Qualities Of A Good Leader Quotes

Good governance never depends upon laws, but upon the personal qualities of those who govern. The machinery of government is always subordinate to the will of those who administer that machinery. The most important element of government, therefore, is the method of choosing leaders.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists.

A leader is one who, out of madness or goodness, volunteers to take upon himself the woe of the people. There are few men so foolish, hence the erratic quality of leadership.

I know my own reasons for keeping Peeta alive. He's my friend, and this is my way to defy the Capitol, to subvert its terrible Games. But if I had no real ties to him, what would make me want to save him, to choose him over myself? Certainly he is brave, but we have all been brave enough to survive a Games. There is that quality of goodness that's hard to overlook, but stil... and then I think of it, what Peeta can do so much better than the rest of us. He can use words. He obliterated the rest of the field at both interviews. And maybe it's because of that underlying goodness that he can move a crowd--no, a country--to his side with the turn of a simple sentence. I remember thinking that was the gift the leader of our revolution should have. Has Haymitch convinced the others of this? That Peeta's tongue would have far greater power against the Capitol than any physical strength the rest of us could claim? I don't know. It still seems like a really long leap for some of the tributes. I mean, we're talking about Johanna Mason here. But what other explanation can there be for their decided efforts to keep him alive?

Be willing to make decisions. That's the most important quality in a good leader. Don't fall victim to what I call the Ready- Aim-Aim-Aim Syndrome. You must be willing to fire

Courage is God's way of testing the virtues you profess to have and your level of commitment to everything you think you are.

Qualities that the world considers virtues will lead a leader to ruin, while those regarded as vices will often bring safety and prosperity. Good leadership requires a prince to “know how to do evil.

Almost every man wastes part of his life in attempts to display qualities he does not possess.

When parties in a state are violent, he offered a wonderful contrivance to reconcile them. The method is this: You take a hundred leaders of each party; you dispose them into couples of such whose heads are nearest of a size; then let two nice operators saw off the occiput of each couple at the same time, in such a manner that the brain may be equally divided. Let the occiputs, thus cut off, be interchanged, applying each to the head of his opposite party-man. It seems indeed to be a work that requires some exactness, but the professor assured us, "that if it were dexterously performed, the cure would be infallible." For he argued thus: "that the two half brains being left to debate the matter between themselves within the space of one skull, would soon come to a good understanding, and produce that moderation, as well as regularity of thinking, so much to be wished for in the heads of those, who imagine they come into the world only to watch and govern its motion: and as to the difference of brains, in quantity or quality, among those who are directors in faction, the doctor assured us, from his own knowledge, that "it was a perfect trifle.

Some leaders may be honest and good but unwise in legislation they choose to support. Others may possess wisdom but be dishonest and unvirtuous. We must be concerted in our desires and efforts to see men and women represent us who possess all three of these qualities.

As a member of the avant-garde who is capable of perceiving the conspiracy before it is fully obvious to an as yet unaroused public, the paranoid is a militant leader. He does not see social conflict as something to be mediated and compromised, in the manner of the working politician. Since what is at stake is always a conflict between absolute good and absolute evil, what is necessary is not compromise but the will to fight things out to a finish. Since the enemy is thought of as being totally evil and totally unappeasable, he must be totally eliminated–if not from the world, at least from the theatre of operations to which the paranoid directs his attention. This demand for total triumph leads to the formulation of hopelessly unrealistic goals, and since these goals are not even remotely attainable, failure constantly heightens the paranoid’s sense of frustration. Even partial success leaves him with the same feeling of powerlessness with which he began, and this in turn only strengthens his awareness of the vast and terrifying quality of the enemy he opposes.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

A good leader encourages followers to tell him what he needs to know, not what he wants to hear.

Patience is important for a man, vital for a leader. And a thirst for knowledge is a good quality too

The qualities required to be a good leader are usually incompatible with the qualities required to become a leader.

However, one intriguing shift that suggests there are limits to automation was the recent decision by Toyota to systematically put working humans back into the manufacturing process. In quality and manufacturing on a mass scale, Toyota has been a global leader in automation technologies based on the corporate philosophy of kaizen (Japanese for “good change”) or continuous improvement. After pushing its automation processes toward lights-out manufacturing, the company realized that automated factories do not improve themselves. Once Toyota had extraordinary craftsmen that were known as Kami-sama, or “gods” who had the ability to make anything, according to Toyota president Akio Toyoda.49 The craftsmen also had the human ability to act creatively and thus improve the manufacturing process. Now, to add flexibility and creativity back into their factories, Toyota chose to restore a hundred “manual-intensive” workspaces.

Gideon,” he said, “think for a minute about the qualities that a leader—even a co-leader—is required to have. He’s a team player. He’s good at inspiring others. He’s able to hide his true feelings, put up a false front when necessary. He projects confidence at all times—even if he doesn’t feel confident. He can’t be a freelancer. And he’s certainly not a loner. Now, tell me: do any of these qualities describe you?

Added to the natural good qualities of Mr. Covey, he was a professor of religion—a pious soul—a member and a class-leader in the Methodist church. All of this added weight to his reputation as a "nigger-breaker.

Good government never depends upon laws, but upon the personal qualities of those who govern. The machinery of government is always subordinate to the will of those who administer that machinery. The most important element of government, therefore, is the method of choosing leaders. —Law and Governance The Spacing Guild Manual

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

Well, anyhow, the practical outcome of all these damn democratic ideas, is that men of our quality -- yes, damn it! we have a quality -- excuse themselves from the hard and thankless service they owe -- not to the crowd, Dick, but to the race. (Much good it will do is to shirk like that in the long run.) We will not presume, we say, no. We shrug our shoulders and leave the geese, the hungry sheep, the born followers, call them what you will, to the leaders who haven't our scruples. The poor muts swallow those dead old religions no longer fit for human consumption, and we say 'let 'em.' They devour their silly newspapers. They let themselves be distracted from public affairs by games, by gambling, by shows and coronations and every soft of mass stupidity, while the stars in their courses plot against them. We say nothing. Nothing audible. We mustn't destroy the simple faith that is marching them to disaster. We mustn't question their decisions. That wouldn't be democratic. And then we sit here and say privately that the poor riff-raff are failing to adapt themselves to those terrible new conditions -- as if they had had half a chance of knowing how things stand with them. They are shoved about by patriotisms, by obsolete religious prejudices, by racial delusions, by incomprehensible economic forces. Amid a growth of frightful machinery...

Consider the following: “Will Mindik be a good leader? She is intelligent and strong…” An answer quickly came to your mind, and it was yes. You picked the best answer based on the very limited information available, but you jumped the gun. What if the next two adjectives were corrupt and cruel? Take note of what you did not do as you briefly thought of Mindik as a leader. You did not start by asking, “What would I need to know before I formed an opinion about the quality of someone’s leadership?” System 1 got to work on its own from the first adjective: intelligent is good, intelligent and strong is very good. This is the best story that can be constructed from two adjectives, and System 1 delivered it with great cognitive ease. The story will be revised if new information comes in (such as Mindik is corrupt), but there is no waiting and no subjective discomfort. And there also remains a bias favoring the first impression.

Not only does a good army commander not need any special qualities, on the contrary he needs the absence of the highest and best human attributes—love, poetry, tenderness, and philosophic inquiring doubt. He should be limited, firmly convinced that what he is doing is very important (otherwise he will not have sufficient patience), and only then will he be a brave leader. God forbid that he should be humane, should love, or pity, or think of what is just and unjust.

Neville Chamberlain's politics of appeasement were, as far as we can judge, inspired by good motives; he was probably less motivated by considerations of personal power than were many other British prime ministers, and he sought to preserve peace and to assure the happiness of all concerned. Yet his policies helped to make the Second World War inevitable, and to bring untold miseries to millions of men. Sir Winston Churchill's motives, on the other hand, were much less universal in scope and much more narrowly directed toward personal and national power, yet the foreign policies that sprang from these inferior motives were certainly superior in moral and political quality to those pursued by his predecessor. Judged by his motives, Robespierre was one of the most virtuous men who ever lived. Yet it was the utopian radicalism of that very virtue that made him kill those less virtuous than himself, brought him to the scaffold, and destroyed the revolution of which he was a leader.

So, a leader doesn’t have to possess all the virtuous qualities I’ve mentioned, but it’s absolutely imperative that he seem to possess them. I’ll go so far as to say this: if he had those qualities and observed them all the time, he’d be putting himself at risk. It’s seeming to be virtuous that helps; as, for example, seeming to be compassionate, loyal, humane, honest and religious. And you can even be those things, so long as you’re always mentally prepared to change as soon as your interests are threatened. What you have to understand is that a ruler, especially a ruler new to power, can’t always behave in ways that would make people think a man good, because to stay in power he’s frequently obliged to act against loyalty, against charity, against humanity and against religion. What matters is that he has the sort of character that can change tack as luck and circumstances demand, and, as I’ve already said, stick to the good if he can but know how to be bad when the occasion demands. So a ruler must be extremely careful not to say anything that doesn’t appear to be inspired by the five virtues listed above; he must seem and sound wholly compassionate, wholly loyal, wholly humane, wholly honest and wholly religious. There is nothing more important than appearing to be religious. In general people judge more by appearances than first-hand experience, because everyone gets to see you but hardly anyone deals with you directly. Everyone sees what you seem to be, few have experience of who you really are, and those few won’t have the courage to stand up to majority opinion underwritten by the authority of state

Don't get me wrong, loyalty is an admirable quality. But the number of years one has been around does not automatically equate with being a good leader, any more than does merely having the title of manager or vice president. And certainly the things we acquire- fine cars, nice homes- are not measures of our leadership ability. Leadership, more than anything else, is about the way we think. It's a moment-to-moment disciplining of our thoughts. It's about practicing personal accountability and choosing to make a positive contribution, no matter what out role or "level".

When an independent company undertakes to travel across the plains, they are generally too independent for their own safety and good. There never was and never will be a people in heaven nor on earth, in time nor in eternity, that can be considered truly and entirely independent of counsel and direction. Our independent companies entertain the same mistaken views of independence as people generally do of the independence of a Republican Government. Man in his ignorance is impatient of control, and when he finds himself from under its influence he supposes that he is then independent, or, in other words, that he is a free man. Independence so viewed and so employed, either individually or collectively, religiously or politically, must open a wide arena of action for all the evil, selfish and malignant qualities of depraved men, introducing distraction into every ramification of society, destroying confidence, checking the onward progress of industry and universal prosperity, and bringing in famine, pestilence and destruction everywhere. . . . Individual self-government lies at the root of all true and effective government, whether in heaven or on earth. Those who govern should be wiser and better than the governed, that the lesser may be blessed of the greater. Were this so, then the people would willingly repose their dearest interests to the trusts of their rulers or leaders, and with a feeling of pleasure bow to and carry out to the letter their instructions and conclusions on all matters that pertained to the general good. This will apply to great kingdoms and mighty nations, to small companies of immigrants crossing the plains, or to the home circle. A Republican Government in the hands of a wicked people must terminate in woe to that people, but in the hands of the righteous it is everlasting, while its power reaches to heaven.

On occasion, the leader may be intelligent and highly educated, but the possession of these qualities does him, as a rule, more harm than good. By showing how complex things are, by allowing of explanation and promoting comprehension, intelligence always renders its owner indulgent, and blunts, in a large measure, that intensity and violence of conviction needful for apostles. The great leaders of crowds of all ages, and those of the Revolution in particular, have been of lamentably narrow intellect; while it is precisely those whose intelligence has been the most restricted who have exercised the greatest influence.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

Not only does a good army commander not need any special qualities, on the contrary he needs the absence of the highest and best human attributes—love, poetry, tenderness, and philosophic inquiring doubt. He should be limited, firmly convinced that what he is doing is very important (otherwise he will not have sufficient patience), and only then will he be a brave leader. God forbid that he should be humane, should love, or pity, or think of what is just and unjust. It is understandable that a theory of their ‘genius’ was invented for them long ago because they have power! The success of a military action depends not on them, but on the man in the ranks who shouts ‘We are lost!’ or who shouts ‘Hurrah!’ And only in the ranks can one serve with assurance of being useful.

Leaders nourish and uphold the culture of an organization. They make choices that inevitably limit the size and scope of activities that the organization undertakes. A good leader will only work in a firm where there is clear and effective governance to protect the culture, philosophy and investment discipline of the firm. The most effective leaders create a non-hierarchical environment in which idea sharing is encouraged, and diligent execution is rewarded. They also establish a solid foundation, a durable framework, and processes for successfully managing an organization that can maintain these qualities. And last, a great investment leader has a zero tolerance policy for breaches of integrity. By integrity, we mean not only honesty and fulfillment of fiduciary obligation, but process integrity.

This conditioning of children to fear nonconformity and blindly obey ensures continued obedience as adults. The difficult task of learning how to make moral choices, how to accept personal responsibility, how to deal with the chaos of human life is handed over to God-like authority figures. The process makes possible a perpetuation of childhood. It allows the adult to bask in the warm glow and magic of divine protection. It masks from them and from others the array of human weaknesses, including our deepest dreads, our fear of irrelevance and death, our vulnerability and uncertainty. It also makes it difficult, if not impossible, to build mature, loving relationships, for the believer is told it is all about them, about their needs, their desires, and above all, their protection and advancement. Relationships, even within families, splinter and fracture. Those who adopt the belief system, who find in the dictates of the church and its male leaders a binary world of right and wrong, build an exclusive and intolerant comradeship that subtly or overtly shuns and condemns the “unsaved.” People are no longer judged by their intrinsic qualities, by their actions or capacity for self-sacrifice and compassion, but by the rigidity of their obedience. This defines the good and the bad, the Christian and the infidel. And this obedience is a blunt and effective weapon against the possibility of a love that could overpower the dictates of the hierarchy. In many ways it is love the leaders fear most, for it is love that unleashes passions and bonds that defy the carefully constructed edifices that keep followers trapped and enclosed. And while they speak often about love, as they do about family, it is the cohesive bonds created by family and love they war against.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

It is only because military men are invested with pomp and power and crowds of sychophants flatter power, attributing to it qualities of genius it does not possess. The best generals I have known were, on the contrary, stupid or absent-minded men. Bagratión was the best, Napoleon himself admitted that. And Bonaparte himself! I remember his limited, self-satisfied face on the field of Austerlitz. Not only does a good army commander not need any special qualities, on the contrary he needs the absence of the highest and best human attributes—love, poetry, tenderness, and philosophic inquiring doubt. He should be limited, firmly convinced that what he is doing is very important (otherwise he will not have sufficient patience), and only then will he be a brave leader. God forbid that he should be humane, should love, or pity, or think of what is just and unjust. It is understandable that a theory of their ‘genius’ was invented for them long ago because they have power! The success of a military action depends not on them, but on the man in the ranks who shouts, ‘We are lost!’ or who shouts, ‘Hurrah!’ And only in the ranks can one serve with assurance of being useful.

they’ll start.” “What are they going to do about the Elder Council?” “Meritorious was a good man and the most powerful Grand Mage we had seen in a long time. The other Councils in Europe are worried about who will fill the vacuum now that he’s gone. The Americans are offering their support, the Japanese are sending delegates to help us wrest back some control, but…” “It sounds like a lot of people are panicking.” “And they have a right to. Our systems of power, our systems of self-government, are delicate. If we topple, others will follow. We need a strong leader.” “Why don’t you do it?” He laughed. “Because I’m not well liked, and I’m not well trusted, and I already have a job. I’m a detective, remember?” She gave her own little shrug. “Vaguely.” Another snippet of pub music drifted by the window, and Stephanie thought about the world she’d grown up in, and how different it was from the world she’d been introduced to, and yet how similar. There was joy and happiness in both, just as there was heartbreak and horror. There was good and evil and everything in between, and these qualities seemed to be shared equally in the worlds of the magical and the mundane. It was her life now. She couldn’t imagine living without either one. “How are you?” Skulduggery asked, his voice gentle.

PHYSIOLOGY 1. Sex 2. Age 3. Height and weight 4. Color of hair, eyes, skin 5. Posture 6. Appearance: good-looking, over- or underweight, clean, neat, pleasant, untidy. Shape of head, face, limbs. 7. Defects: deformities, abnormalities, birthmarks. Diseases. 8. Heredity SOCIOLOGY 1. Class: lower, middle, upper. 2. Occupation: type of work, hours of work, income, condition of work, union or nonunion, attitude toward organization, suitability for work. 3. Education: amount, kind of schools, marks, favorite subjects, poorest subjects, aptitudes. 4. Home life: parents living, earning power, orphan, parents separated or divorced, parents’ habits, parents’ mental development, parents’ vices, neglect. Character’s marital status. 5. Religion 6. Race, nationality 7. Place in community: leader among friends, clubs, sports. 8. Political affiliations 9. Amusements, hobbies: books, newspapers, magazines he reads. PSYCHOLOGY 1. Sex life, moral standards 2. Personal premise, ambition 3. Frustrations, chief disappointments 4. Temperament: choleric, easygoing, pessimistic, optimistic. 5. Attitude toward life: resigned, militant, defeatist. 6. Complexes: obsessions, inhibitions, superstitions, phobias. 7. Extrovert, introvert, ambivert 8. Abilities: languages, talents. 9. Qualities: imagination, judgment, taste, poise. 10. I.Q.

Guénon and Evola, consistently with most other modern spiritual figures, identified the age we are living in now as the final age, or Kali Yuga, as it is called in both Hinduism and Buddhism. In the ancient Scandinavian religion, the equivalent age was the Wolf Age. Lest this seems like just some metaphysical mumbo-jumbo, let me quote a few examples from the Hindu scriptures that describe the characteristics of Kali Yuga: In Kali Yuga, wealth alone will be considered the sign of a man’s good birth, proper behavior, and fine qualities. And law and justice will be applied only on the basis of one’s power. Men and women will live together merely because of superficial attraction, and success in business will depend on deceit. Womanliness and manliness will be judged according to one’s expertise in sex. A person’s propriety will be seriously questioned if he does not earn a good living. And one who is very clever at juggling words will be considered a learned scholar. He who can maintain a family will be regarded as an expert man, and the principles of religion will be observed only for the sake of reputation. Cities will be dominated by thieves, the Vedas will be contaminated by speculative interpretations of atheists, political leaders will virtually consume the citizens, and the so-called priests and intellectuals will be devotees of their bellies and genitals. When irreligion becomes prominent in the family, the women of the family become corrupt, and from the degradation of womanhood comes unwanted population. These are just a few of many such examples. Whatever one thinks of Hinduism as a religion, this description certainly seems uncannily accurate in our present world.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

athletes and other incredibly accomplished individuals to trigger themselves into peak performance states? Imagine how satisfying it will be for you to spend the bulk of your time in positive and highly productive and flow states! Some more tips on how to build a positive and pragmatic psychology The good news is that you neither need to be perfect nor become a saint! In most cases, aim for high quality but avoid the trap of absolute perfectionism that is unnecessary and consumes much more time and energy than called for; use your best judgment. (Notable exceptions to whether perfectionism is called for would be rare events such as brain or heart

When you ask people about the best leader they ever had, one quality is always mentioned: they are good listeners. These leaders have learned to “sort by others.” When someone says, “It’s a beautiful day,” they respond by keeping the focus on the speaker. For example, they’ll respond, “It sounds like you’re pretty happy today.” Poor listeners “sort by self.” If you express a concern you have, they will express a concern they have. Our senior consulting partner, Laurie Hawkins, is a great listener. Clients tell me, “I had the greatest dinner with Laurie recently. He’s a wonderful person.” When I ask what they know about Laurie—whether he’s married or has kids—they seldom know. They loved being with Laurie because he kept the conversation focused on them. Test the power of listening by taking time to truly listen and focus on others.

Be willing to make decisions. That's the most important quality in a good leader.

A good leader encourages followers to tell him what he needs to know, not what he wants to hear

There was definitely pride, in that the numbers reflected that we were doing good work. But also I think Steve felt a vindication. This is important. It wasn’t a vindication of ‘I’m right’ or ‘I told you so.’ It was a vindication that restored his sense of faith in humanity. Given the choice, people do discern and value quality more than we give them credit for. That was a really big deal for all of us because it actually made you feel very connected to the whole world and all of humanity, and not like you’re marginalized and just making a niche product.

qualities we actually select for and reward in most workplaces are precisely the ones that are unlikely to produce leaders who are good for employees or, for that matter, for long-term organizational performance.

AS IF THE abstracting qualities of numbers and scale aren’t enough to deal with when trying to run an organization, these days we have the added complication of the virtual world. The Internet is nothing short of awe inspiring. It gives the power to operate at scale or spread ideas to anyone, be it a small business or a social movement. It gives us the ability to find and connect with people more easily. And it is incredible at speeding the pace of commercial transactions. All of these things are good. But, just as money was developed to help expedite and simplify transactions by allowing payment to be rendered without barter, we often use the Internet as a means to expedite and simplify communication and the relationships we build. And just as money can’t buy love, the Internet can’t buy deep, trusting relationships. What makes a statement like that somewhat tricky or controversial is that the relationships we form online feel real. We can, indeed, get bursts of serotonin when people “like” our pictures, pages or posts or when we watch ourselves go up in a ranking (you know how much serotonin loves a ranking). The feelings of admiration we get from virtual “likes” or the number of followers we have is not like the feelings of admiration we get from our children, or that a coach gets from their players. It is simply a public display of “like” with no sacrifice required—a new kind of status symbol, if you will. Put simply, though the love may feel real, the relationship is still virtual. Relationships can certainly start online, but they only become real when we meet face-to-face.

Chris Salamone is a powerful leader who brings all the unique ideas into existence with many leadership qualities that a good leader possess like honesty, ability to delegate, communication, commitment, creativity, ability to inspire, etc.

In the period immediately following ratification of the Constitution in 1789, the national public service at its upper levels has been described as a “Government by Gentlemen” and it did not look too different in certain respects from the one that existed in early-nineteenth-century Britain.8 One might also label it government by the friends of George Washington, since the republic’s first president chose men like himself who he felt had good qualifications and a dedication to public service.9 Under John Adams, 70 percent, and under Jefferson, 60 percent of high-ranking officials had fathers who came from the landed gentry, merchant, or professional classes.10 Many people today marvel at the quality of political leadership at the time of America’s founding, the sophistication of the discourse revealed in the Federalist Papers, and the ability to think about institutions in a long-term perspective. At least part of the reason for this strong leadership was that America at the time was not a full democracy but rather a highly elitist society, many of whose leaders were graduates of Harvard and Yale. Like the British elite, many of them knew each other personally from school and from their common participation in the revolution and drafting of the Constitution.

A leader in sports, business, or any other field of endeavor should possess and provide the same qualities inherent in a good parent: character, consistency, dependability, accountability, knowledge, good judgment, selflessness, respect, courage, discipline, fairness, and structure.

Good government never depends upon laws, but upon the personal qualities of those who govern. The machinery of government is always subordinate to the will of those who administer that machinery. The most important element of government, therefore, is the method of choosing leaders. —LAW AND GOVERNANCE THE SPACING GUILD MANUAL

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

What’s more, lowering prices, the traditional refuge for second-tier products, is of little benefit for anyone whose quality is not already at or near the world’s best. Digital goods have enormous economies of scale, giving the market leader a huge cost advantage and room to beat the price of any competitor while still making a good profit.14 Once their fixed costs are covered, each marginal unit produced costs very little to deliver.

What makes a good leader? Good leaders above and below them.

Last was me: their fearless leader. The Maer’s letter of introduction had described me as, ‘a discerning young man of good education and diverse useful qualities.’ While this was perfectly true, it also made me sound like the most wretchedly useless court dandy in existence….I daresay they didn’t quite know what to make of me.

a good goal, or good objective, flows out of a process of problem solving. A good objective has the form of a task—set up operations in Australia, work with a particular customer to solve a product quality problem, create a breakaway team to focus on developing a better waterproof coating, and so on. Starting with unsupported goals—like gain market share—lacks entrepreneurial insight and tries to get performance by flogging the system.

Be good to everyone who becomes attached to us; cherish every friend who is by our side; 카톡☛vk369☚ 〓 라인☛dpp3w☚ 홈피는 친추로 연락주세요 #구구정구입 #구구정구매 *⁀➷♥ 카톡 : vk369 #구구정판매 *⁀➷♥ 라인 : dpp3w #구구정처방 #구구정가격 #구구정후기 #구구정약효 #구구정효과 #구구정효능 #구구정파는곳 #구구정팝니다 #구구정삽니다 #구구정사는곳 #구구정사용법 #구구정거래처 #구구정구입방법 #구구정구매방법 #구구정지속시간 #구구정정품구입 #구구정정품구매 #구구정정품판매 #구구정복용법 #구구정부작용 #구구정약국 구구정 인터넷구입 구구정 20mg 가격 구구정 구입방법 구구정 지속시간 구구정 5mg 효과 구구정 시알리스 구구정 처방 가격 구구정 매일복용 love everyone who walks into our life.It must be fate to get acquainted in a huge crowd of people... I feel, the love that Osho talks about, maybe is a kind of pure love beyond the mundane world, which is full of divinity and caritas, and overflows with Buddhist allegorical words and gestures, but, it seems that I cannot see through its true meaning forever... Maybe, I do not just “absorb” your love; but because the love overpowers me and I am unable to dispute and refuse it... Do you know? It’s you who light up my life! And I stubbornly believe that such love can only be experienced once in my life. Because of love, we won’t be lonely anymore; because of yearning, we taste more loneliness. Stay hungry, stay foolish. Innovation distinguishes between a leader and a follower. Your time is limited, so don't waste it living someone else's life. Design is not just what it looks like and feels like. Design is how it works. We're here to put a dent in the universe. Otherwise why else even be here? The only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle. Being the richest man in the cemetery doesn't matter to me ... Going to bed at night saying we've done something wonderful... that's what matters to me. I want to put a ding in the universe. Quality is more important than quantity. One home run is better than two doubles. Remembering that I'll be dead soon is the most important tool I've ever encountered to help me make the big choices in life. When I do well in the exam, I will show my paper to my parents, they are so happy to see me do well in the exam. I want to be happy all the time. But I have put so much pressure on myself. One day, my parents tell me that they don’t care how I do well in the exam, they just want me to be happy. I know I should relax myself and be happy.

Good managers execute as well as motivate. Not all leaders need to be managers, but all managers need to be good leaders. While managing is an art; leadership is a skill that needs to be inculcated and enforced while executing assignments through subordinates

One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists.

When Vivekananda explained the dangers of personal love to Margaret Noble in October 1897, he suggested that 'the best leader ... is one who 'leads like the baby.'' The baby, he said, is 'the king of the household. At least to my thinking, that is the secret ....' The sentiment owed much to Ramakrishna; the baby's gift is to be the neediest, the most precious, the most fragile. A baby's unworldliness was its greatest spiritual offering. [...] Roxie Blodgeett, who tended Vivekanda in Southern California, noted how 'the child side of Swamiji's character ... was a constant appeal to the Mother quality in all good women.

The idea of charismatic leadership dates back to Max Weber (1864–1920), the father of sociology. Describing leaders, he found it necessary to distinguish between formal leaders and those who led by personal charisma. The latter, he wrote, seemed “endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities … not accessible to the ordinary person.”5

Good government never depends upon laws, but upon the personal qualities of those who govern. The machinery of government is always subordinate to the will of those who administer that machinery. The most important element of government, therefore, is the method of choosing leaders.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

To understand how you are percieved by others, ask: 1. What’s the general perception of me? 2. What could I do differently that would have the greatest impact on my success? Depending on the person, you’ll hear responses ranging from eye-opening and helpful to vague and confusing. If the person is uncomfortable, they may rely on job- or project-specific feedback. In that case, clarify: I appreciate that feedback. May I go up a level now and ask about the general perception of me as a leader/colleague/person? Manage your reaction. Resist the temptation to explain yourself, defend your actions, or reveal disappointment. Your interviewees will be looking to see what effect their feedback has on you in real time. The quality of your feedback will only be as good as your ability to remain comfortable while receiving it. Ask for details or examples if you need them. And end with a sincere thank-you.

Cast-Off Material The unlikely selection of Gideon, not to mention his stunning victory, sets a pattern that will be repeated throughout the book of Judges. At a time when women are regarded as second-class citizens (see 9:54; 19:24), God chooses Deborah to lead his people. Jephthah, another judge whom God taps for leadership, has been a social outcast, the leader of a gang of outlaws. Throughout the Bible, in fact, God uses cast-off material. The tribe of Israel itself—a slave people, uncultured, with a short memory for God’s kindness—was not chosen for any of its impressive qualities. Time and again the Israelites prove themselves faulty, as do their leaders. God does not seek the most outwardly capable people nor the most naturally “good.” From unlikely material, God does great things so the world can see that the glory belongs to God and God alone. Paul took up this theme when he wrote, over a thousand years later, “Brothers and sisters, think of what you were when you were called. Not many of you were wise by human standards; not many were influential; not many were of noble birth. But God chose the foolish things of the world to shame the wise; God chose the weak things of the world to shame the strong. Therefore, as it is written: ‘Let the one who boasts boast in the Lord’” (1 Corinthians 1:26–27, 31).

P4 - The good news is that there is at least one emerging technology out there that is looking mighty promising right now: it’s called helium persufflation, and I’m currently orchestrating the funding of the most critical research into making it work. Over the course of 2023 LEV Foundation has coordinated an effort, conceived by Martin O’Dea and Dr. Aubrey de Grey, to lay to rest the lamentable opinion that aging, along with the disease and death it brings, is inevitable - and by extension, that attempts to combat it are unworthy of serious recognition or support. We assert instead that an immediate expansion of work to extend healthy lifespans is not only credible, but indeed crucial to the quality of our collective future. In collaboration with primary author Professor Brian Kennedy, with input and enthusiastic endorsement from iconic researchers and leaders across the field of longevity medicine and allied fields, we are now able to publish the result of that effort - the Dublin Longevity Declaration: Consensus Recommendation to Immediately Expand Research on Extending Healthy Human Lifespans. Whatever your background, we encourage everyone who reads the Declaration and agrees with its message to add your signature, and encourage your friends and colleagues to consider doing the same: www. dublinlongevitydeclaration. org More on all of this here: www. quora. com/profile/Aubrey-de-Grey/answers

P4 - The good news is that there is at least one emerging technology out there that is looking mighty promising right now: it’s called helium persufflation, and I’m currently orchestrating the funding of the most critical research into making it work. Over the course of 2023 LEV Foundation has coordinated an effort, conceived by Martin O’Dea and Dr. Aubrey de Grey, to lay to rest the lamentable opinion that aging, along with the disease and death it brings, is inevitable - and by extension, that attempts to combat it are unworthy of serious recognition or support. We assert instead that an immediate expansion of work to extend healthy lifespans is not only credible, but indeed crucial to the quality of our collective future. In collaboration with primary author Professor Brian Kennedy, with input and enthusiastic endorsement from iconic researchers and leaders across the field of longevity medicine and allied fields, we are now able to publish the result of that effort - the Dublin Longevity Declaration: Consensus Recommendation to Immediately Expand Research on Extending Healthy Human Lifespans. Whatever your background, we encourage everyone who reads the Declaration and agrees with its message to add your signature, and encourage your friends and colleagues to consider doing the same: www. dublinlongevitydeclaration. org More on all of this here: www. quora. com/profile/Aubrey-de-Grey/answers

Being under poor leadership is a challenging experience, but it can be a blessing in disguise. It prepares you to become a good leader by showing you what not to do. This experience helps you to develop skills and qualities essential for being a good leader.

And why do they all speak of a 'military genius'? Is a man a genius who can order bread to be brought up at the right time and say who is to go to the right and who to the left? It is only because military men are invested with pomp and power and crowds of sychophants flatter power, attributing to it qualities of genius it does not possess. The best generals I have known were, on the contrary, stupid or absent-minded men. Bagration was the best, Napoleon himself admitted that. And of Bonaparte himself! I remember his limited, self-satisfied face on the field of Austerlitz. Not only does a good army commander not need any special qualities, on the contrary he needs the absence of the highest and best human attributes—love, poetry, tenderness, and philosophic inquiring doubt. He should be limited, firmly convinced that what he is doing is very important (otherwise he will not have sufficient patience), and only then will he be a brave leader. God forbid that he should be humane, should love, or pity, or think of what is just and unjust. It is understandable that a theory of their 'genius' was invented for them long ago because they have power! The success of a military action depends not on them, but on the man in the ranks who shouts, 'We are lost!' or who shouts, 'Hurrah!' And only in the ranks can one serve with assurance of being useful.

Jeremy was driven by what psychologist Jessica Tracy and her coauthors call “authentic pride,” the self-esteem gained from being a conscientious and caring person who accomplishes good things by treating others well. And who earns their admiration and respect as a result. Jessica’s research also found that authentic pride has an evil twin, “hubristic pride,” where people feel endowed with enduring qualities such as being really smart, athletic, or gorgeous that anoint them as superior to others—which unleashes their arrogance, conceit, and self-aggrandizement. Authentic pride depends on working to earn and sustain prestige over the long haul. Hubristic pride “is more immediate but fleeting and, in some cases, unwarranted.” It depends more on taking shortcuts and less on doing hard work.

Sane leadership is the unshakeable confidence that people can be generous, creative, and kind. The leader’s role is to create the conditions for these qualities to be evoked and utilized to accomplish good work.

President Theodore Roosevelt was a man of action, but he was also a good listener, and he appreciated that quality in other people. Once at a gala ball, he grew tired of meeting people who returned his remarks with stiff, mindless pleasantries. So he began to greet people with a smile, saying, “I murdered my grandmother this morning.” Most people, so nervous about meeting him, didn’t even hear what he said. But one diplomat did. Upon hearing the president’s remark, he leaned over and whispered to him, “I’m sure she had it coming to her!” The only way to find out what you’re missing is to start listening.

When I first discovered this thing called the WHY, it came at a time in my life when I needed it. It wasn’t an academic or intellectual pursuit; I had fallen out of love with my work and found myself in a very dark place. There was nothing wrong with the quality of my work or my job, per se; it was the enjoyment I had for that work that I’d lost. By all superficial measurements, I should have been happy. I made a good living. I worked with great clients. The problem was, I didn’t feel it. I was no longer fulfilled by my work and I needed to find a way to rekindle my passion. The discovery of WHY completely changed my view of the world and discovering my own WHY restored my passion to a degree multiple times greater than at any other time in my life.

Good leaders seize crises to remake organizational habits. NASA administrators, for instance, tried for years to improve the agency’s safety habits, but those efforts were unsuccessful until the space shuttle Challenger exploded in 1986. In the wake of that tragedy, the organization was able to overhaul how it enforced quality standards.40 Airline pilots, too, spent years trying to convince plane manufacturers and air traffic controllers to redesign how cockpits were laid out and traffic controllers communicated. Then, a runway error on the Spanish island of Tenerife in 1977 killed 583 people and, within five years, cockpit design, runway procedures, and air traffic controller communication routines were overhauled.41

Like any of man’s inventions, artificial intelligence can be used for good or evil. In the right hands and with proper intent, it can do beneficial things for humanity. Conversely, it can be used by evil dictators, sinister politicians, and malevolent leaders to create something as dangerous as a deadly weapon in a terrorist’s hands. Yuval Noah Harari is a leading spokesperson for the globalists and their transhumanist, AI, and Fourth Industrial Revolution agenda. Harari is also an advisor to Klaus Schwab and the World Economic Forum. Barack Obama refers to Harari as a prophet and recommends his books. Harari wrote a book titled Sapiens and another titled Homo Deus (“homo” being a Latin word for human or man, and “deus” being the Latin word for god or deity). He believes that homo sapiens as we know them have run their course and will no longer be relevant in the future. Technology will create homo deus, which will be a much superior model with upgraded physical and mental abilities. Harari tells us that humankind possesses enormous new powers, and once the threat of famine, plagues, and war is finally lifted, we will be looking for something to do with ourselves. He believes the next targets of our power and technology are likely to be immortality, happiness, and divinity. He says: “We will aim to overcome old age and even death itself. Having raised humanity above the beastly level of survival struggles, we will now aim to upgrade humans into gods, and turn homo sapiens into homo deus. When I say that humans will upgrade themselves into gods in the 21st century, this is not meant as a metaphor; I mean it literally. If you think about the gods of ancient mythology, like the Hebrew God, they have certain qualities. Not just immortality, but maybe above all, the ability to create life, to design life. We are in the process of acquiring these divine abilities. We want to learn how to engineer and produce life. It’s very likely that in the 21st century, the main products of the economy will no longer be textiles and vehicles and weapons. They will be bodies and brains and minds.48

Compassion and vision were all well and good in a leader but they tended to be useless qualities unless they were coupled with a will of steel.

A second quality that I believe stands a leader in good stead is the ability to think creatively.

Keep in mind that everything you loathe about your current environment or organization was originally somebody’s good idea. At the time it might have even been considered revolutionary. To suggest change is to suggest that your predecessors lacked insight. Or worse, that your current supervisor doesn’t get it! Consequently, it is easier to leave things as they are, to accept the status quo and learn to live with it. While that may be easier, it is not an option for a leader. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader.

Seeds of greatness My question for you is this: Are you really alive? Are you passionate about your life or are you stuck in a rut, letting the pressures of life weigh you down, or taking for granted what you have? You weren’t created to simply exist, to endure, or to go through the motions; you were created to be really alive. You have seeds of greatness on the inside. There’s something more for you to accomplish. The day you quit being excited about your future is the day you quit living. When you quit being passionate about your future, you go from living to merely existing. In the natural there may not be anything for you to be excited about. When you look into the future, all you see is more of the same. You have to be strong and say, “I refuse to drag through this day with no passion. I am grateful that I’m alive. I’m grateful that I can breathe without pain. I’m grateful that I can hear my children playing. I am grateful that I was not hurt in that accident. I’m grateful that I have opportunity. I’m not just alive--I’m really alive.” This is what Paul told Timothy in the Bible: “Stir up the gift, fan the flame.” When you stir up the passion, your faith will allow God to do amazing things. If you want to remain passionate, you cannot let what once was a miracle become ordinary. When you stared that new job you were so excited. You told all your friends. You knew it was God’s favor. Don’t lose the excitement just because you’ve had it for five years. When you fell in love after meeting the person of your dreams, you were on cloud nine. You knew this match was the result of God’s goodness. Don’t take it for granted. Remember what God has done. When your children were born, you cried for joy. Their births were miracles. You were so excited. Now you have teenagers and you’re saying, “God, why did you do this to me?” Don’t let what was once a miracle become so common that it’s ordinary. Every time you see your children you should say, “Thank you, Lord, for the gift you’ve given me.” We worked for three years to acquire the former Houston Rockets basketball arena for our church. During that time, it was still for sports and music events. When there wasn’t a ball game or concert, Victoria and I would come up late at night and walk around it. We’d pray and ask God for His favor. When the city leaders approved our purchase, we celebrated. It was a dream come true. Nearly ten years later, it’s easy to get used to. Holding services in such a huge building could become common, ordinary, and routine because we’ve been doing it so long now. But I have to admit that every time I walk in the building, I can’t help but say, “God, thank you. You have done more than I can ask or think.

FOR HUNDREDS OF YEARS, people from every corner of the planet have flocked to New York City for the reason Frank Sinatra immortalized: to prove they could “make it.” The allure, the prestige, the struggle to survive, breeds a brand, an image of the city that ripples out to the rest of the world. Sinatra sang about proving himself to himself. “If I can make it there, I’ll make it anywhere.” New York was the yardstick. New York has indeed become a global yardstick—for artists, businesspeople, and dreamers of all stripes. He was a lawyer in New York? He must be good. Doesn’t matter if he was the worst lawyer in the city. If you can make it in New York, people assume that you can make it anywhere. The yardstick the public uses when judging a presidential candidate, it turns out, is not how much time the candidate has in politics. “It’s leadership qualities,” explains the presidential historian Doug Wead, a former adviser to George H. W. Bush and the author of 30 books on the presidents. Indeed, polls indicate that being “a strong and decisive leader” is the number one characteristic a presidential candidate can have. The fastest-climbing presidents, it turns out, used the Sinatra Principle to convey their leadership cred. What shows leadership like commanding an army (Washington), running a university (Wilson), governing a state for a few years—even if you started out as an actor (Reagan)—or building a new political party and having the humility to put aside your own interests for the good of the whole (Lincoln)? Dwight D. Eisenhower led the United States and its allies to victory against Hitler. He had never held an elected office. He won by a landslide with five times the electoral votes of his rival. “If he can make it there, he can make it anywhere,” US voters decided.

Good leaders value people and things of quality".

Fire and idealism may be fine qualities for the leader of a revolution, but the leader of a great republic needs to be several degrees cooler and a good deal more canny.

They know that good leaders sometimes suffer mission failure and bad leaders sometimes enjoy mission success. The ability to succeed is not what makes someone a leader. Exhibiting the qualities of leadership is what makes someone an effective leader.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved.

Setting a good example and making amends is one of the most powerful leadership qualities a true leader can have.

Not only does a good army commander not need any special qualities, on the contrary he needs the absence of the highest and best human attributes—love, poetry, tenderness, and philosophic inquiring doubt. He should be limited, firmly convinced that what he is doing is very important (otherwise he will not have sufficient patience), and only then will he be a brave leader.

Knowing which teachers’ practice is typically strong or less strong in relation to specific pedagogy is important if school leaders are to be able to target professional learning, guide and facilitate teachers to learn from each other, and support teachers to develop and improve their practice. Without this knowledge, schools will fail to achieve consistent, high-quality teaching and learning across the school. Teaching

Feeling Bad About Your Job Loss? Don't - Here's Why If your experience is anything like mine, you've worked for excellently run companies as well as companies we wouldn't consider excellent. Before you feel bad about your job loss, consider what the father of the quality movement, W. Edwards Deming, said: A bad system will beat a good person every time. Jim Collins, author of "Good to Great" and "Built to Last," shared these words about companies that succeed and those that do not. I'm paraphrasing: Leaders of great companies are modest and understated, while leaders with gargantuan egos led to either the demise of their companies or their continued mediocrity. When you think about your job loss, remember what Deming and Collins said. In other words, don't sell yourself short because of the mistakes or short-sightedness of others. Now that you have the opportunity, seek out truly great companies.

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

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.

mature markets are dominated by two phenomena: Product parity: When technological development plateaus, advantages created by technology disappear and competitors produce goods of almost identical quality, from washing-up liquid to computers to lipstick. New entrants, both manufacturers and private label, are able to jump quality learning curves by using outsourced manufacturing, which just further increases the pressure on the market leaders. As far as shoppers can judge, brands become mostly indistinguishable. This leads to substitutability, a death sentence for profits in any industry. There

Increasingly, prominent thinkers in the field of leadership studies like Marcus Buckingham are challenging traditional notions of leadership. Their research suggests that presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.4 They believe leaders should strive for authenticity over perfection. This shift is good news for women, who often feel obliged to suppress their emotions in the workplace in an attempt to come across as more stereotypically male. And it’s also good news for men, who may be doing the exact same thing. I

A good leader is known by ‘his qualities’ not ‘his authorities’.

There is a good lesson in choosing a leader here. We are often far too easily impressed by qualities that are unimportant to God. Further, we can far too easily be swayed by pragmatic arguments. God does not prize popularity, humor, or academic intelligence, being an extrovert, and so on. He seeks men who hold to his truth, seek to lead their family rightly, are patient and self-controlled (1 Timothy 3:1-7; Titus 1:6-9). He does not want well-mannered, well-dressed, 21st-century equivalents of Abimelech, chosen for the wrong reasons and the wrong qualities.

a good strategy statement articulates a company’s purpose, its means of competition, and its unique advantages by answering the most basic questions about what a company does and how it does it: Who we serve With what sort of products or services What we do that’s different or better What enables us to do that And it has these qualities: It is reasonably short and parsimonious. It is specific. It states what the company does and why it matters in a way that anyone can summarize without having to quote it literally. It avoids jargon, such as “best of breed,” “best in class,” or vague words such as superior, expert, and empowered. It is affirming, but not grandiose or self-important. People easily recognize that it’s you.

George Washington is reported to have said, “Associate yourself with men of good quality if you esteem your own reputation; for ’tis better to be alone than in bad company.

Weber, once said three qualities are decisive for political leaders: "passion, a feeling of responsibility, and a sense of proportion." A great statesman, however, has additional advantages: strength of soul, firmness, sound judgment, self-confidence and shrewdness. An effective national strategy depends not only on good ideas, but firmness in carrying them forward. If a nation cannot promote, within itself, great statesmen or strategists, then it may lose ground to other nations. J.R.Nyquist

Instead, finding a faith should help you to be freer, more full of life, more filled with joy, peace and love than you would ever imagine. And those qualities, in abundance, will only make you stronger and more capable of living a wild and adventurous life. And what is even cooler is that Jesus turns out to be so much more than just a guide or a pointer of the way. He is also a backbone, a companion and a friend. When I look at my own heroes, I realize there aren’t many leaders who haven’t at some time quietly bent their knee and looked upwards for strength, resolve and peace. Great men and women know their own frailty and have the humility to accept help to empower them to greatness. Be among their number. Pioneers always take bold steps to explore new territory - you never know what you might find. By the way, it is also good to know that faith isn’t one-sided. As Christ said: ‘I have come to seek and save.’ He is out looking for us, too. So be brave and let Him do his side of the bargain. I call it the quest to be found. You have nothing to lose and everything to gain. ¹ I really recommend the book The Jesus I Never Knew by Philip Yancey to help get a better picture of this guy who hit Earth promising life in abundance. I mean, what the heck is that all about?!