasive leadership research that supports the idea that asking for support is critical, and that vulnerability and courage are contagious. In a 2011 Harvard Business Review article, Peter Fuda and Richard Badham use a series of metaphors to explore how leaders spark and sustain change. One of the metaphors is the snowball. The snowball starts rolling when a leader is willing to be vulnerable with his or her subordinates. Their research shows that this act of vulnerability is predictably perceived as courageous by team members and inspires others to follow suit.

The single most important factor in predicting health, longevity, occupational success, income, leadership ability, and general happiness comes down to one four-letter word. “It’s love,” Vaillant famously stated. “Full stop.

27 Nakshatra and their Lords in Astrology As per Vedic astrology and Indian mythology, the planets, earth, and stars all affect human life. The same goes for the nakshatras, as they can tell everything from a person’s present life to their future. That’s why astrologers use the word nakshatra to predict someone’s life. Actually, the nakshatras help in dealing with life issues and also help you know about the life of an individual. Nakshatra and their lords Ashwini - Ketu - Aswini is the first among the nakshatras and their lords. It is under the rule of Ketu. You might have heard of the Ashwani twins, who are also part of the Aswini Nakshatra. Well, the people born in this nakshatra and their lords are adventurous and full of life. They always try to bring new changes and also use words carefully that can heal others. Bharani – Venus. These kinds of people are usually born under the Bharani Nakshatra. Bharani is ruled by Venus. This nakshatra tells about the cycle of birth, fertility, and many other related things. Babies born under Bharani are usually responsible in the future and love to care for others. Krittika – Sun. Krittika, is ruled by God Sun. Yes, the sun is known for its fiery determination to burn and shine. People born under this nakshatra are full of determination and willpower. Rohini -Moon Such people who love peace and want harmony everywhere are usually born under Rohini Nakshatra. It is under Shree Krishna (Vishnu Ji). People born under this Nakshatra are emotional, have artistic abilities, and have a lovely nature too. Mrigasira – Mars This deer-shaped Mrigashira is ruled by Sri Chandra Sudeshwar (Lord Shiva) and Mars. People born under this have intelligence, good nature, and love exploring knowledge. Ardra – Rahu Adra is ruled by Rahu. An Ardra Nakshtra-born individual can break their limitations and adapt to changes. Punarvasu –Jupiter Yes if you see leadership qualities in people around you then it’s sure that the person is born in Punarvasu and ruled by Jupiter. Jyestha – Mercury Jyestha locals frequently demonstrate superior intellectual abilities, a perceptive disposition, and a knack for solving problems. Moola – Ketu Those who are from Moola frequently have an air of mystery, a strong sense of purpose, and a desire to solve life’s riddles. Revati – Mercury Revati babies have a kind and compassionate disposition, a great desire to help others, and a creative spirit. Natives of Revati frequently succeed in careers that let them use their creativity to express themselves and help others, such as counseling, writing, performing arts, or any other line of work involving the arts. For more details about this articles: Click Here

The combination of national sin and unconquered inhabitants results in dominance and oppression by various pagan peoples, just as God predicted. During this time the Israelites go through repeated cycles of sin and oppression, but, fortunately, of repentance as well. And for each time the people come to their senses God raises up a leader to deliver them. Each of these “judges” leads only a few tribes within the now-loose federation of Israel. Although the total time of their collective leadership amounts to some 450 years, the overlapping of their individual leadership probably puts the figure closer to 335 years.

Mentalizing allows you to grasp other people’s viewpoints and overall inner experience because you realize they have a mind of their own, different from yours. Good parents are excellent at empathizing and mentalizing; their interest in their child’s mind makes the child feel seen and understood. It’s also an indispensable characteristic for leadership in business, the military, or any situation where understanding and predicting the motives of others is central. Empathy is a bedrock component of emotional intelligence (Goleman 1995), which is essential to social and occupational success.

the factors that the 209 foes want to use instead of SATs for admission, such as “spark” and leadership, have predictive powers of about 2.5 percent—in other words, almost no relationship to academic success.

1. IT AIN’T AS BAD AS YOU THINK. IT WILL LOOK BETTER IN THE MORNING. Well, maybe it will, maybe it won’t. This rule reflects an attitude and not a prediction. I have always tried to keep my confidence and optimism up, no matter how difficult the situation. A good night’s rest and the passage of just eight hours will usually reduce the infection. Leaving the office at night with a winning attitude affects more than you alone; it also conveys that attitude to your followers. It strengthens their resolve to believe we can solve any problem.

The Trump administration is an unmitigated catastrophe, and the responsibility rests entirely at his feet, the predictable outcome of assigning organizational leadership to a man of weak morals. What is more regrettable is that his faults are amplifying our own. I believe firmly that whatever benefits we may have gained from individual Trump policies are vastly outweighed by the incalculable damage he has done to the fabric of our republic. I cannot yet say who will turn the ship, but four more years of Trump could very well sink it.

is necessary to remember that the issue of school segregation and the harm it inflicted on black children did not first come to the Court’s attention in the Brown litigation: blacks had been attacking the validity of these policies for 100 years. Yet, prior to Brown, black claims that segregated public schools were inferior had been met by orders requiring merely that facilities be made equal. What accounted, then, for the sudden shift in 1954 away from the separate but equal doctrine and towards a commitment to desegregation? The decision in Brown to break with the Court’s long-held position on these issues cannot be understood without some consideration of the decision’s value to whites, not simply those concerned about the immorality of racial inequality, but also those whites in policymaking positions able to see the economic and political advances at home and abroad that would follow abandonment of segregation. First, the decision helped to provide immediate credibility to America’s struggle with Communist countries to win the hearts and minds of emerging third world peoples. Advanced by lawyers for both the NAACP and the federal government, this point was not lost on the news media. Time magazine, for example, predicted that the international impact of Brown would prove scarcely less important than its effect on the education of black children: “In many countries, where U.S. prestige and leadership have been damaged by the fact of U.S. segregation, it will come as a timely reassertion of the basic American principle that ‘all men are created equal.’”5

When men are considered for leadership positions, the same traits that predict their downfall are commonly mistaken - even celebrated - as a sign of leadership or talent.

who see their role as authority-based rather than leadership-based may resist emerging ownership and self-accountability

In our world, basic tasks have to be repeatedly rehearsed in conditions mimicking predicted combat scenarios as faithfully as possible.

People invest in stocks based on their statistics over the years to have a higher probability on their side. Due to this anomaly, most of the people around you lead a similar life, they grow up under the leadership of their parents, work hard to achieve their predictable goals, get a good job, attain stability over the years, get married, grow old and the same trend gets kicked off with their offsprings.

The Trump administration is an unmitigated catastrophe, and the responsibility rests entirely at his feet, the predictable outcome of assigning organizational leadership to a man of weak morals.

The Scorecard should cause an organizational shift. Your leadership team will become more proactive at solving problems because you’ll have hard data that not only points out current problems but also predicts future ones.

But I have been stressing that there are other underlying species-regularities involved. First, that women leaders do not inspire ‘followership’ chiefly because they are women and not only because of the consequences of those factors noted above ; secondly, even if they want to, women cannot become political leaders because males are strongly predisposed to form and maintain all-male groups, particularly when matters of moment for the community are involved. The suggestion is that a combination of these two factors has been the basis for the hostility and difficulty those females have faced who have aspired to political leadership. This has been the basis of the tradition of female non-involvement in high politics, and not the tradition itself. Cultural forms originally express the underlying ‘genetically programmed behavioural propensities’. In their turn, such cultural forms maintain – as tradition – an enduring solution to the recurrent problem of assigning of leadership and followership roles. In this connection, Margaret Mead writes about ‘zoomorphizing Man’. ‘Culture in the sense of man's species-characteristic method of meeting problems of maintenance, transformation, and transcendance of the past is an abstraction from our observations on particular cultures.’? This is then another way of looking at how broad political patterns may predictably emerge from the more detailed and programmed patterns of different behaviour of males and females. Some females may indeed penetrate some high councils. They become ministers of governments, ambassadors, and so on. A few may receive assignments which are not ‘feminine’ in their implication, such as Golda Meir, former Israeli Foreign Minister, and Barbara Castle, U.K. Secretary of Productivity and Employment. It is important to know what happens to the ‘backroom boys’ under such circumstances. Do they retire to an even more secluded chamber? Does the lady become ‘one of the boys’?

The LBDQ-VII is one of the earliest and most widely used instruments of leadership behavior. It emerged from the Ohio State leadership research teams and evolved to its present form to cover 12 aspects of leadership behavior. These were representation, demand reconciliation, tolerance of uncertainty, persuasiveness, initiating structure, tolerance of freedom, role assumption, consideration, production emphasis, predictive accuracy, integration, and superior orientation.

They get to pick the question. You get to pick the answer. 2. You don’t have to answer any question you don’t want to. 3. Never lie or dissemble, of course; but beware of being too candid or open. 4. Never answer hypothetical questions about the future. 5. Never reveal the private advice you have given your superiors. 6. Answers should be directed to the message you want readers/viewers to get. The interviewers are not your audience. 7. They’re doing their job. You’re doing yours. But you’re the only one at risk. 8. Don’t predict or speculate about future events. 9. Beware slang or one-liners unless you are consciously trying to produce a sound bite. 10. Don’t wash dirty linen. 11. Do not answer any question containing a premise you disagree with. 12. Don’t push yourself or be pushed into an answer you don’t want to give. 13. If trapped, be vague and mumble. 14. Never cough or shift your feet.