Rate Leadership Quotes

the most improper job of any man, even saints (who at any rate were at least unwilling to take it on), is bossing other men. Not one in a million is fit for it, and least of all those who seek the opportunity.

The depressed person is mired in the past; the manic person is obsessed with the future. Both destroy the present in the process.

Leadership is the art of disappointing people at a rate they can stand.

In times of crisis, we are better off being led by mentally ill leaders than by mentally normal ones.

King and Gandhi had found a way to use aggressive impulses to resist injustice without hurting others. Where did the aggression go? The answer, as King would later tell Poussaint, was this: into the courage needed to resist without fighting back physically...

leadership requires disturbing people—but at a rate they can absorb.

a large body of empirical research conducted over decades suggests that student evaluations are more than unhelpful; instead, they are likely to change the behaviors of presenters in ways that make learning and personal growth less likely. That is one reason why Armstrong concluded that “teacher ratings are detrimental to students.

MOST OF US make a basic and reasonable assumption about sanity: we think it produces good results, and we believe insanity is a problem.

You become like that, what you admire most. By admiring excellence and practicing, it can boost you to become excellent.

The survival rate of your passion depends on the kind of person that leads you!

The Jewish philosopher Maimonides once said that if one can only learn to say, “I don’t know,” he will prosper.

What do the people closest to you value? Make a list of the most important people in your life-from home, work, church, hobbies, and so on. After making the list, write what each person values most. Then rate yourself on a scale of 1 (poorly) to 10 (excellently) on how well you relate to that person's values. If you can't articulate what someone values or you score lower than an 8 in relating to that person, spend more time with him or her to improve.

Literacy rate tells us about the section of society who can read and write, but do we have a tool which can share the stats about out how many educated illiterates we have in our society.

And so, because business leadership is still so dominated by men, modern workplaces are riddled with these kind of gaps, from doors that are too heavy for the average woman to open with ease, to glass stairs and lobby floors that mean anyone below can see up your skirt, to paving that’s exactly the right size to catch your heels. Small, niggling issues that aren’t the end of the world, granted, but that nevertheless irritate. Then there’s the standard office temperature. The formula to determine standard office temperature was developed in the 1960s around the metabolic resting rate of the average forty-year-old, 70 kg man.1 But a recent study found that ‘the metabolic rate of young adult females performing light office work is significantly lower’ than the standard values for men doing the same type of activity. In fact, the formula may overestimate female metabolic rate by as much as 35%, meaning that current offices are on average five degrees too cold for women. Which leads to the odd sight of female office workers wrapped up in blankets in the New York summer while their male colleagues wander around in summer clothes.

The American Civil War lays out the stark contrast: the greatest generals in war are often abundant failures during peacetime, and vice versa. McClellan and Sherman are the sharpest contrasts; but there is also Grant the peacetime drunkard, and Stonewall Jackson the barely tolerable military professor. Only Lee stands out as effective in both peace and war (and even he had a mentally unstable father, and himself may have been dysthymic in his general personality). This conflict reflects, I think, the different psychological qualities of leadership needed in different phases of human activity, peace and war being the two extremes.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

Of the various qualities of leadership, women were rated far, far ahead of men on being “honest,” “intelligent,” “compassionate,” “outgoing,” and “creative,” and were considered just as “hardworking” and “ambitious” as men. Men were perceived as excelling only in being “decisive.”1 The preference for men as leaders, then, suggests that the frame for respondents emphasized the role of decisiveness in leadership.

If you have only answers and no questions, chances are high that you will never know new things.

Is it the same, in short, when we study nature versus when we study human beings who love, and hate, and believe, and doubt?

we sacrifice realism in the interest of happiness.

Why, at any rate, should he think me capable of great conquests, given my limited experience in the field? Early on, you can expect no one to believe in your destiny as much as yourself.

He’s really a great gossip”—“terrifically interested” in hearing what others have to say. Even strangers got presidential attention: Kennedy would reply two hundred times per day to the thousands of daily letters he received.

When women display the necessary confidence in their skills and comfort with power, they run the risk of being regarded as ‘competent but cold’: the bitch, the ice queen, the iron maiden, the ballbuster, the battle axe, the dragon lady … The sheer number of synonyms is telling. Put bluntly, we don’t like the look of self-promotion and power on a woman. In experimental studies, women who behave in an agentic fashion experience backlash: they are rated as less socially skilled, and thus less hireable for jobs that require people skills as well as competence than are men who behave in an identical fashion. And yet if women don’t show confidence, ambition and competitiveness then evaluators may use gender stereotypes to fill in the gaps, and assume that these are important qualities she lacks. Thus, the alternative to being competent but cold is to be regarded as ‘nice but incompetent’.15 This catch-22 positions women who seek leadership roles on a ‘tightrope of impression management’.16

women are obtaining undergraduate degrees at a far higher rate than men, and women are earning professional and doctorate degrees at a rate greater or nearly equal to that of men, but they are still vastly underrepresented in top leadership positions.

LAZY AND IRRESPONSIBLE This isn't a politically correct position to have, but I'm convinced that the lack of moral character in many black men is the primary cause of the breakdown of the black family, high crime rates, domestic violence, and other social problems within the black community.

...if we do not know how to defend ourselves, our women and our places of worship by force of suffering, i.e., nonviolence, we must, if we are men, be at least able to defend all these by fighting." (MLK) "...If given a choice between violent resistance and passive acceptance, King and Gandhi both accepted violence..." "...like violence, it [non-violent resistance] was aggressive, but it was spiritually, bot physically, so." "...At the same time the mind and the emotions are active, actively trying to persuade the opponent to change his ways and convince him that he is mistaken and to lift him to a higher level of existence.

When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone. My rapture was widely shared. Like many of my countrymen, I went out to buy the best liquors for a celebration with my family and friends, only to find the shops out of stock there was so much spontaneous rejoicing. There were official celebrations as well exactly the same kinds of rallies as during the Cultural Revolution, which infuriated me. I was particularly angered by the fact that in my department, the political supervisors and the student officials were now arranging the whole show, with unperturbed self-righteousness. The new leadership was headed by Mao's chosen successor, Hua Guofeng, whose only qualification, I believed, was his mediocrity. One of his first acts was to announce the construction of a huge mausoleum for Mao on Tiananmen Square. I was outraged: hundreds of thousands of people were still homeless after the earthquake in Tangshan, living in temporary shacks on the pavements. With her experience, my mother had immediately seen that a new era was beginning. On the day after Mao's death she had reported for work at her depas'uuent. She had been at home for five years, and now she wanted to put her energy to use again. She was given a job as the number seven deputy director in her department, of which she had been the director before the Cultural Revolution. But she did not mind. To me in my impatient mood, things seemed to go on as before. In January 1977, my university course came to an end. We were given neither examinations nor degrees. Although Mao and the Gang of Four were gone, Mao's rule that we had to return to where we had come from still applied. For me, this meant the machinery factory. The idea that a university education should make a difference to one's job had been condemned by Mao as 'training spiritual aristocrats.

As women gain rights, families flourish, and so do societies. That connection is built on a simple truth: Whenever you include a group that’s been excluded, you benefit everyone. And when you’re working globally to include women and girls, who are half of every population, you’re working to benefit all members of every community. Gender equity lifts everyone. From high rates of education, employment, and economic growth to low rates of teen births, domestic violence, and crime—the inclusion and elevation of women correlate with the signs of a healthy society. Women’s rights and society’s health and wealth rise together. Countries that are dominated by men suffer not only because they don’t use the talent of their women but because they are run by men who have a need to exclude. Until they change their leadership or the views of their leaders, those countries will not flourish. Understanding this link between women’s empowerment and the wealth and health of societies is crucial for humanity. As much as any insight we’ve gained in our work over the past twenty years, this was our huge missed idea. My huge missed idea. If you want to lift up humanity, empower women. It is the most comprehensive, pervasive, high-leverage investment you can make in human beings.

The great man will come when all of us are feeling great, not when all of us are feeling small. He will ride in at some splendid moment when we all feel that we could do without him. "We are then able to answer in some manner the question, "Why have we no great men?" We have no great men chiefly because we are always looking for them. We are connoisseurs of greatness, and connoisseurs can never be great; we are fastidious, that is, we are small. "When Diogenes went about with a lantern looking for an honest man, I am afraid he had very little time to be honest himself And when anybody goes about on his hands and knees looking for a great man to worship, he is making sure that one man at any rate shall not be great. "Now, the error of Diogenes is evident. The error of Diogenes lay in the fact that he omitted to notice that every man is both an honest man and a dishonest man. Diogenes looked for his honest man inside every crypt and cavern; but he never thought of looking inside the thief.

Health outcomes for black people are worse across the board during non-pandemic times. Black women are 22% more likely to die from heart disease than white women and 71% more likely to die from cervical cancer. Blacks are diagnosed with diabetes at a 71% higher rate than whites. Minorities receive lower quality care for their diabetes, resulting in more complications, such as chronic kidney disease and amputations. The list of conditions which Blacks suffer more extend to mental health, cancer, and heart disease.

It is too soon to say when or how this era will end or what will succeed it. But what is clear is that a good many of the trends are worrisome. If, for example, a Sino-American cold war materializes, it is quite possible this era may come to be known as the inter–Cold War era, one bookended by the U.S.-Soviet Cold War and one between the United States and China. Such an outcome would result in lower rates of economic growth for both because trade and investment would inevitably be curtailed. It would also reduce the potential for cooperation on regional and global issues. If the liberal world order is sustained and strengthened with the United States resuming a leading role, this could continue to be an era largely characterized by stability, prosperity, and freedom. It is possible, though, that the United States will choose to largely abandon its leading role in the world. In this case, we could in principle see an era of Chinese primacy, but given China’s character, internal constraints, and the nature and scale of the domestic challenges it faces, this is improbable. More likely is that this will turn out to be an era of deterioration, one in which no country or group of countries exercises effective global leadership. In that case, the future would be one of accelerating global disorder.

Sir, you do understand that - officially - I'm not actually a centurion. I haven't even been assigned to a legion yet.' The general continued writing as he spoke. 'What was the name?' 'Corbulo, sir.' 'Corbulo, you have an officer's tunic and an officer's helmet; and you completed full officer training did you not?' Cassius nodded. He could easily recall every accursed test and drill. Though he'd excelled in the cerebral disciplines and somehow survived the endless marches and swims, he had rated poorly with sword in hand and had been repeatedly described as "lacking natural leadership ability." The academy's senior centurion had seemed quite relieved when the letter from the Service arrived. 'I did, sir, but it was felt I would be more suited to intelligence work than the legions, I really would prefer -' 'And you did take an oath? To Rome, the Army and the Emperor?' 'I did, sir, and of course I am happy to serve but -' The General finished the orders. He rolled the sheet up roughly and handed it to Cassius. 'Dismissed.' 'Yes, sir. Sorry, sir. I just have one final question.' The General was on his way back to his chair. He turned around and fixed Cassius with an impatient stare. 'Sir - how should I present myself to the troops? In terms of rank I mean.' 'They will assume you are a centurion, and I can see no practical reason whatsoever to disabuse them of that view.

A series of papers by the Princeton economist Dani Rodrik and his colleagues tried to shed light on the impact of policy decisions on economic growth, but found that ‘most instances of economic reform do not produce growth accelerations’, and ‘most growth accelerations are not preceded or accompanied by major changes in economic policies, institutional arrangements, political circumstances, or external conditions’. The economist William Easterly points out that the evidence for a change of leadership being the cause of a growth miracle anywhere in the developing world is wholly lacking: the timing simply does not match. The effect of leaders on growth rates, he says, is close to zero, a conclusion that is ‘almost too shocking to be believed’. South

Under this scenario, in sum, we would collectively stumble our way toward a fragmented, parochial, Big Brotherish kind of information system “characterized by supervision, regulation, constraint, and control.” Moreover, given his view of the world in 1979, Lick had to rate this possibility as far more likely than his optimistic projection. An integrated, open, universally accessible Multinet wouldn’t just happen on its own, he pointed out. It would require cooperation and effort on a time scale of decades, “a long, hard process of deliberate study, experiment, analysis, and development.” That process, in turn, could be sustained only by the forging of a collective vision, some rough consensus on the part of thousands or maybe even millions of people that an open electronic commons was worth having. And that, wrote Lick, would require leadership.

Contrary to popular belief, the psychiatric concept of clinical depression is different from ordinary sadness. Depression adds to sadness a constellation of physical symptoms that produce a general slowing and deadening of bodily functions. A depressive person sleeps less, and the nighttime becomes a dreaded chore that one can never achieve properly. Or one never gets out of bed; better sleep, if one can, since one can’t do anything else. Interest in life and activities declines. Thinking itself is difficult; concentration is shot; it’s hard enough to focus on three consecutive thoughts, much less read an entire book. Energy is low; constant fatigue, inexplicable and unyielding, wears one down. Food loses its taste. Or to feel better, one might eat more, perhaps to stave off boredom. The body moves slowly, falling to the declining rhythm of one’s thoughts. Or one paces anxiously, unable to relax. One feels that everything is one’s own fault; guilty, remorseful thoughts recur over and over. For some depressives, suicide can seem like the only way out of this morass; about 10 percent take their own lives.

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

Nurses could wear a sensor that detects heart rate and helps them fight off fatigue on long shifts, Bartow said, or manufacturing companies could strap GPS-enabled smart watches on workers to hassle them if their breaks are too long. It's easy to see how this could quickly become annoying. Sixty-six percent of Millennials and 58 percent of all workers said they would be willing to use wearable technology if it allowed them to do their job better, according to a survey last year by Cornerstone OnDemand. That leaves plenty of people uneasy about it. That resistance could hurt productivity, says Ethan Bernstein, an assistant professor of leadership at Harvard Business School. He has studied the "transparency paradox," which says that production in the workplace can slow down if employees know the bosses are watching. "It will be much harder to see if these are actually improving productivity or if, because people change when they're watched, they produce a different outcome," he said.

ADDRESSING DIVERSITY The way to reach the sheer diversity of the city is through new churches. New churches are the single best way to reach (1) new generations, (2) new residents, and (3) new people groups. Young adults have always been disproportionately located in newer congregations. Long-established congregations develop traditions (such as time of worship, length of service, emotional responsiveness, sermon topics, leadership styles, emotional atmosphere, and dozens of other tiny customs and mores) that reflect the sensibilities of longtime leaders who have the influence and resources to control the church life. These sensibilities often do not reach the younger generations. THE 1 PERCENT RULE Lyle Schaller talks about the 1 percent rule: “Each year any association of churches should plant new congregations at the rate of 1 percent of their existing total; otherwise, that association is in maintenance and decline. If an association wants to grow 50 percent plus [in a generation], it must plant 2 to 3 percent per year.”6 In addition, new residents are typically better reached by new churches. In older congregations, it may require years of tenure in the city before a person is allowed into a place of influence, but in a new church, new residents tend to have equal power with longtime area residents. Finally, new sociocultural groups in a community are generally better reached by new congregations. For example, if white-collar commuters move into an area where the older residents were farmers, a new church will probably be more receptive to the multiple needs of the new residents, while older churches will continue to be oriented to the original social group. And a new church that is intentionally multiethnic from the start will best reach new racial groups in a community. For example, if an all-Anglo neighborhood becomes 33 percent Hispanic, a new, deliberately biracial church will be far more likely to create “cultural space” for newcomers than will an older church in town. Brand-new immigrant groups can normally only be reached by churches ministering in their own languages. If we wait until a new group is sufficiently assimilated into American culture to come to our church, we will wait for years without reaching out to them. Remember that a new congregation for a new people group can often be planted within the overall structure of an existing church — perhaps through a new Sunday service at another time or a new network of house churches connected to a larger existing congregation. Though it may technically not be a new independent congregation, it serves the same function.

And as with many corporate chief executives, there is a high turnover rate among police chiefs; average tenure of chiefs is three years. Why

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

Where I live, on the West Coast, most churches tend to be small and to have little influence in the culture. Stark and Finke explain, “A major reason for the lack of church membership in the West is high rates of mobility, which decrease the ability of all voluntary organizations, not just churches, to maintain membership. That is, people move so often that they lack the social ties needed to affiliate with churches.”25 To address this problem, one of the most effective church-planting networks in the United States began in Tacoma, Washington, by using a method of developing intensive community in neighborhoods. Soma Communities fosters deep and intense relationships by teaching church planters to get closely involved in their neighborhoods, opening their homes to neighbors, gathering friends together on a regular basis, and forming “missional communities” focused on discovering and meeting the needs of neighbors and the community. It is these relational bonds that make someone unfamiliar with Christianity want to try it out. Rick Richardson, who directs the evangelism and leadership program at Wheaton College Graduate School, argues that “belonging comes before believing.” He contrasts older methods of evangelism that focused on asking individuals to make a set of commitments. Today, asserts Richardson, presenting four spiritual laws and inviting people to make decisions for Christ is less effective. “Evangelism is about helping people belong so that they can come to believe. So our communities need to be places where people can connect before they have to commit.”26 The idea is held up by social science research showing that converts tend to sign on to a new faith only after their social ties become stronger to those in the new faith than to others outside it. “This often occurs before a convert knows much about what the group believes.

The Contrarian’s Guide to Leadership (2005). He advises that a leader “needs to be able to see the shades of gray inherent in a situation in order to make wise decisions as to how to proceed” (p. 7). He encourages leaders to examine all arguments without forming an opinion, using an F. Scott Fitzgerald quote for support: “The test of a first-rate mind is the ability to hold two opposing thoughts at the same time while still retaining the ability to function

rated “success in a high-paying career or profession” as important to their lives.10 A recent survey of Millennials11 found that women were just as likely to describe themselves as ambitious as men. Although this is an improvement, even among this demographic, the leadership ambition gap remains. Millennial women are less likely than Millennial men to agree that the statement “I aspire

By “native genius” I mean something even more specific than a strength or a skill that might be highly rated on a 360 degree leadership assessment. A native genius is something that people do, not only exceptionally well, but absolutely naturally. They do it easily (without extra effort) and freely (without condition). What people do easily, they do without conscious effort. They do it better than anything else they do, but they don’t need to apply extraordinary effort to the task. They get results that are head-and-shoulders above others but they do it without breaking a sweat.

The wise leader is like water. Consider water: water cleanses and refreshes all creatures without distinction and without judgment; water freely and fearlessly goes deep beneath the surface of things; water is fluid and responsive; water follows the law freely. Consider the leader: the leader works in any setting without complaint, with any person or issue that comes on the floor; the leader acts so that all will benefit and serves well regardless of the rate of pay; the leader speaks simply and honestly and intervenes in order to shed light and create harmony. From watching the movements of water, the leader has learned that in action, timing is everything. Like water, the leader is yielding. Because the leader does not push, the group does not resent or resist.

If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.

The key to affording higher wages (we’re talking frontline employees, not senior leadership) is a lower total wage cost as a percent of revenue. You have to remain competitive, and the best companies know that one great person can replace three good ones. Through rigorous selection (i.e., Topgrading), they get the absolute best talent in the door, pay employees above-market rates, and then invest heavily in training and development to make them more productive.

The Environmental Movement’s Retreat from Advocating U.S. Population Stabilization (1970–1998): A First Draft of History by Roy Beck and Leon Kolankiewicz The overwhelmingly non-Hispanic, white leadership of the environmental movement may have felt it was defensible to address population growth as long as the great bulk of this growth came from non-Hispanic whites, which it did during the Baby Boom. But the situation changed dramatically after1972. From that year forward, the fertility of non-Hispanic whites was below the replacement rate, while that of black Americans and Latinos remained well above the replacement rate. To talk of fertility reductions after 1972 was to draw disproportionate attention to nonwhites. Certain minorities and their spokespersons—with long memories of disgraceful treatment by the white majority and acutely aware of their comparative powerlessness in American society—were deeply suspicious of possible hidden agendas in the population stabilization movement. As the Reverend Jesse Jackson told the Rockefeller Commission, “our community is suspect of any programs that would have the effect of either reducing or levelling off our population growth. Virtually all the security we have is in the number of children we produce.” And Manuel Aragon, speaking in Spanish, declared to the Commission: “what we must do is to encourage large Mexican American families so that we will eventually be so numerous that the system will either respond or it will be overwhelmed.” During the twenty-six years after 1972, the non-Hispanic white share of population growth declined significantly from the 1970 era. Thus, by the 1990s, a majority of the nation’s growth stemmed from sources other than non-Hispanic whites (especially Latin American and Asian immigrants and their offspring). Environmentalist leaders—proud and protective of their claim to the moral high ground—may have been reluctant to jeopardize this by venturing into the political minefield of the nation’s volatile racial/ethnic relations through appearing to point fingers at “outsiders,” “others,” or “people of color” as responsible for America’s ongoing problem with population growth.

More specifically, we follow leaders who connect us to a mission we believe in, who clarify what’s expected of us, who surround us with people who define excellence the same way we do, who value us for our strengths, who show us that our teammates will always be there for us, who diligently replay our winning plays, who challenge us to keep getting better, and who give us confidence in the future. This is not a list of qualities in a leader, but rather a set of feelings in a follower. When we say to ourselves that leadership is indeed a thing, because we know it when we see it, we’re not really seeing any definable characteristic of another human. What we are “seeing” is in fact our own feelings as a follower. As such, while we should not expect every good leader to share the same qualities or competencies, we can hold all good leaders accountable for creating these same feelings of followership in their teams. Indeed, we can use these feelings to help any particular leader know whether or not she is any good. Those eight items introduced in chapter 1 are a valid measure of a leader’s effectiveness. We need not dictate how each leader should behave, but we can define what all good leaders must create in their followers. And since we measure this by asking the followers to rate their own experiences, rather than rating the leader on a long list of abstract leader qualities, this measure of leader effectiveness is reliable. Leadership isn’t a thing, because it cannot be measured reliably. Followership is a thing, because it can.

EMBODY THE VALUES To live in a fashion consistent with your stated values. The principle behind the practice: More of leadership is caught rather than taught. In other words, people watch the leader and learn from his or her example. Single-word focus: Credibility Key Questions • What values or beliefs do I want to drive the behavior of my organization? • How can I communicate these values? • Which of these values do I most consistently model? • Which of these values do I need to work on? • What are my actions communicating? Caution: If the leader doesn’t embody the values, the trust of his or her followers will erode, and ultimately the leader will forfeit the opportunity to lead. Food for Thought • What have I learned about leadership during this journey? • Why does it matter? • What do I do with all that I’ve learned? • What am I willing to do today to improve my leadership? • What one thing can I put into practice this week? • Who can I ask to help me? THE ULTIMATE QUESTION Am I a serving leader or a self-serving leader? Self-Assessment Are You a Serving Leader? Rate each statement using the following scale: 5 = Completely agree 4 = Partially agree 3 = Neither agree nor disagree

When the psychiatrists were looking for war hysteria, they found it; when they stopped looking, they found less of it. This is the case with all hysteria, that is, with all psychological symptoms that seem to be caused by trauma.

resilience emerges from a combination of social support (good friends and family), hardship (bad luck), and certain personality traits (especially hyperthymia). Let’s consider each of these factors. Social

Without intending to do so, we showed that past PTSD could, like a vaccine, protect against future PTSD.

One might thus think of depressive episodes as being learning experiences where one learns, or is forced to learn, how to reinterpret and reframe harsh life experiences if one is to survive. When future life stresses are faced, the depressed person may be in a better position, armed with methods of cognitive reappraisal, to face them. Resilience grows out of exposure to, not complete avoidance of, risk. Recall the vaccine metaphor: trauma itself is not a disease, just as a virus is not itself an infection. Many of us get exposed to viruses or bacteria without developing any symptoms of disease. Similarly, we can experience traumas without developing any symptoms of PTSD. And yet that trauma can vaccinate us against future problems (like PTSD) when faced with future, perhaps more severe, traumas.

Hyperthymic personality is like an innate immunity to trauma. It is a harbinger of resilience.

Kennedy’s wit was famous; entire books have been devoted to it.

Psychiatrically speaking, living people are more difficult to examine than the dead: those who are alive naturally want to protect their privacy; the dead cannot do so. Now we come to the controversial tale of John’s sister Rosemary. Did she too have a mental illness? The standard story is that she was born with mental retardation that worsened over time, leading to being institutionalized from her mid-twenties until her death in 2005 at age eighty-six. Her sister Eunice, in a widely read 1962 article, revealed Rose’s mental retardation. Decades later, historians discovered that when she was twenty-three years old Rosemary received a frontal lobotomy from the founders of psychosurgery, neurologist Walter Freeman and neurosurgeon James Watts. This revelation raised the question of whether Rosemary had, like most lobotomy cases, preexisting mental illness. In retrospect, Rosemary probably had mild mental retardation from birth, with delayed developmental stages (walking, talking) uncommon in mental illnesses.

WHEN THINKING OF the features of hyperthymia—high energy, elevated libido, workaholism, sense of humor, risk-taking, extraversion, sociability, marked ambition—few match the concept more closely than Joseph P. Kennedy Sr. As with many people with hyperthymic personality, Kennedy’s temperament allowed him to achieve great success in the business world, a success that he parlayed into political influence for himself and eventually his entire family.

Hyperthymia can lead to much success, but at the cost of much failure. Openness to experience enhances creativity and often leads to incredible new ideas, but it can also become impulsive risk-taking and result in disaster. For all his successes, Joseph Kennedy also had his failures, and has been accused of more than his share of sins.

Halotestin (fluoxymesteron, an oral testosterone derivative) became the anabolic steroid of choice. These days, Halotestin is one of the most commonly abused oral anabolic steroids, especially favored by power lifters. It has nineteen times the muscular effects of testosterone. The doses used by the president (about 10 mg/day) were lower than those used by weightlifters long-term, but athletes take similar doses just before performances to make themselves more “aggressive.

It was a dream conjured up by a depressed leader, and realized by a manic one.

Hitler’s manic symptoms included overtalkativeness, grandiosity, euphoric mood, decreased need for sleep, and hyperactivity, all occurring episodically, and in alternation with depression, as occurs in bipolar disorder. Examples of those symptoms follow.

Once he had conceived an idea he was like one possessed. Nothing else existed for him—he was oblivious to time, sleep and hunger.

if someone ever has a manic episode, it is 90 percent likely that he will also have depressive episodes. Hitler too had periods of behavior that meet our current definition of clinical depression, especially when he would suffer setbacks in life, such as being turned down twice by the Vienna Academy of Arts.

Though at times of great political risk, such as the putsch, he would repeatedly threaten to shoot himself, he in fact never tried to kill himself before his 1945 suicide.

if you do not define the opposition candidate before the campaign gets started,’ Chotiner taught his disciples, ‘you are doomed to defeat.

It is harder, as I said earlier, to do psychological history with living leaders, not because of them, but because of our own feelings about them. Our feelings—yours and mine, politically based and deep-seated—interfere with objective psychiatric evaluations.

people who experienced losses during childhood correlate with people being more resilient as adults.

After ten years in a Russian prison camp, Schenck revealed the story about methamphetamine, which he repeated in his own memoirs and in interviews until his death in 1998. According to Linge, Hitler took about five of these gold-foiled methamphetamine tablets daily, supplemented by continual sucking on over-the-counter candy, called “Cola-Dalmann,” which contained appreciable doses of caffeine. (Hitler did not drink alcohol, coffee, or tea, however.)

Now he became obsessed with details, telling his commanders what to do at every turn. No order could be given without Hitler’s specific approval. Said Field Marshal von Rundstedt, “The only troops I could move without permission were the sentries outside my door.” Here too amphetamines may be relevant. Hitler likely had, as previously noted, obsessive tendencies, reflected in his fixation on personal hygiene and cleanliness. This trait may have worsened with amphetamine use, which is well known to cause or worsen symptoms of obsessive-compulsive disorder.

In his final two years, Hitler probably never experienced a day of normal mood. His world was collapsing; his mind already had.

Blitzscaling organizations need organization, not just to coordinate their many resources and activities, but in order to maximize speed. The organization’s collective learning rate—especially within its leadership team—determines its ability to anticipate future trends, while the strength of its internal structure—especially in terms of its frontline teams—determines its ability to act quickly on those key insights and seize the competitive advantage.

Two vehicles and 238,900 miles: three days there and three days back. Twenty-one hours on the surface of the Moon for two astronauts in the lunar lander, while the service module circled the heavenly body in a parking orbit. Katherine knew better than anyone that if the trajectory of the parked service module was even slightly off, when the astronauts ended their lunar exploration and piloted their space buggy back up from the Moon’s surface, the two vehicles might not meet up. The command service module was the astronauts’ bus—their only bus—back to Earth: the lander would ferry the astronauts to the waiting service module and then be discarded. If the two vehicles’ orbits didn’t coincide, the two in the lander would be stranded forever in the vacuum of space. The leadership of the Space Task Group set a risk standard of “three nines”—0.999, a criterion requiring that every aspect of the program be projected to a 99.9 percent success rate, or one failure for every thousand incidences.

Wherever the fault might lie the present system of management had failed,” Roosevelt asserted, “and the needs of the country would brook no delay in curing the failure.” His strategy of “last resort” was to organize an invasion of the coalfields with ten thousand regular army troops under “a first-rate general.” The troops would “dispossess the operators” and run the mines as a receiver for the government until such time as a settlement could be reached.

Successful organizations with long-term strategic visions tend to have a very low turnover rate at the top.

Some released beneficiaries did rejoin al-Qaeda. Official reports cite recidivism rates of between 10 and 20 percent depending on the period examined and the set of prisoners involved.22 However, it was not the course content or recidivism rates that most concerned the Ministry of the Interior; what really mattered was the program’s dramatic public relations impact. In the Saudi leadership’s view, it did not matter if some of the rehabilitated terrorists returned to al-Qaeda. They could be recaptured and might not be given a second chance to surrender. What mattered was that the Saudi public saw how the police had trusted these young men and tried to help them, only to be repaid with lies and more criminal behavior. No one would feel sorry for them the second time they were arrested for terrorism. For Mohammed bin Naif, losing a few dozen prisoners was less important than keeping millions of Saudi citizens on his side.

When problems become greater than the growth rate of solutions, only radical changes can make the difference.

The most common certifications include: • LEED (Leadership in Energy and Environmental Design), an internationally recognized green building rating and certification system • HERS (Home Energy Rating System), a nationally recognized rater of a building’s energy efficiency • Energy Star, a US government-backed symbol for energy-efficient products

In the industrial space especially, we’re seeing the number of sensors and their capabilities going up at an exponential rate,” Ruh said. “We think of this as the Internet of Things applied to the industrial space. We see the opportunity for enormous productivity and efficiency gains in energy, transportation, aviation, and healthcare through the interconnection of devices enabled via huge amounts of sensors. The key is really analytics on the data, the ability to get deep inside those assets and the processes that surround them and allow people to get more productivity and efficiency out of their assets.

Poor leadership” is a major cause of job dissatisfaction and low morale. More than half of those with low morale rated the leadership at their company as “inadequate.”34

Sala conducted his own research. He chose 20 executives from a food-and-beverage company, half of whom had been rated as average performers by their colleagues while the other half were characterized as outstanding performers. All the executives took part in a two-hour interview on the topic of leadership performance. Two observers categorized the content of the interviews and noted humorous references. Humor that included put-downs of others was coded as negative, while humor used to point out funny things or absurdities was coded as positive. According to Sala, “The executives who had been ranked as outstanding used humor more than twice as often as average executives, a mean of 17.8 times per hour compared with 7.5 times per hour … When I looked at the executives’ compensation for the year, I found that the size of their bonuses correlated positively with their use of humor during the interviews. In other words, the funnier the executives were, the bigger the bonuses.

Heed Your Speed. Are you a fast or a slow talker? Be mindful towards the person with whom you are speaking to ensure that your message is being comprehended, understood, and absorbed. If they are listening at a slower rate than you are speaking, disconnect can occur.

General Questions What are the business issues (service quality, product quality, speed, capacity, cost, morale, competitive landscape, impending regulations, etc.) we wish to address? What does the customer want? What measurable target condition(s) are we aiming for? Which process blocks add value or are necessary non-value-adding? How can we reduce delays between processes? How can we improve the quality of incoming work at each process? How can we reduce work effort and other expenses across the value stream? How can we create a more effective value stream (greater value to customers, better supplier relationships, higher sales conversion rates, better estimates-to-actuals, lower legal and compliance risk, etc.)? How will we monitor value stream performance?

In a study comparing mask wearing practices across 198 countries, the mortality rate from COVID 19 in those countries where mask wearing was either government policy or culture norm, increased by 8% per week on average, compared to 54% per week for countries that did not encourage mask wearing.

Psychiatry and psychology, in the United States, have long been infatuated with psychoanalysis. Only in the last two decades has psychoanalysis been put in its proper place—not simply discarded, but no longer seen as necessary and sufficient in itself. (Imagine if all of economics was thought to be contained in Marxism; psychiatry was that dependent on psychoanalysis until recently.) This psychoanalytic obsession has been replaced by a perspective on mental illness that is scientifically and medically sound. This psychiatry, stripped of its psychoanalytic faith, can be an extremely useful tool for historians.

Technological innovations and uneven rates of absorbing them matter, as do demographics, leadership, culture, policies, and fortune. The result of these and other factors was a first half of the twentieth century that was unprecedented in its disorder, and a second half characterized by considerable order, however different in its origins and however unexpected.

Leadership is disappointing your own people at a rate they can absorb. RONALD HEIFETZ AND MARTY LINSKY

Lauer then asked the rest of the group: “Ladies, you complained to the U.S. Soccer Federation in the past. What’s been their response when you talk about these equal pay issues?” “You know, Matt, I’ve been on this team for a decade and a half,” said Hope Solo. “I’ve been through numerous CBA negotiations and, honestly, not much has changed. We continue to be told we should be grateful just to have the opportunity to play professional soccer and to be paid for doing it.” Officials from U.S. Soccer braced themselves for the appearance. The Today show had reached out to head of communications Neil Buethe the night before to get a statement. Lauer read the statement on air: “While we have not seen this complaint and can’t comment on the specifics of it, we are disappointed about this action. We have been a world leader in women’s soccer and are proud of the commitment we have made to building the women’s game in the United States over the past 30 years.” With the short heads-up, the federation arranged a conference call with a small, select group of trusted reporters to take place after the Today show aired. They sent information to those reporters showing how the men’s team brought in more revenue and more value to the federation. The men’s team had higher gate receipts and higher TV ratings, which made the men more attractive to sponsors, the federation said. Sunil Gulati—the U.S. Soccer president who had avoided some of the very public fights of his predecessors with the women’s national team—told reporters he was surprised by the filing. “I’m cordial with Sunil, and this wasn’t to spite him,” Lloyd says now. “We just knew we had to step up as a leadership group to make things better for the future. The only way that was going to happen was if we spoke our minds.” Meanwhile, the reaction to the Today show appearance was already spreading quickly on social media—and it was largely in the favor of the women. After all, a record audience had watched them win the World Cup not even a year earlier. Many fans surely assumed the women were being treated like champions. “The

The combination of wealth disparity, the perils of technology, countries aging at different rates, the breakdown in society, and the loss of trust is behind the emergence of four crises: a crisis of prosperity, a crisis of technology, a crisis of institutional legitimacy, and a crisis of leadership. Moreover, as each crisis worsens, it poisons other elements of ADAPT, multiplying

we know we are in a first-rate organization where collaboration and workplace learning and performance are valued and of value.

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

TOWARD THE END of his life, broke and broken, F. Scott Fitzgerald wrote a letter to his daughter, who was about to go to college, in which he advised her “to form what, for lack of a better phrase, I might call the wise and tragic sense of life. . . . By this I mean the thing that lies behind all great careers, from Shakespeare’s to Abraham Lincoln’s, and as far back as there are books to read—the sense that life is essentially a cheat and its conditions are those of defeat, and that the redeeming things are not ‘happiness and pleasure’ but the deeper satisfactions that come out of struggle.

Researchers have proposed two primary explanations for this phenomenon. First, by virtue of their level, senior leaders simply have fewer people above them who can provide candid feedback. Second, the more power a leader wields, the less comfortable people will be to give them constructive feedback, for fear it will hurt their careers. Business professor James O’Toole has added that, as one’s power grows, one’s willingness to listen shrinks, either because they think they know more than their employees or because seeking feedback will come at a cost. But this doesn’t have to be the case. One analysis showed that the most successful leaders, as rated by 360-degree reviews of leadership effectiveness, counter act this tendency by seeking frequent critical feedback (from bosses, peers, employees, their board, and so on). They become more self-aware in the process and come to be seen as more effective by others.

The Lehman case was a life-changing event for DFCI , which underwent a major reorganization under the leadership of Jim Conway to dramatically improve its safety and ultimately achieve the lowest medication error rate in the nation.

Businesses that embrace international markets as early as possible often see faster growth rates and other competitive advantages.

Jerome Frank, a prominent psychiatrist at Johns Hopkins,

Frantz Fanon, argued

Alvin Poussaint carried first aid material, in case King was shot. Poussaint also provided medical and psychological support for the marchers. A medical car (usually Poussaint’s own car with an affixed red cross) trailed each march. Dr. Poussaint, now a child psychiatry professor at Harvard, gave me a firsthand assessment of King’s mental state in the final years of his life. Poussaint knew Dr. King reasonably well from the marches.

goodwill is redemptive: by treating others this way, we change them.

King emphasized the need for nonconformism, not just as a feature of leadership, but for everyone, as a basic human attitude. These ideas are expressed most directly in a sermon that interprets the biblical phrase “Be not conformed to this world: but be ye transformed by the renewing of your mind” (Romans 12:2). Said King: