Recommend Leadership Quotes

If a client insists on getting a recommendation from you, always give him at least two alternatives so that he still has to make choice.

Goethe recommended, “Treat people as if they were what they ought to be, and you help them become what they are capable of becoming.

Friends who have fallen for Sheryl’s Lean In schtick earnestly recommend going to her with my concerns. I get where they’re coming from—this is an issue she’s chosen to take a high profile on. Around this time she is quoted in a Bloomberg article recommending a zero tolerance policy to harassment and saying, “I think it’s great when people lose their jobs when it happens, because I think that is what will get people to not do it in the future. And I think it’s a leadership challenge. As a leader of a company, there needs to be no tolerance for it. People respond to what is tolerated and what is encouraged.” But having witnessed how she treats her own staff—not to mention her intimate relationship history with Joel, a relationship where he often stays at her house when he visits the Valley—and how often her actions differ from her words, I know that’s not viable.

One of his first initiatives for the church, for instance, was to set up a “serious evangelistic campaign” that would be carried on throughout his first full year. “This campaign,” he wrote in a letter of recommendation, “shall be carried out by 25 evangelistic teams, each consisting of a captain and at least three other members. Each team shall be urged to bring in at least five new members within the church year. The team that brings in the highest number of members shall be duly recognized at the end of the church year. Each captain shall call his team together at least once a month to discuss findings and possibilities.

With “not the slightest sign of an end to the strike,” Roosevelt readied a second plan—the creation of a Blue Ribbon Commission to investigate the causes of the strike and make recommendations for both executive and legislative action. Scrambling once again to find warrant for such intervention, he argued he was empowered by his constitutional duty to report to Congress on the state of the Union.

Dr. Brown's book is able to make the subject matter interesting in a very pragmatic way, without losing the attractiveness and appeal of his academic writing and sound background. I would recommend the use of this book for teaching in leadership, management and organizational behavior courses knowing that it would make a great contribution to the learning experience of the reader." Alberto DeFeo, Ph.D. (Law) Chief Administrative Officer of Lake Country and Adjunct Professor of University of Northern British Columbia

Whoever wishes to become great among you must be your servant” (Mark 10:44). By the way, it is dreadful to see this recommended as only another technique for succeeding in leadership. Jesus wasn’t giving techniques for successful leadership. He was telling us who the great person is. He or she is the one who is servant of all. Being a servant shifts one’s relationship to everyone. What do you think it would do to sexual temptation if you thought of yourself as a servant? What do you think it would do to covetousness? What do you think it would do to the feeling of resentment because you didn’t get what you thought you deserved? I’ll tell you. It will lift the burden.

In the world of mental health, the lowest-functioning clients and the highest-functioning clients receive the worst care. The lowest-functioning clients typically struggle with serious mental illnesses that are maintained more than cured. And, because of downward drift that draws a disproportionate number of such patients into the lower income brackets, these clients often do not have access to top-notch care. The highest-functioning clients, on the other hand, usually have a lot going for them, including family or schools that connect them with private therapists when needed. These high-functioning clients are what therapists call YAVIS—young, attractive, verbal, intelligent, and successful—and these qualities bestow all sorts of social and psychological advantages. Being young means, as a colleague once put it, “that you haven’t completely screwed up your life yet.” Being verbal allows you to easily exchange a common currency with friends and bosses as you parlay being talkative into social status. Intelligence aids achievement and problem-solving, and even leadership. Successful people are generally brimming with confidence. And, as Aristotle said, “beauty is a greater recommendation than any letter of introduction.” So, YAVIS clients are well received nearly everywhere they go, and many therapists light up when one comes walking in the door. Still, there are two paths to being smart and charming when you are young: Life has been good or life has been bad. When life has been good, maybe someone goes to see a therapist for a while because some isolated thing is not currently going well. Most likely, the difficulty will be resolved quickly and the client will be on his way. When life has been bad, someone goes to see a therapist because even though things look pretty on the outside the person feels horrible on the inside, and this is a discrepancy that even many therapists cannot hold. Sometimes it is just too jarring to imagine that someone who seems so perfect has lived a life that has been so imperfect. What results is a therapy where the client’s image gets in the way of the help that he or she needs. The client has come to focus on what has not gone well, but the therapist is blinded by what has. Too often, being successful when you are young is about survival. Some people are good at hiding their troubles. They are good at “falling up.

in my name to train young women for global leadership. Wellesley’s twelfth and thirteenth presidents, Diana Chapman Walsh and Kim Bottomly, embraced the idea and, over several years, helped put the pieces together. In January 2010, I traveled to Massachusetts for the inaugural session. The Albright Institute was founded on the belief that a student doesn’t have to major in international relations to have a global mind-set. By giving young women the chance to work in partnership with peers from a variety of disciplines and countries, we encourage them to see differences of perspective as a strength and even as a tool to help solve complex problems. To that end, we provide an intense course of study over a three-week period between the fall and spring semesters, complemented by summer internships. Of the hundreds of Wellesley juniors and seniors who apply annually, forty are selected. In the first two weeks of each session, we offer classes run by professors, former government officials, nonprofit leaders, and businesspeople. During the final seven days, the fellows work in teams to analyze and make recommendations regarding a thorny international problem. At the end, they present their findings, which we pick apart and discuss.

In the absence of those predictions, product and strategy decisions are far more difficult and time-consuming. I often see this in my consulting practice. I’ve been called in many times to help a startup that feels that its engineering team “isn’t working hard enough.” When I meet with those teams, there are always improvements to be made and I recommend them, but invariably the real problem is not a lack of development talent, energy, or effort. Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently. Thus the downward cycle begins: the product development team valiantly tries to build a product according to the specifications it is receiving from the creative or business leadership. When good results are not forthcoming, business leaders assume that any discrepancy between what was planned and what was built is the cause and try to specify the next iteration in greater detail. As the specifications get more detailed, the planning process slows down, batch size increases, and feedback is delayed. If a board of directors or CFO is involved as a stakeholder, it doesn’t take long for personnel changes to follow.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

Mandal vs Mandir The V.P. Singh government was the biggest casualty of this confrontation. Within the BJP and its mentor, the RSS, the debate on whether or not to oppose V.P. Singh and OBC reservations reached a high pitch. Inder Malhotra | 981 words It was a blunder on V.P. Singh’s part to announce his acceptance of the Mandal Commission’s report recommending 27 per cent reservations in government jobs for what are called Other Backward Classes but are, in fact, specified castes — economically well-off, politically powerful but socially and educationally backward — in such hot haste. He knew that the issue was highly controversial, deeply emotive and potentially explosive, which it proved to be instantly. But his top priority was to outsmart his former deputy and present adversary, Devi Lal. He even annoyed those whose support “from outside” was sustaining him in power. BJP leaders were peeved that they were informed of what was afoot practically at the last minute in a terse telephone call. What annoyed them even more was that the prime minister’s decision would divide Hindu society. The BJP’s ranks demanded that the plug be pulled on V.P. Singh but the top leadership advised restraint, because it was also important to keep the Congress out of power. The party leadership was aware of the electoral clout of the OBCs, who added up to 52 per cent of the population. As for Rajiv Gandhi, he was totally and vehemently opposed to the Mandal Commission and its report. He eloquently condemned V.P. Singh’s decision when it was eventually discussed in Parliament. This can be better understood in the perspective of the Mandal Commission’s history. Having acquired wealth during the Green Revolution and political power through elections, the OBCs realised that they had little share in the country’s administrative apparatus, especially in the higher rungs of the bureaucracy. So they started clamouring for reservations in government jobs. Throughout the Congress rule until 1977, this demand fell on deaf ears. It was the Janata government, headed by Morarji Desai, that appointed the Mandal Commission in 1978. Ironically, by the time the commission submitted its report, the Janata was history and Indira Gandhi was back in power. She quietly consigned the document to the deep freeze. In Rajiv’s time, one of his cabinet ministers, Shiv Shanker, once asked about the Mandal report.

Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

Excellence in corporate management is not defined by proficiency in individual disciplines, methods or tools. Rather, it is about the ability to deploy, empower and develop the right people while also being able to assess their recommendations and identify critical situations.

Each meeting starts with a thirty-minute quiet time where everyone thoroughly reads the memo. From there, all attendees are asked to share gut reactions—senior leaders typically speak last—and then delve into what might be missing, ask probing questions, and drill down into any potential issues that may arise. “I definitely recommend the [six-page] memo over PowerPoint. And the reason we read them in the room, by the way, is because just like, you know, high school kids, executives will bluff their way through the meeting as if they’ve read the memo. Because we’re busy. And so, you’ve got to actually carve out the time for the memo to get read and that’s what the first half hour of the meeting is for and then everybody has actually read the memo, they’re not just pretending to have read it. It’s pretty effective.” —2018 Forum on Leadership, “Closing Conversation with Jeff Bezos,” George W. Bush Presidential Center at SMU23

Important Warning Before you raise a red flag and say, “I can’t do this,” remember: being shy about sharing your strengths can result in not getting offers. If you get offers, they will be at lower salaries. For example, I have a friend, who I’ll call Jonathan. I coached him on the value of achievement stories. I also recommended him to a staffing firm. He told me later that they never called him back. They never called him back, because he never spoke of his achievements. Staffing firms are paid to provide great candidates to prospective employers. If someone can’t promote themselves — if someone cannot explain why they are a great candidate — they’ll never get a call back, whether it’s from a staffing firm, a hiring manager, or anyone else. While I understand that my friend probably views Achievement Stories as bragging, I overcame this hurdle. When I talk about accomplishments, I say: “I’m blessed with the ability to…” “I’ve been fortunate enough to…” “Leadership appreciates how…” “Co-workers appreciate how…” This is an ideal way to communicate your achievements, because hiring managers prefer humble candidates. But they do want to hear about your achievements.

What If I Don’t Want To Brag? I’ve mentioned this before and I’ll mention it again because it is critical… Before you raise a red flag and say, “I can’t do this,” remember: being shy about sharing your strengths can result in not getting offers. If you do get offers, chances are they will be at lower salaries. I have a friend who I’ll call Jonathan. I coached him on the importance and value of achievement stories. I also recommended him to a staffing firm. He told me later that after his interview, the staffing firm never called him back. They never called him back, because he never spoke of his achievements. Staffing firms are paid for providing great candidates to prospective employers. If someone can’t promote themselves — if someone cannot explain why they are a great candidate — they’ll never get a call back, whether it’s from a staffing firm, a hiring manager or anyone. While I understand that my friend probably views Achievement Stories as bragging, I overcame this hurdle by describing my accomplishments this way: “I’m blessed with the ability to…” “I’ve been fortunate enough to…” “Leadership appreciates how…” “Co-workers appreciate how…” This is an ideal way to communicate your achievements because hiring managers prefer humble candidates.

The result was the resolution on the South African question which La Guma, Nasanov and I had worked on the previous winter. It recommended that the Party put forward and work for an independent Native South African Republic with full and equal rights for all races as a stage toward a Workers and Peasants Republic. This was to be accompanied by the slogan "Return the land to the Natives." The resolution was not only rejected by the Party leadership, but they had now sent a lily-white delegation to the congress to fight for its repeal.

Here I would mention Samuel P. Huntington’s American Politics: The Promise of Disharmony, Richard Neustadt’s Presidential Power and the Modern Presidents: The Politics of Leadership from Roosevelt to Reagan, and almost any book by Arthur M. Schlesinger Jr. (in particular his The Cycles of American History). I would also recommend Gordon Wood, Power and Liberty: Constitutionalism in the American Revolution; Robert A. Dahl, Democracy and Its Critics; Akhil Reed Amar, The Words That Made Us: America’s Constitutional Conversation, 1760–1840; Gabriel A. Almond and Sidney Verba, The Civic Culture; and the personal book by Danielle Allen, Talking to Strangers: Anxieties of Citizenship Since Brown v. Board of Education.

Knowing What Your Job Is We are trained to believe our “job” is the set of tasks we accomplish for an employer in return for money. That’s how I saw it until a CEO shared with me his approach to business. He viewed his career as a non-stop search for a better job and because of that changed jobs and companies often. Apparently it worked because he was the head of a company when I met him. Usual Frame: Your job is what your boss tells you it is. Reframe: Your job is to get a better job. Don’t confuse your job with the work your employer wants you to do. The boss might want you to process all the pending orders by quitting time, but your job is to get a better job. Everything else you do should service that reframe. If it doesn’t help you leave the job you are in and upgrade, it might not be worth doing. But don’t worry that this line of thinking feels sociopathic—doing a good job on your assigned duties is one way to look good for promotions.  The reframe reminds us to be in continuous job-search mode, including on the first day of work at a new job. If that sounds unethical, consider that your employer would drop you in a second if the business required it. In a free market, you can do almost anything that is normal and legal. Changing jobs—for any reason you want—is normal. Your employer’s job is to take care of the shareholders. It’s your job to take care of you. That doesn’t always mean acting selfishly. If being generous with your time and energy seems as if it will have the better long-term payoff, do that. Your employer might want to frame employees as “a family,” which is common, but that’s to divert you from the fact that they can fire you at will. They don’t want you to know you have the same power to fire them. Part of the job of leadership is convincing you that what is good for the leader is good for you. Sometimes that is the case but keep your priorities clear. You are number one. When I recommend being selfish in the job market, I expect you to know that approach works best when dealing with a big corporation. A small business might require a more generous approach. When your workplace reframe is that your job is to get a better job, that helps you make decisions that work in your favor. For example, if you’re offered a choice of two different projects at work, pick the one that teaches you a valuable skill, lets you show off what you can do, or lets you network with people who can help you later. Don’t make the mistake of picking the project that has the most value to the company if doing so has the least value to you. Sometimes your best career move is to do exactly what your boss asks, especially if it’s critical to the company. You’ll know those situations when you see them. Don’t lose sight of your mission: Get a better job. Boredom

• We recommend that you take one person out for coffee and work on “only” asking questions. Note what happens when you focus all your attention on someone for an hour.

What is the book (or books) you’ve given most as a gift, and why? Or what are one to three books that have greatly influenced your life? The 15 Commitments of Conscious Leadership by Jim Dethmer and Diana Chapman. Though most people will typically blame other people or circumstances in their life when they are unhappy, Buddhists believe that we are the cause of our own suffering. We can’t control the fact that bad things are going to happen, but it’s how we react to them that really matters, and that we can learn to control. Even if you don’t accept that this is true in all cases, giving it consideration in moments of unhappiness or anxiety will often give you a new perspective and allow you to relax your grip on a negative story. This book is an approachable manual for how to do that tactically, and the lessons it teaches have transformed the way I engage with difficult situations and thus reduced the suffering I experience in big and small ways. Though it is written with leaders in mind, I find myself recommending it to everyone, and we give it to every new employee at Asana.

Your leadership team doesn't know what to do with your assessment and guidance and subconsciously starts questioning your leadership ability. “What is your recommendation or plan of attack?” they wonder. When someone who is braver and clearer steps up, you're history.

Last year’s Boeing contract in Washington State saw members of the International Association of Machinists vote down a contract that would transfer their pensions to a 401k plan and increase their healthcare costs with minimal raises over eight years. “Because of the massive takeaways,” Local 751 President Thomas Wroblewski told his members, “the union is adamantly recommending members reject this offer.” After the members voted down the contract by 67 percent, Washington State found $8.5 billion in tax breaks for the company and International President Thomas Buffenbarger stepped in to carry this corporate sweetheart deal through the last mile. With Boeing threatening to move the assembly of the new 777X passenger jet to another state, the International demanded a re-vote and the intimidated membership agreed to the same deal they previously rejected. The collusion of a multinational corporation and the state in transferring billions of dollars of wealth from working-class people into the hands of the rich could hardly have been possible in this case without the assistance of the International leadership. Boeing workers got to keep their jobs—but the fight that they may have been prepared to have with their employer was swiftly shut down.

When the 75 members of Stanford Graduate School of Business’s Advisory Council were asked to recommend the most important capability for leaders to develop, their answer was nearly unanimous: self-awareness.

When I consult companies in order to create new or to improve their existing written dress code rules, “respect” is something I recommend to mention at the very beginning of their policy. Because it’s something we all desire, it’s something each and every one of us wants at work, and it’s a requirement most people have within their career: I want to be respected.

Since I got rid of syndicated and indoctrinated media my life is a product of what I seek and not what I am told. I recommend everyone in the age of information to demand more of what they seek rather simply pushing the favorite list on their remote control.

Reliance is the ultimate measure of a team’s or organization’s culture. It’s not 'Would I recommend a friend to work here?' It’s 'Would this group of people put their ass on the line for me?' And 'Would I do the same for them?

Only time will tell if the translators will follow the new recommendations. But how did we get to this place in history, where people calling themselves Bible translators would even consider removing an entire doctrine, verse by verse, throughout the scripture, to please a pagan or unbelieving culture? Actually, it is the natural result of greater forces at work, over the centuries, seducing Christian scholarship, then leadership, then common Christians to be willing to change the Bible from God’s exact, unchanging words to the changing opinions of men.

Once the boundaries have been established, the next step is to make the operations and workflow visible with the assistance of a board or other aids. While identifying the individual steps of the process through which the workflow passes, Kanban groups should not let themselves be tempted to make the mistake of simply illustrating the official process as stipulated in project handbooks. Of course, there are organizations (such as military or infrastructure) that are required to adhere to strict processes. However, apart from these exceptions, official processes usually exhibit the weakness that they only exist on paper and barely correspond to actual reality. Such nonexistent processes are the wrong starting point for change. To orient ourselves around them would unnecessarily delay the change and/or improvement. In a technical kanban system, it is always the process currently being used in real life that should be visualized. The visualization is therefore also a task for the Kanban team—only the team knows how it actually functions. The identified steps in the process are listed in columns according to their operational sequence. Figure 3.1 shows a sample workflow of analysis, development, and testing represented using a visual board. As with most things in Kanban, there is no recommended layout for the board. We have seen boards visualizing the workflow in spiral form and boards using a motorway as a metaphor—anything that expresses the process as sensibly and clearly as possible is permissible. Many teams explicitly take note of the completion criteria (“definition of done”) for each step so that all team members share the same understanding of when the work has been finished.

rule of two.” He would get the two people most closely involved in the decision to gather more information and work together on the best solution, and usually they would come back a week or two later having decided together on the best course of action. The team almost always agreed with their recommendation, because it was usually quite obvious that it was the best idea. The rule of two not only generates the best solution in most cases, it also promotes collegiality. It empowers the two people who are working on the issue to figure out ways to solve the problem, a fundamental principle of successful mediation.13 And it forms a habit of working together to resolve conflict that pays off with better camaraderie and decision making for years afterward.*14

As the panel elaborated on their 12 principles of Management 2.0, I realized that this new management model was powerfully grounded in social and collaborative principles that unleash the collective brainpower of an organization to drive innovation and success in an agile manner. This can be viewed as the new incarnation of the participatory style of management. Andrew Carusone's presentation, "Beyond the Water Cooler: Using Collaborative Technology to Drive Business" shared an implementation of this model at Lowe's. Carusone pointed out that workforce development today was all about developing awareness, creating engagement, and promoting commitment. In his model, management continues to have decision and approval authority, but all employees have the power to recommend, provide input, and perform their duties to the best of their abilities.

Life's too short to play small with your talents. “You were born into the opportunity as well as the responsibility to become legendary. You’ve been built to achieve masterwork-level projects, designed to realize unusually important pursuits and constructed to be a force for good on this tiny planet. You have it in you to reclaim sovereignty over your primal greatness in a civilization that has become fairly uncivilized. To restore your nobility in a global community where the majority shops for nice shoes and acquires expensive things yet rarely invests in a better self. Your personal leadership requires—no, demands—that you stop being a cyber-zombie relentlessly attracted to digital devices and restructure your life to model mastery, exemplify decency and relinquish the self-centeredness that keeps good people limited. The great women and men of the world were all givers, not takers. Renounce the common delusion that those who accumulate the most win. Instead, do work that is heroic—that staggers your marketplace by the quality of its originality as well as from the helpfulness it provides. While you do so, my recommendation is that you also create a private life strong in ethics, rich with marvelous beauty and unyielding when it comes to the protection of your inner peace. This, my friends, is how you soar with the angels. And walk alongside the gods.

Life's too short to play small with your talents. “You were born into the opportunity as well as the responsibility to become legendary. You’ve been built to achieve masterwork-level projects, designed to realize unusually important pursuits and constructed to be a force for good on this tiny planet. You have it in you to reclaim sovereignty over your primal greatness in a civilization that has become fairly uncivilized. To restore your nobility in a global community where the majority shops for nice shoes and acquires expensive things yet rarely invests in a better self. Your personal leadership requires—no, demands—that you stop being a cyber-zombie relentlessly attracted to digital devices and restructure your life to model mastery, exemplify decency and relinquish the self-centeredness that keeps good people limited. The great women and men of the world were all givers, not takers. Renounce the common delusion that those who accumulate the most win. Instead, do work that is heroic—that staggers your marketplace by the quality of its originality as well as from the helpfulness it provides. While you do so, my recommendation is that you also create a private life strong in ethics, rich with marvelous beauty and unyielding when it comes to the protection of your inner peace. This, my friends, is how you soar with the angels. And walk alongside the gods.

Life’s too short to play small with your talents,” The Spellbinder spoke to the room of thousands. “You were born into the opportunity as well as the responsibility to become legendary. You’ve been built to achieve masterwork-level projects, designed to realize unusually important pursuits and constructed to be a force for good on this tiny planet. You have it in you to reclaim sovereignty over your primal greatness in a civilization that has become fairly uncivilized. To restore your nobility in a global community where the majority shops for nice shoes and acquires expensive things yet rarely invests in a better self. Your personal leadership requires—no, demands—that you stop being a cyber-zombie relentlessly attracted to digital devices and restructure your life to model mastery, exemplify decency and relinquish the self-centeredness that keeps good people limited. The great women and men of the world were all givers, not takers. Renounce the common delusion that those who accumulate the most win. Instead, do work that is heroic—that staggers your marketplace by the quality of its originality as well as from the helpfulness it provides. While you do so, my recommendation is that you also create a private life strong in ethics, rich with marvelous beauty and unyielding when it comes to the protection of your inner peace. This, my friends, is how you soar with the angels. And walk alongside the gods.

Religion allies itself with auto-suggestion and psychotherapy to help man in his business activities. In the twenties one had not yet called upon God for purposes of “improving one's personality.” The best-seller in the year 1938, Dale Carnegie's How to Win Friends and Influence People, remained on a strictly secular level. What was the function of Carnegie's book at that time is the function of our greatest bestseller today, The Power of Positive Thinking by the Reverend N. V. Peale. In this religious book it is not even questioned whether our dominant concern with success is in itself in accordance with the spirit of monotheistic religion. On the contrary, this supreme aim is never doubted, but belief in God and prayer is recommended as a means to increase one's ability to be successful. Just as modern psychiatrists recommend happiness of the employee, in order to be more appealing to the customers, some ministers recommend love of God in order to be more successful. “Make God your partner”, means to make God a partner in business, rather than to become one with Him in love, justice and truth. Just as brotherly love has been replaced by impersonal fairness, God has been transformed into a remote General Director of Universe, Inc.; you know that he is there, he runs the show (although it would probably run without him too), you never see him, but you acknowledge his leadership while you are “doing your part.

Reorganization: If a bureaucracy does not work, it is not the fault of its organization. It’s the fault of its leadership. I worked for state government for 19 years, and we had a reorganization every year. No kidding. Some were big. Some were small. None produced anything but a lot of paperwork and anxiety. I have come to believe that reorganizations are almost always a waste of time. They are used to give the appearance of action when leaders don’t know what else to do. Reorganizations take two years out of the life any organization while people try to figure out their new jobs and how they fit into the new arrangement. There is almost nothing that needs to be done, that can’t be done with the existing organization if there is the will to do it. There are many other ways to shake up an organization and improve performance. The best way is to set performance expectations, use measures and track performance, as recommended in this very book. There are two reorganization pendulums that swing back and forth and drive cycles of one reorganization after another. This is the closest that scientists have come to identifying a perpetual motion machine: The change between centralized and decentralized structures: Move all functions to the central office. Two years later decentralize all functions back to the regional offices. The change between combined organizations and separate organizations: Put all children and family services in one department. Two years later, put all services back in the departments from which they came.

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The writing of the NDP is one of the most significant achievements of the Zuma administration. For decades he will be remembered for setting up this institution of great men and women, who gave us a clear, implacable plan for us to make our country great for our children and their children.14 If he does not show leadership and begin following its recommendations, though, it will also be known down the ages as the great plan that never saw the light of day. It is not the NDP’s fine words that our children’s children will want to admire. They will want lights, water, comfort and dignity. We have a chance to give it to them in just a decade. Let’s do it.

No matter what room I was in, I always knew I was not the smartest person there. This was not false modesty. A D in freshman calculus and being in the presence of anyone who had mastered biochemistry, mathematics, or engineering—which I could never have done—were constant reminders to me of my limitations. What I brought into the room was a willingness to listen (I got better at that with every passing year), an ability to analyze and synthesize large and diverse amounts of information, opinions, and recommendations and come up with practical solutions to problems and proposals for reform. That, and a willingness to be bold.

The recommendations were presented as twelve overarching ideas called “Imperatives.” In brief, they included strengthening the faculty both in excellence and in size, enhancing both the graduate and the undergraduate academic experiences, emphasizing the liberal arts, increasing ethnic and geographic diversity, expanding and enhancing the physical plant and landscape, developing more “enlightened” governance, attracting more financial resources, and building closer ties with the local community and the state of Texas.

I work for POTUS and we’re stopping Higher Love and arresting the leadership. You don’t want to be mixed up in this. If you don’t believe me, call Ryder and he’ll confirm it. Higher Love is a treasonous organization. You’re an American hero. Don’t throw that away.” Nolan was matter-of-fact, but selling hard. “The head of Black Ice recommended these people. He’s an ultra-patriot,” Johnson protested.' “No, he’s not,” Nolan said. “He’s part of a right-wing conspiracy to end democracy and replace it with a military dictatorship.

Decentralized Command does not mean junior leaders or team members operate on their own program; that results in chaos. Instead, junior leaders must fully understand what is within their decision-making authority—the “left and right limits” of their responsibility. Additionally, they must communicate with senior leaders to recommend decisions outside their authority and pass critical information up the chain so the senior leadership can make informed strategic decisions.

Rather than setting up a separate diversity committee or women’s committee with dedicated resources, I recommend that companies instead assemble small, temporary, twenty-first-century leadership task forces. This is an efficient, flexible team with the knowledge and authority to make decisions and the seniority and business networks to influence key stakeholders. Such a team would emphasize the accountability of business leaders for making change happen.

exercise I recommend is to do two things daily: 1) gain perspective, and 2) make some decisions and commitments in light of that perspective. People have the capability to transcend themselves, to rise above the moment and see what’s happening and what should be happening. We need to take time to plan and make some decisions in light of this understanding. As Goethe put it, “Things which matter most must never be at the mercy of things which matter least.” Careful planning helps us maintain a sense of perspective, purpose, and ordered priorities.

In terms of overall transformation plan ownership, we recommend a sole accountable party.

Next, the team will summarize the metrics across the full value stream. We recommend, at a minimum, ... four ... summary metrics: Total Lead Time...Total Process Time ... Activity Ratio ... Rolled Percent Complete and Accurate

Review all of your numbers (quarterly revenue, profit, gross margin, and any other relevant key numbers) and your Rocks (company and leadership teams on the Rock Sheet) from the previous quarter to confirm which ones were achieved and which were not. I highly recommend simply stating “done” or “not done” for each. This will give you a clear, black-and-white picture of how you performed. Don’t get caught up in believing you can complete 100 percent of your Rocks every quarter. It’s perfectionist thinking and not realistic. You always want to strive for 80 percent completion or better—that’s enough to be truly great.

I highly recommend an exercise I call One Thing. Each member of the team receives feedback from the others on his or her single greatest strength or most admirable ability and his or her biggest weakness or hindrance to the success of the company. The exercise is done out in the open, with the entire leadership team present. I believe the peer-evaluation methods that are conducted anonymously actually do more harm than good.

Sample UFS Feedback Questionnaire My manager gives me actionable feedback that helps me improve my performance. My manager does not “micromanage” (i.e., get involved in details that should be handled at other levels). My manager shows consideration for me as a person. My manager keeps the team focused on our priority results/deliverables. My manager regularly shares relevant information from his/her manager and senior leadership. My manager has had a meaningful discussion with me about my career development in the past six months. My manager communicates clear goals for our team. My manager has the technical expertise (e.g., coding in Tech, accounting in Finance) required to effectively manage me. I would recommend my manager to other Googlers.

Commit to Priorities Set the appropriate cadence for your OKR cycle. I recommend dual tracking, with quarterly OKRs (for shorter-term goals) and annual OKRs (keyed to longer-term strategies) deployed in parallel. To work out implementation kinks and strengthen leaders’ commitment, phase in your rollout of OKRs with upper management first. Allow the process to gain momentum before enlisting individual contributors to join in. Designate an OKR shepherd to make sure that every individual devotes the time each cycle to choosing what matters most. Commit to three to five top objectives—what you need to achieve—per cycle. Too many OKRs dilute and scatter people’s efforts. Expand your effective capacity by deciding what not to do, and discard, defer, or deemphasize accordingly. In choosing OKRs, look for objectives with the most leverage for outstanding performance. Find the raw material for top-line OKRs in the organization’s mission statement, strategic plan, or a broad theme chosen by leadership. To emphasize a departmental objective and enlist lateral support, elevate it to a company OKR.

Imagine a restaurant that kicks off with splashy mailers and hands out tons of coupons before making sure the kitchen and waitstaff have their act together. Sure, lots of people will come to check it out, but if the meals are pedestrian and the staff is barely competent, not many will come back again—ever. Even if things eventually turn around, it’s unlikely that more coupons or even a few word-of-mouth recommendations will overcome the initial negative experience for those early customers. They weren’t reached; they were inoculated.

What matters is not the size of the church or the slickness of the programming. What matters is that those who come find a ministry and relationships worthy of spontaneous word-of-mouth recommendations.

Rommel would not budge. “If you leave the panzer divisions in the rear,” he warned, “they will never get forward. Once the invasion begins, enemy air power will stop everything from moving.”11 When Guderian reported to Hitler, he recommended pulling back and fighting inland, which specifically meant keeping command and control of the panzer divisions out of Rommel’s hands. Hitler tried a weak-kneed, half-hearted compromise. On May 7, he turned over three panzer divisions to Rommel, the 2nd, 21st, and 116th. The other four panzer divisions were to be held inland. Gen. Alfred Jodl, chief of OKW, assured Rommel that, although the four divisions were under OKW’s control, they “will be released for operations—without further application by yourself—the moment we can be certain about the enemy’s intentions and focus of attack.”12 That sounded reasonable, but skipped over this fact: the leadership principle had led to a situation in which a German panzer division commander would in a crisis look to not one man but three for his orders—Rommel, Rundstedt, Hitler.

Upon first glance, I noticed that the animal protection movement was (why was I surprised?) fundamentally racist (campaign rhetoric, marketing images, recommended diets, virtually all-white leadership), and, from where I stood, alarmingly unprofessional (acrimonious social media battles, minimal infrastructure or staff support, private club dynamics).

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I will focus on equipping you with timeless strategic skills that will help you thrive in any technological era and then show you how to enhance them with AI. While doing this, I will intentionally steer clear of specific AI tools or governance policies because the technology evolves so rapidly that today’s hot platform could become irrelevant tomorrow. For personalized guidance on choosing the right AI tools for your business, visit AiLeadership.com. Discover my latest recommendations and engage with our AI Thought Partner™ trained on this book’s content. I encourage you to ask it questions so it can help you take your first steps in applying what you learn to get results.

Mature accountability isn't just about doing things to other people. An important part of becoming an accountable leader is practicing the self-discipline to listen to others—rather than broadcasting to them—and shape your own behaviors in a way that earns their respect and recommendation.

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