Reflective Leadership Quotes

It’s time to care; it’s time to take responsibility; it’s time to lead; it’s time for a change; it’s time to be true to our greatest self; it’s time to stop blaming others.

Someone else is watching James Ed Hoskins, Ms. Jones. I don’t know who or why, but he is being watched.

Our power lies in our small daily choices, one after another, to create eternal ripples of a life well lived.

If a man is known by the company he keeps, so also his character is reflected in the books he reads.

Your behavior reflects your actual purposes.

The leaders of the future will be those who dare to claim their irrelevance in the contemporary world as a divine vocation...

When you are just EXISTING, life happens to you… and you manage; when you are truly LIVING, you happen to life… and you lead.

Diversity of character is due to the unequal time given to values. Only through each other will we see the importance of the qualities we lack and our unfinished soul's potential.

The Christian leader of the future is called to be completely irrelevant and to stand in this world with nothing to offer but his or her own vulnerable self.

The way of the Christian leader is not the way of upward mobility in which our world has invested so much, but the way of downward mobility ending on the cross.

When occasions present themselves in which the interests of the people are at variance with their inclinations, it is the duty of the persons whom they have appointed to be the guardians of those interests to withstand the temporary delusion in order to give them time and opportunity for more cool and sedate reflection. Instances might be cited in which a conduct of this kind has saved the people from very fatal consequences of their own mistakes, and has procured lasting monuments of their gratitude to the men who had courage and magnanimity enough to serve them at the peril of their displeasure.

Teachers and students (leadership and people), co-intent on reality, are both Subjects, not only in the task of unveiling that reality, and thereby coming to know it critically, but in the task of re-creating that knowledge. As they attain this knowledge of reality through common reflection and action, they discover themselves as its permanent re-creators.

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

At the different stages of recognition, reflection, and redress, practicing compassion provides potentially world-saving opportunities which otherwise likely would not exist.

Dare to courageous in life. You have nothing to lose.

Bad decisions seemed obvious only in retrospect.

The mystery of ministry is that we have been chosen to make our own limited and very conditional love the gateway for the unlimited and unconditional love of GOD...people who are so deeply in love with JESUS that they are ready to follow HIM wherever HE guides them, always trusting that, with HIM, they will find life and find it abundantly

Libertarian action must recognize this dependence as a weak point and must attempt through reflection and action to transform it into independence. However, not even the best-intentioned leadership can bestow independence as a gift. The liberation of the oppressed is a liberation of women and men, not things. Accordingly, while no one liberates himself by his own efforts alone, neither is he liberated by others. Liberation, a human phenomenon, cannot be achieved by semihumans. Any attempt to treat people as semihumans only dehumanizes them.

When you press the pause button on a machine, it stops. But when you press the pause button on human beings they start,” argues my friend and teacher Dov Seidman, CEO of LRN, which advises global businesses on ethics and leadership. “You start to reflect, you start to rethink your assumptions, you start to reimagine what is possible and, most importantly, you start to reconnect with

Never give up. Never give up on your hopes. Never give up on your dreams. Never give up on your visions.

People will react to you as a result of their own mindset, rather than as a reflection of your worth. Most people use others as mirrors for their own darkness. If you have been hurt by such people, perhaps you can use these experiences to become a different kind of person—one who reflects the light within others instead of using them as mirrors. Maybe your experiences of pain can lead you to being a great leader, someone who lights up the world. Your most painful struggle is ripe with opportunity.

The point at which things happen is a decision. In stead of focusing on yourself, focus on how you can help someone else.

Courage is being who you are. Courage is sacred of thyself.

It’s time to care; it’s time to take responsibility; it’s time to lead; it’s time for a change; it’s time to be true to our greatest self; it’s time to stop blaming others

Opportunity comes to everyone it depends on you whether you take it or leave it. Learn to take risks and play hard because at the end you'd be thankful for your struggle.

Burnout occurs when your body and mind can no longer keep up with the tasks you demand of them. Don’t try to force yourself to do the impossible. Delegate time for important tasks, but always be sure to leave time for relaxation and reflection.

Greatness is a transitory experience. It is never consistent. It depends in part on the myth-making imagination of humankind. The person who experiences greatness must have a feeling for the myth he is in. He must reflect what is projected upon him.

YOU ARE JUST You are not just for the right or left, but for what is right over the wrong. You are not just rich or poor, but always wealthy in the mind and heart. You are not perfect, but flawed. You are flawed, but you are just. You may just be conscious human, but you are also a magnificent reflection of God.

The Christian leader of the future is called to be completely irrelevant and to stand in this world with nothing to offer but his or her own vulnerable self. That is the way Jesus came to reveal God's love. The great message that we have to carry, as ministers of God's Word and followers of Jesus, is that God loves us not because of what we do or accomplish, but because God has created and redeemed us in love and has chosen us to proclaim that love as the true source of all human life.

I have found over and over again how hard it is to be truly faithful to Jesus when I am alone.

No matter how much struggle you face in your journey towards success, someday you will look back and realize your struggles changed your life for the better.

In the end it will be your “Actions” “Convictions” & “Thoughts” which will determine how you shaped your life.

Create your own path.Don't blindly follow the massess... because most of the time the "M" is silent.

We all have this perfect little image of who we want to be, but it is unnecessary. Throw the image away. You're already you just be the best version of yourself.

With public sentiment, nothing can fail,” Abraham Lincoln said, “without it nothing can succeed.” Such a leader is inseparably linked to the people. Such leadership is a mirror in which the people see their collective reflection.

The values within your church will trickle down to the families in it. God’s standards for congregational authority should reflect Jehovah’s documented standards—not the whims of leadership. Lamentations, pg 4

When you are stressed and challenged by hardships just smile through it as frowning won’t help in changing the situation

Sometimes even a "Yes" can be fatal for our Souls

Don’t keep those people in your life who are completely negative in approach. Eventually these people will stress you out and be the source of your downfall.

How long you will live in your dreams? The time is now, it's better to go and follow them..

Stop explaining to others, people will only understand from their level of discernment.

Love is the reflection of a broken heart in a shattered mirror...

[T]hese leaders must not believe they are actually being watched, for their behavior in no way reflects the possible existence of a set of values or ethical laws that supersedes their own dominion.

Fear is the most prodigious enemy of our soul

Your friends can be double-edged knife thy can either nurture you or destroy you. Choose them Wisely......

The most inspiring leaders are ones who find a clarity of meaning that transcends the tasks at hand. And that meaning emerges through reflection.

Yet institutions are human as well. They reflect the cumulative personalities of those within them, especially their leadership. They tend, unfortunately, to mirror less admirable human traits, developing and protecting self-interest and even ambition. Institutions almost never sacrifice. Since they live by rules, they lack spontaneity. They try to order chaos not in the way an artist or scientist does, through a defining vision that creates structure and discipline, but by closing off and isolating themselves from that which does not fit. They become bureaucratic.

You do not have to think very hard to figure out what happens to a democratic society (more accurately a democratic republic) when long-standing interpretations of the 'rules of law' are mangled to reflect the personal desires of a handful of extremely wealthy people…

The only principle which will make you more content, less bitter is to live a life that has "Less excuses, more results. Less distraction, more focus. Less me, more we. Live with "Gratitude" not with "Greytitude

I am deeply convinced that the Christian leader of the future is called to be completely irrelevant and to stand in this world with nothing to offer but his or her vulnerable self... to enter into a deeper solidarity with the anguish underlying all the glitter of success and bring the light of Jesus there.

When you choose to act on your problems, you cease to be a victim of circumstance and become a force of change; that's when you transition to not only being a survivor, but to being a leader or hero too, and an inspiration to those still in the victim's mindset.

From that heart come the words, “Do you love me?” Knowing the heart of Jesus and loving him are the same thing. The knowledge of Jesus’ heart is a knowledge of the heart.

What makes the temptation of power so seemingly irresistible? Maybe it is that power offers an easy substitute for the hard task of love.

how we view a person is reflected by how we treat a person.

The loud, boisterous noises of the world make us deaf to the soft, gentle, and loving voice of God.

The point of criticism is to build you as a leader and a dimension to reflect.

Leaders are usually a reflection of the people they lead. How can a leader be moral if his people are immoral?

Its all about perception in life, For some One minus One = One & for some its Zero.That's the only difference.

Respect is reverence out of love, Fear is reverence out of hate.Choose Wisely

Assume any mention of the actions of an ethnic group refers to the leadership of that group at that time and does not reflect the majority beliefs of the entire community.

It seems easier to be God than to love God, easier to control people than to love people, easier to own life than to love life.

Go a little easy on the people around you. Try to reel in judging thoughts. Think before you speak.

Businesses are not dishonest or selfish, people are. Thus, a business, successful or not, is merely a reflection of the character of its leadership.

You are the leader and the troops will reflect your emotions.

The world says, “When you were young you were dependent and could not go where you wanted, but when you grow old you will be able to make your own decisions, go your own way, and control your own destiny.” But Jesus has a different vision of maturity: It is the ability and willingness to be led where you would rather not go.

It had been on my mind ever since allowing myself to call President Trump a "draft-dodging chickenhawk" during one of the DNC forums. While true, that statement was not in keeping with how I publicly speak about political figures, or anyone else, and afterward I reflected that this president was inspiring a loss of decency not just in his supporters, but also in those of us who opposed him. It was another way of looking at the moral stakes of politics as it filters through to millions of lives: that we might all be growing into harder and perhaps worse people, as a consequence of political leadership that failed to call us to our highest values.

Some choices are better than others and we, as mortal humans, cannot be expected to always choose the best ones. What we can control is how we evaluate past decisions. Our readiness to reflect and realize that we were wrong. Our ability to admit our wrongs and move forward. To say we are sorry or make amends for mistakes. To apply what we’ve learned from past follies and choose wiser in the present. I contend that in a random and often chaotic world of choices, that is what we can control.

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.

When spirituality becomes spiritualization, life in the body becomes carnality. When ministers and priests live their ministry mostly in their heads and relate to the Gospel as a set of valuable ideas to be announced, the body quickly takes revenge by screaming loudly for affection and intimacy. Christian leaders are called to live the Incarnation, that is, to live in the body, not only in their own bodies but also in the corporate body of the community, and to discover there the presence of the Holy Spirit.

In response to [the Philistine] threat [in the ninth century B.C.], the Hebrews could no longer rely on the leadership of 'judges,' ad hoc military leaders (some of them, peculiarly, women; perhaps reflecting as feminists claim, and earlier matriarchal society).

That’s the bittersweet joy of ministry. We see people healed, and then we watch them move on in victory. Sometimes, it means saying goodbye. We must learn to celebrate as our fledgling birds spread their wings and fly into freedom, even if that flight pattern takes them far away from us.

I also came to see that I should not worry about tomorrow, next week, next year, or next century. The more willing I was to look honestly at what I was thinking and saying and doing now, the more easily I would come into touch with the movement of God's Spirit in me, leading me to the future. God is a God of the present and reveals to those who are willing to listen carefully to the moment in which they live the steps they are to take toward the future. "Do not worry about tomorrow," Jesus says, "tomorrow will take care of itself. Each day has enough trouble of its own" (Matthew 6:34).

Human beings are sometimes slaves to the ugly and weak sides of human nature,” he told employees. “However, if you set high goals for yourselves and every day continue to reflect on them, step by step you will be more focused and make yourself a better human being, becoming a happier person for it.

I worry that our nation today suffers from a deficit of empathy, and this is especially true of many in positions of national leadership. It is a phenomenon that is born from, and that exacerbates, the broader divisions tearing at our republic. We see a rising tribalism along cultural, ethnic, economic class, and geographic lines. And the responsibility for these divisions should fall more squarely on the shoulders of the powerful, those who need to be empathetic, than on those who need our empathy. When we live in a self-selected bubble of friends, neighbors, and colleagues, it is too easy to forget how important it is to try to walk in the shoes of others.

For within the very structure of family life, in families that do or did embrace the male religions, are the almost invisibly accepted social customs and life patterns that reflect the one-time strict adherence to the biblical scriptures. Attitudes towards double-standard premarital virginity, double-standard marital fidelity, the sexual autonomy of women, illegitimacy, abortion, contraception, rape, childbirth, the importance of marriage and children to women, the responsibilities and role of women in marriage, women as sex objects, the sexual identification of passivity and aggressiveness, the roles of women and men in work or social situations, women who express their ideas, female leadership, the intellectual activities of women, the economic activities and needs of women and the automatic assumption of the male as breadwinner and protector have all become so deeply ingrained that feelings and values concerning these subjects are often regarded, by both women and men, as natural tendencies or even human instinct.

Leaders are made not born. They are the results of persistent effort. Thus, leadership involves much more than just shouting. Effective leadership requires a human focus and reflects a servant and transformation mentality. It is about the nuts and bolts of execution. Leadership is an everyday activity. It is a process that begins but never ends.

First, when he looked closely at the existing studies on personality and leadership, he found that the correlation between extroversion and leadership was modest. Second, these studies were often based on people’s perceptions of who made a good leader, as opposed to actual results. And personal opinions are often a simple reflection of cultural bias.

What we hope for includes the wise human leadership and initiative which will, like that of Joseph in Egypt, bring about fresh and healing policies and actions

Jesus’ first temptation was to be relevant: to turn stones into bread.

Often it seems that beneath the pleasantries of daily life there are many gaping wounds that carry such names as abandonment, betrayal, rejection, rupture, and loss.

How he handled those different perspectives would reflect his true strength as a leader – his ability to manage the paradox of diverse viewpoints on a single piece of the truth.

Self awareness leads to self development.

My happiness is my reflection on the suffering during my journey and knowing that I never quit nor was I guided by anybody on this earth.

The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” Martin Luther King, Jr

As a daily habit, I invite you to reflect and ask yourself, “Did I give myself the yes today? Did I make things happen? Did I follow my gut?

Punctuality is a reflection of how you value time and your integrity.

Your business is a reflection of you, and if you stagnate, so will your company.

Everything you attract into your life is a reflection of the story you believe and keep telling yourself.

Love wins when reflections win over reflexes.

Great leadership is a reflection of honest service

Listening, coupled with regular periods of reflection, are essential to the growth of the servant-leader.

Political leaders are the reflection of our society.

A leader's behavior, poise, appearance, vision, demeanor, "pressure", aura, his manner of speaking and listening - all reflect the person within, his principles and values.

Great Leaders develop through a never ending process of self-study, self-reflection, education, training, and experience

In the realm of leadership, the contrast between toxicity and positivity is stark: one corrodes, the other empowers.

Charm and charisma can open doors, but it's the hidden darkness within that often seals the deal in the ruthless world of leadership.

Effective leaders learn to strike a balance between micromanaging and laissez-faire managing. Leaders have to be in the Goldilocks zone of leadership: not too much and not too little management.

Romance, friendship, leadership, and love have turned out to be so much more than I ever thought they could be. All earthly versions of these things are merely dark reflections of heavenly ones.

We must be silent before we can listen. We must listen before we can learn. We must learn before we can prepare. We must prepare before we can serve. We must serve before we can lead” William Arthur Ward

It is psychologically damaging to never see yourself reflected in positions of leadership in your own country. It limits our feeling of citizenship, and it limits the possibilities we see for ourselves and our children.

Real growth comes only after the dark night of the soul, when they feel they don’t have what it takes and choose to persist, to reflect on themselves, learn from their mistakes, and struggle to apply what they’ve learned.

Ninety percent of our success as leaders will be determined by what’s below the waterline. It’s our leadership character that ultimately drives what we do, and why. It is a true reflection of who we really are as human beings.

The world is in crisis. It needs people who have the skill to combine inner power with outer action. Inner power comes from self mastery, observing and controlling the ego, and deepening integrity through a regular practice of reflection or meditation.

When seen through the lens of a servant's heart, leadership becomes not just a job but a calling. Lives are changed for the better. Next-generation leaders are molded. Along the way, the sense of destiny God planted in each individual soul finds fulfillment.

Find time and space in which to think. As Lincoln began to survey the darkening landscape of the war and consider a new strategy regarding slavery, he needed time to reflect upon both the constitutionality and the ramifications of issuing an emancipation order.

The leaders of the future will be those who dare to claim their irrelevance in the contemporary world as a divine vocation that allows them to enter into a deep solidarity with the anguish underlying all the glitter of success, and to bring the light of Jesus there.

Reflection, Resilience and Resourcefulness are three dormant strengths that are inherent in all of us. There's a beautiful interplay between these three qualities. Each one complements the other.They are key to not just surviving a crisis, they help you thrive in one.

The true meaning of life lies in learning. When you learn, you understand the things better, when you understand the things better, it reflects in your actions, and when your actions are right, according to the process of life, you are bound to receive the desired result.

[When] I've been neglecting writing in my journal, usually this kind of avoidance is a sign I need to actually face the page. A solid self-leadership check-in: With loving awareness I ask myself: - What am I hiding from myself? - What am I holding on to? - Who am I being invited to become?

I leave you with the image of the leader with outstretched hands, who chooses a life of downward mobility. It is the image of the praying leader, the vulnerable leader, and the trusting leader. May that image fill your hearts with hope, courage, and confidence as you anticipate the new century.

Some may wonder how Navy SEAL combat leadership principles translate outside the military realm to leading any team in any capacity. But combat is reflective of life, only amplified and intensified. Decisions have immediate consequences, and everything—absolutely everything—is at stake. The right decision, even when all seems lost, can snatch victory from the jaws of defeat. The wrong decision, even when a victorious outcome seems all but certain, can result in deadly, catastrophic failure. In that regard, a combat leader can acquire a lifetime of leadership lessons learned in only a few deployments.

Peter Drucker, the business guru, criticized business executives for devoting too much time to planning, rather than understanding the nature of the corporation itself. As he put it, “Culture eats strategy for lunch.” The output of any organization, driven by its culture, must reflect the leadership’s values in order to be effective.

When you realize that people treat you according to how they see themselves rather than how you really are, you are less likely to be affected by their behavior. Your self-image will reflect who you are, not how you’re treated by others. You will not be riding an emotional roller roaster. This type of stability will have a tremendous effect on how you feel toward and deal with others. The key to successful relationships really gets down to responsibility. I am responsible for how I treat others. I may not be responsible for how they treat me, but I am responsible for my reaction to those who are difficult. I can’t choose how you’ll treat me, but I can choose how I will respond to you.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

Although I play an important part in the facilitation of these lessons, the students take ownership of the problem-solving and reflection portions and display great leadership skills while collaborating with one another. Students rave about how much fun each experience is, and I’m meeting all of my objectives, Essential Questions, and Common Core standards along the way!

Many traditional models assume that change always occurs in a linear, sequential fashion, with clearly defined stages. For instance, Lewin's framework (Unfreeze-Change-Refreeze) implies a beginning, middle, and end to the change process. This doesn't reflect the messy, iterative reality of change, or life to be quite frank. Furthermore, change doesn’t really have an end state.

But a society in which pluralism is not undergirded by some shared values and held together by some measure of mutual trust simply cannot survive. Pluralism that reflects no commitments whatever to the common good is pluralism gone berserk... ..Leaders unwilling to seek mutually workable arrangements within systems to their own are not surviving the long-term interest of their constituents

To make a government requires no great prudence. Settle the seat of power, teach obedience, and the work is done. To give freedom is still more easy. It is not necessary to guide; it only requires to let go the rein. But to form a free government, that is, to temper together these opposite elements of liberty and restraint in one consistent work, requires much thought, deep reflection, and combing mind.

Trust metrics over intuition. You should have a way to measure every project. Quality is a complex system, the sort of place where your intuition can easily deceive you. Similarly, as you become more senior at your company, your experience will no longer reflect most other folks’ experiences. You already know about the rough edges, and you’ll be the first person in line to get help if you find a new one, but most other folks don’t. Metrics keep you honest.

We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to extend and solidify our current market leadership position. The stronger our market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions have consistently reflected this focus. We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring franchise.

Side by side with the limitless possibilities opened up by the new technologies, reflection about international order must include the internal dangers of societies driven by mass consensus, deprived of the context and foresight needed on terms compatible with their historical character. In every other era, this has been considered the essence of leadership; in our own, it risks being reduced to a series of slogans designed to capture immediate short-term approbation. Foreign policy is in danger of turning into a subdivision of domestic politics instead of an exercise in shaping the future. If the major countries conduct their policies in this manner internally, their relations on the international stage will suffer concomitant distortions. The search for perspective may well be replaced by a hardening of differences, statesmanship by posturing. As diplomacy is transformed into gestures geared toward passions, the search for equilibrium risks giving way to a testing of limits.

Work is simply, “force x distance” or the product of a force applied to an object and the displacement of the object in the direction of the applied force…holding an object in the air does not involve any work, no matter how painful your hand will be after a few minutes… reflect on your daily activities and the results from them. Are you really working or just increasing your potential without progress or desired results? Your work must produce some movement, progress and change, by effectively using all your energies whether intellectual or physical.

Leadership expert Michael Hyatt reflected on Karnazes’s life and drew three conclusions about why we should embrace discomfort: 1. Comfort is overrated. It doesn’t lead to happiness. It makes us lazy—and forgetful. It often leads to self-absorption, boredom, and discontent. 2. Discomfort can be a catalyst for growth. It makes us yearn for something more. It forces us to change, stretch, and adapt. 3. Discomfort is often a sign we’re making progress. You’ve heard the expression, “no pain, no gain.” It’s true! When you push yourself to grow, you will experience discomfort.

Sonnet 500 Better a lion in sheep's skin, Than a sheep in lion's skin. Better a giant in a gentle vessel, Than germs in a fancy canteen. When not needed act mostly a sheep, But occasionally you gotta let the lion out. Be a disinfectant and sanitize the world, Not germs that make disease break out. All social sickness is caused by selfishness, And hypocrisy is what makes things worse. Wipe out all hypocrisy from your being's core, The world is a reflection of what's in our heart. I say again, lion on the inside, sheep on the out. When chihuahuas wreak havoc, let the dinosaur out.

Some people mistakenly refer to software defects as bugs. When called bugs, they seem like pesky things that should be swatted or even ignored. This trivializes a critical problem and fosters a wrong attitude. Thus, when an engineer says there are only a few bugs left in a program, the reaction is one of relief. *Supposed, however, that we called them time bombs instead of bugs.* Would you feel the same sense of relief if a programmer told you that he had thoroughly tested a program and there were only a few time bombs left in it? Just using a different term changes your attitude entirely.

Often these approaches reflect the inverse of the habits of effective people. In fact, my brother, John Covey, who is a master teacher, sometimes refers to them as the seven habits of ineffective people: Be reactive: doubt yourself and blame others. Work without any clear end in mind. Do the urgent thing first. Think win/lose. Seek first to be understood. If you can’t win, compromise. Fear change and put off improvement. Just as personal victories precede public victories when effective people progress along the maturity continuum, so also do private failures portend embarrassing public failures when ineffective people regress along an

What if evangelicals remembered women like Christine de Pizan and Dorothy L. Sayers? What if we remembered that women have always been leaders, teachers, and preachers, even in evangelical history? What if our seminaries used textbooks that included women? What if our Sunday school and Bible study curriculum correctly reflected Junia as an apostle, Priscilla as a coworker, and women like Hildegard of Bingen as preachers? What if we recognized women’s leadership the same way Paul did throughout his letters—even entrusting the Letter to the Romans to the deacon Phoebe? What if we listened to women in our evangelical churches the way Jesus listened to women?

Increasingly economic historians can draw analogies between the development of the present crisis and the period between the two world wars, as well as the crisis of a century ago, which was associated with the so-called great depression of 1873-1895. The latter crisis resulted in the rise of monopoly capitalism and imperialism, but also the end of Pax Britannica, as Britain began its decline from world leadership in the face of challenges from Germany and the United States. The present world crisis seems to be spelling the beginning of the end of Pax Americana and may hold untold other major readjustments in the international division of labor and world power in store for the future.

When it comes to assessment, the traditional model of assessment is assessment for learning. What people like to talk about now is that the twenty-first-century model is assessment of learning. But if assessment is merely the way we are able to determine how much learning has occurred, then the ultimate goal is assessment as learning, where assessment occurs in real time and is the process by which people reflect on their own thinking and diagnose how they’ve changed. There are schools that do this. There’s a remarkable school in New Hampshire that, for them, the thing that matters the most is that people who graduate from their school have seventeen specific habits of mind and work—everything from collaboration and leadership to curiosity and wonder. They’ve developed these really thoughtful behavioral rubrics that break down each of those habits by subskills.

They came from peasant backgrounds, had hated the Japanese colonization of Korea, and believed that the Americans and their proxies in Seoul were agents of the past, not enablers of the future; the Americans were now the allies of the Japanese, as well as the old Korean ruling class, and thus this was a continuation of the struggle that had forced them to leave their native soil years earlier. The leadership of the South Korean Army was in their minds a reflection of those Koreans who had fought alongside the Japanese, and in the upper-level ranks this was often true. The North Koreans troops had trained hard and were extremely well disciplined and motivated. They camouflaged themselves exceptionally well, stayed off the roads, and often moved over the harsh terrain by foot, as the Americans did not. Like the Chinese Communists who had trained them and with whom they had fought, they tended to avoid all-

There are ideologies of control lying behind the insistence on the need for instrumentally rational tools and techniques. In reflecting these ideologies, some believe that without the tools and techniques organizations would not be able to produce success; indeed, they would be ungovernable. Others believe that without the tools and techniques it would be impossible to improve the human condition or take action to sustain the planet. There is a very powerful belief that ‘we’ must be able to improve whole organizations intentionally. For some, these beliefs are impervious to reason, perhaps because it is too disappointing to accept the humbler realization that success and failure, sustainability and destruction, all emerge across populations through myriad local interactions and all anyone can do is participate as meaningfully and as influentially as possible, acting on practical judgment, in these local interactions.

Such invocations of fin-de-siècle manliness are so ubiquitous in the correspondence and memoranda of these years that it is difficult to localize their impact. Yet they surely reflect a very particular moment in the history of European masculinity. Historians of gender have suggested that around the last decades of the nineteenth and the first of the twentieth century, a relatively expansive form of patriarchal identity centred on the satisfaction of appetites (food, sex, commodities) made way for something slimmer, harder and more abstinent. At the same time, competition from subordinate and marginalized masculinities – proletarian and non-white, for example – accentuated the expression of ‘true masculinity’ within the elites. Among specifically military leadership groups, stamina, toughness, duty and unstinting service gradually displaced an older emphasis on elevated social origin, now perceived as effeminate.160 ‘To be masculine [. . .] as masculine as possible [. . .] is the true distinction in [men’s] eyes,’ wrote the Viennese feminist and freethinker Rosa Mayreder in 1905. ‘They are insensitive to the brutality of defeat or the sheer wrongness of an act if it only coincides with the traditional canon of masculinity.

As a key example, consider the role of women in the church. Some early Christian leaders saw women as intellectually and ethically inferior to men, and argued that women should be restricted to subordinate roles in society and in the Christian community. These views were reflected in texts like the First Epistle to Timothy. In one of its passages, this text, attributed to Saint Paul, says, “A woman should learn in quietness and full submission. I do not permit a woman to teach or to assume authority over a man; she must be quiet. For Adam was formed first, then Eve. And Adam was not the one deceived; it was the woman who was deceived and became a sinner. But women will be saved through childbearing—if they continue in faith, love and holiness with propriety” (2:11–15). But modern scholars as well as some ancient Christian leaders like Marcion have considered this letter a second-century forgery, ascribed to Saint Paul but actually written by someone else.[54] In opposition to 1 Timothy, during the second, third, and fourth centuries CE there were important Christian texts that saw women as equal to men, and even authorized women to occupy leadership roles, like the Gospel of Mary[55] or the Acts of Paul and Thecla. The latter text was written at about the same time as 1 Timothy, and for a time was extremely popular.[56] It narrates the adventures of Saint Paul and his female disciple Thecla, describing how Thecla not only performed numerous miracles but also baptized herself with her own hands and often

But as people become anxious to be accepted by the group, their personal values and behaviors are exchanged for more negative ones. We can too easily become more intense, abusive, fundamentalist, fanatical—behaviors strange to our former selves, born out of our intense need to belong. This may be one explanation for why the Internet, which gave us the possibility of self-organizing, is devolving into a medium of hate and persecution, where trolls6 claiming a certain identity go to great efforts to harass, threaten, and destroy those different from themselves. The Internet, as a fundamental means for self-organizing, can’t help but breed this type of negative, separatist behavior. Tweets and texts spawn instant reactions; back and forth exchanges of only a few words quickly degenerate into comments that push us apart. Listening, reflecting, exchanging ideas with respect—gone. But this is far less problematic than the way the Internet has intensified the language of threat and hate. People no longer hide behind anonymity as they spew hatred, abominations, and lurid death threats at people they don’t even know and those that they do. Trolls, who use social media to issue obscene threats and also organize others to deluge a person with hateful tweets and emails, are so great a problem for people who come into public view that some go off Twitter, change their physical appearance, or move in order to protect their children.7 Reporters admit that they refuse to publish about certain issues because they fear the blowback from trolls.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention, so they can review the business in a more holistic, long-term manner. Topics for reflection and discussion at a productive Quarterly Off-Site Review might include the following: Comprehensive Strategy Review: Executives should reassess their strategic direction, not every day as so many do, but three or four times a year. Industries change and new competitive threats emerge that call for different approaches. Reviewing strategies annually or semiannually is usually not often enough to stay current. Team Review: Executives should regularly assess themselves and their behaviors as a team, identifying trends or tendencies that may not be serving the organization. This often requires a change of scenery so that executives can interact with one another on a more personal level and remind themselves of their collective commitments to the team. Personnel Review: Three or four times a year, executives should talk, across departments, about the key employees within the organization. Every member of an executive team should know whom their peers view as their stars, as well as their poor performers. This allows executives to provide perspectives that might actually alter those perceptions based on different experiences and points of view. More important, it allows them to jointly manage and retain top performers, and work with poor performers similarly. Competitive and Industry Review: Information about competitors and industry trends bleeds into an organization little by little over time. It is useful for executives to step back and look at what is happening around them in a more comprehensive way so they can spot trends that individual nuggets of information might not make clear. Even the best executives can lose sight of the forest for the trees when inundated with daily responsibilities.

The belief that order must be intentionally generated and imposed upon society by institutional authorities continues to prevail. This centrally-directed model is premised upon what F.A. Hayek called “the fatal conceit,” namely, the proposition “that man is able to shape the world according to his wishes,”3 or what David Ehrenfeld labeled “the arrogance of humanism.”4That such practices have usually failed to produce their anticipated results has generally led not to a questioning of the model itself, but to the conclusion that failed policies have suffered only from inadequate leadership, or a lack of sufficient information, or a failure to better articulate rules. Once such deficiencies have been remedied, it has been supposed, new programs can be implemented which, reflective of this mechanistic outlook, will permit government officials to “fine tune” or “jump start” the economy, or “grow” jobs, or produce a “quick fix” for the ailing government school system. Even as modern society manifests its collapse in the form of violent crime, economic dislocation, seemingly endless warfare, inter-group hostilities, the decay of cities, a growing disaffection with institutions, and a general sense that nothing “works right” anymore, faith in the traditional model continues to drive the pyramidal systems. Most people still cling to the belief that there is something that can be done by political institutions to change such conditions: a new piece of legislation can be enacted, a judicial ruling can be ordered, or a new agency regulation can be promulgated. When a government-run program ends in disaster, the mechanistic mantra is invariably invoked: “we will find out what went wrong and fix it so that this doesn’t happen again.” That the traditional model itself, which is grounded in the state’s power to control the lives and property of individuals to desired ends, may be the principal contributor to such social disorder goes largely unexplored.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

If there was any politician in America who reflected the Cold War and what it did to the country, it was Richard Nixon—the man and the era were made for each other. The anger and resentment that were a critical part of his temperament were not unlike the tensions running through the nation as its new anxieties grew. He himself seized on the anti-Communist issue earlier and more tenaciously than any other centrist politician in the country. In fact that was why he had been put on the ticket in the first place. His first congressional race in 1946, against a pleasant liberal incumbent named Jerry Voorhis, was marked by red-baiting so savage that it took Voorhis completely by surprise. Upon getting elected, Nixon wasted no time in asking for membership in the House Un-American Activities Committee. He was the committee member who first spotted the contradictions in Hiss’s seemingly impeccable case; in later years he was inclined to think of the case as one of his greatest victories, in which he had challenged and defeated a man who was not what he seemed, and represented the hated Eastern establishment. His career, though, was riddled with contradictions. Like many of his conservative colleagues, he had few reservations about implying that some fellow Americans, including perhaps the highest officials in the opposition party, were loyal to a hostile foreign power and willing to betray their fellow citizens. Yet by the end of his career, he became the man who opened the door to normalized relations with China (perhaps, thought some critics, he was the only politician in America who could do that without being attacked by Richard Nixon), and he was a pal of both the Soviet and Chinese Communist leadership. If he later surprised many long-standing critics with his trips to Moscow and Peking, he had shown his genuine diplomatic skills much earlier in the way he balanced the demands of the warring factions within his own party. He never asked to be well liked or popular; he asked only to be accepted. There were many Republicans who hated him, particularly in California. Earl Warren feuded with him for years. Even Bill Knowland, the state’s senior senator and an old-fashioned reactionary, despised him. At the 1952 convention, Knowland had remained loyal to Warren despite Nixon’s attempts to help Eisenhower in the California delegation. When Knowland was asked to give a nominating speech for Nixon, he was not pleased: “I have to nominate the dirty son of a bitch,” he told friends. Nixon bridged the gap because his politics were never about ideology: They were the politics of self. Never popular with either wing, he managed to negotiate a delicate position acceptable to both. He did not bring warmth or friendship to the task; when he made attempts at these, he was, more often than not, stilted and artificial. Instead, he offered a stark choice: If you don’t like me, find someone who is closer to your position and who is also likely to win. If he tilted to either side, it was because that side seemed a little stronger at the moment or seemed to present a more formidable candidate with whom he had to deal. A classic example of this came early in 1960, when he told Barry Goldwater, the conservative Republican leader, that he would advocate a right-to-work plank at the convention; a few weeks later in a secret meeting with Nelson Rockefeller, the liberal Republican leader—then a more formidable national figure than Goldwater—Nixon not only reversed himself but agreed to call for its repeal under the Taft-Hartley act. “The man,” Goldwater noted of Nixon in his personal journal at the time, “is a two-fisted four-square liar.

You don’t like feeling powerless? Then change your definition of power. Do not fix unfixable problems. Do not devote yourself to things you cannot control. You cannot make this world respect you. You cannot make it dignify you. It will never bend to you. This world does not belong to door. She tied her long hair away from her face, meticulously turning on specific track lights and not others, perhaps to highlight the beauty of her Scandinavian-style furniture choices or the incomparable city view. Then she poured herself a glass of wine from a previously opened bottle, joining Reina on the sofa with an air of hospitably withheld dread. “I was born here in Tokyo,” Reina commented. “Not far from here, actually. There was a fire the day I was born. People died. My grandmother always thought it meant something that I was—” She broke off. “What I was.” “People often search for meaning where there is none,” said Aiya placidly. Perhaps in a tone of sympathy, though Reina wasn’t sure what to think anymore. “Just because you can see two points does not mean anything exists between them.” “In other words, fate is a lie we tell ourselves?” asked Reina drolly. Aiya shrugged. Despite the careful curation of her lighting, she looked tired. “We tell ourselves many stories. But I don’t think you came here just to tell me yours.” No. Reina did not know why she was there, not really. She had simply wanted to go home, and when she realized home was an English manor house, she had railed against the idea so hard it brought her here, to the place she’d once done everything in her power to escape. “I want,” Reina began slowly, “to do good. Not because I love the world, but because I hate it. And not because I can,” she added. “But because everyone else won’t.” Aiya sighed, perhaps with amusement. “The Society doesn’t promise you a better world, Reina. It doesn’t because it can’t.” “Why not? I was promised everything I could ever dream of. I was offered power, and yet I have never felt so powerless.” The words left her like a kick to the chest, a hard stomp. She hadn’t realized that was the problem until now, sitting with a woman who so clearly lived alone. Who had everything, and yet at the same time, Reina did not see anything in Aiya Sato’s museum of a life that she would covet for her own. Aiya sipped her wine quietly, in a way that made Reina feel sure that Aiya saw her as a child, a lost little lamb. She was too polite to ask her to leave, of course. That wasn’t the way of things and Reina ought to know it. Until then, Aiya would simply hold the thought in her head. “So,” Aiya said with an air of teacherly patience. “You are disappointed in the world. Why should the Society be any better? It is part of the same world.” “But I should be able to fix things. Change things.” “Why?” “Because I should.” Reina felt restless. “Because if the world cannot be fixed by me, then how can it be fixed at all?” “These sound like questions for the Forum,” Aiya said with a shrug. “If you want to spend your life banging down doors that will never open, try their tactics instead, see how it goes. See if the mob can learn to love you, Reina Mori, without consuming or destroying you first.” Another reflective sip. “The Society is no democracy. In fact, it chose you because you are selfish.” She looked demurely at Reina. “It promised you glory, not salvation. They never said you could save others. Only yourself.” “And that is power to you?” Aiya’s smile was so polite that Reina felt it like the edge of a weapon. “You don’t like feeling powerless? Then change your definition of power. Do not fix unfixable problems. Do not devote yourself to things you cannot control. You cannot make this world respect you. You cannot make it dignify you. It will never bend to you. This world does not belong to you, Reina Mori, you belong to it, and perhaps when it is ready for a revolution it will look to you for leadership.

Focus and discipline are essential tools for leaders in our own time. Attention spans are shrinking; many of us have trouble concentrating, listening well, and reflecting. Some of this difficulty is a result of nonstop connection to information and other people, and some is a function of trying to do several things at once.

institutions are human as well. They reflect the cumulative personalities of those within them, especially their leadership. They tend, unfortunately, to mirror less admirable human traits, developing and protecting self-interest and even ambition. Institutions almost never sacrifice. Since they live by rules, they lack spontaneity. They try to order chaos not in the way an artist or scientist does, through a defining vision that creates structure and discipline, but by closing off and isolating themselves from that which does not fit.

Sometimes you’ve got to take a step back and step up for yourself when managing everyone and everything else.

what I say about leadership: “You must be interested in finding the best way, not in having your own way.

Let go of your past, but learn from it. Live in the present - it's a gift. Create your future.

Leadership reflects an orientation to promote, direct, and manage social action. This orientation is grounded in a need for dominance and constructive power. The effective engagement of leadership processes follows from high self-confidence and from significant cognitive and social capabilities.

Organizational Excellence' would reflect the organization's ability to make sufficient commitment to clinch and apply progressive changes in the system through updating information with applied decision making, overhauling structural responsibilities from time to time, strengthen people’s management, learning/training systems, and periodical improvisation of work process ( work flow links). With the strapping leadership of the top management, strategical partnerships are resourcefully tapped and managed which in turn reverberate impressing a positive impact on their people, customers/clientele, clientele’s business, organization's business and in turn end up contributing to the infrastructure of the nation they serve with a broader impact made on the society at large.

I worry that our nation today suffers from a deficit of empathy, and this is especially true of many in positions of national leadership

A true leader never uses “ I “ to reflect the successes, they only use “I” to reflect the failures.

If you want to survive in the ministry, you must witness the rejection that Jesus experienced. You must reflect on His ministry. You must not allow the carnality in your own heart to entice you to find a way to be more successful in ministry than Jesus was.

Yet if our research and our teaching are to address the multifaceted challenges African Americans face, we must do the required contextual and interdisciplinary work, and we must remember that, by serving in leadership positions in the Society of Biblical Literature at any and all of its levels, we create the academic spaces we need for that work to flourish. (from "The Struggles: A Personal Reflection")

Leading from good to great requires discipline—disciplined people who engage in disciplined thought and who take disciplined action. To engage in disciplined action first requires disciplined thought, and disciplined thought requires people who have the discipline to create quiet time for reflection

46. The future is portfolios, not transcripts. (Page 117) 29. Homework helps school systems, not students. (Page 71) 16. Embrace all technologies. (Page 39) 11. Use microcosms as much as possible in learning programs. (Page 29) 24. Teaching is leadership. Most teaching is bad leadership. (Page 59) 39. Five subjects a day? Really? (Page 99) 15. If you care about learning, start with food.(Page 37) For parents of children in traditional schools: 12. Internships, apprenticeships, and interesting jobs beat term papers, textbooks, and tests. (Page 31) 13. Include meaningful work. (Page 33) 25. Expose more, teach less. (Page 61) 43. Minimize “the drop-off.” (Page 109) 44. Increase exposure to non–authority figure adults. (Page 111) 14. Create and use periods of reflection. (Page 35) 30. Every day, adults are role models of learning (whether or not they want to be). (Page 73)

It’s by reflecting that we edit our actions and design our lives. Those who do not reflect neither edit nor design—they simply respond.

Consider that the real purpose for lack is making places ready to be filled with love. Our attitude makes the lack seem negative, but lack is really for receiving. Choice is about filling these spaces with love or aspects of our lives that we love. We can fill lack with judgment, being a victim, remorse, or even anger, or we can fill lack with love. When we push against our sense of lack, it creates a focus that attracts more lack. We see that lack has its own perfection in the way we choose. Since we are beggars with our lack, why not beg for love. The challenge of a reflective reality is that we generally expect love to come from someone else. We miss the reality that filling up with love can arise within us and flow from our transcendence.

In her book Leaving Church, former parish priest and award-winning preacher Barbara Brown Taylor describes what it was like to feel her soul slipping away. She says: Many of the things1 that were happening inside of me seemed too shameful to talk about out loud. Laid low by what was happening at Grace-Calvary, I did not have the energy to put a positive spin on anything. . . . Beyond my luminous images of Sunday mornings I saw the committee meetings, the numbing routines, and the chronically difficult people who took up a large part of my time. Behind my heroic image of myself I saw my tiresome perfectionism, my resentment of those who did not try as hard as I did, and my huge appetite for approval. I saw the forgiving faces of my family, left behind every holiday for the last fifteen years, while I went to conduct services for other people and their families. Above all, I saw that my desire to draw as near to God as I could had backfired on me somehow. Drawn to care for hurt things, I had ended up with compassion fatigue. Drawn to a life of servanthood, I had ended up a service provider. Drawn to marry the Divine Presence, I had ended up estranged. . . . Like the bluebirds that sat on my windowsills, pecking at the reflections they saw in the glass, I could not reach the greenness for which my soul longed. For years I had believed that if I just kept at it, the glass would finally disappear. Now for the first time, I wondered if I had devoted myself to an illusion.

Chaordic is a term that Hock used publicly for the first time in 1993: a newly minted modifier, forged from the words “chaos” and “order.” This was Hock’s after-the-fact attempt to name an honest and self-effacing approach to leadership—tested over decades—that attempted to invite order in the midst of chaos without imposing, prescribing, or predicting what that order should look like. Chaos theory is familiar to anyone who has seen the science fiction classic Jurassic Park.

There are three basic steps that can be learned when it comes to learning self-awareness: reflection, understanding, adaption.

The people within your leadership are a direct reflection of you.

Leaders co-create their reality not just by reflection but by asking the right questions. In the creative process, a question is a quest. Answers are dead ends. An answer is a blind alley through which no further movement of the mind is possible. When leaders live in questions they are able to navigate the complex problems of life and arrive at simple yet profound solutions. Complexities of the life arise because of our normal thinking process is not able to grasp our reality. So we need creativity in thinking. Creativity is a discontinuity in our thinking process. Creativity comes with sustained questioning of our old assumptions about reality.

Can the sacredness of Christian gathering be the healing pool from which the forgotten half of humanity experiences the Living Water, is reminded they matter more than the marital places they dwell?

Reginald Hislop III's influence in the medical realm is evident through H2 Healthcare's contracts with significant organizations. His leadership has propelled the consulting practice into a national scope, offering crucial guidance in health policies, economics, and marketing research. This industry influence reflects his commitment to driving positive change on a broader scale.

Patryck Durham, hailing from Aurora, CO, is more than just an International Baccalaureate graduate; he's a dynamic individual. Achieving a 4.0 Honor Graduate Cord and excelling in activities like Varsity Lacrosse and DECA, Patryck is a team player with a good memory. His leadership in volunteer projects for Boy Scouts reflects his loyalty and sets the stage for success in the business world.

Whenever I attempt to understand the Pakistani military’s Inter-Services Intelligence and the civilian Intelligence Bureau, whose purpose is to collect crucial information on the security of the state, I am left with biting questions about their true roles in internal and external matters. It is a fact that such countries as India and Pakistan have always suffered from a lack of limits on the role of their intelligence agencies and respect for international law and human rights, including the privacy of individuals within the concept and context of global peace and fundamental freedoms. The ISI, driven by the Pakistan Armed Forces, ignores the supreme constitutional role and rule of a democratic head of state, under which even the Armed Forces themselves fall. This is not only a violation of the constitution but also a rejection of the civilian leadership. This can be interpreted as Pakistan is a country where the servant rules its leader and patron. It is this bitter reality that leads toward the collapse of all systems of society, which the Pakistani nation has faced since the first introduction of martial law by General Ayub Khan in 1958, and such conduct has continued to exist ever since, whether visibly or invisibly. One cannot ignore, avoid, or deny that Pakistan has maintained its physical independence for more than 7 decades. However, its real freedom as conceptualized upon the nation’s creation has been only a dream and abused by its so-called defenders and its power-mongers. Unfortunately, such figures control the ISI and lead it in the wrong direction, beyond the constitutional limits of its power. Consequently, the ISI plays the role of a gang that disrupts the stability of the main political parties and promotes tiny, unpopular parties to gain power for itself. There is thus no doubt that the ISI has failed in its responsibility to support constitutional rule and to secure and defend the state and its people. The failure of the democratic system in the country, directly or indirectly, reflects the harassment practiced by both intelligence agencies without proof or legal process, even interfering with other institutions. The consequences are the collapse of the justice system and the imposition of foreign policies that damage international relationships. The result is a lack of trust in these agencies and their isolation. In a civilized century, it is a tragedy that one dares not express one’s feelings that may abuse God, prophets, or sacred figures. But more than that, one cannot speak a word against the wrongdoing of a handful of army generals or ISI officials. In Pakistan, veteran journalists, top judges, and other key figures draw breath under the spying eyes of the ISI; even higher and minister-level personalities are the victims of such conduct. One has to live in such surroundings. Pakistan needs a major cleanup and reorganization of the present awkward role of the ISI for the sake of international relations, standards, and peace, including the privacy of individuals and respect for the notable figures of society, according to the law.

The most inspiring leaders are ones who find a clarity of meaning that transcends the tasks at hand. And that meaning emerges through reflection

A critical element of effective leadership is not to let the immediate take precedence over the important,” George says. “Today’s world puts too much emphasis on the immediate. That’s a perpetual danger for leaders.” George emphasizes that reflection is not only for introverts. “I’m a very active, extroverted person who likes to get a lot done,” he says. “In my thirties I was going strong, doing well in my career, with one child and another on the way.” But in those days his energy was spent before he came home each day. “I’d work until seven or eight each night, eat dinner, read a magazine, and then zone out.” Around that time, however, George began a daily meditation practice, specifically transcendental meditation. He says, “I don’t know how TM works, but it does. TM allows you to slow down, to reflect. As a relaxation process, and a process for introspection, it couldn’t be better.” The

My religious upbringing and practical studies of economics and unemployment in which I had been engaged at Oxford combined in one single thought: unemployment was not only a severe fault of government, but it was in some way evil, and an affront to the country it afflicted.

Leadership is developed by mastering the art of seeking new possibilities. It comes by mastering the art of questioning through reflective thinking.

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

the narratives that become hegemonic are those that reflect the world as seen from the vantage point of the rulers rather than the ruled typically” (2016). We’ll come back to this. Again from Stuart Hall: “First, hegemony is a very particular historically specific and temporary moment in the life of a society. It’s rare for this degree of unity to be achieved, enabling a society to set itself a quite new historical agenda under the leadership of a specific formation or constellation of social forces [with a critical part here]. Such periods of settlement are unlikely to persist forever.

the narratives that become hegemonic are those that reflect the world as seen from the vantage point of the rulers rather than the ruled typically” (2016). We’ll come back to this. Again from Stuart Hall: “First, hegemony is a very particular historically specific and temporary moment in the life of a society. It’s rare for this degree of unity to be achieved, enabling a society to set itself a quite new historical agenda under the leadership of a specific formation or constellation of social forces [with a critical part here]. Such periods of settlement are unlikely to persist forever.” There’s nothing automatic about them. They have to be actively constructed and positively maintained. Otherwise, such hegemonies risk falling apart. We can see this when we see schisms even within the ruling class,

Upon assuming this role, Sunstein learned a valuable lesson in group leadership: if he began a meeting by stating his own views, he discovered, the ensuing discussion was far less expansive and open than if he started out by saying, “What do you all think? This is a tough one.” As soon as a leader makes his preferences known, says Sunstein, many who work for him will choose to engage in “self-silencing” rather than rock the boat with a dissenting view. And, he notes, “some people are more likely to silence themselves than others”; these may include women and members of minority groups, as well as individuals with less status, less experience, or less education. Yet it’s just this range of voices that must be heard if the group mind is to exert its unique power. One solution, says Sunstein, is for leaders to silence themselves; the manager or administrator who adopts an “inquisitive and self-silencing” stance, he maintains, has the best chance of hearing more than his own views reflected back to him.

I was asked to do a lot of things by the Weather Underground leadership over the years and, toward the end, asked to do many things I didn’t even believe at the time were right, but I did them anyway. I let my friends talk me into doing them. Those acts mainly amounted to lying to people, rather than potentially injuring them. When I finally quit it was not just because I realized that the vision was unconnected to reality. Even then, as ever, I was acting more from emotion than ideology. Mostly I was angry at having been manipulated, and humiliated for allowing myself to be manipulated, and mortified at then manipulating others in turn. But no one ever asked me to carry out a bombing. Grown-up me wants to think that even if they had, as late in the process, say, as the moment when dressed in the bland costume of an office worker I had been handed the attaché case containing the ticking device, I would have hesitated, considered the implications, and declined to go through with it. But I was still a child during those years, who needed to tag along after the big boys, take their dare, win their approval. Yes, almost certainly, I would have done it.

If employees choose to follow obsolete protocols instead of doing what is needed in current circumstances, it reflects a lack of vision and an ailing leadership.

When Christians talk about leadership or ministry, we reflect on what God calls us to do, who God calls us to be, how God calls us to act and behave. Our identity and vocation are rooted in God first of all. Our identity and vocation have everything to do with how we relate and respond to this God. Both verses cited above move from metaphors about Christian believers to praise of God. And so it should be.

Activist theology seeks to be grounded in transformative leadership, which is a critical approach to leadership grounded in Freire’s fourfold call in 1970 for critical awareness of conscientization, followed by critical reflection, critical analysis, and finally activism or critical action against the injustices of which one has become aware.

Facing this horizon, it is our collective wisdom that will shape AI's impact, melding technology with the depth of human values to unlock a future where progress and ethics walk hand in hand. If we fail to guide this journey thoughtfully, we risk unleashing forces that diverge from our cherished principles. Thus, we stand at a pivotal moment, where our actions today will decide whether AI becomes a beacon of hope or a mirror reflecting our greatest challenges.

Embarking on your journey to becoming a Power Dresser involves self-reflection, learning, and growth.

As for the myth of the extended hand of peace, the documents show clearly an intransigent Israeli leadership that refused to open up negotiations over the future of post-Mandatory Palestine or consider the return of the people who had been expelled or fled. While Arab governments and Palestinian leaders were willing to participate in a new and more reasonable UN peace initiative in 1948, the Israelis assassinated the UN peace mediator, Count Bernadotte, and rejected the suggestion of the Palestine Conciliation Commission (PCC), a UN body, to reopen negotiations. This intransigent view would continue; Avi Shlaim has shown in The Iron Wall that, contrary to the myth that the Palestinians never missed an opportunity to miss peace, it was Israel that constantly rejected the peace offers that were on the table.

You should look for opportunities to turn your child into a social leader. Brownies, Girl Scouts, Boy Scouts, Indian Guides, National Outdoor Leadership Schools, church and synagogue youth groups, and almost any type of community service opportunities are extraordinarily helpful to popular children. These opportunities allow them to turn their attractive traits into concrete acts of generosity toward others. Good leaders show respect toward other people; good leaders use win-win strategies. It is not enough for children to be smart or to be able to reflect on moral problems. Children need to be put into situations where they can practice moral acts - and that is true of the socially gifted as it is of kids who veer toward the antisocial. We have to give our naturally popular children the moral guidance to make them into true leaders.

…Company culture values should reflect a clear, unified definition of the company’s standards.

DEVELOPING A SINGLE COMBAT MIND-SET I know I have said this before, but I will hammer this point home again: You must firmly believe in what you are doing and why you are doing it. It can be for your country, the organization, your team, or your buddy next to you. It can be that inner drive that says don’t quit and do your best. Whatever motivates you, you need to harness it and keep it strong in its place. Reflect on it as needed to keep your energies channeled for the time that will come for you to earn your keep. The stronger your belief, the stronger your mind-set. This resolve or strength will also help ensure your survival. With it, you will train harder and push farther than someone who does not have it. Use this strength to develop your own personal beast and then keep it in its place.

Steps to Owning the life flow: Mindfulness and Meditation Physical Activity Reflection and Gratitude Healthy Lifestyle Choices Being of Service and Social Support

Success in one area doesn’t always translate to success in another. - Leadership, Accountability, and the Cost of Anger: A Reflection on What Truly Defines Progress (Medium Story)

Leadership is not just about charisma or the ability to make persuasive (or ludicrous) speeches. It’s about character, experience, and skill—three pillars that form the foundation of someone truly capable of guiding others. - Leadership, Accountability, and the Cost of Anger: A Reflection on What Truly Defines Progress (Medium Story)

A leader who can see beyond their own interests, who has walked in the shoes of others, and who can anticipate the broader impact of their decisions is one who will serve with integrity, vision, and compassion. - Leadership, Accountability, and the Cost of Anger: A Reflection on What Truly Defines Progress (Medium Story)

For me, both empathy and understanding are critical. A leader who can anticipate the broader impact of their decisions is one who will serve with integrity, vision, and compassion. - Leadership, Accountability, and the Cost of Anger: A Reflection on What Truly Defines Progress (Medium Story)

spend too much time looking in the rear-view mirror, reflecting on what has recently happened,

During mornings in front of the bird feeder, Tim eventually distilled his reflections down to a statement of “Team Expectations,” which he calls “the Three Cs—Character, Classroom, and Competitor.” “It’s a statement of principles, not rules. It’s an aspirational tool, not a corrective tool. It’s meant to create a culture. You need to share your vision as a leader, and get your people engaged in it.” The order of Tim’s Cs reflects his priorities as a leader. “Character” includes things like “treat everyone with respect,” “set good examples for others,” and “do what you say you will do.” “Classroom” includes “attend all classes” and “communicate with your

Some believed and some were committed. There’s a big difference. The large gap that separates the two is called action. Committed means your life reflects your beliefs and I was committed.

believe the measure of a man’s work will reflect in the way he competes. Effort is the master informant to all who watch. It offers clarity to the viewer. The rate at which a person works is a window into the soul of what he values as priceless in his life. Both the professional eye and the novice sees the clear connection between effort and the workload that occurs when few are watching.

As understood in Tibet, the king’s particular function is to join heaven and earth. Heaven refers to the sphere of spiritual truth and reality, includ­ing the world of unseen beings as well as the realm of ultimate reality itself. Earth is the realm of practicality. The king, then, is supposed to provide the connecting link, bringing spiritual reality down and making it real in this world. He is to rule over human society in such a way that it reflects and respects “the ways things are” in the largest sense. Tibetans say that their first kings originated in the mists of prehistory. Originally, these rulers were sacred beings who came from heaven and returned there at the end of their lives.

Adaptive leadership involves learning from failures and turning them into Opportunities for growth. Leaders who integrates reflection and learning into their leadership style are better equipped to navigate future challenges. They foster a culture of continuous improvement, where both successes and failures are valued as learning experiences.

Careful attention to thinking is what first sets the leader apart. We introduced this idea in the chapter on convictional intelligence, but here we want to take it a step farther. The fact is that most human beings evidently do not like to think. At the very least, most seem quite satisfied never to think in a concerted, critical, and careful way. Such leaders never think strategically, consistently, or critically. They go from thought to thought without reflection, analysis, or questioning their own decisions. They operate at the basic level of thinking, and they think about the things that interest them, but they are not seriously interested in the process and quality of thought.

Pragmatically, there is an evident need for the continuation of many of the functions of the original apostles. This would include church planting, laying good foundations in churches, continuing to oversee those churches, appointing the leaders, giving ongoing fatherly care to leaders, and handling difficult questions that may arise from those churches. There are really only three ways for churches to carry out these functions: 1. Each church is free to act totally independently and to seek God’s mind for its own government and pastoral wisdom, without any help from outside, unless the church may choose to seek it at any particular time. When we started the church which I am still a part of, for example, we were so concerned to be ‘independent’ that we would not even join the Fellowship of Independent Evangelical Churches, although we adopted their trust deed and constitution because that would prevent us being purely independent. We were at that time very proud of our ‘independence’! 2. Churches operate under some sort of structured and formal oversight, as in many denominations today, where local church leaders are appointed by and accountable to regional leadership, whether ‘bishops’, ‘superintendents’ or ‘overseers’. It is hard to justify this model from the pages of the New Testament, though we recognize that it developed very early in church history. Even the word episkopos, translated ‘bishop’ or ‘overseer’, which came to be used of those having wider authority and oversight over other leaders and churches, was used in the New Testament as a synonym for the local leaders or elders of a particular church. The three main forms of church government current in the institutional church are Episcopalianism (government by bishops), Presbyterianism (government by local elders) and Congregationalism (government by the church meeting). Each of these is only a partial reflection of the New Testament. Commenting on these forms of government without apostolic ministry, Phil Greenslade says, ‘We assert as our starting point what the other three viewpoints deny: that the apostolic role is as valid and vital today as ever before. This is to agree with the German charismatic theologian, Arnold Bittlinger, when he says “the New Testament nowhere suggests that the apostolic ministry was intended only for first-century Christians”.’39 3. We aim to imitate the New Testament practice of travelling ministries of apostles and prophets, with apostles having their own spheres of responsibility as a result of having planted and laid the foundations in the churches they oversee. Such ministries continue the connection with local churches as a result of fatherly relationships and not denominational election or appointment, recognizing that there will need to be new charismatically gifted and friendship-based relationships continuing into later generations. This is the model that the ‘New Apostolic Reformation’ (to use Peter Wagner’s phrase) is attempting to follow. Though mistakes have been made, including some quite serious ones involving controlling authority, and though those of us involved are still seeking to find our way with the Holy Spirit’s help, it seems to reflect more accurately the New Testament pattern and a present-day outworking of scriptures such as 1 Corinthians 12 and Ephesians 4. ‘Is the building finished? Is the Bride ready? Is the Body full-grown, are the saints completely equipped? Has the church attained its ordained unity and maturity? Only if the answer to these questions is “yes” can we dispense with apostolic ministry. But as long as the church is still growing up into Christ, who is its head, this ministry is needed. If the church of Jesus Christ is to grow faster than the twentieth century population explosion, which I assume to be God’s intention, then we will need to produce, recognize and use Pauline apostles.’40

Will the leader reflect the ugliness of egotism or the transfigured glory of Christ the Lord?

A chosen leader is just the reflection of what the collective mind (or "silent majority") truly think and feel.

As to behavior, the leader must be respectable. A well-ordered life is the fruit of a well-ordered mind. The life of the leader should reflect the beauty and orderliness of God.

Strategize yearly, plan quarterly, examine monthly, reflect weekly, act daily, and live #intentionally.