Questionable Leadership Quotes

Ethical leaders do not run from criticism, especially self-criticism, and they don’t hide from uncomfortable questions. They welcome them.

Your most important task as a leader is to teach people how to think and ask the right questions so that the world doesn't go to hell if you take a day off.

Future Politics Effecting change in national politics was mostly a matter of making better use of online forums, encouraging voters to press forth with hard questions, providing statistics and solutions. Direct-to-voter referendums became an increasingly common way of effecting national policy. If Congress were deadlocked over a particular issue, the voters would be asked to make up their minds for them in the form of an online referendum.

1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?2

Doubt, I’ve learned, is wisdom. And the older I get, the less I know for certain. Those leaders who never think they are wrong, who never question their judgments or perspectives, are a danger to the organizations and people they lead. In some cases, they are a danger to the nation and the world.

Everyone lies at some point in their life. The important questions are where, about what, and how often?

Your life is a trajectory. Every choice you make alters that trajectory, in a positive or negative way. Will you categorize that dinner with friends as a business expense? Will you be honest with your daughter? Will you take more credit than you’re due? These are just the small questions that we face every day, and little by little, the answers influence the trajectory of our lives and beings.

To be a jazz freedom fighter is to attempt to galvanize and energize world-weary people into forms of organization with accountable leadership that promote critical exchange and broad reflection. The interplay of individuality and unity is not one of uniformity and unanimity imposed from above but rather of conflict among diverse groupings that reach a dynamic consensus subject to questioning and criticism. As with a soloist in a jazz quartet, quintet or band, individuality is promoted in order to sustain and increase the creative tension with the group--a tension that yields higher levels of performance to achieve the aim of the collective project. This kind of critical and democratic sensibility flies in the face of any policing of borders and boundaries of "blackness", "maleness", "femaleness", or "whiteness".

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible. As

When I look at Africa many questions come to mind, many times I have asked myself what would happen if Dr Kwame Nkrumah and Patrice Lumumba were to rise up and see what is happening, many times I have asked myself what would happen if Nelson Madiba Mandela were to rise up and see what is happening, because what they will be confronted with is an Africa where the Democratic Republic of Congo is unsettled, there is a war going on there, but it's not on the front pages of our newspapers because we don't even control our newspapers and the media.

To have reservations is to show true leadership. To have certainty without question, to lead people to battle with no qualms, or to prosecute without hesitation are qualities of a tyrant.

Now the big question is: what direction are you moving? Look inward; there is a burning desire in your heart that will make you the person you can become – A superstar!

Good leaders ask great questions that inspire others to dream more, think more, learn more, do more, and become more.

Most of the time, we see only what we want to see, or what others tell us to see, instead of really investigate to see what is really there. We embrace illusions only because we are presented with the illusion that they are embraced by the majority. When in truth, they only become popular because they are pounded at us by the media with such an intensity and high level of repetition that its mere force disguises lies and truths. And like obedient schoolchildren, we do not question their validity and swallow everything up like medicine. Why? Because since the earliest days of our youth, we have been conditioned to accept that the direction of the herd, and authority anywhere — is always right.

If you are a leader, the true measure of your success is not getting people to work. It’s not getting people to work hard. It is getting people to work hard together. That takes commitment.

It's not enough to be busy; so are the ants. The question is: what are we busy about?

Successful people do daily what unsuccessful people do occasionally. They practice daily disciplines. They implement systems for their personal growth. They make it a habit to maintain a positive attitude. At

How people treat you is their karma. How you react is yours.” —Wayne W. Dyer

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

The beauty of trust is that it erases worry and frees you to get on with other matters. Trust means confidence.” —Stephen M.R. Covey

Rhetorical question: Did you get to where you are by accepting the status quo? I didn't.

Those leaders who never think they are wrong, who never question their judgments or perspectives, are a danger to the organizations and people they lead.

The danger is in acting on what you believe satisfies the customer. You will inevitably make wrong assumptions. Leadership should not even try to guess at the answers; it should always go to customers in a systematic quest for those answers.

You don’t really understand people until you hear their life story. If you know their stories, you grasp their history, their hurts, their hopes and aspirations. You put yourself in their shoes. And just by virtue of listening and remembering what’s important to them, you communicate that you care and desire to add value.

If you pair excellence with humility, people not only won’t run over you, they will respect you.

Never complain about what you allow.

We cannot, of course, expect every leader to possess the wisdom of Lincoln or Mandela’s largeness of soul. But when we think about what questions might be most useful to ask, perhaps we should begin by discerning what our prospective leaders believe it worthwhile for us to hear. Do they cater to our prejudices by suggesting that we treat people outside our ethnicity, race, creed or party as unworthy of dignity and respect? Do they want us to nurture our anger toward those who we believe have done us wrong, rub raw our grievances and set our sights on revenge? Do they encourage us to have contempt for our governing institutions and the electoral process? Do they seek to destroy our faith in essential contributors to democracy, such as an independent press, and a professional judiciary? Do they exploit the symbols of patriotism, the flag, the pledge in a conscious effort to turn us against one another? If defeated at the polls, will they accept the verdict, or insist without evidence they have won? Do they go beyond asking about our votes to brag about their ability to solve all problems put to rest all anxieties and satisfy every desire? Do they solicit our cheers by speaking casually and with pumped up machismo about using violence to blow enemies away? Do they echo the attitude of Musolini: “The crowd doesn’t have to know, all they have to do is believe and submit to being shaped.”? Or do they invite us to join with them in building and maintaining a healthy center for our society, a place where rights and duties are apportioned fairly, the social contract is honored, and all have room to dream and grow. The answers to these questions will not tell us whether a prospective leader is left or right-wing, conservative or liberal, or, in the American context, a Democrat or a Republican. However, they will us much that we need to know about those wanting to lead us, and much also about ourselves. For those who cherish freedom, the answers will provide grounds for reassurance, or, a warning we dare not ignore.

Recently, on a call with a company hiring me to teach about leadership, a man said, "Excuse me, Abby, I just need to ensure that what you present is applicable to men, too." I said, "Good question! But only if you've asked every male speaker you;ve hired if his message is applicable to women, too.

Marcos, each question I ask is designed to give you just enough rope. What you do with that rope is up to you. You decide with your answers if that rope will hang you or save you. How you choose is up to you. I pray that over time you will learn that being honest, even if you did wrong, is a better option.

Many questions come to mind. How influenced by contemporary religions were many of the scholars who wrote the texts available today? How many scholars have simply assumed that males have always played the dominant role in leadership and creative invention and projected this assumption into their analysis of ancient cultures? Why do so many people educated in this century think of classical Greece as the first major culture when written language was in use and great cities built at least twenty-five centuries before that time? And perhaps most important, why is it continually inferred that the age of the "pagan" religions, the time of the worship of female deities (if mentioned at all), was dark and chaotic, mysterious and evil, without the light of order and reason that supposedly accompanied the later male religions, when it has been archaeologically confirmed that the earliest law, government, medicine, agriculture, architecture, metallurgy, wheeled vehicles, ceramics, textiles and written language were initially developed in societies that worshiped the Goddess? We may find ourselves wondering about the reasons for the lack of easily available information on societies who, for thousands of years, worshiped the ancient Creatress of the Universe.

The art of questioning is to ignite innovative thinking; the science of questioning is to frame system thinking, with the progressive pursuit of better solutions.

Asking and hearing people’s opinions has a greater effect on them than telling them, ‘Good job.’ ” —Sam Walton

When values, thoughts, feelings, and actions are in alignment, a person becomes focused and his character is strengthened. That allows a leader to lead himself successfully.

People who wait for the one great opportunity often keep waiting.

believe leadership is servanthood. It’s my responsibility to make sure my people have what they need to succeed and get their work done.

Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

If a man hasn’t discovered something he will die for, he isn’t fit to live.” —Martin Luther King Jr.

It is a shame that those we elected to represent us are now turning to us with questions rather than solutions. If we can do it ourselves, why do we need them?

The book you don’t read can’t help you; the seminar you won’t attend can’t change your life. The business gets better when you get better. Never wish it were easier, wish you were better.

But oh, the perils of leadership in a species so anxious to be told what to do. How little they knew of what they created by their demands. Leaders made mistakes. And those mistakes, amplified by the numbers who followed without questioning, moved inevitably toward great disasters.

You have to ask the questions you need to ask, admit without apology what you don’t understand, and do the work to learn what you need to learn as quickly as you can. There’s nothing less confidence-inspiring than a person faking a knowledge they don’t possess. True authority and true leadership come from knowing who you are and not pretending to be anything else.

The hope of leadership lies in the capacity to deliver disturbing news and raise difficult questions in a way that people can absorb, prodding them to take up the message rather than ignore it or kill the messenger.

The religious leaders of the day had written the script for the Messiah. When Jesus announced he was the Messiah, the Pharisees and others screamed at him, "There is no Jesus in the Messiah script. Messiahs do not hang out with losers. Our Messiah does not break all the rules, Our Messiah does not question our leadership or threaten our religion or act so irresponsibly. Our Messiah does not disregard his reputation, befriend riffraff, or frequent the haunts of questionable people." Jesus' reply? "This Messiah does"! Do you see why Christianity is called "good news"? Christianity proclaims that it is an equal-opportunity faith, open to all, in spite of the abundance of playwrights in the church who are more than anxious to announce, "There is no place for you in Christianity if you [wear an earring/have a tattoo/drink wine/have too many questions/look weird/smoke/dance/haven't been filled with the Spirit/aren't baptized/swear/have pink hair/are in the wrong ethnic group/have a nose ring/have had an abortion/are gay or lesbian/are too conservative or too liberal].

...he preferred to view his crew leadership not as decision making, but as sensemaking. "If I make a decision, it is a possession, I take pride in it. I tend to defend it and not listen to those who question it...If I make sense, then this is more dynamic and I listen and I can change it.

The most powerful weapon in the world is, Question.

The office has long been accused of considering only one question relevant to its claims of jurisdiction: “Did it happen on the earth?

The answer from yesterday is not as critical as the questions about the future.

A team is a group of people who may not be equal in experience, talent, or education but in commitment.

It takes humility to seek feedback. It takes wisdom to understand it, analyze it and appropriately act on it.” —Stephen Covey

Few things will pay you bigger dividends in life than the time and trouble you take to understand people and build relationships. As

The greatest problem with communication is the illusion that it has been accomplished.

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

Leadership is getting people to work for you when they are not obligated.” —Fred W. Smith

Each day is an unrepeatable miracle. Today will never happen again, so we must make it count.

Here’s a good question to write on a Post-it Note and put on your desk: “What assets do we have right now that we’re not taking advantage of?” Virgil

The worst question ever asked, is the one which is never asked.

God, when I am wrong, make me willing to change. When I am right, make me easy to live with. So strengthen me that the power of my example will far exceed the authority of my rank.

H. Nelson Jackson said, “I do not believe you can do today’s job with yesterday’s methods and be in business tomorrow.

What’s the most important thing you can do today? If you can answer that question, morning after morning, you are in an elite group of professionals.

You should always be prepared to defend your choices, whether just to yourself (sometimes this is the hardest) or to your coworkers, your friends, or your family. The quickest way for people to lose confidence in your ability to ever make a decision is for you to pass the buck, shrug your shoulders, or otherwise wuss out. Learning how to become a decision maker, and how you ultimately justify your choices, can define who you are.

I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire.

democracy should be understood not as the answer to the question “Who should rule?” (namely, “The People”), but as a solution to the problem of how to dismiss bad leadership without bloodshed.

Today, more than a quarter century later, we must ask what has happened to that uplifting vision; why does it seem to be fading instead of becoming more clear? Why, per Freedom House, is democracy now “under assault and in retreat”? Why are many people in positions of power seeking to undermine public confidence in elections, the courts, the media, and—on the fundamental question of earth’s future—science? Why have such dangerous splits been allowed to develop between rich and poor, urban and rural, those with a higher education and those without? Why has the United States—at least temporarily—abdicated its leadership in world affairs? And why, this far into the twenty-first century, are we once again talking about Fascism? ONE REASON, FRANKLY, IS DONALD TRUMP. IF WE THINK OF FASCISM as a wound from the past that had almost healed, putting Trump in the White House was like ripping off the bandage and picking at the scab

If you lead a team, start asking questions and really listening. Start valuing the contributions of your teammates ahead of your own. And remember that when the best idea wins, so does the entire team.

If someone talks bad about us, we feel bad. If someone talks good about us we feel good. The question is ,Have we given our remote to others for the way we feel? Live your life in your way!!!!!!!!!!!!!!

acknowledge and reward great questions and instances of “I don’t know, but I’d like to find out” as daring leadership behaviors. The big shift here is from wanting to “be right” to wanting to “get it right.

Leaders don’t call unhappy followers “ungrateful people”. They see them as “lesson teachers”. They find out why they are unhappy; perhaps it could be as a result of their attitudes. That informs them to change!

Why are some countries able, despite their very real and serious problems, to press ahead along the road to reconciliation, recovery, and redevelopment while others cannot? These are critical questions for Africa, and their answers are complex and not always clear. Leadership is crucial, of course. Kagame was a strong leader–decisive, focused, disciplined, and honest–and he remains so today. I believe that sometimes people's characters are molded by their environment. Angola, like Liberia, like Sierra Leone, is resource-rich, a natural blessing that sometimes has the sad effect of diminishing the human drive for self-sufficiency, the ability and determination to maximize that which one has. Kagame had nothing. He grew up in a refugee camp, equipped with only his own strength of will and determination to create a better life for himself and his countrymen.

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

Hit the ground running; consolidate control; ask questions of everyone wherever you go; manage by wandering around; determine the basic problems of each organization and hit them head-on; when attacked, counterattack; stick to your guns; spend your political capital to reach your goals; and then when your work is stymied or done, find a way out.

Whom to Invite to Your Table As you bring people to your table to share ideas, be selective about whom you pick. Choose people who Understand the value of questions Desire the success of others Add value to others’ thoughts Are not threatened by others’ strengths Can emotionally handle quick changes in the conversation Understand their place of value at the table Bring out the best thinking in the people around them Have experienced success in the area under discussion Leave the table with a “we” attitude, not a “me” attitude

[I]f the public wants the military to perform better, give more prudent advice to its civilian leadership, and spend taxpayer money more wisely, it must elect a Congress that will dial down a few notches its habitual and childish 'we support the troops!' mantra and start asking skeptical questions - and not accepting bland evasions or appeals to patriotism as a response.

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

Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power argues that if corporations have 'person hood' under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classical signs of sociopathy: they are inherently amoral, they elevate their own interests above all others', and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths.

How many of you would rather go to a meeting than a movie?” No hands went up. “Why not?” After a pause, Jeff realized that her question was not a rhetorical one. “Because movies are more interesting. Even the bad ones.” His peers chuckled. Kathryn smiled. “Right. But if you really think about it, meetings should be at least as interesting as movies.

You are allowed to respectfully question your leaders. Even God said, “Come now, let us reason together” (Isa. 1:18 ESV). Be careful of any authority who is not open to differences or discussions. If someone is completely closed off to input from others, then take it as a major sign that it may be time to get out from under that person’s leadership.

But for a younger generation of conservative operatives who would soon rise to power... They were true believers who meant what they said, whether it was 'No New Taxes' or 'We are a Christian Nation.' In fact, with their rigid doctrines, slash-and-burn style, and exaggerated sense of having been aggrieved, this new conservative leadership was eerily reminiscent of some of the New Left's leaders during the sixties. As with their left-wing counterparts, this new vanguard of the right viewed politics as a contest not just between competing policy visions, but between good and evil. Activists in both parties began developing litmus tests, checklists of orthodoxy, leaving a Democrat who questioned abortion increasingly lonely, any Republican who championed gun control effectively marooned. In this Manichean struggle, compromise came to look like weakness, to be punished or purged. You were with us or you were against us. You had to choose sides.

The path to the ethnic democratization of American society is through its culture, that is to say through its cultural apparatus, which comprises the eyes, the ears, and the "mind" of capitalism and is twentieth-century voice to the world. Thus to democratize the cultural apparatus is tantamount to revolutionizing American society itself into the living realization of its professed ideas. Seeing the problem in another way, to revolutionize the cultural apparatus is to deal fundamentally with the unsolved American question of nationality--Which group speaks for America and for the glorification of which ethnic image? Either all group images speak for themselves and for the nation, or American nationality will never be determined.

If you don’t understand or believe in the decisions coming down from your leadership, it is up to you to ask questions until you understand how and why those decisions are being made. Not knowing the why prohibits you from believing in the mission. When you are in a leadership position, that is a recipe for failure, and it is unacceptable. As a leader, you must believe.

We have a crisis of leadership in America because our overwhelming power and wealth, earned under earlier generations of leaders, made us complacent, and for too long we have been training leaders who only know how to keep the routine going. Who can answer questions, but don’t know how to ask them. Who can fulfill goals, but don’t know how to set them. Who think about how to get things done, but not whether they’re worth doing in the first place. What we have now are the greatest technocrats the world has ever seen, people who have been trained to be incredibly good at one specific thing, but who have no interest in anything beyond their area of exper­tise. What we don’t have are leaders. What we don’t have, in other words, are thinkers. People who can think for themselves. People who can formulate a new direction: for the country, for a corporation or a college, for the Army—a new way of doing things, a new way of looking at things. People, in other words, with vision.

People who lead for selfish reasons seek… Power: They love control and will continue to add value to themselves by reducing the value of others. Position: Titles are their ego food. They continually make sure that others feel their authority and know their rights as a leader. Money: They will use people and sell themselves for financial gain. Prestige: Their looking good is more important to them than their being and doing good.

Jack Zenger and Joseph Folkman, who run a leadership consultancy, analyzed 3,492 participants in a manager development program and found that the most effective listeners do four things: 1. They interact in ways that make the other person feel safe and supported 2. They take a helping, cooperative stance 3. They occasionally ask questions that gently and constructively challenge old assumptions 4. They make occasional suggestions to open up alternative paths

When you listen to people, they feel valued. A 2003 study from Lund University in Sweden finds that “mundane, almost trivial” things like listening and chatting with employees are important aspects of successful leadership, because “people feel more respected, visible and less anonymous, and included in teamwork.”10 And a 2016 paper finds that this form of “respectful inquiry,” where the leader asks open questions and listens attentively to the response, is effective because it heightens the “follower’s” feelings of competence (feeling challenged and experiencing mastery), relatedness (feeling of belonging), and autonomy (feeling in control and having options). Those three factors are sort of the holy trinity of the self-determination theory of human motivation, originally developed by Edward L. Deci and Richard M. Ryan.11

No one is charismatic. Someone becomes charismatic in history, socially. The question for me is once again the problem of humility. If the leader discovers that he is becoming charismatic not because of his or her qualities but because mainly he or she is being able to express the expectations of a great mass of people, then he or she is much more of a translator of the aspirations and dreams of the people, instead of being the creator of the dreams. In expressing the dreams, he or she is recreating these dreams. If he or she is humble, I think that the danger of power would diminish.

One of the best ways to achieve clarity is to answer, in no uncertain terms, a series of basic questions pertaining to the organization: Why does the organization exist, and what difference does it make in the world? What behavioral values are irreplaceable and fundamental? What business are we in, and against whom do we compete? How does our approach differ from that of our competition? What are our goals this month, this quarter, this year, next year, five years from now? Who has to do what for us to achieve our goals this month, this quarter, this year, next year, five years from now?

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

I do not think the African, Caribbean, and Blacks have studied to any degree and depth and seriousness the rise of modern Japan. Went into a war and loss. They sustained two atomic bombs. Had their country occupied. Now the people who defeated them are now begging them for commercial space. What did they do, that we have forgotten how to do? They did some serious astute planning. Not loud mouthing, not boasting. They did not get on the radio or any platform or call them any names, but they did what they had to do. If we are carrying out a well designed plan for liberation any literate person can contribute and share leadership. So if the leader dies while you are on page 13 move to page 14 and continue the struggle. Bury the man, continue the plan. I think any person who calls them self a leader, preacher, policy maker of any kind, should ask and answer the question in his own lifetime... How will my people stay on this earth? How will they be educated? How will they be schooled, and how will they be housed and how will they be defended. The answers to these questions will create the concept of enduring nationhood, because it creates the concept of enduring responsibility.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

There exits within the ecclesia and among its citizens a phenomena I refer to as 'Spiritual Correctness'. Essentially it says: 'Don't say anything that could offend anyone, focus on what is right with the 'church' and its leadership, don't be critical, speak the truth in 'love', promote the status quo, don't make 'waves', don't call anyone 'out', respect 'authority', don't expose 'wrong-doing', cover those who 'spiritually abuse' others, keep it 'secret' within our family; don't ask any hard questions. Sounds exactly like the textbook definition of a highly dysfunctional family system. The only 'system' and its enablers that Jesus spoke out against vehemently was the religious system of His day and its leadership." ~R. Alan Woods [2013]

Most such criticism and confrontation, usually made impulsively in anger or annoyance, does more to increase the amount of confusion in the world than the amount of enlightenment. For the truly loving person the act of criticism or confrontation does not come easily; to such a person it is evident that the act has great potential for arrogance. To confront one’s beloved is to assume a position of moral or intellectual superiority over the loved one, at least so far as the issue at hand is concerned. Yet genuine love recognizes and respects the unique individuality and separate identity of the other person. (I will say more about this later.) The truly loving person, valuing the uniqueness and differentness of his or her beloved, will be reluctant indeed to assume, “I am right, you are wrong; I know better than you what is good for you.” But the reality of life is such that at times one person does know better than the other what is good for the other, and in actuality is in a position of superior knowledge or wisdom in regard to the matter at hand. Under these circumstances the wiser of the two does in fact have an obligation to confront the other with the problem. The loving person, therefore, is frequently in a dilemma, caught between a loving respect for the beloved’s own path in life and a responsibility to exercise loving leadership when the beloved appears to need such leadership. The dilemma can be resolved only by painstaking self-scrutiny, in which the lover examines stringently the worth of his or her “wisdom” and the motives behind this need to assume leadership. “Do I really see things clearly or am I operating on murky assumptions? Do I really understand my beloved? Could it not be that the path my beloved is taking is wise and that my perception of it as unwise is the result of limited vision on my part? Am I being self-serving in believing that my beloved needs redirection?” These are questions that those who truly love must continually ask themselves. This self-scrutiny, as objective as possible, is the essence of humility or meekness. In the words of an anonymous fourteenth-century British monk and spiritual teacher, “Meekness in itself is nothing else than a true knowing and feeling of

In the center of the movement, as the motor that swings it onto motion, sits the Leader. He is separated from the elite formation by an inner circle of the initiated who spread around him an aura of impenetrable mystery which corresponds to his “intangible preponderance.” His position within this intimate circle depends upon his ability to spin intrigues among its members and upon his skill in constantly changing its personnel. He owes his rise to leadership to an extreme ability to handle inner-party struggles for power rather than to demagogic or bureaucratic-organizational qualities. He is distinguished from earlier types of dictators in that he hardly wins through simple violence. Hitler needed neither the SA nor the SS to secure his position as leader of the Nazi movement; on the contrary, Röhm, the chief of the SA and able to count upon its loyalty to his own person, was one of Hitler’s inner-party enemies. Stalin won against Trotsky, who not only had a far greater mass appeal but, as chief of the Red Army, held in his hands the greatest power potential in Soviet Russia at the time. Not Stalin, but Trotsky, moreover, was the greatest organizational talent, the ablest bureaucrat of the Russian Revolution. On the other hand, both Hitler and Stalin were masters of detail and devoted themselves in the early stages of their careers almost entirely to questions of personnel, so that after a few years hardly any man of importance remained who did not owe his position to them.

Defeating fear of otherness means knowing who you are and what you’re trying to accomplish and leveraging that otherness to our benefit. Knowing I’d never be invited into smoke-filled rooms or to the golf course, I instead requested individual meetings with political colleagues where I asked questions and learned about their interests, creating a similar sense of camaraderie. In business, I take full advantage of opportunities afforded to minorities but then always offer to share my learning with other groups that have similar needs—expanding the circle rather than closing myself off. Like most who are underestimated, I have learned to over-perform and find soft but key ways to take credit. Because, ultimately, leadership and power require the confidence to effectively wield both.

Remember Martin L. King’s organization, the Southern Christian Leadership Conference? When it staged marches in Alabama, that state’s governor, George Wallace, called the organization’s members “professional agitators with pro-Communist affiliations.” Sound familiar? How close to “outside agitators”! The phrase begs the question: outside of what? The state? America? This country is called the United States of America, founded upon a national Constitution. Do all citizens have the right to protest, or just some? Is what happened to Mike Brown a local matter, or is his unjustifiable killing actually a national issue? It’s not the job of media to police protests—deciding who are “good” demonstrators, who are “bad” ones. Their job is to report what is happening, period. Were it not for these protests, let us be frank, the mass media would’ve ignored the crimes police committed against Michael Brown, against his family, against his community, and against his fellow citizens—us. If media were doing their job, reporting on the vicious violence launched against young Blacks the nation over, perhaps Michael Brown would be alive today. Let us look at the cops, almost 98 percent of whom are outsiders to Ferguson. They work there, they kill there, but they don’t live there. They dwell in neighboring, whiter counties and towns. Who are the real outside agitators?

The clever seek comfort, the wise seek peace. The clever seek pleasure, the wise seek contentment. The clever seek riches, the wise seek happiness. The clever seek laughter, the wise seek joy. The clever seek company, the wise seek comrades. The clever seek crowds, the wise seek friends. The clever seek approval, the wise seek respect. The clever seek fame, the wise seek reverence. The clever seek acquaintances, the wise seek allies. The clever seek accomplices, the wise seek helpers. The clever seek associates, the wise seek partners. The clever seek connections, the wise seek mentors. The clever seek accolades, the wise seek excellence. The clever seek recognition, the wise seek awards. The clever seek prominence, the wise seek followers. The clever seek leadership, the wise seek impact. The clever seek power, the wise seek influence. The clever seek titles, the wise seek respect. The clever seek fame, the wise seek dignity. The clever seek glory, the wise seek integrity. The clever seek wants, the wise seek needs. The clever seek luxury, the wise seek convenience. The clever seek enjoyment, the wise seek fulfillment. The clever seek entertainment, the wise seek rest. The clever seek style, the wise seek grace. The clever seek brains, the wise seek heart. The clever seek appearance, the wise seek etiquette. The clever seek beauty, the wise seek honesty. The clever seek opinions, the wise seek facts. The clever seek truth, the wise seek knowledge. The clever seek ideas, the wise seek wisdom. The clever seek adventure, the wise seek discovery. The clever seek questions, the wise seek answers. The clever seek problems, the wise seek solutions. The clever seek amusement, the wise seek books. The clever seek an education, the wise seek enlightenment.

What I found telling was what Trump and his team didn’t ask. They were about to lead a country that had been attacked by a foreign adversary, yet they had no questions about what the future Russian threat might be. Nor did they ask how the United States might prepare itself to meet that threat. Instead, with the four of us still in our seats—including two outgoing Obama appointees—the president-elect and his team shifted immediately into a strategy session about messaging on Russia. About how they could spin what we’d just told them. Speaking as if we weren’t there, Priebus began describing what a press statement about this meeting might look like. The Trump team—led by Priebus, with Pence, Spicer, and Trump jumping in—debated how to position these findings for maximum political advantage. They were keen to emphasize that there was no impact on the vote, meaning that the Russians hadn’t elected Trump. Clapper interjected to remind them of what he had said about sixty seconds earlier: the intelligence community did not analyze American politics, and we had not offered a view on that.

The work of God requires stamina. Nehemiah sustained his stamina even through staggering difficulties. He persisted through both ridicule and discouragement, and he remained faithful when tempted to compromise. This tenacity is required of leaders who will make a difference. Will you crumble under the pressures, or will you face the trials with God’s strength? Many today question the possibility of revival. These naysayers see only the decaying moral condition of society and the disappointing lukewarm condition of churches. Revival, however, is not dependent on or the result of a flourishing spiritual condition. Some of the greatest revivals in Scripture came during the darkest times. Let us not look at the rubbish, but at Christ, the Rock, who can rebuild our country through revival. Let us be leaders God can use to bring revival. Nehemiah was not a man to sit idly by when there was tremendous need. Neither was he a man to attempt meeting such need in his own strength. God used Nehemiah to bring revival because Nehemiah began with supplication for God’s forgiveness and power. The task of rebuilding the walls could never have been completed by one man alone; it needed a leader who understood the power of synergy. Nehemiah’s willingness to be personally involved in the work, as well as his ability to convey the need to others, resulted in a task force that completed this enormous building project in a mere fifty-two days—to the glory of God. Like any godly leader, Nehemiah did not go unchallenged. Yet, he sustained his stamina in the face of every opposition. Nehemiah’s life proves that revival is possible, even when it appears the most unlikely. God sends revival through leaders willing to make a difference.

This difference between Eastern and Western education can be traced to the disparity that divides Muslim immigrants from their children. Islamic cultures tend to establish people of high status as authorities whereas the authority in Western culture is reason itself. These alternative seats of authority permeate the mind, determining the moral outlook of whole societies. When authority is derived from position rather than reason, the act of questioning leadership is dangerous because it has the potential to upset the system. Dissention is reprimanded and obedience in rewarded. Correct and incorrect courses of action are assessed socially, not individually. A person’s virtue is thus determined by how well he meets social expectations, not by an individual determination of right and wrong. Thus positional authority yields a society that determines right and wrong based on honor and shame. On the other hand, when authority is derived from reason, questions are welcome because critical examination sharpens the very basis of authority. Each person is expected to criticially examine his own course of action. Correct and incorrect courses of action are assessed individually. A person’s virtue is determined by whether he does what he knows to be right and wrong. Rational authority creates a society which determines right and wrong based on innocence and guilt. Much of the West’s inability to understand the East stems from the paradigmatic schism between honor/ shame cultures and innocence/ guilt cultures. Of course, the matter is quite complex, and elements of both paradigms are present in both the East and the West. But the honor/ shame spectrum is the operative paradigm that drives the East and it is hard for Westerners to understand.

When Libya fought against the Italian occupation, all the Arabs supported the Libyan mujahideen. We Arabs never occupied any country. Well, we occupied Andalusia unjustly, and they drove us out, but since then, we Arabs have not occupied any country. It is our countries that are occupied. Palestine is occupied, Iraq is occupied, and as for the UAE islands... It is not in the best interest of the Arabs for hostility to develop between them and Iran, Turkey, or any of these nations. By no means is it in our interest to turn Iran against us. If there really is a problem, we should decide here to refer this issue to the international court of Justice. This is the proper venue for the resolution of such problems. We should decide to refer the issue of the disputed UAE islands to the International Court of Justice, and we should accept whatever it rules. One time you say this is occupied Arab land, and then you say... This is not clear, and it causes confusion. 80% of the people of the Gulf are Iranians. The ruling families are Arab, but the rest are Iranian. The entire people is Iranian. This is a mess. Iran cannot be avoided. Iran is a Muslim neighbour, and it is not in our interes to become enemies. What is the reason for the invasion and destruction of Iraq, and for killing of one million Iraqis? Let our American friends answer this question: Why Iraq? What is the reason? Is Bin Laden an Iraqi? No he is not. Were those who attacked New York Iraqis? No, they were not. were those who attacked the Pentagon Iraqis? No, they were not. Were there WMDs in Iraq? No, there were not. Even if iraq did have WMDs - Pakistan and India have nuclear bombs, and so do China, Russia, Britain, France and America. Should all these countries be destroyed? Fine, let's destroy all the countries that have WMDs. Along comes a foreign power, occupies an Arab country, and hangs its president, and we all sit on the sidelines, laughing. Why didn't they investigate the hanging of Saddam Hussein? How can a POW be hanged - a president of an Arab country and a member of the Arab League no less! I'm not talking about the policies of Saddam Hussein, or the disagreements we had with him. We all had poitlical disagreements with him and we have such disagreements among ourselves here. We share nothing, beyond this hall. Why won't there be an investigation into the killing of Saddam Hussein? An entire Arab leadership was executed by hanging, yet we sit on the sidelines. Why? Any one of you might be next. Yes. America fought alongside Saddam Hussein against Khomeini. He was their friend. Cheney was a friend of Saddam Hussein. Rumsfeld, the US Defense Secretary at the time Iraq was destroyed, was a close friend of Saddam Hussein. Ultimately, they sold him out and hanged him. You are friends of America - let's say that ''we'' are, not ''you'' - but one of these days, America may hang us. Brother 'Amr Musa has an idea which he is enthusiastic. He mentioned it in his report. He says that the Arabs have the right to use nuclear power for peaceful purposes, and that there should be an Arab nuclear program. The Arabs have this right. They even have the right to have the right to have a nuclear program for other... But Allah prevails... But who are those Arabs whom you say should have united nuclear program? We are the enemies of one another, I'm sad to say. We all hate one another, we deceive one another, we gloat at the misfortune of one another, and we conspire against one another. Our intelligence agencies conspire against one another, instead of defending us against the enemy. We are the enemies of one another, and an Arab's enemy is another Arab's friend.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.