Profound Leadership Quotes

Confidence is the profound yet frequently overlooked dimension of development that boils down to trusting and appreciating one’s talents and abilities.

The Bible, with its rich tapestry of narratives and teachings, offers profound insights into the nature of leadership and stewardship, providing timeless principles that resonate with leaders in all spheres of life, including the business world.

While extroverts tend to attain leadership in public domains, introverts tend to attain leadership in theoretical and aesthetic fields. Outstanding introverted leaders, such as Charles Darwin, Maurie Curie, Patrick White and Arthur Boyd, who have created either new fields of thought or rearranged existing knowledge, have spent long periods of their lives in solitude. Hence leadership does not only apply in social situations, but also occurs in more solitary situations such as developing new techniques in the arts, creating new philosophies, writing profound books and making scientific breakthroughs.

When leaders die to pushing their own agendas and realize that leadership is the act of dying to self, those around them are profoundly transformed. Selfless leadership opens a space for God to flow into.

While extroverts tend to attain leadership in public domains, introverts tend to attain leadership in theoretical and aesthetic fields. Outstanding introverted leaders, such as Charles Darwin, Marie Curie, Patrick White and Arthur Boyd, who have created either new fields of thought or rearranged existing knowledge, have spent long periods of their lives in solitude. Hence leadership does not only apply in social situations, but also occurs in more solitary situations such as developing new techniques in the arts, creating new philosophies, writing profound books and making scientific breakthroughs.

The ability to make risk scenario simulations is a profoundly helpful to company leadership to engage in risk management.

The ability to make risk scenario simulations is a profoundly helpful way for company leadership to engage in risk management.

The boardroom is more than just a meeting space; it's a crucible where the future of a company is forged. It's a dynamic arena where individuals with diverse backgrounds, experiences, and perspectives converge to make decisions that can profoundly impact the lives of employees, shareholders, customers, and communities.

The difference between a communist party and a bourgeois party in State leadership is not a 'minor' one, but a very great, profound, class difference of principle, which cannot be reduced to the 'rotation' of party leaders in political power

I can understand backward patriarchal reasoning coming from a male, but from a woman - and of all people, a leader of women? It says something profound about leadership - and, if anything - what it says about followers is not very flattering at all.

In the end, it is up to us to instruct, inspire, and encourage one another by what we do and how we live. We must all, in this sense, be activists. If we want more connection, we must work harder to connect with others. If we want more unity, we must work to be uniters. If we want more leadership, then we must lead. The most profound changes in our country have come when individuals joined with other individuals in the stubborn belief that they could make change.

Amplifying digital leadership is not about how loudly you can speak, but how profoundly you can think.

Values and ideals rooted deeply in the Love Paradigm will profoundly affect, inform and direct in the midst of any context.

Fame requires every kind of excess. I mean true fame, a devouring neon, not the somber renown of waning statesmen or chinless kings. I mean long journeys across gray space. I mean danger, the edge of every void, the circumstance of one man imparting an erotic terror to the dreams of the republic. Understand the man who must inhabit these extreme regions, monstrous and vulval, damp with memories of violation. Even if half-mad he is absorbed into the public's total madness; even if fully rational, a bureaucrat in hell, a secret genius of survival, he is sure to be destroyed by the public's contempt for survivors. Fame, this special kind, feeds itself on outrage, on what the counselors of lesser men would consider bad publicity-hysteria in limousines, knife fights in the audience, bizarre litigation, treachery, pandemonium and drugs. Perhaps the only natural law attaching to true fame is that the famous man is compelled, eventually, to commit suicide. (Is it clear I was a hero of rock'n'roll?) Toward the end of the final tour it became apparent that our audience wanted more than music, more even than its own reduplicated noise. It's possible the culture had reached its limit, a point of severe tension. There was less sense of simple visceral abandon at our concerts during these last weeks. Few cases of arson and vandalism. Fewer still of rape. No smoke bombs or threats of worse explosives. Our followers, in their isolation, were not concerned with precedent now. They were free of old saints and martyrs, but fearfully so, left with their own unlabeled flesh. Those without tickets didn't storm the barricades, and during a performance the boys and girls directly below us, scratching at the stage, were less murderous in their love of me, as if realizing finally that my death, to be authentic, must be self-willed- a succesful piece of instruction only if it occured by my own hand, preferrably ina foreign city. I began to think their education would not be complete until they outdid me as a teacher, until one day they merely pantomimed the kind of massive response the group was used to getting. As we performed they would dance, collapse, clutch each other, wave their arms, all the while making absolutely no sound. We would stand in the incandescent pit of a huge stadium filled with wildly rippling bodies, all totally silent. Our recent music, deprived of people's screams, was next to meaningless, and there would have been no choice but to stop playing. A profound joke it would have been. A lesson in something or other. In Houston I left the group, saying nothing, and boarded a plane for New York City, that contaminated shrine, place of my birth. I knew Azarian would assume leadership of the band, his body being prettiest. As to the rest, I left them to their respective uproars- news media, promotion people, agents, accountants, various members of the managerial peerage. The public would come closer to understanding my disappearance than anyone else. It was not quite as total as the act they needed and nobody could be sure whether I was gone for good. For my closest followers, it foreshadowed a period of waiting. Either I'd return with a new language for them to speak or they'd seek a divine silence attendant to my own. I took a taxi past the cemetaries toward Manhattan, tides of ash-light breaking across the spires. new York seemed older than the cities of Europe, a sadistic gift of the sixteenth century, ever on the verge of plague. The cab driver was young, however, a freckled kid with a moderate orange Afro. I told him to take the tunnel. Is there a tunnel?" he said.

The profound paradox is that the great man became more confident in his approach to others, including the man of his own Cabinet, but he recognized that his major confidence was not himself but in Another.

Communicating on the surface can be easy. But when you want to dig deeper and connect with more profound impact, you’ll need to achieve greater understanding, especially when others have personalities, experiences, needs, and preferences different from your own.

In one respect New Orleans has set an example for all the world in the fight against yellow fever. The first impression was the complete organization of the citizens and the rational and reasonable way in which the fight has been conducted by them. With a tangible enemy in view, the army of defense could begin to fight rationally and scientifically. The... spirit in which the citizens of New Orleans sallied forth to win this fight strikes one who has been witness to the profound gloom, distress, and woe that cloud every other epidemic city. Rupert Boyce, Dean of Liverpool School of Tropical Diseases, 1905

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

We have to remember that the ancient faith communities that set a course to change the history of the world did so without church programs, without paid staff, without Web sites, and without brochures, blogs, or buildings. They were lean! The point of going without all the stuff is simple but profound. When you don’t have all the “stuff,” you’re left with a lot of time to spend with people.

You will also notice a profound pattern of character traits that take hold early in his life, but later these traits get tempered by tragedy and introspection as Roosevelt learned how to shape events, interpret people, and humble himself. It is clear that Roosevelt was not born the right person for the times but assiduously cultivated the opportunity to become its spokesman. He learned how to lead the individual, which allowed him to lead the country.

Many have argued with me that ambition is not the problem. Women are not less ambitious than men, they insist, but more enlightened with different and more meaningful goals. I do not dismiss or dispute this argument. There is far more to life than climbing a career ladder, including raising children, seeking personal fulfillment, contributing to society, and improving the lives of others. And there are many people who are deeply committed to their jobs but do not - and should not have to - aspire to run their organizations. Leadership roles are not the only way to have profound impact.

especially in the key task of translating broad strategic concepts into feasible operational orders. Marshall understood that Eisenhower had a talent for implementing strategy. And that job, Marshall believed, was more difficult than designing it. “There’s nothing so profound in the logic of the thing,” he said years later, discussing his own role in winning approval for the Marshall Plan. “But the execution of it, that’s another matter.” In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It

In a free society, we do not imprison those who violate profound cultural taboos or burn them at the stake. But they must be identified as dangerous radicals, not fit to be counted among the priesthood. The reaction is appropriate. To raise the dread question is to open the possibility that the institutions responsible “for the indoctrination of the young” and the other propaganda institutions may be infected by the most dangerous of plagues: insight and understanding. Awareness of the facts might threaten the social order, protected by a carefully spun web of pluralist mysticism, faith in the benevolence of our pure-hearted leadership, and general superstitious belief. An

As Janet Farrall and Leonie Kronborg write in Leadership Development for the Gifted and Talented: While extroverts tend to attain leadership in public domains, introverts tend to attain leadership in theoretical and aesthetic fields. Outstanding introverted leaders, such as Charles Darwin, Marie Curie, Patrick White and Arthur Boyd, who have created either new fields of thought or rearranged existing knowledge, have spent long periods of their lives in solitude. Hence leadership does not only apply in social situations, but also occurs in more solitary situations such as developing new techniques in the arts, creating new philosophies, writing profound books and making scientific breakthroughs.

It has become fashionable for modern workplaces to relax what are often seen as outmoded relics of a less egalitarian age: out with stuffy hierarchies, in with flat organisational structures. But the problem with the absence of a formal hierarchy is that it doesn’t actually result in an absence of a hierarchy altogether. It just means that the unspoken, implicit, profoundly non-egalitarian structure reasserts itself, with white men at the top and the rest of us fighting for a piece of the small space left for everyone else. Group-discussion approaches like brainstorming, explains female leadership trainer Gayna Williams, are ‘well known to be loaded with challenges for diverse representation’, because already-dominant voices dominate.

Death had brushed hard against him, and beneath the calculations of a public relations machine, he was struggling mightily within himself. Johnson’s New Deal friend Jim Rowe had sent him a recently published biography on Lincoln, which detailed the profound change Lincoln had undergone during a waiting time when he was out of politics. This was Johnson’s waiting time, a time of gathering strength and direction. When Lincoln had suffered his deep depression he had asked himself: What if I died now? What would I be remembered for? Coming back from “the brink of death,” Johnson asked himself a similar set of questions. He had laid the foundation of a substantial fortune, but what purpose did that serve? He had learned to manipulate the legislative machine of the Senate with a deftness and technical expertise without parallel in American history. But to what end did one accumulate such power? Regardless of one’s impressive title, power without purpose and without vision was not the same thing as leadership.

Hoover was deeply respected by both parties. In 1928, the Republicans nominated him for president. In his acceptance speech, delivered at the height of prosperity, Hoover proclaimed that Americans were “nearer to the final triumph over poverty than ever before in the history of any land.” His profound belief in individualism, voluntarism, and the fundamental strength of the American economy blinded him from realizing, until too late, that government had to exert a primary role in helping people through what was fast becoming the worst Depression the country had ever known. At the slightest uptick in the stock market, Hoover believed and summarily proclaimed that the worst was over. When the economy continued to flounder, he came under blistering assault. Still, he would not admit that voluntary activities had failed. He adopted a bunker mentality, refusing to countenance the worsening situation. By contrast, Roosevelt had adapted all his life to changing circumstances. The routine of his placid childhood had been disrupted forever by his father’s heart attack and eventual death. Told he would never walk again, he had experimented with one method after another to improve his mobility. So now, as Roosevelt campaigned for the presidency, he built on his own long encounter with adversity: “The country needs and, unless I mistake its temper, the country demands bold, persistent experimentation. It is common sense to take a method and try it: If it fails, admit it frankly and try another. But above all, try something.

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.

The Queen sets the tone. What a wonderful beautiful domino effect that her stance on acceptance will have. As the leader of a society she just boldly conveyed that it's okay to accept people where they are.

A continuing thread of Europe’s transformation over the seven decades since 1950 has been the central importance of Germany. Change here, in the country that did more than any other to destroy the continent during the first half of the twentieth century, has been especially profound. Despite its destruction as a nation state at the end of the Second World War, Germany has remained at the heart of Europe’s development – central to post-war economic recovery, central to the Cold War, central to the ending of the Cold War, central to widening European integration, central to the creation of the Euro, central to the crisis of the Eurozone, central to the migration crisis, and central to the still-embryonic steps to reform the European Union after its recent serious travails. In the meantime Germany has become a vital pillar of stable liberal democracy, it presides over Europe’s strongest economy, has overcome forty years of division to attain national unity, and has reluctantly acquired the mantle of European leadership. Germany’s own transformation has played a key role in Europe’s post-war story – and is far from the least successful part.

None want to know the ignorant. Some want to know the simple. Many want to know the profound. Countless want to know the mysterious. Draw people with you mind, and they are yours temporarily. Draw people with your heart, and they are yours enduringly. Draw people with you soul, and they are yours permanently.

Leadership vision is built on the leader’s authenticity.

By the term regression I mean to convey something far more profound than a mere loss of progress. Societal regression is about the perversion of progress into a counter-evolutionary mode. In a societal regression, evolutionary principles of life that have been basic to the development of our species become distorted, perverted, or actually reversed. Chief among those evolutionary principles are:    self-regulation of instinctual drive;    adaptation to strength rather than weakness;    a growth-producing response to challenge;    allowing time for maturing processes to evolve; and    the preservation of individuality and integrity. Emotional regression, therefore, is more of a “going down” than a “going back”; it is devolution rather than evolution. It has to do with a lowering of maturity, rather than a reduction in the gross national product. One needs to view societal regression in three dimensions, not two. At the same time that a society is “pro-gressing” technologically it can be “re-gressing” emotionally.

Consciousness precedes being: consciousness, yours and mine, can form, deform, or reform our world. Our complicity in world making is a source of awesome and sometimes painful responsibility-and a source of profound hope for change. It is the ground of our common call to leadership, the truth that makes leaders of its all.

I have come to believe that a Christian leader’s greatest mentor are the dark, lonely times in which God marks our souls with that profound sense of our need for Him.

The key to Lincoln’s success was his uncanny ability to break down the most complex case or issue “into its simplest elements.” He never lost a jury by fumbling with or reading from a prepared argument, relying instead “on his well-trained memory.” He aimed for intimate conversations with the jurors, as if conversing with friends. Though his arguments were “logical and profound,” they were “easy to follow,” fellow lawyer Henry Clay Whitney observed. “His language was composed of plain Anglo-Saxon words and almost always absolutely without adornment.” An Illinois judge captured the essence of Lincoln’s appeal: “He had the happy and unusual faculty of making the jury believe they—and not he—were trying the case.

But Anita Roddick had a different take on that. In 1976, before the words to say it had been found, she set out to create a business that was socially and environmentally regenerative by design. Opening The Body Shop in the British seaside town of Brighton, she sold natural plant-based cosmetics (never tested on animals) in refillable bottles and recycled boxes (why throw away when you can use again?) while paying a fair price to the communities worldwide that supplied cocoa butter, brazil nut oil and dried herbs. As production expanded, the business began to recycle its wastewater for using in its products and was an early investor in wind power. Meanwhile, company profits went to The Body Shop Foundation, which gave them to social and environmental causes. In all, a pretty generous enterprise. Roddick’s motivation? ‘I want to work for a company that contributes to and is part of the community,’ she later explained. ‘If I can’t do something for the public good, what the hell am I doing?’47 Such a values-driven mission is what the analyst Marjorie Kelly calls a company’s ‘living purpose’—turning on its head the neoliberal script that the business of business is simply business. Roddick proved that business can be far more than that, by embedding benevolent values and a regenerative intent at the company’s birth. ‘We dedicated the Articles of Association and Memoranda—which in England is the legal definition of the purpose of your company—to human rights advocacy and social and environmental change,’ she explained in 2005, ‘so everything the company did had that as its canopy.’48 Today’s most innovative enterprises are inspired by the same idea: that the business of business is to contribute to a thriving world. And the growing family of enterprise structures that are intentionally distributive by design—including cooperatives, not-for-profits, community interest companies, and benefit corporations—can be regenerative by design too.49 By explicitly making a regenerative commitment in their corporate by-laws and enshrining it in their governance, they can safeguard a ‘living purpose’ through times of leadership change and protect it from mission creep. Indeed the most profound act of corporate responsibility for any company today is to rewrite its corporate by-laws, or articles of association, in order to redefine itself with a living purpose, rooted in regenerative and distributive design, and then to live and work by it.

A star business is the leader in its market niche To be the leader simply means that it is bigger intheniche than any other firm. We measure size by sales value (also known as revenues or turnover). If the venture has sales of $1 million and there is nobody whose sales in the same niche reach $1 million, then it is the leader. Note that ‘leadership’ is objectively defined by sales, and has nothing to do with competing claims about ‘being the best’ or being most highly rated by customers, which are difficult to judge and not as important anyway. The thing that matters most is how customers in the niche vote with their money. Has a question just popped up in your mind? ‘Ah,’ you may say, ‘but how do you define what the market niche is?’ That is indeed a profound question, and I will answer it with several examples throughout the book. It is possible to get the definition of the niche wrong - as I sometimes have. But the basic idea is very simple. For a niche to be a separate market, it must have different customers, different products or services and a different way of doing business from the main market or other market niches. Finally, the ranking of competitors is different in a valid market niche - the leader in the niche is different from the leader in the main market. If there is no difference in how competitors fare in the niche versus the main market, the niche is not really different.

The renowned leadership expert Warren Bennis, who authored 30 leadership books, including one of my favorites, On Becoming a Leader, indicated that: “a leader is not simply someone who experiences the personal exhilaration of being in charge. Instead, a leader is someone whose actions have the most profound consequences on other people’s lives, for better or for worse, sometimes forever and ever.

A natural outcome of time spent in the safety of God’s presence is that it becomes quite natural to engage routinely in a rhythm of celebrating who we are in Christ and the work of transformation that God is doing in our lives, as well as inviting him to show us those places where we are still living in bondage to sin and negative patterns. Without the regular experience of being received and loved by God in solitude and silence, we are vulnerable to a kind of leadership that is driven by profound emptiness that we are seeking to fill through performance and achievement.

For more than a century America has occupied a position of scientific leadership and has gradually come to take it for granted. Although neither war nor economic depression nor political conflict has been able to threaten it, I now fear that that is about to change, for something has arisen that may indeed signal a change in our national character. That something is most visible in the debate over evolution, but it extends far beyond the teaching of a single subject in the curriculum of a single scientific discipline. It reveals a deep and profound split in the American psyche, an unease that threatens the way we think of ourselves as a people, the place we hold for science in our lives, and the way in which we will move into the twenty-first century. What is at stake, I am convinced, is nothing less than America’s scientific soul.

In the realm of Value-Centric Management (VCM), the concept of equity takes on a profound significance. It's not just about fairness; it's about recognizing the inherent value and potential within every member of the group.

In one episode of the gloriously inane yet profound SpongeBob Squarepants, SpongeBob and his starfish friend Patrick watch in horror as they watch others flee from them in a state of fright. They begin to imagine that they are too ugly for the rest of society. At some point, they are able to piece together that they both had consumed onion-peanut sundaes that give them such horrible breath that inevitably chased away anyone around them. Neither one could conclude this for himself; they were both able to sense it for each other.

Leadership matters. It stands at the crossroads of what we do and who we are, and that is a profound place. It requires that we shape vision and develop a plan and work hard. It requires that we become stronger in our resilience and forgiveness and determination and love.

Other reasons account for Hamilton’s failure to snatch the prize. Though blessed with a great executive mind and a consummate policy maker, Hamilton could never master the smooth restraint of a mature politician. His conception of leadership was noble but limiting: the true statesman defied the wishes of the people, if necessary, and shook them from wishful thinking and complacency. Hamilton lived in a world of moral absolutes and was not especially prone to compromise or consensus building. Where Washington and Jefferson had a gift for voicing the hopes of ordinary people, Hamilton had no special interest in echoing popular preferences. Much too avowedly elitist to become president, he lacked what Woodrow Wilson defined as an essential ingredient for political leadership: “profound sympathy with those whom he leads—a sympathy which is insight—an insight which is of the heart rather than of the intellect.” Alexander Hamilton enjoyed no such mystic bond with the American people. This may have been why Madison was so adamant that “Hamilton never could have got in” as president.

To tear down silos, leaders must go beyond behaviors and address the contextual issues at the heart of departmental separation and politics. The purpose of this book is to present a simple, powerful tool for addressing those issues and reducing the pain that silos cause. And that pain should not be underestimated. Silos—and the turf wars they enable—devastate organizations. They waste resources, kill productivity, and jeopardize the achievement of goals. But beyond all that, they exact a considerable human toll too. They cause frustration, stress, and disillusionment by forcing employees to fight bloody, unwinnable battles with people who should be their teammates. There is perhaps no greater cause of professional anxiety and exasperation—not to mention turnover—than employees having to fight with people in their own organization. Understandably and inevitably, this bleeds over into their personal lives, affecting family and friends in profound ways.

Like me, Gayle Tzemach Lemmon, deputy director of the Council on Foreign Relations’ Women and Foreign Policy Program, was encouraged to prioritize marriage over career. As she described in The Atlantic, “When I was 27, I received a posh fellowship to travel to Germany to learn German and work at the Wall Street Journal. … It was an incredible opportunity for a 20-something by any objective standard, and I knew it would help prepare me for graduate school and beyond. My girlfriends, however, expressed shock and horror that I would leave my boyfriend at the time to live abroad for a year. My relatives asked whether I was worried that I’d never get married. And when I attended a barbecue with my then-beau, his boss took me aside to remind me that ‘there aren’t many guys like that out there.’ ” The result of these negative reactions, in Gayle’s view, is that many women “still see ambition as a dirty word.”20 Many have argued with me that ambition is not the problem. Women are not less ambitious than men, they insist, but more enlightened with different and more meaningful goals. I do not dismiss or dispute this argument. There is far more to life than climbing a career ladder, including raising children, seeking personal fulfillment, contributing to society, and improving the lives of others. And there are many people who are deeply committed to their jobs but do not—and should not have to—aspire to run their organizations. Leadership roles are not the only way to have profound impact.

The reality is that the way in which a leader conducts his personal life does, in fact, have a profound impact on his ability to exercise effective public leadership.

...as we proceed to higher and higher levels of expertise, and as the stakes get higher and higher, the agonies of excellence reappear in new and frightening ways. A tiny minority gets through to the top, to memorable excellence or profound understanding. The rest of us stop at stages along the way, perhaps for a temporary rest, perhaps for a period of reassessment. But once we stop, we are unlikely to start up again. Security is suddenly far sweeter than enterprise. The sufferings of the ascent, so long endured by insuppressible aspiration, suddenly seem pointless.

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If Jefferson's leadership is to be set apart from others similarly situated later on, it should not be because he was inclined to finesse a frontal assault on the old [Federalist] governmental establishment, but because he transformed national politics so thoroughly without being forced into any make-or-break confrontation with it. Jefferson pursued the reconstruction of American government and politics relentlessly, and the regime he created in the end was profoundly different from the one he displaced. Yet, the most remarkable aspect of his transformation is how little resistance he encountered in the process from the institutions and interests previously attached to the old order. Jefferson's authority to reconstruct proved singularly disarming and all-encompassing.

No form of leadership will be effective if it is not built on faithfulness and servanthood.

Idealism is frequently another word for self-righteousness, a disease that can only be corrected by a profound understanding power in its complete sense.

Visionary leadership is not reactive. It refuses to arrogantly offer the right solution or give the right answer. Rather, leading with vision requires that we relate to people. Dan Allender writes, Leadership is not about problems and decisions; it is a profoundly relational enterprise that seeks to motivate people toward a vision that will require significant change and risk on everyone’s part. Decisions are simply the doors that leaders, as well as followers, walk through to get to the land where redemption can be found.3 Leadership hinges on relationship, and that requires us to risk. And though I’m convinced that visionary, relational leadership is a bedrock Christian posture, we all have a disturbing bent toward relational immaturity. I see how easily I become cynical, dismissive, judgmental, and reactive. I see how quickly I’m tempted to blast back at the person who sends a critical e-mail, or judge the person who doesn’t make progress fast enough, or get impatient with those I manage who don’t accomplish exactly what I think they should. Our journey toward dealing compassionately with difficult people doesn’t simply require us to learn a bit more about others. It also requires us to become better acquainted with ourselves.

The two revolutions, therefore, taken together, must be understood as a centuries-long process of fundamental change in which the triumphant Western worldview of colonial days is replaced by a planetary understanding of the meaning of human existence that so transcends particular national differences as to enable the human species to create a planetary peace in the absence of an imperial power to enforce its particular institutions on anyone. In short, a coming to maturity of the human species. A transformation of this profound a depth must necessarily take form in the actions of the most capable nation on the planet, and Revel, after surveying the various claimants to leadership, decided that the United States fulfilled the basic requirements such a role entailed. He acclaimed the United States as the prototype nation in a process of world transformation. He cited many factors present in the United States but absent or improperly developed in other nations as justification for his choice. The United States had a continuing pattern of growth and economic prosperity unmatched by any other nation, a technological excellence unrivaled by anyone else, and a high level of basic research that would continue to provide increasingly sophisticated insights into the nature of basic scientific and social problems. Revel also felt that the United States was culturally oriented toward the future, whereas the European countries were directed toward the past, and the Communists were mired in theoretical and doctrinal considerations, rendering them incapable of confronting rapid and continued change. The

You need a strategy to assume leadership, but only the character can sustain leaders as who they really are.

Culture is what happens when the managers are not around.

Organizational culture is just like the “Operation System” of the organization, you need reboot periodically to keep it running smoothly.

I have been drawn to the story of Moses, because his hard-won strength of soul forged in his private encounters with God gave him the staying power he needed for the long haul of leadership. He made it all the way to the finish line of his life in leadership not because he knew how to think about leadership and conceptualize it in clever ways. He lasted because he allowed his leadership challenges to catalyze and draw him into a level of reliance on God that he might not have pursued had it not been for his great need for God which he experienced most profoundly in the crucible of leadership. He literally had no place else to go!

The Kharijis who had repudiated ʿAli after the battle of Siffin formed small bands, usually of between thirty and a hundred men. Each group was at once an outlaw gang and a fanatical religious sect. They were held together by the conviction that they were the only true Muslims and that their rebellions had profound religious justification. A group of Kharijis (called Najda) controlled a good part of Arabia – including Bahrain, Oman, Hadhramaut, and Yemen – before they were finally crushed. These Khariji bands were most likely formed by uprooted individuals looking for communal affiliation through sectarian movements. The second civil war, then, was a crisis for the cohesion of the Arab-Muslim elite, for its political authority, and for its concepts of true belief and communal leadership.

Watch your Karma, for your karma is always watching you..Profound lesson that has never gone wrong..!

He did not view the organization and the individuals within it as two separate entities, but as one and the same: “People are the heart of your organization,” he instructed me. This perspective affected his leadership profoundly.

The “artificial gap” between business and IT can be bridged via effective leadership, profound understanding, continuous learning, and improvement.

It is a profound and repeated finding that the mere facts of poverty and inequality or even increases in these conditions, do not lead to political or ethnic violence. In order for popular discontent or distress to create large-scale conflicts, there must be some elite leadership to mobilize popular groups and to create linkages between them. There must also be some vulnerability of the state in the form of internal divisions and economic or political reverses. Otherwise, popular discontent is unvoiced, and popular opposition is simply suppressed.

The things that happen in our lives have a profound effect on how we view the world and experience life in the future.

Sometimes the system itself protects them, colluding with them regarding their specialness. For example, in response to a pedophile, church leadership might say, “He is so gifted in ministry; surely you would not want to destroy such potential.” The profound lack of empathy (in the narcissist or the system), let alone repentance, is unsettling, frightening. It renders others and the impact on them invisible, erased, which is a form of death. When the system itself has caught the disease, it is inclined to cover up such things as clergy sexual abuse or pedophilia because it will “damage” the church or organization to expose it.

Paperback 204 pages ISBN: 9780996871839 Available in print, digital and audiobook formats If you have ever experienced infighting, such as a team ora department pitting itself against another team or department; if you have ever worked for a micromanaging and overbearing boss; if you have ever navigated the changes that come with a merger or other significant restructuring process, then you have had a front-row seat to organizational drama. David Emerald’s 3 Vital Questions: Transforming Workplace Drama was written for you! “It is impossible to describe what a profound impact the 3 Vital Questions have had on my life, personally and professionally.” —Chris Nagel, Director of Leadership & Team Development, Cleveland

Need for Emotional Intelligence in leadership and executive management roles : Low EI delays accomplishment of organisational goals. Managers frequently stumble under work pressure, potentially undermining their executive presence and fracturing team synergy. I advocate the 'SPC key' as I call it —Self-introspection, Patience, and Coherent Communication and Coordination. To augment emotional intelligence, leaders must cultivate self-awareness by identifying emotional triggers and exercising patience, while simultaneously fostering empathy through active listening and a nuanced understanding of stakeholder perspectives to adeptly implement their requirements. Moreover, nurturing transparent communication and effective conflict resolution, alongside developing social awareness, can profoundly enhance emotional intelligence and bolster overall leadership efficacy.

From the moment he began using the disciplines on his yellow sheet, Rich was continually narrowing the scope of his responsibilities to a core set of activities. One of the areas that he most adamantly insisted on being involved in, and which had a profound connection to each of the four disciplines, was the hiring of new employees.

We are in the middle of one of the most profound shifts in human history, where the primary work of mankind is moving from the Industrial Age of “control” to the Knowledge Worker Age of “release.” As Albert Einstein said, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.” They certainly won’t be solved by one person; even, and especially, the one “at the top.” Our world’s bright future will be built by people who have discovered that leadership is the enabling art. It is the art of releasing human talent and potential. You may be able to “buy” a person’s back with a paycheck, position, power, or fear, but a human being’s genius, passion, loyalty, and tenacious creativity are volunteered only. The world’s greatest problems will be solved by passionate, unleashed “volunteers.

are strengthened through sibling relationships; they learn to play, bicker, fight, and play again, to accept criticism and bounce back from hurt, to tell secrets and become intimate. “If there remained in Franklin Roosevelt throughout his life,” Boettiger Jr. continued, “an insensitivity towards and discomfort with profound and vividly expressed feelings it may have been in part the lengthened shadow of his early sheltering from ugliness and jealousy and conflicting interests.

He began, “I know that the next couple of hours might be tedious, and that there are a hundred other things we’d all rather be doing right now. But let’s keep a few things in mind while we’re here today. First, our competitors are hoping we get this wrong. They’re hoping we underallocate resources for advertising, or hire too many administrative staff. And our employees are desperate for us to get this right, because every decision we make today has a profound impact on someone’s job, not to mention their morale. In their minds, our credibility is on the line. And finally, I don’t want to be sitting at my desk nine months from now thinking, ‘Why didn’t I pay closer attention during that budget review?’ So let’s sit forward in our seats and do this right so we can feel good about it for the rest of the year.

This teacher was kind and well-intentioned, but I wonder whether students like the young safety officer would be better off if we appreciated that not everyone aspires to be a leader in the conventional sense of the word—that some people wish to fit harmoniously into the group, and others to be independent of it. Often the most highly creative people are in the latter category. As Janet Farrall and Leonie Kronborg write in Leadership Development for the Gifted and Talented: while extroverts tend to attain leadership in public domains, introverts tend to attain leadership in theoretical and aesthetic fields. Outstanding introverted leaders, such as Charles Darwin, Marie Curie, Patrick White and Arthur Boyd, who have created either new fields of thought or rearranged existing knowledge, have spent long periods of their lives in solitude. Hence leadership does not only apply in social situations, but also occurs in more solitary situations such as developing new techniques in the arts, creating new philosophies, writing profound books and making scientific breakthroughs.

The most profound revolution of our era is the realisation that by shifting our internal mindset, we possess the power to transform the external realities of our lives.

As we explore this new model, the concept of gentleness may appear at odds with traditional notions of toughness. But in fact, gentleness is not weakness; it’s a profound strength. Embracing gentleness requires courage, self-awareness, and a willingness to be vulnerable.

Within every individual lies the potential for leadership. The essence of leadership lies not only in acknowledging one's leadership status but, more crucially, in delving into the intricacies of what defines the nature, methods, and motivations underlying one's leadership. A profound introspection into the 'what,' 'how,' and 'why' of leadership stands as a fundamental inquiry for any leader contextualizing their role.

Companies are living creatures. They have their personas, a company can be vibrant, can be old & stubborn, can be adventurous & risk taker, it can be anything & everything, depending on its employees & the management profound believes of growth & organizational justice

He was learning, Sewall said, what it meant to be an American, the idea that “no man is superior, unless it was by merit, and no man is inferior, unless by his demerit.” The profound pleasure Theodore had discovered in a different kind of social life would lead to a reassessment of his future prospects.

The profoundly new leadership of Pope Francis seeks to change the Roman Catholic Church from closed and judging to open and encountering. After his selection, praises for the new pope were soon flowing around the world, commentary on the surprising pontiff was on all the news shows, and even late-night television comedians were paying humorous homage. But only a few of the journalists covering the pope were getting it right: Francis was just doing his job. The pope is meant to be a follower of Christ—the Vicar of Christ. Isn’t it extraordinary how simply following Jesus can attract so much attention when you are the pope? Every day, millions of other faithful followers of Christ do many of the same things. They often don’t attract attention, but they help keep the world together.

When the people of a congregation zealously hold convictions about time and space, the church will begin to change (and change fast)! There is a powerful grace that comes with the belief that this mortal life is terrifyingly brief and the life after death is gloriously infinite. This profound conviction moves the church to become a people of radical action, urgency, unction, and even risk.

King was not depressed because he “had” the illness of depression, this colleague remarked; he was depressed because of the extreme stress of living with the danger of death daily. This may be, or it could be that he had the disease of depression, or both. This problem can’t be easily dismissed: it is a profound dilemma that has exasperated philosophers for at least three centuries, since the philosopher David Hume starkly laid out this “problem of causation.” X happens; then Y happens; X happens; then Y happens; X happens; then Y happens. At some point, we conclude that X causes Y. But as Hume points out, this idea of “cause” only means the constant conjunction of X and Y. Someday, Y might not follow X, and our assumption of cause would be proven incorrect. But we cannot know whether this will happen or not. So in the meantime, we presume causation. In sum: saying something causes something else is always a probabilistic statement; one can never be 100 percent certain. So it is with all knowledge: with philosophy, science, psychiatry, and history.

Elders profoundly embody the gospel when they search out wandering members. Keeping watch and tracking down strays is a Jesus-shaped activity.

Leaders co-create their reality not just by reflection but by asking the right questions. In the creative process, a question is a quest. Answers are dead ends. An answer is a blind alley through which no further movement of the mind is possible. When leaders live in questions they are able to navigate the complex problems of life and arrive at simple yet profound solutions. Complexities of the life arise because of our normal thinking process is not able to grasp our reality. So we need creativity in thinking. Creativity is a discontinuity in our thinking process. Creativity comes with sustained questioning of our old assumptions about reality.

Lee Gruenfield, novelist: It's human nature, this propensity in the face of the profound to be distracted by the trivial.

The nature of this unscrupulousness creation is becoming more inhumanly depraved by the manipulated works of failed administrations that betrothed humankind to turn entirely divided, profoundly loathsome, fundamentally radical, and entirely discriminate. It's not about being a Democrat, or a Republican, or finding power in one Political side; it's about being an American who cares about freedom, liberty, and independence for all! We should all be ashamed for hating each other.

A sacred heart means you may feel tortured and betrayed, powerless and hopeless, and yet stay open. It’s the capacity to encompass the entire range of your human experience without hardening or closing yourself. It means that even in the midst of disappointment and defeat, you remain connected to people and to the sources of your most profound purposes.

I can understand backward patriarchal reasoning and opinions coming from a male, but from a woman – and of all people, from a leader of women? That says something profound about the nature of that leadership – and, if nothing else – what it says about the followers is not very flattering at all

When we come together in a group to get aligned, it may appear that we are all here to solve the problem at hand. While that is true, under that truth is a more profound one: we are all here to become well-regarded members of the group. However, unless all the members of the group also want that for each other, the environment is not safe for interpersonal risk-taking and playing full out.

By paying attention to what was bubbling underneath and managing it, I discovered new levels of freedom and a profound encounter with God’s grace. I experienced genuine spiritual breakthroughs of patterns that had previously kept me stuck.

If leadership requires a fired-up sense of purpose and imagination, it also demands a profound connection to the society to be led.

If leadership requires a fired-up sense of purpose and imagination, it also demands a profound connection to the society to be led. Like it or not, this is our culture, and we should embrace and celebrate it, even while we strive to refine and shape it.

My research endeavors illuminated the profound interplay between leadership style and school culture.

Ms. Atchia’s journey from Mauritius to becoming a prominent figure in Canadian media is a testament to her resilience, determination, and dedication. Her Mauritian roots have profoundly shaped her worldview, instilling in her a deep appreciation for diversity, multiculturalism, and community spirit. These values are evident in her leadership style, as she consistently strives to create inclusive spaces that celebrate differences and foster unity.

In an era where sports often glorify stats and victories above all else, Sanders reminds us of the profound impact a leader can have in shaping lives. (BLOG - Deion Sanders: A Coach, A Father, A Blueprint for Success)

Leading with integrity and accountability has profound implications for organizational culture and performance. When leaders consistently demonstrate these qualities, they create a ripple effect that influences the behavior of others, fostering a culture where ethical conduct is valued and expected.