Qualified Leader Quotes

Those who need leaders are not qualified to choose them.

Woman” was the test, but not every woman seemed to qualify. Black women, of course, were virtually invisible within the protracted campaign for woman suffrage. As for white working-class women, the suffrage leaders were probably impressed at first by the organizing efforts and militancy of their working-class sisters. But as it turned out, the working women themselves did not enthusiastically embrace the cause of woman suffrage.

At the end of the day, what qualifies people to be called “leaders” is their capacity to influence others to change their behavior in order to achieve important results.

Once a President or congressman is elected, we the taxpayers take care of them for life. I ask myself: If they are qualified to be our leaders, why can’t they take care of themselves?

You were made to have the dreams you're afraid of having. You were made to do things that you don't think you're qualified for. You were made to be a leader, You were made to contribute. You were made to make changes for good, oth in your local community and the world at large. You were made to be more than you are today and - this is the important part - your version of more might not look like my more, or hers.

We don’t lead because we are necessarily the most qualified; we lead because we are “called” to be the leader.

You must understand something, George. The world's leaders create catastrophes and resolve them-- all at their own whimsy-- every single day. It is how the world runs. Lacking anything else to believe in, common people need to believe in their leaders' abilities to save them. It's true! Their emotional well-being-- and yes, their fate-- depends on the intelligence and skill of those who manipulate the days' disasters. And it should go without saying that the one who succeeds in taking the reins of leadership-- by whatever means-- is the most intelligent and skillful, and therefore most qualified to lead.

A leader is a person who has learned to obey a discipline imposed from without, and has then taken on a more rigorous discipline from within. Those who rebel against authority and scorn self-discipline -- who shirk the rigors and turn from the sacrifices -- do not qualify to lead.

Leader of a backward and ignorant mass, he was yet in the forefront of the great historical movement of his time. The blacks were taking their part in the destruction of European feudalism begun by the French Revolution, and liberty and equality, the slogans of the revolution, meant far more to them than to any Frenchman. That was why in the hour of danger Toussaint, uninstructed as he was, could find the language and accent of Diderot, Rousseau, and Raynal, of Mirabeau, Robespierre and Danton. And in one respect he excelled them all. For even these masters of the spoken and written word, owing to the class complications of their society, too often had to pause, to hesitate, to qualify. Toussaint could defend the freedom of the blacks without reservation, and this gave to his declaration a strength and a single-mindedness rare in the great documents of the time. The French bourgeoisie could not understand it. Rivers of blood were to flow before they understood that elevated as was his tone Toussaint had written neither bombast nor rhetoric but the simple and sober truth.

For a democracy committed to being a great military power, its leaders professing to believe that war can serve transcendent purposes, the allocation of responsibility for war qualifies as a matter of profound importance.

But how reassuring it was for us, you remember, every now and then (“Mr. Gorbachev, tear down this wall”), to vibrate to the music of the very heartstrings of the Leader of the Free World who, to qualify convincingly as such, had after all to feel a total commitment to the Free World.

He discerned that one of the greatest dangers must come from this very source, when the number of half educated people is greatest, when the world is full of people who do not know enough to recognize their limitations but know too much to follow loyally the direction of better qualified leaders.

Qualifications or not without gratitude you not qualified enough to be a leader.

Those who need leaders are not qualified to choose them. In a sense, asking people to make political decisions is like asking them to forecast the weather. They’re not in a position to do so, and it is silly to expect them to. Democracy entails people who run their businesses well being forced to run their businesses poorly by people who can’t run businesses at all.

In order to cultivate a set of leaders with legitimacy in the eyes of the citizenry, it is necessary that the path to leadership be visibly open to talented and qualified individuals of every race and ethnicity,

At a meeting of business leaders from India and Southeast Asia in Kuala Lumpur in 2005, the secretary general of the ASEAN, Ong Keng Yong, introduced Dr Singh as ‘the world’s most highly qualified head of government’. A standing ovation followed.

Christian men who are not yet called into formal church office should never complain that they have nothing to do. We all have much to do in our own hearts and lives, and the requirement for well-qualified men to serve as leaders in the church is always urgent and vital.

In order to cultivate a set of leaders with legitimacy in the eyes of the citizenry, it is necessary that the path to leadership be visibly open to talented and qualified individuals of every race and ethnicity,” is how O’Connor summarized the core of the argument for the law school’s position. She left little doubt that she had been persuaded not only

the skills possessed by a designated leader or the holder of an office may make him well-qualified to perform important group functions under certain conditions and poorly qualified under others…. The specific requirements of the group’s tasks demand that members possess certain skills in order to serve the appropriate functions. If the task changes, different behaviors are required, and the same person may or may not be able to perform in the new way.

By definition, a leader is “a person who rules or guides or inspires others.” But that’s not entirely true. A person “who rules” may or may not be a leader, even if he or she is the ruler or manager. You see, just because you’re in command of a company, a team, or an army battalion, that does not qualify you as a leader. Perhaps you attained that position by experience or success, or maybe you simply outlasted everyone else. Regardless, how you lead defines you as a leader.

The essence of masculinity is taking responsibility for yourself, then a wife, then children. These are the kinds of things the Bible says qualify a man to be a church leader.[198] Guys who don’t do this act irresponsibly, take rather than give, and dump their responsibilities on others by virtue of their childish ways. This is why Jeremiah wrote, “It is good for a man to bear the yoke while he is young.”[199] Men are like trucks: they drive straighter when carrying a load.

… How can we say that we deeply revere the principles of our Declaration and our Constitution and yet refuse to recognize those principles when they are to be applied to the American Negro in a down-to-earth fashion? During election campaigns and in Fourth of July speeches, many speakers emphasize that these great principles apply to all Americans. But when you ask many of these same speakers to act or vote so that those great principles apply in fact to Negro-Americans, you may be accused of being unfair, idealistic or even pro-Communist. … A person has real moral courage when, being in a position to make decisions or determine policies, he decides that the qualified Negro will be admitted to a school of nursing [as had recently been done at St. Francis Hospital in Wilmington]; that the Negro, like the white, will receive a fair trial no matter what the public feeling may be; that every Catholic school, church and institution shall be open to all Catholics—not at some distant future time when public opinion happens to coincide with Catholic moral teaching—but now. Are these requests of our business, governmental and religious leaders too much to ask? I think not.

Having a strong sense of self naturally qualifies us to inspire and influence others, but this can also come at a price. You can end up overprojecting that calm and confident presence to avoid looking like a pushover, but trying to take on an unemotional, slightly harder personality can result in a feeling of disconnect as to who you really are. In contrast, sitting on your hands and waiting to be picked offers a “no-guts, no-glory” sense of resignation. The more passion and energy you bring to a conversation in your authentic way, the more you intuitively communicate and “tap into” others’ needs and thought processes.

...The gulag—with its millions of victims, if you listen to Solzehnitsyn and Sakharov—supposedly existed in the Soviet Union right down to the very last days of communism. If so—as I've asked before—where did it disappear to? That is, when the communist states were overthrown, where were the millions of stricken victims pouring out of the internment camps with their tales of torment? I'm not saying they don't exist; I'm just asking, where are they? One of the last remaining camps, Perm-35—visited in 1989 and again in '90 by Western observers—held only a few dozen prisoners, some of whom were outright spies, as reported in the Washington Post. Others were refuseniks who tried to flee the country. The inmates complained about poor-quality food, the bitter cold, occasional mistreatment by guards. I should point out that these labor camps were that: they were work camps. They weren't death camps that you had under Nazism where there was a systematic extermination of the people in the camps. So there was a relatively high survival rate. The visitors also noted that throughout the 1980s, hundreds of political prisoners had been released from the various camps, but hundreds are not millions. Even with the great fall that took place after Stalin, under Khrushchev, when most of the camps were closed down...there was no sign of millions pouring back into Soviet life—the numbers released were in the thousands. Why—where are the victims? Why no uncovering of mass graves? No Nuremburg-style public trials of communist leaders, documenting the widespread atrocities against these millions—or hundreds of millions, if we want to believe our friend at the Claremont Institute. Surely the new...anti-communist rulers in eastern Europe and Russia would have leaped at the opportunity to put these people on trial. And the best that the West Germans could do was to charge East German leader Erich Honecker and seven of his border guards with shooting persons who tried to escape over the Berlin Wall. It's a serious enough crime, that is, but it's hardly a gulag. In 1955[sic], the former secretary of the Prague communist party was sentenced to two and a half years in prison. 'Ah, a gulag criminal!' No, it was for ordering police to use tear gas and water cannons against demonstrators in 1988. Is this the best example of bloodthirsty communist repression that the capitalist restorationists could find in Czechoslovakia? An action that doesn't even qualify as a crime in most Western nations—water cannons and tear gas! Are they kidding? No one should deny that crimes were committed, but perhaps most of the gulag millions existed less in reality and more in the buckets of anti-communist propaganda that were poured over our heads for decades.

Betrayed and abandoned, cut adrift or superannuated, coerced or manipulated, speeded up, cheated, living in the shadows—this is a recipe for acquiescence. Yet conditions of life and labor as bad as or even far worse than these once were instigators to social upheaval. Alongside the massing of enemies on the outside—employers, insulated and self-protective union leaders, government policy makers, the globalized sweatshop, and the globalized megabank—something in the tissue of working-class life had proved profoundly disempowering and also accounted for the silence. Work itself had lost its cultural gravitas. What in part qualified the American Revolution as a legitimate overturning of an ancien régime was its political emancipation of labor. Until that time, work was considered a disqualifying disability for participating in public life. It entailed a degree of deference to patrons and a narrow-minded preoccupation with day-to-day affairs that undermined the possibility of disinterested public service. By opening up the possibility of democracy, the Revolution removed, in theory, that crippling impairment and erased an immemorial chasm between those who worked and those who didn’t need to. And by inference this bestowed honor on laboring mankind, a recognition that was to infuse American political culture for generations. But in our new era, the nature of work, the abuse of work, exploitation at work, and all the prophecies and jeremiads, the condemnations and glorifications embedded in laboring humanity no longer occupied center stage in the theater of public life. The eclipse of the work ethic as a spiritual justification for labor may be liberating. But the spiritless work regimen left behind carries with it no higher justification. This disenchantment is also a disempowerment. The modern work ethic becomes, to cite one trenchant observation, “an ideology propagated by the middle class for the working classes with enough plausibility and truth to make it credible.

This failure of nerve already was manifest in the selection and confirmation process of Clarence Thomas. Bush's choice of Thomas caught most black leaders off guard. Few had the courage to say publicly that this was an act of cynical tokenism concealed by outright lies about Thomas being the most qualified candidate regardless of race. Thomas had an undistinguished record as a student (mere graduation from Yale Law School does not qualify one for the Supreme Court); he left thirteen thousand age discrimination cases dying on the vine for lack of investigation in his turbulent eight years at the EEOC; and his performance during his short fifteen months as an appellate court judge was mediocre. The very fact that no black leader could utter publicly that a black appointee for the Supreme Court was unqualified shows how captive they are to white racist stereotypes about black intellectual talent. The point here is not simply that if Thomas were white they would have no trouble shouting this fact from the rooftops. The point is also that their silence reveals that black leaders may entertain the possibility that the racist stereotype may be true.

This may be our only hope,” said Lillian. “Don’t think too long.” Lillian turned and left, the baggy back of her cardigan seeming to sweep behind her like a cape. “I wasn’t kidding. Someone really has to talk to her about her motivational speaking,” said Dad. “She’s meant to be the town leader, isn’t she?” “She’s the only adult sorcerer alive who isn’t strictly evil,” said Rusty. “So she wins the crown by default, I guess. Unless Henry wants it.” Kami supposed Henry was technically grown up, though he was only a couple of years older than Rusty. “Your town seems very nice,” said Henry, in the tones of one being very polite when offered a large unwanted present that was on fire. “But I only just got here. I don’t feel qualified to lead.” “Okay,” said Dad. “So she’s all we’ve got to work with, as Ash and Jared are both so extremely and tragically seventeen. Fine. So what we need to do now is get the town behind her. Worse politicians have been elected every day.” “I don’t think Lillian will be kissing any babies anytime soon,” Holly said doubtfully. “Since she probably hates babies. And kittens. And rainbows and sunshine,” said Angela, who sounded like she had a certain amount of sympathy for Lillian’s viewpoint.

While I am free to speak my mind, Kelly, now 14, is not so fortunate. Kelly has yet to receive rehabilitation for her shattered personality and programmed young mind. The high tech sophistication of the Project Monarch trauma based mind-control procedures she endured, literally since birth, reportedly requires highly specialized, qualified care to aid her in eventually gaining control of her mind and life. Due to the political affluence of our abusers, all efforts to obtain her inalienable right to rehabilitation and seek justice have been blocked under the guise of so-called "National Security." As a result, Kelly remains warehoused in a mental institution in the custody of the state of Tennessee--a victim of the system—a system controlled and manipulated by our abusive government "leaders" a system where State Forms make no allowances to report military TOP SECRET abuses--a system that exists on federal funding directed by our perverse, corrupt abusers in Washington, D.C. She remains a political prisoner in a mental institution to this moment, waiting and hurting! Violations of laws and rights, Psychological Warfare intimidation tactics, threats to our lives, and various other forms of CIA Damage Containment practices thus far have remained unhindered and unchecked due to the National Security Act of 1947 AND the 1986 Reagan Amendment to same which allows those in control of our government to censor and/or cover up anything they choose.

On Sunday, November 10, Kaiser Wilhelm II was dethroned, and he fled to Holland for his life. Britain’s King George V, who was his cousin, told his diary that Wilhelm was “the greatest criminal known for having plunged the world into this ghastly war,” having “utterly ruined his country and himself.” Keeping vigil at the White House, the President and First Lady learned by telephone, at three o’clock that morning, that the Germans had signed an armistice. As Edith later recalled, “We stood mute—unable to grasp the significance of the words.” From Paris, Colonel House, who had bargained for the armistice as Wilson’s envoy, wired the President, “Autocracy is dead. Long live democracy and its immortal leader. In this great hour my heart goes out to you in pride, admiration and love.” At 1:00 p.m., wearing a cutaway and gray trousers, Wilson faced a Joint Session of Congress, where he read out Germany’s surrender terms. He told the members that “this tragical war, whose consuming flames swept from one nation to another until all the world was on fire, is at an end,” and “it was the privilege of our own people to enter it at its most critical juncture.” He added that the war’s object, “upon which all free men had set their hearts,” had been achieved “with a sweeping completeness which even now we do not realize,” and Germany’s “illicit ambitions engulfed in black disaster.” This time, Senator La Follette clapped. Theodore Roosevelt and Senator Lodge complained that Wilson should have held out for unconditional German surrender. Driven down Capitol Hill, Wilson was cheered by joyous crowds on the streets. Eleanor Roosevelt recorded that Washington “went completely mad” as “bells rang, whistles blew, and people went up and down the streets throwing confetti.” Including those who had perished in theaters of conflict from influenza and other diseases, the nation’s nineteen-month intervention in the world war had levied a military death toll of more than 116,000 Americans, out of a total perhaps exceeding 8 million. There were rumors that Wilson planned to sail for France and horse-trade at the peace conference himself. No previous President had left the Americas during his term of office. The Boston Herald called this tradition “unwritten law.” Senator Key Pittman, Democrat from Nevada, told reporters that Wilson should go to Paris “because there is no man who is qualified to represent him.” The Knickerbocker Press of Albany, New York, was disturbed by the “evident desire of the President’s adulators to make this war his personal property.” The Free Press of Burlington, Vermont, said that Wilson’s presence in Paris would “not be seemly,” especially if the talks degenerated into “bitter controversies.” The Chattanooga Times called on Wilson to stay home, “where he could keep his own hand on the pulse of his own people” and “translate their wishes” into action by wireless and cable to his bargainers in Paris.

Unqualified Champions Consider these individuals from the Bible. Each person was aware of a personal shortcoming which should have rendered him disqualified for service. God, however, saw champion potential … Moses struggled with a speech impediment: “Then Moses said to the LORD, ‘Please, Lord, I have never been eloquent, neither recently nor in time past, nor since You have spoken to Your servant; for I am slow of speech and slow of tongue’” (Exodus 4:10). Yet God served as Moses’ source of strength. God used him to deliver the Israelites from bondage. Jeremiah considered himself too young to deliver a prophetic message to an adult population: “Then I said, ‘Alas, Lord GOD! Behold, I do not know how to speak, because I am a youth’” (Jeremiah 1:6). God’s reply: “Do not be afraid of them, for I am with you to deliver you,” (Jeremiah 1:8). Isaiah, whose encouragement I quoted earlier, had reservations of his own. Perhaps his vocabulary reflected my own—especially my vocabulary as a teenager: “I am a man of unclean lips” (Isaiah 6:5). Despite Isaiah’s flaws, God saw him as a man He could use to provide guidance to the nation of Judah. Paul the Apostle had, in his past, persecuted the very people to whom God would send him later. To most of us, Paul’s track record would disqualify him for use. But God brought change to Paul’s heart and redemption to his fervency. Samson squandered his potential through poor life choices. As I read about him, I can’t help but think, “The guy acted like a spoiled brat.” But God had placed a call on his life. Though Samson sank to life’s darkest depths—captors blinded him and placed him in slavery—at the end of his life, he turned his heart toward God and asked to be used for God’s purposes. God used Samson to bring deliverance to the Israelites. Do you feel like the least qualified, the least important, the least regarded? Perhaps your reward is yet to come. God has high regard for those who are the least. Jesus said, “For the one who is least among all of you, this is the one who is great” (Luke 9:48) and “But many who are first will be last; and the last, first” (Matthew 19:30). If heaven includes strategic positioning among God’s people, which I believe it will, that positioning will be ego-free and based on a humble heart. Those of high position in God’s eyes don’t focus on position. They focus on hearts: their own hearts before God, and the hearts of others loved by God. When we get to heaven, I believe many people’s positions of responsibility will surprise us. What if, in heaven, the some of today’s most accomplished individuals end up reporting to someone who cried herself to sleep at night—yet kept her heart pure before God? According to Jesus in Matthew 6:5, some rewards are given in full before we reach heaven. When He spoke those words, He referred to hypocritical religious leaders as an example. Could we be in for a heavenly surprise? I believe many who are last today—the ultimate servants—will be first in heaven. God sees things differently than we do.

(1) If God moves your heart to make a difference, He will see you through even though you may not feel the most qualified, and (2) Some of your best ministry leaders may come from the fruits of your current ministry programs.

If we want developed societies with women doctors, political leaders, teachers, bus drivers, and computer programmers, we will need qualified people to give loving care to their children. And there is no reason why every society should not enjoy such loving paid child care.

The progressive religionists and those who are responsible human beings or those who do not want to spoil their valuable human lives should refrain from all the principles of irreligiosity, especially illicit connection with women. If a brāhmaṇa is not truthful, all his claims as a brāhmaṇa at once become null and void. If a sannyāsī is illicitly connected with women, all his claims as a sannyāsī at once become false. Similarly, if the king and the public leader are unnecessarily proud or habituated to drinking and smoking, certainly they become disqualified to discharge public welfare activities. Truthfulness is the basic principle for all religions. The four leaders of the human society, namely the sannyāsīs, the brāhmaṇa, the king and the public leader, must be tested crucially by their character and qualification. Before one can be accepted as a spiritual or material master of society, he must be tested by the above-mentioned criteria of character. Such public leaders may be less qualified in academic qualifications, but it is necessary primarily that they be free from the contamination of the four disqualifications, namely gambling, drinking, prostitution and animal slaughter. – Śrīmad-Bhāgavatam 1.17.41, purport

Many who are in a spiritual drought and lack commitment have not necessarily been involved in major sins or transgressions, but they have made unwise choices. Some are casual in their observance of sacred covenants. Others spend most of their time giving first-class devotion to lesser causes. Some allow intense cultural or political views to weaken their allegiance to the gospel of Jesus Christ. Some have immersed themselves in Internet materials that magnify, exaggerate, and, in some cases, invent shortcomings of early Church leaders. Then they draw incorrect conclusions that can affect testimony. Any who have made these choices can repent and be spiritually renewed. … “Youth who have been exposed to immoral images at a very early age are terrified that they may have already disqualified themselves for missionary service and sacred covenants. As a result, their faith can be severely impaired. I want to assure you young people, as Alma taught, that through repentance you can qualify for all the blessings of heaven (see Alma 13:27–30; 41:11–15). That is what the Savior’s Atonement is all about. Please talk with your parents or a trusted adviser, and counsel with your bishop.

democracy’, we are in fact referring to a number of different interlocking institutions. People sticking pieces of paper into ballot boxes, yes. Their elected representatives making speeches and voting in a large assembly hall, yes. But those things alone do not automatically give you democracy. Outwardly, the legislators of countries like Russia and Venezuela are elected, but neither qualifies as a true democracy in the eyes of impartial observers, not to mention those of local opposition leaders. Just as important as the act of putting crossed or stamped papers in ballot boxes are the institutions – usually

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.

What these highly qualified individuals often do not have is sufficient experience in leading others to achieve demanding goals. Yes, they themselves are star performers. Yes, they have worked with others throughout their careers. But performing a task while working with people is vastly different from leading people effectively day by day. We have observed that star performers often race ahead of the people problems they leave in their wake, until they reach a point where their continued success depends on leadership skills they do not possess.

That number falls from 7.5 percent to only 2.5 percent of the churches of Jesus Christ qualifying as multiethnic.

This isn’t, however, just a public relations challenge for organizational leaders; corporate social responsibility is a very real issue for job seekers. For the 2007 Cone’s Millennial Cause Study, 68 percent of Generation Y’ers stated that they currently do or will refuse to work for a company that does not have a strong corporate social responsibility record, and 75 percent will pay particularly close attention, both for employment and consumer choices, to companies who have strong CSR records. Numerous studies have found that a company’s CSR record will affect an organization’s ability to recruit and retain qualified employees (i.e., Chesloff, 2010; Greening & Turban, 2000). Murray’s (2008) survey found that one third of the respondents felt working for a caring and responsible employer was more important than the salary that they earned, and nearly one half would turn away from an employer with a negative corporate social responsibility history.

At the end of the day, what qualifies people to be called “leaders” is their capacity to influence others to change their behavior in order to achieve important results. Now,

Well, I considered burning this place down as a warning, but that was counterproductive as it’s in the middle of a forest. So I was going to threaten you to leave, but I don’t have the time to go around checking that you’ve actually done anything.” I stood and folded the chair, placing it over by the rest. “No, I figured I’d come here to tell you that, while no one has any proof of your wrongdoings, we all know what you did. This coven has been marked because of your actions, and Avalon will be keeping a very close eye on you. Not because we believe you’re doing anything wrong, of course, but because you were involved in a traumatic event in Germany, and they want to make certain you’re all okay. “There will be site visits, probably at random, maybe in the middle of the night. There might even be interviews with all the members, just to verify that everyone is happy and healthy.” “You can’t do that,” Mara said with barely contained rage. “I’m not. Avalon is—well, technically, Lucie is, but she helps run the place, so she’s probably qualified to tell whether people here are happy and healthy. Did I mention the random visits?” “You think this is funny?” Emily asked. I shook my head. “I think it’s deadly serious. A group of witches used by Demeter and Hera broke Cronus out of Tartarus, witches who used the coven leader’s own daughter to get the job done.” My stare could have bored holes in Mara. “Emily, I’m not going to underestimate you again. I promise you that. And Mara, dear sweet Mara. Your daughter is a delight. If you remove her from school, if you hurt her, if anything happens to her in any way that results in my friend’s daughter telling me of her unhappiness at your parenting, I will come find you. And I promise, once I’m done, no one will ever find out what happened to you.” I made my way toward the door, my piece said. “You think that you can threaten me, Mister Garrett?” Mara said, her body shaking with anger. I continued walking and opened the door before pausing for a second. “You can’t come into my coven and demand things,” Mara continued. “You’re a thug, a man with no vision who does what his masters tell him. I’m not afraid of you. You don’t scare me.” I didn’t turn back toward the two women as I spoke, “Then clearly you

many people have produced great results who were not “qualified.

You can’t lead people if you can’t lead yourself. Self-leadership qualities qualifies you to become a co-operate leader.

The wrong acts of the Emperor affect all those who are ruled by him - if possible we must carefully choose a spiritually qualified leader - this is important for world peace & prosperity

​To secure any degree of sobriety in the propositions made by the leaders in any public assembly, they ought to respect, in some degree perhaps to fear, those whom they conduct. To be led any otherwise than blindly, the followers must be qualified, if not for actors, at least for judges; they must also be judges of natural weight and authority. Nothing can secure a steady and moderate conduct in such assemblies, but that the body of them should be respectably composed, in point of condition in life, of permanent property, of education, and of such habits as enlarge and liberalize the understanding.

No leader is too old to grow. When a leader becomes too old to grow then he’s no longer qualified to lead.

The art is in choosing which part – A or C – best suits you for the situation in which you wish to find yourself. In this way, everyone gets to play the A, the A of their own development programme. Nobody is better able to judge what is best at each stage of your development than you, or better qualified to be accountable for the decision. My strong conviction is that the more of us that try both A and C roles, and the more effortlessly we can switch between them, even wearing both hats at different times on the same day, the more successful we will be as leaders and the more successful will be our collective efforts.

A true leader does not ‘call’ himself, does not believe that his superior knowledge or understanding qualifies him for the task, does not promote himself. He simply follows God day by day, trusts God to lead and guide him, and always gives God the credit for any successes he may have…

Humans could learn a lot from canines. The great tragedy among humans is that people have often been assigned to or seen as qualified for alpha positions—as CEOs, quarterbacks, coaches, directors of film, presidents of colleges or countries—not necessarily on the basis of innate leadership traits but, historically, on the basis of having been born to the dominant caste or the dominant gender or to the right family within the dominant caste, the assumption being that only those from a certain caste or gender or religion or national origin have the innate capacity or deservedness to be leaders.

The world’s leaders create catastrophes and resolve them—all at their own whimsy—every single day. It is how the world runs. Lacking anything else to believe in, common people need to believe in their leaders’ abilities to save them. It’s true! Their emotional well-being—and yes, their fate—depends on the intelligence and skill of those who manipulate the days’ disasters. And it should go without saying that the one who succeeds in taking the reins of leadership—by whatever means—is the most intelligent and skillful, and therefore most qualified to lead.

For the memory of Alexander’s greatness had always served the Romans as a reproach. Even worse, it provided an inspiration to their foes. In the east the model of kingship established by Alexander had never lost its allure. For more than a century it had been neutered and systematically humiliated by Rome, yet it remained the only credible system of government that could be opposed to the republicanism of the new world conquerors. Hence its appeal to monarchs, such as Mithridates, who were not even Greek, and hence, most startling of all, its appeal to bandits and rebellious slaves. When the pirates had called themselves kings and affected the gilded sails and purple awnings of monarchy, this had not been mere vanity, but a deliberate act of propaganda, as public a statement as they could make of their opposition to the Republic. They knew that the message would be read correctly, for invariably, whenever the order of things had threatened to crack during the previous decades, rebellion had been signaled by a slave with a crown. Spartacus’s communism had been all the more unusual in that the leaders of previous slave revolts, virtually without exception, had aimed to raise thrones upon the corpses of their masters. Most, like the pirates, had merely adopted the trappings of monarchy, but there were some who had brought the fantastical worlds of romances to life and claimed to be the long-lost sons of kings. This, in a world ruled by a republic, was what revolution had come to mean. The royal pretensions of slaves fed naturally into the swirling undercurrents of the troubled age, the prophecies, which Mithridates’ propaganda had exploited so brilliantly, of the coming of a universal king, of a new world monarchy, and the doom of Rome. So when Pompey presented himself as the new Alexander, he was appropriating a dream shared by potentate and slave alike. If any Roman was qualified to appreciate this, it was Pompey himself. The conqueror of the pirates and the patron of Posidonius, he would have been perfectly aware of the menacing links between kingship and revolution, between the uppitiness of Oriental princelings and the resentments of the dispossessed

So many people ruin relationships and they ruin their ministry and show that they are not yet qualified for the leadership they want to be in when they dofoolish things. One of the most foolish things you can do is think you are anointed to tell everybody else what they are supposed to do. In

If we want to have the right to lead, we need to see changed lives as what qualifies us, not popularity, talent, or profit.

Jim,” she said once, after an evening spent among the men who were called the intellectual leaders of the country, “Dr. Simon Pritchett is a phony—a mean, scared old phony.” “Now, really,” he answered, “do you think you’re qualified to pass judgment on philosophers?” “I’m qualified to pass judgment on con men. I’ve seen enough of them to know one when I see him.” “Now this is why I say that you’ll never outgrow your background. If you had, you would have learned to appreciate Dr. Pritchett’s philosophy.” “What philosophy?” “If you don’t understand it, I can’t explain.

Kings were expected to lead their armies in person, which put them in the midst of a kind of hacking slaughter that clearly spared no one. That could qualify as a kind of rough egalitarianism, but the last European monarch to die in combat was King James IV of Scotland, who invaded England in 1513 with thirty thousand soldiers, noblemen, and clergy. He saw a third of his force annihilated before he himself was cut down. Almost thirty years earlier, King Richard III of England had been unhorsed and killed at Bosworth Field. After those battles, the kingly virtue of fighting alongside noblemen and commoners began to die out, and monarchs were content to order other men to do their fighting and dying for them. There is obviously little merit in having leaders of modern democracies do the work of combat infantry—even lieutenant colonels don't do that unless absolutely necessary—but that doesn't mean sacrifice need disappear from public life. In a deeply free society, not only would leaders be barred from exploiting their position, they would also be expected to make the same sacrifices and accept the same punishments as everyone else. The authors of the American Constitution were among the wealthiest and most powerful men of their society and yet, with a few narrow exceptions, they made themselves subject to the same laws and penalties that governed others. (Many also risked being hanged for treason if the British won the war.) It was one of the few times in recorded history that a society's elite stripped themselves of special protections and offered to serve the populace, rather than demanding to be served by them.

So what is the scientific consensus on the components of a high-quality program? According to experts such as Yale emeritus professor Edward Zigler (a leader in child development and early education policy for half a century), the best preschool programs share several common features: they provide ample opportunities for young children to use and hear complex, interactive language; their curriculum supports learning processes and a wide range of school-readiness goals that include social and emotional skills and active learning; and they have knowledgeable and well-qualified teachers who use what are known as reflective teaching practices. Effective programs also demonstrate careful, intentional programming that is driven by more than just scheduling whims or calendar holidays or what’s in the teacher guide this week, and they also take seriously the active involvement of family members.

If sales managers hire C-grade players and do everything else perfectly—onboarding, training, developing, and maintaining a great sales process—that team will still have a difficult time becoming the number one sales force. However, if you hire only grade A players and do everything else average, the A players will help you find a way to win.

Without proper teachings, no one can be an incredible leader; thus, many leaders in the world fail to qualify for such qualifications.

Asoka World School is a reputed international school in Kochi affiliated with CBSE. We have a student-friendly environment and has a very interesting syllabus. The STEM enriched curriculum helps to provide an in-depth learning experience for the students. We have a wide range of extracurricular activities for nurturing and developing a child’s creativity and imagination. Asoka World School can be an ideal option for your child. Here are some key reasons why Asoka World School is the best for your kid. Individualized attention in classes: Our student-teacher ratio arrangement is standardised in such a way that teachers are able to give individual attention to each child. Our teachers are well educated, experienced and constantly inspires their students. We follow the golden teacher-student ratio of 1:20. This helps students to gain the concepts of each subject easily hence they become more confident. This also enriches their knowledge, and they get more quality time to interact with their teachers. image Child Safe Environment: At Asoka World School, you will find your child is in extremely safe hands. Our classrooms are aesthetically designed and technologically equipped to disseminate learning through very many fun ways. Asoka World School has a world-class building design, infrastructure, fully integrated wireless network, climate-controlled smart classrooms, security features and no compromise hygiene and safeguarding policy that offers everything you have been dreaming for your child. Updated Curriculums: We have 4 levels of programmes prepared for our children. Foundational - KG - IInd Preparatory - IIIrd - Vth Middle School - VIth - VIIIth Senior School - IXth - XIIth These programs are framed by our school to focus on developing various vital skills in the students. Our teachers adopt a customised teaching approach that can help students of every category. Our flexible curriculum enhances the communication between the teachers and students to a great extent. Our school has result-oriented teaching methods, qualified and responsible teaching staff to help facilitate a learning environment that is both safe and nurturing. As the best CBSE school in Kochi, Asoka World School is a leader in its sector and we hope to continue rising and come out as the best school in Kochi.

Meditation can generate several different kinds of altered states like strong emotional swings. Some of these states may be fun, but they are not the aim of exploring the whole universe of phenomena — seeing, listening, feeling, eating, touching, and thought — and of seeking our liberation amid the storm rather than demanding that the phenomenon match our desires. Practices of contemplation are powerful. When you work alone, and feel you're not free, please protect yourself. This dangerous feeling could include extreme fear, stress, uncertainty or even signs of the physical. Stay to speak with an instructor, a psychologist or a professional who can educate you about the procedure if something like this happens. Without wonder meditation is not a panacea. In fact when asked the spiritual leader Jiddu Krishnamurti, "What good is all this contemplation doing?" It's no use at all," he responded. "Meditation isn't guaranteed to make you wealthy, gorgeous or famous. That's a mystery. You do want to achieve your goal, but you need to let go of the target-oriented, overachieving, task-centered way of doing and remain in the state of being that helps to incorporate your mind and body in your meditation. It is the paradox of the Zen instruction “Try not to try.” What to Do in an Emergency A professional teacher's guide is often required. A group called the Spiritual Emergence Network advises people suffering from a spiritual emergency and lets qualified psychologists and physicians discern between a psychological emergency and a mental breakdown. Another way to tell the difference is that the person who sees visions in a spiritual disaster realizes they are delusions, whereas in a psychotic breakdown the person believes the dreams are real. If you have feelings that are extremely unpleasant and no trainer is present, immediately stop the practice and concentrate on simple earthy stuff to get yourself focused. Dig into the yard, go out walking or jogging, get a workout, take a bath or a shower and eat heavy stuff. Slow down your spiritual awakening when you feel threatened by it.

I find it curious that men who feel qualified to split God's kingdom do not feel capable of going somewhere else, to another land, to raise up a completely new kingdom. No, they must steal from another leader. I have never seen the exception. They seem always to need at least a few pre-packaged followers.

I find it curious that men who feel qualified to split God's kingdom do not feel capable of going somewhere else, to another land, to raise up a completely new kingdom. No, they must steal from another leader. I have never seen the exception. They seem always to need at least a few pre-packaged followers.

Red Bull is another case. In America and Europe, Red Bull invented the ‘energy drink’ category. All attempts by the Coca-Cola Corporation and other soft-drink makers to compete with Red Bull have failed. Energy drinks are a separate niche and Red Bull is a valuable star. There is another clue as to whether or not a niche market is viable, and it is simply this: is the niche highly profitable? Does it generate a lot of cash? Leadership in a niche is not valuable unless, sooner or later, the niche is very profitable and gushes out cash. For sure, if your product is very good and you give it away, you can attain leadership in a niche. Free newspapers, for example. But unless you have some other way of taking in cash - through advertising in this case - your niche business will be unprofitable and gobble up cash. It follows that you can tell whether or not niche leadership really exists by seeing whether the niche leader is very profitable and cash-positive. If not, there is a kind of theoretical niche leadership, but the niche has little or no practical value. It will never qualify as a star business. Is Dr Pepper’s niche leadership valuable? Is Red Bull’s? You bet!

Found business pain creates opportunity. Quantified business pain drives higher price points. Implicated business pain drives urgency. Business pain and urgency finds business Champions. Business champions get you to the Economic Buyer. The Economic Buyer has access to major funds. You sell big deals based on value. The opposite is also true: No discovered pain means a small or no opportunity. No quantified business pain means no cost justification. No implicated business pain means no urgency to buy. No business Champion means no access to the Economic Buyer. No access to the Economic Buyer means no access to major funds. No access to major funds means either selling small deals based on product features or selling no deals.

Coachability and Adaptability Multiple times, I've seen reps who are either too insecure to admit that they cannot perform a new function or too fearful of change. They won’t let anyone coach them. If you're not coachable, you won't learn. If you won’t learn, you won’t adapt. Adaptability is a critical trait in any rapidly growing company. As your product, market, competition, and company changes, you'll need people who are flexible enough to adapt to the changing environment. They'll need to perform new tasks, learn new products, and develop new skills.

Voting is not just a right, it's a responsibility. We must elect qualified and reliable leaders, regardless of our political affiliations, to ensure sane and efficient governance. The current political circus with its numerous casualties is a clear reminder of our duty to vote wisely.

The rabbis of the Talmud opined that Saul failed as a leader because there were no scandals in his past, that he lacked skeletons in his closet to keep him wary. By that measure, our leaders of today are brilliantly qualified, but it seems to me that Saul’s failure came from elsewhere. He failed because Samuel and David wounded him fatally, not only by their actions but by their presence, by their very nature and his.

The Achilles’ heel of authoritarianism is that the leader by the very nature of his position is able to ignore the wisdom of anyone “below” him—that is, anyone who stands between him and the real world. This is what authority means: immunity from competence. —Philip Slater

One of the seven essential ingredients of effective military leadership laid down by Field Marshal Montgomery was, “He must have the power of clear decision.” The apostle Paul, as a spiritual field commander, fully qualified in this category of leadership. Indeed this was a key feature of his character which he displayed at the very time of his conversion. When the heavens burst open and he saw the exalted Christ, his first question was, “Who are you, Lord?” The answer, “I am Jesus of Nazareth, whom you are persecuting” (Acts 22:8), toppled his entire theological universe, but he immediately accepted the implications of his discovery. An absolute capitulation to the Son of God was the only possible response, and, with his newly completed soul, he decided on the spot that he needed to have unreserved allegiance and obedience. This led to his second question, “What shall I do, Lord?” (Acts 22:10). Vacillation and indecision were foreign to Paul’s training. Once he was sure of the facts, he moved to swift decision. To be granted light was to follow it. To see his duty was to do it. Once he is sure of the will of God, the effective leader will go into action regardless of consequences. He will be willing to burn his bridges behind him and accept responsibility for failure as well as for success. Procrastination and vacillation are fatal to leadership. A sincere though mistaken decision is better than no decision. Indeed, no decision is a decision—a decision that the present situation is acceptable. In most decisions the difficulty is not in knowing what we ought to do, but in summoning the moral purpose to come to a decision about it. This resolution process was no problem to Paul.

Part of her deprogramming was to read a book by Robert Jay Lifton about idealistic totalistic communities. Point by point, she realized that the Unification Church qualified: the church manipulated people, both personally and spiritually; the church promoted black-and-white thinking; the church forbade criticism of the leader or the principles of the group; the world was divided into good (everyone in the group) and evil (everyone outside the group). The scales fell from her eyes. She was free from the church’s grip.

Woman” was the test, but not every woman seemed to qualify. Black women, of course, were virtually invisible within the protracted campaign for woman suffrage. As for white working-class women, the suffrage leaders were probably impressed at first by the organizing efforts and militancy of their working-class sisters. But as it turned out, the working women themselves did not enthusiastically embrace the cause of woman suffrage. Although Susan B. Anthony and Elizabeth Cady Stanton persuaded several female labor leaders to protest the disfranchisement of women, the masses of working women were far too concerned about their immediate problems—wages, hours, working conditions—to fight for a cause that seemed terribly abstract.

No competent leader is going to be anxious to impress people with his credentials. Leaders who are truly able are qualified because of their character. They are easily identified, not by letters of commendation, but because of the influence they have on others. They are people who are confident of their calling, and yet at the same time, they know they are utterly dependent on God as the source of their true power.

Jim,” she said once, after an evening spent among the men who were called the intellectual leaders of the country, “Dr. Simon Pritchett is a phony—a mean, scared old phony.” “Now, really,” he answered, “do you think you’re qualified to pass judgment on philosophers?” “I’m qualified to pass judgment on con men. I’ve seen enough of them to know one when I see him.” “Now this is why I say that you’ll never outgrow your background. If you had, you would have learned to appreciate Dr. Pritchett’s philosophy.” “What philosophy?” “If you don’t understand it, I can’t explain.” She would not let him end the conversation on that favorite formula of his. “Jim,” she said, “he’s a phony, he and Balph Eubank and that whole gang of theirs—and I think you’ve been taken in by them.” Instead of the anger she expected, she saw a brief flash of amusement in the lift of his eyelids. “That’s what you think,” he answered. She felt an instant of terror at the first touch of a concept she had not known to be possible: What if Jim was not taken in by them? She could understand the phoniness of Dr. Pritchett, she thought—it was a racket that gave him an undeserved income; she could even admit the possibility, by now, that Jim might be a phony in his own business; what she could not hold inside her mind was the concept of Jim as a phony in a racket from which he gained nothing, an unpaid phony, an unvenal phony; the phoniness of a cardsharp or a con man seemed innocently wholesome by comparison. She could not conceive of his motive; she felt only that the headlight moving upon her had grown larger. She could not remember by what steps, what accumulation of pain, first as small scratches of uneasiness, then as stabs of bewilderment, then as the chronic, nagging pull of fear, she had begun to doubt Jim’s position on the railroad. It was his sudden, angry “so you don’t trust me?” snapped in answer to her first, innocent questions that made her realize that she did not—when the doubt had not yet formed in her mind and she had fully expected that his answers would reassure her. She had learned, in the slums of her childhood, that honest people were never touchy about the matter of being trusted.

Jim,” she said once, after an evening spent among the men who were called the intellectual leaders of the country, “Dr. Simon Pritchett is a phony—a mean, scared old phony.” “Now, really,” he answered, “do you think you’re qualified to pass judgment on philosophers?” “I’m qualified to pass judgment on con men. I’ve seen enough of them to know one when I see him.” “Now this is why I say that you’ll never outgrow your background. If you had, you would have learned to appreciate Dr. Pritchett’s philosophy.” “What philosophy?” “If you don’t understand it, I can’t explain.” She would not let him end the conversation on that favorite formula of his. “Jim,” she said, “he’s a phony, he and Balph Eubank and that whole gang of theirs—and I think you’ve been taken in by them.” Instead of the anger she expected, she saw a brief flash of amusement in the lift of his eyelids. “That’s what you think,” he answered.

Champions have personal aspirations,” I said. “To realize those aspirations, they need to differentiate themselves within the organization. One way to do that is to solve notable business problems. It’s a way for them to obtain a personal win by being recognized for their efforts and showing their added value to the company.

The vote only empowers you to represent abilities; whereas, the beauty of work and actuality of capability qualify you as a true leader; otherwise, the majority vote is just a power game, not insight.

Vending. Not selling.

Stop confusing activities with accomplishment. Stop pushing reps to rush through the sales process. Master the customer conversation with specific personas and use cases. Understand how to sell business value, using a repeatable process. Learn to qualify deal advancement issues in account situations. Coach reps on how to control an opportunity. Understand how to forecast accurately.

Forego’s customer churn was high because they sold too low in companies for small dollars. Selling small deals at low levels in a company, without the customer understanding the tangible business value of the product, causes a high degree of customer churn. If a customer doesn’t understand the business value of a subscription product, the customer won’t renew their annual subscription.

Instead of tracking meaningful indicators of deal advancement and tangible sales process results, they only kept track of activity KPIs such as: Number of calls Number of emails sent Number of video introductions Number of POCs

Many of the issues you have with your some of your students are not a reflection of how qualified you are as a teacher but more about how qualified you are as a leader and manager. Many students hide their pain behind school work. Many Students are too confused to pay attention to what you are teaching. And they are not confused about what you are teaching cos they aren't even listening to you. Their mind is far away. Far away from all of the things you try to make them see. Like someone in a trance. So your problem is not you and your qualifications. The problem is you and your professionalism on the job. A professional teacher knows when students are having real time issues that didn't start from school. He knows when they came to school with them. And when they left it all at home. He knows that even when school is the problem, the problem is usually bigger than school. He knows that until the student gets his acts together, not much progress would happen. In school and in other places. Plus he knows that whatever he does to help the student must be sustainable. Or the student would go right one day And wrong the next. Then may be wrong, wrong, wrong for a while again before going right again. Worse, right may never happen. The will of the child is more important than the school of the child. Even though the choice of school can shape the will. The art of teaching is way beyond the writings on the board and the notes in the bags. It is more about working on the mind and the shaping of destinies.

You must understand something, George. The world’s leaders create catastrophes and resolve them—all at their own whimsy—every single day. It is how the world runs. Lacking anything else to believe in, common people need to believe in their leaders’ abilities to save them. It’s true! Their emotional well-being—and yes, their fate—depends on the intelligence and skill of those who manipulate the days’ disasters. And it should go without saying that the one who succeeds in taking the reins of leadership—by whatever means—is the most intelligent and skillful, and therefore most qualified to lead.

You’ll want to meet with the Champion for each of the forecasted deals to ensure your rep has a Champion and is in control.” Maniacally qualifying deals early in the quarter by visiting the Champions of your reps’ forecasted deals in the first month of a quarter is one of the surest methods of gaining a deep understanding of your forecast.

Your intuition needs a clear, open mind. It won’t work if it’s competing with other distracting thoughts, fears, or prejudices of your own past experiences.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

The leader is the one individual within the organization that is never, ever totally disconnected from those he leads—and the leader who complains about that is not qualified to lead.

Wherein do evangelical Churchmen fall short of their great predecessors in the last century I Let us look this question fairly in the face. Let us come to particulars. They fall short in doctrine. They are neither so full nor so distinct, nor so bold, nor so uncompromising. They are afraid of strong statements. They are too ready to fence, and guard, and qualify all their teaching, as if Christ’s gospel was a little baby, and could not be trusted to walk alone. They fall short as preachers. They have neither the fervour, nor fire, nor thought, nor illustration, nor directness, nor holy boldness, nor grand simplicity of language which characterized the last century. Above all, they fall short in life. They are not men of one thing, separate from the world, unmistakable men of God, ministers of Christ everywhere, indifferent to man’s opinion, regardless who is offended, if they only preach truth, always about their Father’s business, as Grimshaw and Fletcher used to be. They do not make the world feel that a prophet is among them, and carry about with them their Master’s presence, as Moses when he came down from the mount. I write these things with sorrow. I desire to take my full share of blame. But I do believe I am speaking the truth.

(Be a Servant Leader: Mt 20:26-28; Lk 9:46-48; 22:24-27; Jn 12:24) Christ has given to every man his work, and we are to acknowledge the wisdom of the plan He has made for us by a hearty cooperation with Him. It is in a life of service only that true happiness is found. He who lives a useless, selfish life is miserable. He is dissatisfied with himself and with everyone else. True, unselfish, consecrated workers gladly use their highest gifts in the lowliest service. They realize that true service means to see and to perform the duties that God points out. There are many who are not satisfied with the work that God has given them. They are not satisfied to serve Him pleasantly in the place that He has marked out for them, or to do uncomplainingly the work that He has placed in their hands. It is right for us to be dissatisfied with the way in which we perform duty, but we are not to be dissatisfied with the duty itself, because we would rather do something else. In His providence God places before human beings service that will be as medicine to their diseased minds. Thus He seeks to lead them to put aside the selfish preferences which, if cherished, would disqualify them for the work He has for them. If they accept and perform this service, their minds will be cured. But if they refuse it, they will be left at strife with themselves and with others. The Lord disciplines His workers, so that they will be prepared to fill the places appointed them. He desires to mold their minds in accordance with His will. For this purpose He brings to them test and trial. Some He places where relaxed discipline and over-indulgence will not become their snare, where they are taught to appreciate the value of time, and to make the best and wisest use of it. There are some who desire to be a ruling power, and who need the sanctification of submission. God brings about a change in their lives, and perhaps places before them duties that they would not choose. If they are willing to be guided by Him, He will give them grace and strength to perform the objectionable duties in a spirit of submission and helpfulness. They are being qualified to fill places where their disciplined abilities will make them of the greatest service. Some God trains by bringing to them disappointment and apparent failure. It is His purpose that they shall learn to master difficulty. He inspires them with a determination to make every apparent failure prove a success. Often men pray and weep because of the perplexities and obstacles that confront them. But if they will hold the beginning of their confidence steadfast unto the end, He will make their way clear. Success will come to them as they struggle against apparently insurmountable difficulties; and with success will come the greatest joy. Many are ignorant of how to work for God, not because they need to be ignorant, but because they are not willing to submit to His training process. -8MR 422, 423 • TMK 44-The Pattern Man; UL 62-A Living Connection With the Living God

Everyone who draws breath “takes the lead” many times a day. We lead with actions that range from a smile to a frown; with words that range from blessing to curse; with decisions that range from faithful to fearful. . . . When I resist thinking of myself as a leader, it is neither because of modesty nor a clear-eyed look at the reality of my life. . . . I am responsible for my impact on the world whether I acknowledge it or not. So, what does it take to qualify as a leader? Being human and being here. As long as I am here, doing whatever I am doing, I am leading, for better or for worse. And, if I may say so, so are you. — Parker Palmer33

Commented Nirad Chaudhuri very appropriately: “…In the Indian nationalist movement there was not only a total absence of positive and constructive ideas, but even of thinking. These shortcomings were to have their disastrous consequence in 1947… The intellectual poverty of the nationalist movement gradually became intellectual bankruptcy, but nobody perceived that because the hatred of the British rule left no room for rational ideas… Over the whole period with which I am dealing [1921-52] none of them [Gandhi, Nehru…] put forth a single idea about what was to follow British rule… What was even more astonishing, none of these leaders were qualified to put forward any positive idea because none of them had any worthwhile knowledge of Indian history, life, and culture…”{NC/31-2}

A true patriot always stays and votes for the public elected leader, not the head or the heads of the state's institutions since that falls under a public elected leadership. The public and state, define each other; otherwise, none of that, qualifies its status and definition as according to conceived context.

Everyone knows that Brearley the player could barely qualify for a place in the side for his batting. In fact but for England’s tradition of selecting its captain first and then the rest of the team, Brearley may not have played much for England at all. In contrast, Australia selects its best players and chooses the captain from that pool. England got it right with Brearley for without doubt he is among the best captains cricket has ever known. To be able to captain with such command, for players to look up to him and do his bidding, when he was himself a mediocre contributor must imply that Brearley must have been a magician of a leader. He was quite simply outstanding. Unruffled, technically very sound, able to move swiftly between attack and defense and above all the ability to get everyone together as a team to perform to their potential.