Promising Leadership Quotes

Consistency is the true foundation of trust. Either keep your promises or do not make them.

Keep your promises and be consistent. Be the kind of person others can trust.

I would not be a Moses to lead you into the Promised Land, because if I could lead you into it, someone else could lead you out of it.

A leader must lead. Where others see obstacles, he must see opportunities. When others see problems, he must see possibilities ... Civilization is not built on a negation but on an affirmation- an affirmation of the bright and promising possibilities that the future holds for those who are enterprising enough to pursue them.

Dependent cultures not only kill the ambition of the people and the organization, they will ultimately drain the energy of the leader and result in the burnout that has killed so many promising careers

Sometimes the reason God doesn't show up to win your battles is because he already put inside of you the power to end it.

In the world at large we seldom vote for a principle or a given state of affairs. We vote for a man who pretends to believe in that principle or promises to achieve that state. We don't want a man, we want a condition of peace and plenty-- or, it may be, war and want-- but we must vote for a man.

People are weary of politicians who make promises they are either unwilling or unable to keep. Society longs for statesmen but it gets politicians. Statesmen are leaders who uphold what is right regardless of the popularity of the position. Statesmen speak out to achieve good for their people, not to win votes. Statesmen promote the general good rather than regional or personal self-interest.

You can unlock spiritual things only from within.

Unless they're utterly heartless, people put a certain value on human life. It keeps us from killing each other off for no reason. But for leaders like you and me, a moral high ground is too absolute. There are choices to be made.

If you don’t own the goal and it doesn’t come from your dream, then you won’t have the toughness to persevere when the going gets tough. And I will promise you that the going will get tough. There is never an exception—everyone who wins must push through obstacles, lots of them. You simply will not get up at dawn for your three-mile run because your wife wants you thinner. Big goals require big backbone—wimps need not apply.

Good leaders keep their promises. When promises are honored, respect is earned. When promises are disregarded by the leader, respect for the leader is disregarded.

Show up early. Work hard. Stay late. Have a plan. Deliver on your promises. Share the hardships with the employees. Show that you care. Admit your mistakes. And—did I mention?—work hard.

Promised yourself never to keep quiet on the truth. Speak it out and let the lie die

! The key to growth is to learn to make promises and to keep them

It was typical of Washington’s style of leadership to present a promising proposal as someone else’s idea, rather than his own.

Hollow Horn Bear knew that to be leader and adviser of his people he must be honest and reliable, and that his word once given in promise must never be taken back. He knew that he must be a man of will-power, standing for the right no matter what happened to him personally; that he must have strength of purpose, allowing no influence to turn him from doing what was best for the tribe. He must be willing to serve his people without thought of pay. He must be utterly unselfish and kind-hearted to the old and poor and stand ready to give to those in need. Above all, he must be unafraid to deal equal justice to all.

A promising junior executive of IBM was involved in a risky venture for the company and managed to lose over $10 million in the gamble. It was a disaster. When Watson called the nervous executive into his office, the young man blurted out, 'I guess you want my resignation?' Watson said, 'You can't be serious. We've just spent $10 million educating you!

Most great accomplishments do not look promising in the beginning. If you give up on a big dream too early, you have probably stepped on gold and mistook it for a rock.

You appear dangerous to people when you question their values, beliefs, or habits of a lifetime. You place yourself on the line when you tell people what they need to hear rather than what they want to hear. Although you may see with clarity and passion a promising future of progress and gain, people will see with equal passion the losses you are asking them to sustain.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

People do not resist change, per se. People resist loss. You appear dangerous to people when you question their values, beliefs, or habits of a lifetime. You place yourself on the line when you tell people what they need to hear rather than what they want to hear. Although you may see with clarity and passion a promising future of progress and gain, people will see with equal passion the losses you are asking them to sustain.

Your inspiration taps hidden reserves of promise that sustain people through times that induce despair. You enable people to envision a future that sustains the best from their past while also holding out new possibilities.

That day was an education for me. I'll never forget it. Standing in teh doorway, watching the reaction of the men and women gathered there, I witnessed the poewrful effect of unwavering, uncomplaining, uncompromising leadership. It changed me. It was one of those moments when you say to yourself, [in italics] That's what I want to be when I grow up. and you know you've grown up a little already, simply because you recognize it. Norman called Ducky-Bob's party supply and ordered chairs while I wheeled the second bed out to the hallway. Mommy, Margaret Valentine, and I rushed around, getting everything we needed to cater the cramped but memorable even, and on Tuesday morning, about three dozen top members of the Chili's team jammed into Norman's room at Presbyterian Hospital. Norman didn't what his people to see him lying down, so I'd helped him get into a jogging suit and robe, and propped him up on one of those rolling carts they use to distribute meals. He was in unthinkable pain, but he spoke to them from his heart about how much he appreciated them, how committed he was to the success of the organization, and how far they could all go together.

The White House elected to power in November 2008 campaigned on compelling promises of hope, change, and bringing the nation together. The reality it delivered for eight years was rather different: a brand of leadership that was narcissistic, aggressively secular, ideologically divisive, resistant to compromise, unwilling to accept responsibility for its failures, and generous in spreading blame. As

Don't let your fear of criticism suffocate your leadership potential. Once you begin to speak your truth, you will discover the people who have been waiting for someone exactly like you. Until you speak up, all you need is the faith that they exist. And I promise you: they do.

Here is the rub: Systems that are constructed for order cannot provide satisfaction in domains that require a unique and personal human solution. They are unable to provide the satisfaction that they promise because of their very nature. This is not a critique of any individual’s leadership or method of operation. It is that systems have a limit; by their nature, they cannot provide prosperity or peace of mind or a life of satisfaction.

Many great leaders understand intuitively that they need to work hard to create a sense of safety in others. In this way, great leaders are often humble leaders, thereby reducing the status threat. Great leaders provide clear expectations and talk a lot about the future, helping to increase certainty. Great leaders let others take charge and make decisions, increasing autonomy. Great leaders often have a strong presence, which comes from working hard to be authentic and real with other people, to create a sense of relatedness. And great leaders keep their promises, taking care to be perceived as fair.

Facts, as Reagan famously said, are stubborn things. Truth and honesty are vital pillars of presidential leadership; they create an ineffable reservoir of goodwill for the moments when the man in the Oval Office can’t tell Americans all the details of a military or law enforcement operation. They are a buttress against attacks on his programs, his intentions, and his statements. Leadership demands trust. Trust that the president will keep his word, do as he promises, and deliver on commitments. Donald Trump, the Münchhausen of presidents, is a notorious serial liar and fabulist. He is a man who has boasted about his own dishonesty in life, marriage, and business.

PROMISING, VOWING...cannot earn us trust. Trust can't be generated overnight. No SHORT CUT! It takes DOING over a very long period of time.

Jesus’ promise of resurrection of believers came with a demonstration. He did it and said His followers who die will do same. This is leadership! It’s based on truth!

WHEN SIN HINDERS YOUR WORSHIP. God will never delay His promise. You have delayed Him. "..However, when the Son of Man comes, will He find faith on the earth?" Luke 18:8b

God will never delay His promise. You have delayed Him.

Begin each day with a promise to self to be grateful ,be kind .be authentic your day will meet your intent ~bns

Keep your promises and never be late in acting. Act right and do the right things at the right time.

The world hast fast to pass away- And cannot comprehend the things that are promised to the righteous in time to come: for this world is full of unrighteousness and infirmities.

Like as thou canst do none of these things that I have spoken of, even so canst thou not find out my judgment, or in the end the love that I have promised unto my people.

Great leaders deliver on their promises. They do not just make empty promises because they know that such can gravely affect their credibility.

I firmly believe in education and the bright future that is always promised to the youth or the young and old generation.

It appears that tomorrow’s destination is fast becoming a moving target, and only those with the ability to adapt will eventually reach the “Promised Land.

leadership means taking personal responsibility for results. Leadership means you get things done. Leadership means you keep your promises.

When we step into positions of leadership, we make a whole set of promises we may not know we are making.

Leaders succeed or fail depending on whether or not they clarify role expectations and keep their promises.

Gentlemen,” I said to my officers, “let’s talk about discipline within our army, and let’s consider our danger from no-account leaders. Unfortunately, such rogues sometimes find more followers than good leaders. Promising everyone a good time with plenty of instant rewards, these scoundrels can exert much more influence than virtuous men, who end up alone on steep, rocky paths.

Some politicians just want positions . They don't care about serving people. That is why they are changing different parties. It is not about integrity but is about the positions they had been promised.

People do not resist change, per se. People resist loss. You appear dangerous to people when you question their values, beliefs, or habits of a lifetime. You place yourself on the line when you tell people what they need to hear rather than what they want to hear. Although you may see with clarity and passion a promising future of progress and gain, people will see with equal passion the losses you are asking them to sustain.

Your competitors have the same idea of how unique, special, vital, and relevant they are with everyone spending a lot of money using the same words, messages, and promises to convince prospects how unique they each are.

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

Tell Montgomery they can keep shooting and I’m going to stand up to them; tell Montgomery they can keep bombing and I’m going to stand up to them. If I had to die tomorrow morning I would die happy because I’ve been to the mountaintop and I’ve seen the promised land and it’s going to be here in Montgomery.

Can two walk together, unless they are agreed?’ Amos 3:3 ‘Does This Person Belong in your Life?’ A toxic relationship is like a limb with gangrene: unless you amputate it the infection can spread and kill you. Without the courage to cut off what refuses to heal, you’ll end up losing a lot more. Your personal growth - and in some cases your healing - will only be expedited by establishing relationships with the right people. Maybe you’ve heard the story about the scorpion who asked the frog to carry him across the river because he couldn’t swim. ‘I’m afraid you’ll sting me,’ replied the frog. The scorpion smiled reassuringly and said, ‘Of course I won’t. If I did that we’d both drown!’ So the frog agreed, and the scorpion hopped on his back. Wouldn’t you know it: halfway across the river the scorpion stung him! As they began to sink the frog lamented, ‘You promised you wouldn’t sting me. Why’d you do it?’ The scorpion replied, ‘I can’t help it. It’s my nature!’ Until God changes the other person’s nature, they have the power to affect and infect you. For example, when you feel passionately about something but others don’t, it’s like trying to dance a foxtrot with someone who only knows how to waltz. You picked the wrong dance partner! Don’t get tied up with someone who doesn’t share your values and God-given goals. Some issues can be corrected through counselling, prayer, teaching, and leadership. But you can’t teach someone to care; if they don’t care they’ll pollute your environment, kill your productivity, and break your rhythm with constant complaints. That’s why it’s important to pray and ask God, ‘Does this person belong in my life?

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

I define integrity as honoring your word. A person with integrity keeps her promises whenever possible, and still honors them if she is unable to do so. You make a grounded promise by committing only to deliver what you believe you can deliver. You keep the promise by delivering it. And you can still honor the promise when you can’t keep it by letting the person you are promising know of the situation, and taking care of the consequences.

being picked on, was very painful, but it made me a better person. It instilled in me a lifelong hatred for bullies and sympathy for their victims. Some of the most satisfying work I did as a prosecutor, in fact, was putting bullies of all kinds in jail, freeing good people from their tyranny. After my experience in college, I was never going to surrender to the group again simply because it was easy. And I was going to make sure my life had some meaning, because I’d already seen how fleeting life could be. CHAPTER 4 MEANING I have always believed, and I still believe, that whatever good or bad fortune may come our way we can always give it meaning and transform it into something of value. —HERMANN HESSE I HAVE WORKED with great men over the years, but two of my most important teachers about life and leadership were women. In 1993, after my work on the Gambino trial ended, I kept my promise to Patrice and we moved our family to Richmond, a place where we had few

If you work by faith and not by sight, you will always see a sign. You have to develop a space of comfort to know that there is a difference between signs and sounds, it means God will tell you that He will make a change in your life but He won't show you anything to demonstrate the change for a little while because He doesn't want your faith to be in the change; He wants your faith to be in the promise, so that when the change is a bit slow in coming, you will know how to trust in Him while you wait for it to come to pass.

Until you can say "I am my master," you cannot say "I am your servant." In other words, we might profess a service ethic, but under pressure or stress we might be controlled by a particular passion or appetite. We lose our temper. We become jealous, envious, lustful, or slothful. Then we feel guilty. We make promises and break them, make resolutions and break them. We gradually lose faith in our own capacity to keep any promises. Despite our ethic to be the "servant of the people," we become the slave of whatever masters us.

I believe the message in the hymn “Rise Up, O Men of God” (Hymns, no. 324) is a plea, a call, a divine invitation for us to rise above the telestial tinsel of our time; to deny ourselves of ungodliness and clothe ourselves in the mantle of holiness; to reach and stretch and grasp for that spiritual direction and sacred empowerment promised to the Lord’s agents, to those charged to act in the name of our Principal, Jesus Christ; and to point the way to salvation and deliverance and peace in a world that finds itself enshrouded in darkness, a world that yearns for spiritual leadership.

Although I differ—and differ vigorously—with President Johnson on this so-called civil rights question,” Russell said, “I expect to support the President just as strongly when I think he is right as I intend to oppose him when I think he is wrong.” For his part, Johnson had approached Russell from the beginning with affection and sensitivity and without a trace of vindictiveness. Clearly, both men loved the South, but Russell clung to its past while Johnson nurtured a different economic and social vision for its future, a vision stillborn without the changes this bill promised to deliver.

Within three weeks the hollowness of another Nazi promise was exposed when Hitler decreed a law bringing an end to collective bargaining and providing that henceforth “labor trustees,” appointed by him, would “regulate labor contracts” and maintain “labor peace.”18 Since the decisions of the trustees were to be legally binding, the law, in effect, outlawed strikes. Ley promised “to restore absolute leadership to the natural leader of a factory—that is, the employer… Only the employer can decide. Many employers have for years had to call for the ‘master in the house.’ Now they are once again to be the ‘master in the house.

Trust at the interpersonal level. Trustworthiness is the foundation of trust. Trust is the emotional bank account between two people that enables them to have a win-win performance agreement. If two people trust each other, based on the trustworthiness of each other, they can then enjoy clear communication, empathy, synergy, and productive interdependency. If one is incompetent, training and development can help. But if one has a character flaw, he or she must make and keep promises to increase internal security, improve skills, and rebuild relationships of trust. Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

These are the daily annoyances, the subtle messages of whiteness. But we bear other scars, too. Over and over I have seen white men and women get praise for their gifts and skills while women of color are told only about their potential for leadership. When white people end up being terrible at their jobs, I have seen supervisors move mountains to give them new positions more suited to their talents, while people of color are told to master their positions or be let go. I have been in the room when promises were made to diversify boardrooms, leadership teams, pastoral staff, faculty and staff positions, only to watch committees appoint a white man in the end. It's difficult to express how these incidents accumulate, making you feel undervalued, underappreciated, and ultimately expendable.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

Honor is defined as "honesty and integrity in one's beliefs and actions," integrity being "adherence to moral principle and character." Words like these are not heard much in our public discourse today. But I believe these words and what they represent are the bedrock of effective leadership. If you seek to lead men and women, you must persuade them to follow you. That means they must trust you. Herbert Asquith, British prime minister from 1908-1916, wrote, "To speak with the tongue of men and angels, and to spend laborious days and nights in administration, is no good if a man does not inspire trust." A leader's actions must match his words. People must believe he means what he says, that his promises matter and are not just idle rhetoric. Integrity in action becomes moral authority, and it is moral authority that moves people to follow someone even at personal risk or sacrifice-- or even when they disagree.

You needn't instruct me to think about my children's welfare," Phoebe said quietly. "I've always put them first, and always will. As for me being a child... I'm afraid I'm not nearly enough like one." A faint smile touched her lips. "Children are optimistic. They have a natural sense of adventure. To them, the world has no limitations, only possibilities. Henry was always a bit childlike in that way- he never became disenchanted with life. That was what I loved most about him." "If you loved Henry, you will honor his wishes. He wanted Edward to have charge of his family and estate." "Henry wanted to make sure our future would be in capable hands. But it already is." "Yes. Edward's." "No, mine. I'll learn everything I need to know about managing this estate. I'll hire people to help me if necessary. I'll have this place thriving. I don't need a husband to do it for me. If I marry again, it will be to a man of my choosing, in my own time. I can't promise it will be Edward. I've changed during the past two years, but so far, he doesn't see me for who I am, only who I was. For that matter, he doesn't see how the world has changed- he ignores the realities he doesn't like. How can I trust him with our future?" Georgiana regarded her bitterly. "Edward is not the one who is ignoring reality. How can you imagine yourself capable of running this estate?" "Why wouldn't I be?" "Women aren't capable of leadership. Our intelligence is no less than men's, but it is shaped for the purpose of motherhood. We're clever enough to operate the sewing machine, but not to have invented it. If you asked the opinions of a thousand people whether they would trust you or Edward to make decisions for the estate, whom do you think they would choose?" "I'm not going to ask a thousand people for their opinions," Phoebe said evenly. "Only one opinion is required, and it happens to be mine." She went to the doorway and paused, unable to resist adding, "That's leadership." And she left the dowager fuming in silence.

Ottawa, Ontario July 1, 2017 The Prime Minister, Justin Trudeau, today issued the following statement on Canada Day: Today, we celebrate the 150th anniversary of Confederation. We come together as Canadians to celebrate the achievements of our great country, reflect on our past and present, and look boldly toward our future. Canada’s story stretches back long before Confederation, to the first people who worked, loved, and built their lives here, and to those who came here centuries later in search of a better life for their families. In 1867, the vision of Sir George-Étienne Cartier and Sir John A. Macdonald, among others, gave rise to Confederation – an early union, and one of the moments that have come to define Canada. In the 150 years since, we have continued to grow and define ourselves as a country. We fought valiantly in two world wars, built the infrastructure that would connect us, and enshrined our dearest values – equality, diversity, freedom of the individual, and two official languages – in the Charter of Rights and Freedoms. These moments, and many others, shaped Canada into the extraordinary country it is today – prosperous, generous, and proud. At the heart of Canada’s story are millions of ordinary people doing extraordinary things. They exemplify what it means to be Canadian: ambitious aspirations, leadership driven by compassion, and the courage to dream boldly. Whether we were born here or have chosen Canada as our home, this is who we are. Ours is a land of Indigenous Peoples, settlers, and newcomers, and our diversity has always been at the core of our success. Canada’s history is built on countless instances of people uniting across their differences to work and thrive together. We express ourselves in French, English, and hundreds of other languages, we practice many faiths, we experience life through different cultures, and yet we are one country. Today, as has been the case for centuries, we are strong not in spite of our differences, but because of them. As we mark Canada 150, we also recognize that for many, today is not an occasion for celebration. Indigenous Peoples in this country have faced oppression for centuries. As a society, we must acknowledge and apologize for past wrongs, and chart a path forward for the next 150 years – one in which we continue to build our nation-to-nation, Inuit-Crown, and government-to-government relationship with the First Nations, Inuit, and Métis Nation. Our efforts toward reconciliation reflect a deep Canadian tradition – the belief that better is always possible. Our job now is to ensure every Canadian has a real and fair chance at success. We must create the right conditions so that the middle class, and those working hard to join it, can build a better life for themselves and their families. Great promise and responsibility await Canada. As we look ahead to the next 150 years, we will continue to rise to the most pressing challenges we face, climate change among the first ones. We will meet these challenges the way we always have – with hard work, determination, and hope. On the 150th anniversary of Confederation, we celebrate the millions of Canadians who have come together to make our country the strong, prosperous, and open place it is today. On behalf of the Government of Canada, I wish you and your loved ones a very happy Canada Day.

The explosion of government and spending under Obama insured that while the rest of the nation continued to suffer stagnant job growth and slow housing sales long past the time when a recovery should have been underway, one city was booming like a five-year-long Led Zeppelin drum solo: Washington, D.C. According to the 2014 Forbes ranking of the ten richest counties in America, none were in New York, California, or Texas. Before Obama took office, five of the richest counties surrounded Washington, D.C. Now, seven years after Obama took office on his promise to rid the place of big money lobbyists, and Democrats assumed complete control of the White House and Congress for two years, six of the richest counties surround Washington, D.C. Bear in mind that unlike Texas or California, where money is generated by creating products people actually need, such as oil or computers, Washington, D.C., produces nothing but government. In other words, six of the ten richest counties in America got that rich by being parasites. A case could be made that under the current leadership, crony capitalism is more rewarding than actual capitalism. And with all that government around business people’s necks, it’s certainly a heckuva lot easier.

This book festival...grew to attract thousands of visitors every year. Now they felt like they needed a new purpose. The festival’s continuing existence felt assured. What was it for? What could it do? How could it make itself count? The festival’s leadership reached out to me for advice on these questions. What kind of purpose could be their next great animating force? Someone had the idea that the festival’s purpose could be about stitching together the community. Books were, of course, the medium. But couldn’t an ambitious festival set itself the challenge of making the city more connected? Couldn’t it help turn strong readers into good citizens? That seemed to me a promising direction—a specific, unique, disputable lodestar for a book festival that could guide its construction...We began to brainstorm. I proposed an idea: Instead of starting each session with the books and authors themselves, why not kick things off with a two-minute exercise in which audience members can meaningfully, if briefly, connect with one another? The host could ask three city- or book-related questions, and then ask each member of the audience to turn to a stranger to discuss one of them. What brought you to this city—whether birth or circumstance? What is a book that really affected you as a child? What do you think would make us a better city? Starting a session with these questions would help the audience become aware of one another. It would also break the norm of not speaking to a stranger, and perhaps encourage this kind of behavior to continue as people left the session. And it would activate a group identity—the city’s book lovers—that, in the absence of such questions, tends to stay dormant. As soon as this idea was mentioned, someone in the group sounded a worry. “But I wouldn’t want to take away time from the authors,” the person said. There it was—the real, if unspoken, purpose rousing from its slumber and insisting on its continued primacy. Everyone liked the idea of “book festival as community glue” in theory. But at the first sign of needing to compromise on another thing in order to honor this new something, alarm bells rang. The group wasn’t ready to make the purpose of the book festival the stitching of community if it meant changing the structure of the sessions, or taking time away from something else. Their purpose, whether or not they admitted it, was the promotion of books and reading and the honoring of authors. It bothered them to make an author wait two minutes for citizens to bond. The book festival was doing what many of us do: shaping a gathering according to various unstated motivations, and making half-hearted gestures toward loftier goals.

What is it like to be made vice-president? On one level, it's a nearly hallucinatory degree of success. I was barely forty years old, and a shaky, sixty-three-year-old heartbeat from the leadership of the entire Western world. It was also like throwing up in convention-hall bathrooms before giving speeches, and after. It was sitting through dinners with men and women with whom I had nothing in common. Spending an enormous amount of time on trains. Promising thins and agreeing to things as advised by people I had barely met, on very little sleep. Huge sums of money were changing hands and everything happening on the grandest scale imaginable while still in most moments remaining pointless and usually outright seedy. I pretended to learn to fly-fish; I watched sporting events. In Maine I was assaulted by a lobster; it seized my lapel in a threatening manner. I tasted local foods and admired factories,farms, department stores, hotels, and (unless I'm misremembering) several empty plots of land.... It was like being given what was almost the nation's highest honor by a man you held in infinite esteem and regarded with perhaps a certain amount of terrified suspicion, a man who disliked you and clearly wanted nothing to do with you, who would scowl and change the subject at the mention of your name. And then being given a very important and very nasty job by that person, and despised for it, almost as much as you despised yourself.

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

I probably won’t be seeing you again, will I? I mean, I know the others might come back, but you…” He trails off, but picks up the thought again a moment later. “Just seems like you’ll be happy to leave it behind, that’s all.” “Yeah, you’re probably right.” I look at my shoes. “You sure you won’t come?” “Can’t. Shauna can’t wheel around where you guys are going, and it’s not like I’m gonna leave her, you know?” He touches his jaw, lightly, testing the skin. “Make sure Uri doesn’t drink too much, okay?” “Yeah,” I say. “No, I mean it,” he says, and his voice dips down the way it always does when he’s being serious, for once. “Promise you’ll look out for him?” It’s always been clear to me, since I met them, that Zeke and Uriah were closer than most brothers. They lost their father when they were young, and I suspect Zeke began to walk the line between parent and sibling after that. I can’t imagine what it feels like for Zeke to watch him leave the city now, especially as broken by grief as Uriah is by Marlene’s death. “I promise,” I say. I know I should leave, but I have to stay in this moment for a little while, feeling its significance. Zeke was one of the first friends I made in Dauntless, after I survived initiation. Then he worked in the control room with me, watching the cameras and writing stupid programs that spelled out words on the screen or played guessing games with numbers. He never asked me for my real name, or why a first-ranked initiate ended up in security and instruction instead of leadership. He demanded nothing from me. “Let’s just hug already,” he says. Keeping one hand firm on Caleb’s arm, I wrap my free arm around Zeke, and he does the same. When we break apart, I pull Caleb down the alley, and can’t resist calling back, “I’ll miss you.” “You too, sweetie!” He grins, and his teeth are white in the twilight. They are the last thing I see of him before I have to turn and set out at a trot for the train.

It is, in short, the growing conviction that the Negroes cannot win—a conviction with much grounding in experience—which accounts for the new popularity of black power. So far as the ghetto Negro is concerned, this conviction expresses itself in hostility, first toward the people closest to him who have held out the most promise and failed to deliver (Martin Luther King, Roy Wilkins, etc.), then toward those who have proclaimed themselves his friends (the liberals and the labor movement), and finally toward the only oppressors he can see (the local storekeeper and the policeman on the corner). On the leadership level, the conviction that the Negroes cannot win takes other forms, principally the adoption of what I have called a "no-win" policy. Why bother with programs when their enactment results only in sham? Why concern ourselves with the image of the movement when nothing significant has been gained for all the sacrifices made by SNCC and CORE? Why compromise with reluctant white allies when nothing of consequence can be achieved anyway? Why indeed have anything to do with whites at all? On this last point, it is extremely important for white liberals to understand what, one gathers from their references to "racism in reverse," the President and the Vice-President of the United States do not: that there is all the difference in the world between saying, "If you don't want me, I don't want you" (which is what some proponents of black power have in effect been saying), and the statement, "Whatever you do, I don't want you" (which is what racism declares). It is, in other words, both absurd and immoral to equate the despairing response of the victim with the contemptuous assertion of the oppressor. It would, moreover, be tragic if white liberals allowed verbal hostility on the part of Negroes to drive them out of the movement or to curtail their support for civil rights. The issue was injustice before black power became popular, and the issue is still injustice.

ISIS was forced out of all its occupied territory in Syria and Iraq, though thousands of ISIS fighters are still present in both countries. Last April, Assad again used sarin gas, this time in Idlib Province, and Russia again used its veto to protect its client from condemnation and sanction by the U.N. Security Council. President Trump ordered cruise missile strikes on the Syrian airfield where the planes that delivered the sarin were based. It was a minimal attack, but better than nothing. A week before, I had condemned statements by Secretary of State Rex Tillerson and U.N. Ambassador Nikki Haley, who had explicitly declined to maintain what had been the official U.S. position that a settlement of the Syrian civil war had to include Assad’s removal from power. “Once again, U.S. policy in Syria is being presented piecemeal in press statements,” I complained, “without any definition of success, let alone a realistic plan to achieve it.” As this book goes to the publisher, there are reports of a clash between U.S. forces in eastern Syria and Russian “volunteers,” in which hundreds of Russians were said to have been killed. If true, it’s a dangerous turn of events, but one caused entirely by Putin’s reckless conduct in the world, allowed if not encouraged by the repeated failures of the U.S. and the West to act with resolve to prevent his assaults against our interests and values. In President Obama’s last year in office, at his invitation, he and I spent a half hour or so alone, discussing very frankly what I considered his policy failures, and he believed had been sound and necessary decisions. Much of that conversation concerned Syria. No minds were changed in the encounter, but I appreciated his candor as I hoped he appreciated mine, and I respected the sincerity of his convictions. Yet I still believe his approach to world leadership, however thoughtful and well intentioned, was negligent, and encouraged our allies to find ways to live without us, and our adversaries to try to fill the vacuums our negligence created. And those trends continue in reaction to the thoughtless America First ideology of his successor. There are senior officials in government who are trying to mitigate those effects. But I worry that we are at a turning point, a hinge of history, and the decisions made in the last ten years and the decisions made tomorrow might be closing the door on the era of the American-led world order. I hope not, and it certainly isn’t too late to reverse that direction. But my time in that fight has concluded. I have nothing but hope left to invest in the work of others to make the future better than the past. As of today, as the Syrian war continues, more than 400,000 people have been killed, many of them civilians. More than five million have fled the country and more than six million have been displaced internally. A hundred years from now, Syria will likely be remembered as one of the worst humanitarian catastrophes of the twenty-first century, and an example of human savagery at its most extreme. But it will be remembered, too, for the invincibility of human decency and the longing for freedom and justice evident in the courage and selflessness of the White Helmets and the soldiers fighting for their country’s freedom from tyranny and terrorists. In that noblest of human conditions is the eternal promise of the Arab Spring, which was engulfed in flames and drowned in blood, but will, like all springs, come again.

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

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.

These relationships are driven by much more than charisma or a good first impression. They are based on integrity and delivering on promises. They are based on genuine care for others. For some second chairs, building relationships is easy and natural; for others it is hard work, but for all it is essential.

Last Wednesday Vince Cable, the UK business secretary, invited British cities to express their interest in being used as testing grounds for driverless cars. The hope is that the UK will gain an edge in this promising new industry. (German autonomous cars were being tested on German, French and Danish public roads 20 years ago, so the time is surely ripe for the UK to leap into a position of technological leadership.)

For an example of empathy in action, consider what happened when two giant brokerage companies merged, creating redundant jobs in all their divisions. One division manager called his people together and gave a gloomy speech that emphasized the number of people who would soon be fired. The manager of another division gave his people a different kind of speech. He was up-front about his own worry and confusion, and he promised to keep people informed and to treat everyone fairly.

Leaders who finish well have the faith to trust God’s Word—its promises and its commands. They are willing to step out in faith, in obedience to God’s revealed will for their lives, even if they cannot see where that step will take them. As Corrie Ten Boom aptly pointed out, we should “never be afraid to trust an unknown future to a known God.” Our faith must be centered on God Himself. When my family and I first came to Lancaster Baptist Church, we had no solid financial foundation. We had just spent all of our savings on moving and in fixing the building and the property of our new church. With no money in the bank and no salary from the church, we based our assurance that all would be well on God’s promises. Our faith was not misplaced, for we never missed a meal or saw our needs unmet. Twenty-three years later, I’m so thankful we came to Lancaster even before we knew what God was going to do here. When I see how God has blessed this ministry, it motivates me to take further steps of faith. What in your life requires faith? When God gives a leader a vision of His plan for his life or ministry, it’s far greater than what can be accomplished in human strength. Refuse to question God’s ability; instead trust God’s plan. Faith is not an emotion fueled by success stories or emotionally charged sermons. Faith is a simple choice to trust God.

The spies, sent to search out the Promised Land, could be likened to a Baptist committee. Instead of looking to God’s promises, they fed on one another’s perception of the impossibility before them—conquering the land God had promised. God’s great works have not come through committees but through leaders who were totally surrendered to Him. While ten of the twelve committee members were fearful of the giants and battle, Joshua fixed his focus on God. He had the pure vision to focus on God’s clearly revealed will rather than on the obstacles to fulfilling it. “And Joshua the son of Nun, and Caleb the son of Jephunneh, which were of them that searched the land, rent their clothes: And they spake unto all the company of the children of Israel, saying, The land, which we passed through to search it, is an exceeding good land. If the LORD delight in us, then he will bring us into this land, and give it us; a land which floweth with milk and honey. Only rebel not ye against the LORD, neither fear ye the people of the land; for they are bread for us: their defence is departed from them, and the LORD is with us: fear them not. But all the congregation bade stone them with stones. And the glory of the LORD appeared in the tabernacle of the congregation before all the children of Israel.”—NUMBERS 14:6–10 A pattern oft repeated in the lives of leaders who make a difference is the opposition that comes as they edge closer to being used of God. It’s as if the devil senses the potential for God’s power to flow through their surrendered lives and plants doubts in their minds and accusations in the minds of others. “You’re not good enough,” “You can’t do it,” “You’ll never see people saved,” “It can’t be done,” “No one wants to hear what you have to say”—these thoughts are common darts of discouragement the devil hurls at leaders. The person who places confidence in personal ability, education, friendships, allegiances, or alliances, will fail indeed. But while there will always be the naysayers who insist that God’s will cannot be done, a Spirit-filled leader will place his confidence solely in God Almighty and press forward. Joshua knew the victory would not come through his sword, his ingenuity, or his military skill. But he also knew that if God was in it, God would do it. This knowledge gave him the confidence to insist, against the voice of his peers, “If the LORD delight in us, then he will bring us into this land, and give it us” (Numbers 14:8). In a world of ideals, such leadership would be appreciated and readily followed. But the results in Joshua’s life were not quite so rosy. For believing God and trying to lead others to do the same, Joshua became a target. The people wanted to take the life of this faith-filled man of God! If you will be a spiritual leader where you work—a man of God who doesn’t laugh at improper jokes or join in ungodly conversation—if you will be distinct and stand for what is right, not everyone will applaud. You may be mocked, criticized, and ostracized. Standing for Christ may be difficult at times, but it does make a difference. Like Joshua, we must understand the importance of vision and be willing to make sacrifices to lead others. For “where there is no vision, the people perish…” (Proverbs 29:18).

One of the most important things you can do as a leader is make sure you and your organization are delivering what you promised. The question I ask to make an assessment of this is “Did we exceed expectations?” This ensures my future success and that of my organization. The future is dim professionally for anyone who doesn’t exceed the expectations of customers or clients.

Key Performance Indicators (KPIs) and Outcomes. We start with the functions and processes driving the business, then push for the company to set goals, delineate measurable Brand Promises, and pick Critical Numbers on the One-Page Strategic Plan, including KPIs for both the People and Process sides of the business so the leadership team has a balanced view of performance.

Voters—here’s the real challenge: we don’t need empty promises made by politicians whose only goal in life is to get elected or re-elected. We need leaders with attributes that qualify them to lead us through the difficult challenges we’re facing.

self-initiated and feeds upon itself. You will develop your abilities faster by learning to make and keep promises or commitments. Start by making a small promise to yourself; continue fulfilling that promise until you have a sense that you have a little more control over yourself. Now take the next level of challenge.

Everyone tolerates your dumb questions. By constantly asking, “Why do we do this, and why do we do that?” you’ll uncover some needed improvements. Don’t stop at what you can find on your own. Ask employees what really bugs them about the organization. Ask what gets in the way of doing the best job possible. Promise to look into everything they bring up and get back to them with answers in ten days. Commit yourself to removing three frequently mentioned organizational roadblocks that stand in the way of getting extraordinary things done. Questioning the status quo is not only for leaders. Effective leaders create a climate in which others feel comfortable doing the same. If your organization is going to be the best it can be, everyone has to feel comfortable in speaking up and taking the initiative.

The failure of the West fully to take advantage of the opportunity offered by a reformist president in Iran already looks like a bad mistake. One such opportunity came after the September 11, 2001, attacks in the United States when members of the Iranian leadership (not just Khatami, but also Khamenei) condemned the terrorist action in forthright terms, and ordinary Iranians showed their sympathies with candlelit vigils in the streets of Tehran—more evidence of the marked difference of attitude between Iranians and other Middle Eastern peoples. Another opportunity came after Iran gave significant help to the coalition forces against the Taliban later in 2001, helping to persuade the Northern Alliance to accept democratic arrangements for post-Taliban Afghanistan.2 In 2002 Iranians were rewarded with President George W. Bush’s “Axis of Evil” speech, which lumped Iran with Iraq and North Korea. Finally, the Bush administration ignored an Iranian offer in the spring of 2003 (shortly after the fall of Baghdad), via the Swiss, for bilateral talks toward a Grand Bargain that appeared to promise a possible resolution of the nuclear issue and de facto Iranian recognition of Israel. The purpose of all this is not to reinforce the cringing sense of guilt that bedevils many Western observers who look at the Middle East. It is not All Our Fault, and no doubt if the Iranians had been in the position of strength that Britain was between 1815 and 1950, or that the United States has been in since then, they would have behaved as badly, and quite possibly worse. The Iranians also missed opportunities for rapprochement in the Khatami years. But too often we have gotten things wrong, and that has had a cost. It is important to see events from an Iranian perspective, to see how we got things wrong, and to see what needs to be done in order to get them right. The most important thing is this: if we make commitments and assert certain principles, we must be more careful to mean what we say and to uphold those principles.

Trustworthiness at the personal level. Trustworthiness is based on character, what you are as a person, and competence, what you can do. If you have faith in my character but not in my competence, you still wouldn’t trust me. Many good, honest people gradually lose their professional trustworthiness because they allow themselves to become “obsolete” inside their organizations. Without character and competence, we won’t be considered trustworthy, nor will we show much wisdom in our choices and decisions. Without meaningful ongoing professional development, there is little trustworthiness or trust. • Trust at the interpersonal level. Trustworthiness is the foundation of trust. Trust is the emotional bank account between two people that enables them to have a win-win performance agreement. If two people trust each other, based on the trustworthiness of each other, they can then enjoy clear communication, empathy, synergy, and productive interdependency. If one is incompetent, training and development can help. But if one has a character flaw, he or she must make and keep promises to increase internal security, improve skills, and rebuild relationships of trust. Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

Never Let Me Down" (feat. Jay-Z, J-Ivy) [Intro:] Yeah Grandmama Told you I won't let you down Told you I won't let this rap game change me, right? [Chorus:] When it comes to being true, at least true to me One thing I found,one thing I found Oh no you'll neva let me down, Get up I get(down) Get up I get(down) Get up I get(down) Get up I get(down) Get up I get(down) Get up I get(down) [Jay-Z:] Yo, yo first I snatched the street then I snatched the charts, First had they ear now I hav they're heart, Rappers came and went, I've been hear from the start, Seen them put it together Watch them take it apart, See the Rovers roll up wit ribbons I've seen them re-poed, re-sold and re-driven So when I reload, he holds #1 position When u hot I'm hot And when your feet cold, mines is sizzelin It's plain to see Nigga's can't f*** wit me Cuz ima be that nigga fo life This is not an image This is God given This is hard liven Mixed wit crystal sipping It's the most consistent Hov Give you the most hits you can fit inside a whole disc and Nigga I'm home on these charts, y'all niggaz visitin It's Hov tradition, Jeff Gordan of rap I'm back to claim pole position, holla at ya boy [Chorus] [Kanye West:] I get down for my grandfather who took my momma Made her sit that seat where white folks ain't wanna us to eat At the tender age of 6 she was arrested for the sit in With that in my blood I was born to be different Now niggas can't make it to ballots to choose leadership But we can make it to Jacob and to the dealership That's why I hear new music And I just don't be feeling it Racism still alive they just be concealing it But I know they don't want me in the damn club They even made me show I.D to get inside of Sam's club I did dirt and went to church to get my hands scrubbed Swear I've been baptised at least 3 or 4 times But in the land where nigga's praise Yukons and getting paid It gon' take a lot more than coupons to get us saved Like it take a lot more than do-rags to get your waves Noting sadder than that day my girl father past away So I promised to Mr Rany I'm gonna marry your daughter And u know I gotta thank u for they way that she was brought up And I know that u were smiling when u see that car I bought her And u sent tears from heaven when u seen my car get balled up But I can't complaint what the accident did to my Left Eye Cuz look what a accident did to Left Eye First Aaliyah and now romeo must die I know a got angels watching me from the other side

These two qualities of leadership [Integrity and Sincerity] were part of God's law's for the Israelites (Deuteronomy 18:13). God wants His people to show a transparent character, open and innocent of guile. A prominent businessman once replied to a question: "If I had to name the one most important quality of a top manager, I would say personal integrity." Surely the spiritual leader must be sincere in promise, faithful in discharge of duty, upright in finances, loyal in service, and honest in speech.

His promise is that all who seek him wholeheartedly will find relationship with him, because God created you and me for a uniquely special relationship. We don’t have to wait for eternity. You enter into that relationship by faith. Just like my wife and I entered marriage by faith—by pledging our lives with a simple “I do.” That’s all God requires: turning to him in faith, saying, “I want what Jesus did to count for me—I want your forgiveness and leadership—I want to spend eternity with you.

Why do I look to the example of Reagan so often? Many reasons. One is simply admiration and respect; his leadership transformed the world. But two, the times are very similar. The situation today is very much like the late 1970s. Indeed, the parallels between Jimmy Carter and Barack Obama are uncanny. Same failed economic policies, same stagnation and malaise. Same feckless and naïve foreign policy; indeed, the very same countries—Russia and Iran—openly laughing at and mocking the president of the United States.

Once Trump got his hands around this promising idea, he basically strangled it.

Every time we decide to use our power to influence others, particularly if we`re gleeful and hasty, we damage the relationship. We move from enjoying a healthy partnership based on trust and mutual respect to establishing a police state that requires constant monitoring.

Dear Lord I am tired of forgiving people that offended me. Is there anyway you can fix this people's mind to do the right thing? Dear Lord I am tired of loving those that hate me, can you please replace their hateful heart with a lovng spirit. Dear Lord I am tired of hearing people complaining about the world not being peaceful, no money, so much wars and no love. Can you please open their eyes to see that there will be no peace for a wicked man. Remind them that you promised to supply all their needs and that with you all things are possible but it is possible to only those that believe just as I believe that only you can fix any hurting soul and situations.

Question: when you picture Jesus ministering to others, how do you see Him? Certainly not with the stressed-out, hurry-up attitude we often have. Don’t you get an image of Him ministering in a quiet, tranquil peace? That’s a trait you need to develop too. As ambassadors of Christ we need to become more like our Master in dealing with others. Paul writes, ‘Live in peace, and [then] the God of love [Who is the Source of affection, goodwill, love, and benevolence toward men] and the Author and Promoter of peace will be with you.’ When you resort to force, argument, intimidation, anger, and coercion, you’re on your own. But when you demonstrate affection, goodwill, love, and benevolence towards people, God has promised to be with you

The primary duty of every minister is to lead people into the “Promised Land.

The true well-being of the church: when she cannot count on anything anymore but God's promises. -Johannes Hoekendijk

Do you sense a depression in the body of Christ in America, as if something is badly wrong? We’re losing influence within our culture as the anti-Christian sentiment grows, yet you’d never know it in most churches—the smoke, lights, loud music and preaching rolls on as if all is well…Too often people come to the church, are deeply disappointed and as a result are turned off from the gospel. The church promises solutions but only offers lip service. We’ve become excellent at giving people a show on Sunday but lousy at showing them how to actually live…I recently spoke with two businessmen friends about why it’s hard to find a good church. Both are successful financially and are passionate believers. On the surface, they’re what every pastor needs. Yet after being active in a local church, they both became disillusioned with what they saw and how they were treated. As they recounted stories of how pastors felt threatened by their powerful personalities and positions, I felt sorry for my friends (for never experiencing the community they sought) and for the insecure leaders they served. Countless other mature Christians have been so wounded by leadership that they stay home on Sunday and “go to church” by watching Charles Stanley or Jack Hayford. They get a good message, some good music and an opportunity to “tithe” to that ministry. Sometimes this is a transitional period. Too often it’s not. But this isn’t Christian community. Aren’t we supposed to assemble with other believers? Aren’t we supposed to bring a hymn or a Scripture or a prophetic word when we meet? In larger churches this need is met in small groups or in various ministries of the church. There are many examples of healthy churches where this happens. But too often it isn’t…Until this happens, people—like my businessmen friends—will feel as if they’re drifting. They’ll never really find their place in the body of Christ. And sooner or later, they will ‘vote with their feet’ by going somewhere else—or worse still, nowhere.

Never make a promise we will not keep. Make meaningful promises, resolutions and commitments to do better and to be better—and share these with a loved one. Use self-knowledge and be very selective about the promises we make. Consider promises as a measure of our integrity and faith in ourselves. Remember that our personal integrity or self-mastery is the basis for our success with others. One simple practice can propel you forward in your long-term quest for excellence and in your struggle for true maturity (courage balanced with consideration) and for integrity. It is this: Before every test of your new habit or

When you go nearer to God, He shows you what to do, He tells you when to do it and He backs whatever He promised.

A manager must always provide the employees opportunities to continuously improve their skills and reassure them that they have a promising future.

Tenebrous had told him from the start that the Republic, with help from the Sith, would continue to descend into corruption and disorder, and that a time would come when it would have to rely on the strengths of an enlightened leader, capable of saving the lesser masses from being ruled by their unruly passions, jealousies, and desires. In the face of a common enemy, real or manufactured, they would set aside all their differences and embrace the leadership of anyone who promised a brighter future. Could this Palpatine, with Plagueis’s help, be the one to bring about such a