Relational Leadership Quotes

Leaders must be close enough to relate to others, but far enough ahead to motivate them.

Relational skills are the most important abilities in leadership.

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

Building a team is a huge task. This task can’t be delegated to someone else. You’re the leader of your business and you have to behave like a leader for your employees.

If people are not making mistakes, they are not trying new things. If they are making the same mistake twice, they are not learning new things!

Leadership is about empathy. It is about having the ability to relate and to connect with people for the purpose of inspiring and empowering their lives.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Reach out and help others. If you have the power to make someone happy, do it. Be a vessel, be the change, be the difference, or be the inspiration. Shine your light as an example. The world needs more of that.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

To leaders, one trusted friend is better than ten well known betrayers

In Ojibwe and Cree culture, leadership didn't mean power; it meant caring.

First, when we are busy, we naturally believe that we are achieving. But busyness does not equal productivity. Activity is not necessarily accomplishment. Second, prioritizing requires leaders to continually think ahead, to know what's important, to know what's next, to see how everything relates to the overall vision. That's hard work. Third, prioritizing causes us to do things that are at the least uncomfortable and sometimes downright painful.

Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

True Relations never break and relation which breaks were never true

If you don't appreciate your customers, someone else will.

The best way to predict future is to create it." Abraham Lincoln

With a deep sigh, Lucius resumed pacing. "Honestly, I can't stand this going around anymore. The story is quite simple. You, Antanasia, are the last of a long line of powerful vampires. The Dragomirs. Vampire royalty." Now that made me laugh, a squeaky, kind of hysterical laugh. "Vampire royalty. Right." Yes. Royalty. And that is the last part of the story, which your parents still seem reluctant to relate." Lucius leaned over the table across from me, bracing his arms, staring me down. "You are a vampire princess—the heir to the Dragomir leadership. I am a vampire prince. The heir to an equally powerful clan, the Vladescus. More powerful, I would say, but that's not the point. We were pledged to each other in an engagement ceremony shortly after our births.

Let your light shine as an inspiration to humanity and BE THE REASON someone believes in the goodness of people.

The leaders and followers of the Harlem Renaissance were every bit as intent on using Black culture to help make the United States a more functional democracy as they were on employing Black culture to 'vindicate' Black people.

The 10 ever greatest misplacements in life: 1. Leadership without character. 2. Followership without servant-being. 3. Brotherhood without integrity. 4. Affluence without wisdom. 5. Authority without conscience. 6. Relationship without faithfullness. 7. Festivals without peace. 8. Repeated failure without change. 9. Good wealth without good health. 10. Love without a lover.

Urging an organization to be inclusive is not an attack. It's progress.

Stress is essential to leadership. Living with stress, knowing how to handle pressure, is necessary for survival. It is related to man's ability to wrest control of his own destiny from the circumstances that surround him or, if you like, to prevail over technology.

You only ever have three things: 1) your self, wellbeing and mindset 2) Your life network, resources and resourcefulness 3) Your reputation and goodwill. Treasure and tend the first. Value, support and build the second. And mindfully, wisely ensure that the third (your life current and savings account) is always in credit.

Your relationships will either empower you to overcome obstacles, or put fears in you so you can run away from them.

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

Certainly, a clear line must be preserved by strict discipline, and on the other hand the men must know that everything is done for them that hard times permit. On the top of that it follows that, among real men, what counts is deeds, not words; and then it comes of itself, when such are the relations between men and their leaders, that instead of opposition there is harmony between them. The leader is merely a clearer expression of the common will and an example of life and death. And there is no science in all this. It is a practical quality, the simple manly commonsense that is native to a sound and vigorous race.

What’s the key to relating to others? It’s putting yourself in someone else’s place instead of putting them in their place.

Reputation is an outcome; but it is also a valuable, strategic asset.

For individuals and organizations alike, a reputation is far easier to destroy than it is to build.

Leader follows his ideology, Leader does not follow his relatives and friends

To respect the worth of others relative to oneself is to be humble.

When the qualities that now confer leadership have become universal, there will no longer be leaders and followers, and democracy will have been realized at last.

Leaders create and maintain good interpersonal relationships with people they meet and work with. People who lead better relate better.

Whether we are considering a toothache, a tumor, a relational bind, a technical problem, crime, or the economy, most individuals and most social systems, irrespective of their culture, gender, or ethnic background, will “naturally” choose or revert to chronic conditions of bearable pain rather than face the temporarily more intense anguish of acute conditions that are the gateway to becoming free.

To me an unnecessary action, or shot, or casualty, was not only waste but sin. I was unable to take the professional view that all successful actions were gains. Our rebels were not materials, like soldiers, but friends of ours, trusting our leadership. We were not in command nationally, but by invitation; and our men were volunteers, individuals, local men, relatives, so that a death was a personal sorrow to many in the army. Even from the purely military point of view the assault seemed to me a blunder.

Michael needed to shift his perspective on leadership. “It’s all about being present and taking responsibility for how you relate to yourself and others,” says George. “And that means being willing to adjust so that you can meet people where they are. Instead of expecting them to be somewhere else and getting angry and trying to will them to that place, you try to meet them where they are and lead them where you want them to go.

Christianity has lost its place at the center of American life. Christians must learn how to live the gospel as a distinct people who no longer occupy the center of society. We must learn to build relational bridges that win a hearing.”7

How does one undermine the framework of racial reasoning? By dismantling each pillar slowly and systematically. The fundamental aim of this undermining and dismantling is to replace racial reasoning with moral reasoning, to understand the black freedom struggle not as an affair of skin pigmentation and racial phenotype but rather as a matter of ethical principles and wise politics, and to combat the black nationalist attempt to subordinate the issues and interests of black women by linking mature black self-love and self-respect to egalitarian relations within and outside black communities. The failure of nerve of black leadership is its refusal to undermine and dismantle the framework of racial reasoning.

So, what comes next for leadership? Absolute Honesty, fairness and justice – we are dealing with people. Those of us who have had the good fortune of commanding hundreds and thousands of men know this. No man likes to be punished, and yet a man will accept punishment stoically if he knows that the punishment meted out to him will be identical to the punishment meted out to another person who has some Godfather somewhere. This is very, very important. No man likes to be superceded, and yet men will accept supercession if they know that they are being superceded, under the rules, by somebody who is better then they are but not just somebody who happens to be related to the Commandant of the staff college or to a Cabinet Minister or by the Field Marshal’s wife’s current boyfriend. This is extremely important, Ladies and Gentlemen.

One day in my pharmacology class, we were discussing the possibility of legalizing marijuana. The class was pretty evenly divided between those that advocated legalizing marijuana and those that did not. The professor said he wanted to hear from a few people on both sides of the argument. A couple students had the opportunity to stand in front of the class and present their arguments. One student got up and spoke about how any kind of marijuana use was morally wrong and how nobody in the class could give him any example of someone who needed marijuana. A small girl in the back of the classroom raised her hand and said that she didn’t want to get up, but just wanted to comment that there are SOME situations in which people might need marijuana. The same boy from before spoke up and said that she needed to back up her statements and that he still stood by the fact that there wasn’t anyone who truly needed marijuana. The same girl in the back of the classroom slowly stood up. As she raised her head to look at the boy, I could physically see her calling on every drop of confidence in her body. She told us that her husband had cancer. She started to tear up, as she related how he couldn’t take any of the painkillers to deal with the radiation and chemotherapy treatments. His body was allergic and would have violent reactions to them. She told us how he had finally given in and tried marijuana. Not only did it help him to feel better, but it allowed him to have enough of an appetite to get the nutrients he so desperately needed. She started to sob as she told us that for the past month she had to meet with drug dealers to buy her husband the only medicine that would take the pain away. She struggled every day because according to society, she was a criminal, but she was willing to do anything she could to help her sick husband. Sobbing uncontrollably now, she ran out of the classroom. The whole classroom sat there in silence for a few minutes. Eventually, my professor asked, “Is there anyone that thinks this girl is doing something wrong?” Not one person raised their hand.

We have made mistakes. We haven’t always used our power wisely. We have abused it sometimes and we’ve been arrogant. But, as often as not, we recognized those wrongs, debated them openly, and tried to do better. And the good we have done for humanity surpasses the damage caused by our errors. We have sought to make the world more stable and secure, not just our own society. We have advanced norms and rules of international relations that have benefited all. We have stood up to tyrants for mistreating their people even when they didn’t threaten us, not always, but often. We don’t steal other people’s wealth. We don’t take their land. We don’t build walls to freedom and opportunity. We tear them down. To fear the world we have organized and led for three-quarters of a century, to abandon the ideals we have advanced around the globe, to refuse the obligations of international leadership for the sake of some half-baked, spurious nationalism cooked up by people who would rather find scapegoats than solve problems is unpatriotic. American nationalism isn’t the same as in other countries. It isn’t nativist or imperial or xenophobic, or it shouldn’t be. Those attachments belong with other tired dogmas that Americans consigned to the ash heap of history. We live in a land made from ideals, not blood and soil. We are custodians of those ideals at home, and their champion abroad.

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.

The collision between privacy and public safety in the encryption context touches on not just privacy and public safety but also issues of technology, law, economics, philosophy, innovation, and international relations, and probably other interests and values.

In America, the materio-economic conditions relate to a societal, multi-group existence in a way never before know in world history. American Negro nationalism can never create its own values, find its revolutionary significance, define its political and economic goals, until Negro intellectuals take up the cudgels against the cultural imperialism practiced in all of its manifold ramifications on the Negro within American culture. But this kind of revolution would have to be predicated on the recognition that the cultural and artistic originality of the American nation is founded, historically, on the ingredients of a black aesthetic and artistic base.

In accordance with the prevailing conceptions in the U.S., there is no infringement on democracy if a few corporations control the information system: in fact, that is the essence of democracy. In the Annals of the American Academy of Political and Social Science, the leading figure of the public relations industry, Edward Bernays, explains that “the very essence of the democratic process” is “the freedom to persuade and suggest,” what he calls “the engineering of consent.” “A leader,” he continues, “frequently cannot wait for the people to arrive at even general understanding … Democratic leaders must play their part in … engineering … consent to socially constructive goals and values,” applying “scientific principles and tried practices to the task of getting people to support ideas and programs”; and although it remains unsaid, it is evident enough that those who control resources will be in a position to judge what is “socially constructive,” to engineer consent through the media, and to implement policy through the mechanisms of the state. If the freedom to persuade happens to be concentrated in a few hands, we must recognize that such is the nature of a free society.

Prioritizing requires leaders to continually think ahead, to know what's important, to know what's next, to see how everything relates to the overall vision.

Interestingly, one of the most important times to listen well is when you disagree with the message, especially as it relates to how we affect others.

The person who lives securely in the knowledge of the love of God will be a person whose influence is sought, whose leadership produces fruit.

Success is relative. We shouldn't compare the financial success between a person born into riches and the one born into abject poverty.

Relational depth often emerges from intentional dialog

As the state of mind, as the efficiency. Time is only a relative factor

Be a generous listener to be a generous contributor. We often listen to respond instead of listening to relate.

Successful people have three related abilities in great abundance – the ability to work hard, the desire to do it, and the commitment to follow through on it.

Respect is not an obligation nor a favour, it takes a bigger person to give or show some whether it is returned or not.

Be MORE guest-centric than customer-centric. People treat their guests better than customers. Think relational over Revenue

The essence of our industry is to be able to present something to somebody in the most concise form and in the quickest way possible.

Our instruments of communication have changed, our ways of communication have changed, and, most important, the ownership of media has changed—because now we all own media.

Ideal humane leadership begins with a real demonstration of love, continues relating with acceptance of fellow humankind and consciously follows that through with every opportunity.

Different social media networks are used for different communication to the extent that the written word still prevails over visuals. However, in the future, it will be other way around.

Keep note of the times when they give up things, and when they are excited for someone else’s success. Sundar notes that “sometimes decisions come up and people have to give up things. I overindex on those signals when people give something up.* And also when someone is excited because something else is working well in the company. It isn’t related to them, but they are excited. I watch for that. Like when you see a player on the bench cheering for someone else on the team, like Steph Curry jumping up and down when Kevin Durant hits a big shot. You can’t fake that.

It is relatively easy to point fingers at political figures whose leadership tactics resulted in diminished optimism and increased despair during a time when millions of souls were starving for the exact opposite. It is not so easy to ask how one may have contributed to the creation and maintenance of the culture of disregard and discord which helped spawn the tragedy in the first place.

There is a theory about human behavior called the 10-80-10 principle. I speak of it often when I talk to corporate groups or business leaders. It is the best strategy I know for getting the most out of your team. Think of your team or your organization as a big circle. At the very center of it, the nucleus, are the top 10 percenters, people who give all they've got all the time, who are the essence of self-discipline, self-respect, and the relentless persuit of improvement. They are the elite- the most powerful component of any organization. They are the people I love to coach. Outside the nucleus are the 80 percenters. They are the majority- people who go to work, do a good job, and are relatively reliable. The 80 percenters are for the most part trustworthy and dutiful, but they simply don't have the drive and the unbending will that the nucleus guys do. They just don't burn as hot. The final 10 percenters are uninterested or defiant. They are on the periphery, mostly just coasting through life, not caring about reaching their potential or honoring the gifts they've been given. They are coach killers. The leadership challenge is to move as many of the 80 percenters into the nucleus as you can.

the PAP’s first nine years in power, Lee set aside nearly one-third of Singapore’s budget for education – an astonishing proportion in relation to neighboring countries, or indeed any country in the world.[59]

The hands-off manager is a different kind of visionary. The hands-off manager's vision is not a vision for what the company will be in 10 years. It’s a vision that sees into the potential of his people right here and now. Your success as a hands-off manager will be directly related to your ever-increasing ability to see more in your people than they’re seeing in themselves. The next step is inviting them to your vision of them.

If we’re not ready for leadership or don’t want to be the leader, then we need to focus on our followership skills that relate to a bad leader or select another leader that we think would do a better job than we would.

The Communist Party leadership likes SOEs because they can implement its policies. The Party members who run them can be ordered to carry out Party policies. But many bosses like running SOEs because they provide plenty of opportunities for personal enrichment. Setting up a subsidiary company and appointing oneself to the board is an easy way to make money. Another is to set up a private company owned by a friend or relative and either sell its assets at cheap prices or award it lucrative contracts.

There were at least three major contributing factors to this alienation: the relative political autonomy of provincial and city chiefs, the hubris China experienced after the 2008–2009 global financial crisis, and the relatively weak central leadership in the 2000s.

For Antony it was a moment of pure loss. If 'England' had meant anything it had meant the ideal of a relation between natural leaders and followers, duties increasing with privileges. Now they doubted themselves, they abdicated-they were still honest enough for that-because they knew they were inadequate to the situation. The younger, more insolent ones might go on trying, but they'd fail. They could no longer control the huge masses, those terrifying, almost mechanical masses who were one huge smoulder of resentment. The ideal of the gentleman was as dead as the reality.

While leadership is important, just as important is how leadership is communicated. On the one hand, you can command good performance from someone in exchange for not firing them. On the other hand, you might be able to ignite the desire in a person to perform well by tuning in to their state of mind.

America feels itself to be humanity in miniature. When in this crucial time the international leadership passes to America, the great reason for hope is that this country has a national experience of uniting racial and cultural diversities and a national theory, if not a consistent practice, of freedom and equality for all. What America is constantly reaching for is democracy at home and abroad. The main trend in its history is the gradual realization of the American Creed. In this sense the Negro problem is not only America's greatest failure but also America's incomparably great opportunity for the future.

His special gift was the ability to see the essence of a worthwhile suggestion and to relate it to what was already in existence or planned. Then he would encourage and shape the new project, repeatedly redesigning the curriculum so that a new department or course could have a comfortable place in which to grow and offer it benefits.

Our desires, dreams and hopes, open portals. These portals manifest in our conscience and five senses, in the form of decisions related to the material world but also opportunities. Now, at the exact same time, or maybe even slightly before in time, we get the exact opposite, the temptation, the illusion and deception. And when we are about to make a decision, as if by magic, the two things come stronger to us, as if pushing us into a duality that makes it hard to decide. Now, this brings me to another super interesting fact: Most people assume that they have freewill, and that choices are hard to be made, and that life is full of dualities. And I've learned that this is just a great deception related to our planet, which, as human beings, we must transcend. And what I'm really saying here is that the duality and the freewill don't exist. There's only one choice to be made, the one that bring us upwards. Self-destruction is not a choice. And yet, every duality presents exactly that, and not really a choice.

Communist agitators have done everything in their power to fan the flame of artificial class-consciousness in the minds of the workers, but the basic struggle between labor and capital has not been to overthrow capitalism but to get the workers a more equitable share of the fruits of capitalism. For example, during the past twenty years labor has attained a higher status in the United States than ever before. The Communists tried to seize leadership in this reform trend, but the more the workers earned the more independent they became—not only by asserting their rights in relation to their employers but also in discharging the Communist agitators from labor union leadership.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

Experts say that the nervous system needs to be reprogrammed to allow for greater happiness, fulfillment, and relational connectedness. The good news is that the nervous system is highly receptive to new programming. In fact, it is somewhat capable of reprogramming itself if we provide support. To create the space and allow the nervous system to develop this new capacity, we encourage leaders to integrate just after they experience a new high. For example, you close the deal you never thought you’d be able to close; you get the promotion you’ve always wanted; you have a great weekend away with your partner and experience a new level of closeness. At these moments, we suggest leaders integrate by doing things that are grounding, ordinary, mindless, soothing, mundane, and/or repetitive. This could be going for a walk, mowing the lawn, sweeping the floor, washing the car, making a meal, flipping through a favorite hobby magazine, or taking a little longer shower. This allows for the gentle raising of old Upper Limits (the reprogramming of the nervous system), without forcefully blowing past them in a way that actually causes a big crash.

Sonnet of Human Resources There is no blue collar, no white collar, just honor. And honor is defined by character not collar. There is no CEO, no janitor, just people. Person's worth lies, not in background, but behavior. Designation is reference to expertise, not existence. Respect is earned through rightful action, not label. Designation without humanity is resignation of humanity, For all labels without love cause nothing but trouble. The term human resources is a violation of human rights. For it designates people as possession of a company. Computers are resources, staplers are resources, but people, Aren't resources, but the soul of all company and society. I'm not saying, you oughta rephrase it all in a civilized way. But at the very least, it's high time with hierarchy we do away.

Have you ever stopped to ponder how Jesus lived his first thirty years without drawing any attention to his divine nature? I don’t know about you, but if I knew I was going to change the course of history, I’m sure it would have slipped out on occasion. I doubt I could have just lived a normal life. But Jesus did. He lived among people for three decades, developing the relational respect and trust of people in his community.

I was unable to take the professional view that all successful actions were gains. Our rebels were not materials, like soldiers, but friends of ours, trusting our leadership. We were not in command nationally, but by invitation; and our men were volunteers, individuals, local men, relatives, so that a death was a personal sorrow to many in the army. Even from a purely military point of view the assault seemed to me a blunder.

The cause of this state of affair is undoubtedly complex. In my Truth, Beauty, and Goodness Reframed (2011), I argue that the challenge to truth comes from three complementary sources: (l) increased knowledge about the wide range of cultures around the globe, many of which hold apparently incompatible views about the world; (2) the postmodern critique of such traditional notions as truth, according to which claims to truth are seen as simple assertions of power; and (3) the human tendency, particularly during adolescence and early adulthood, to adopt relativistic stances (“you’ve got the right to your opinion, just like I have the right to my opinion”). Whatever the relative contributions of these and other factors, it seems clear that leadership becomes more difficult when everyone’s story is considered equally valid, independent of corroborating evidence.

I am a congenital optimist about America, but I worry that American democracy is exhibiting fatal symptoms. DC has become an acronym for Dysfunctional Capital: a swamp in which partisanship has grown poisonous, relations between the White House and Congress have paralyzed basic functions like budgets and foreign agreements, and public trust in government has all but disappeared. These symptoms are rooted in the decline of a public ethic, legalized and institutionalized corruption, a poorly educated and attention-deficit-driven electorate, and a 'gotcha' press - all exacerbated by digital devices and platforms that reward sensationalism and degrade deliberation. Without stronger and more determined leadership from the president and a recovery of a sense of civic responsibility among the governing class, the United States may follow Europe down the road of decline.

You’ve probably also noted the impacts of virtual distraction on your own and others’ behaviors: memory loss, inability to concentrate, being asked to repeat what you just said, miscommunication the norm, getting lost online and wasting time you don’t have, withdrawing from the real world. The list of what’s being lost is a description of our best human capacities—memory, meaning, relating, thinking, learning, caring. There is no denying the damage that’s been done to humans as technology took over—our own Progress Trap. The impact on children’s behavior is of greatest concern for its present and future implications. Dr. Nicolas Kardaras, a highly skilled physician in rehabilitation, is author of Glow Kids: How Screen Addiction Is Hijacking Our Kids—and How to Break the Trance. He describes our children’s behavior in ways that I notice in my younger grandchildren: “We see the aggressive temper tantrums when the devices are taken away and the wandering attention spans when children are not perpetually stimulated by their hyper-arousing devices. Worse, we see children who become bored, apathetic, uninteresting and uninterested when not plugged in.”17 These very disturbing behaviors are not just emotional childish reactions. Our children are behaving as addicts deprived of their drug. Brain imaging studies show that technology stimulates brains just like cocaine does.

In the absence of moral leadership, there are just too many competing stories. For every call to become an activist for racial justice, there is a well-rehearsed message that says that activists are pushing too hard. For every chance to speak up against the casual racism White people so often hear from other White folks, there is a countervailing pressure not to rock the boat. If you want to believe that White people are the real victims in race relations and that the stereotypes of people of color as criminal and lazy are common sense rather than White supremacy tropes, there is a glide path to take you there. And when your life trajectory has taught you that the system works pretty ok if you do the right things, then its easy to wonder why whole groups of people can’t seem to do better for themselves. Whichever story you choose to believe, nobody wants to be the villain. So there is an available set of justifications as to why your view is morally right.

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.

When equal sacrifices are required, equal rights must be given likewise. This has been such commonplace of thought for a hundred and twenty years that one is ashamed to find it still in need of emphasis. I any case, if this principle is applied in an army, and the great saying about the Marshal’s baton that every recruit carries in his knapsack is not an mere empty phrase, everybody feels that he is in his place, whether he is born to command or to obey. If I give any offence by this, I may add that this would be an army composed entirely of Fahnenjunker. Democratic sentiments? I hate democracy as I do the plague – besides, the democratic ideal of an army would be one consisting entirely, not of Fahnenjunker, but of officers with lax discipline and great personal liberty. For my taste, on the contrary, and for that of young Germans in general to-day, an army could not be too iron, too dictatorial, ad too absolute – but if it is to be so, then there must be a system of promotion that is not sheltered behind any sort of privilege, but opened up to the keenest competition. If we are to come to grief in this war it can only be from moral causes; for materially, whatever any one may say, we are strong enough. And the decisive factor will be the defects of leadership; or to express it more accurately, the relation in which officers and men stand to each other. It would not be for the first time in our experience, and it would be another proof that peoples too (for it is on the shoulders of the whole people, not jsut the ruling class) always repeat the same mistakes just as individuals do. The battle of Jena is an instance. This defeat should not be regarded as a great disaster, but as a just and well-deserved warning of the fate to cut loose from an impossible state of affairs; for in that battle a new principle of leadership encountered and overthrew an antiquated one. Every war that is lost is lost deservedly. One must always bear that in mind if one wishes to be the winner.

In the democratic, egalitarian spirit of our day, we hold in suspicion positions of social authority, yet we submit to the power of peers. Social anxiety, peer group pressure, and competition all dictate our lives. Many are more afraid of offending their friends than they are of offending figures of authority. We have moved from a culture based upon hierarchy to a peerarchy. Ironically we flee from relational distinctions and boundaries, yet without these traditions and boundaries we become mired in codependency.

Healthy and nutritious foods are less likely to be available in predominantly black neighbor's, while candy bars, and alcohol, and low-cost fast food are more likely to be in abundance. Consistently studies have shown that these factors are related to race, independent of income. All of this puts Black communities at higher risk of developing more severe COVID 19. So do more densely packed neighborhoods with less green space, more poorly ventilated living arrangements, and more frequent use of public transportation.

Everything significant starts with relationship. At the end of the day, your faith, your family, your work, and your leadership are all based on who you relate to and how you relate. Your life is motivated by love for others, being part of a family, a desire for intimacy and vulnerability, choosing to work on a great team, and creating a product or service that helps others. We are happiest when we know our lives revolve around people. Conversely, we are not ourselves, not our best selves, when we are isolated and alone.

Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

None of this is simply a matter of “ethics.” Ethics involves fulfilling legal responsibilities, avoiding obvious conflicts of interest, and behaving in an aboveboard manner. As now routinely taught in graduate schools of business and as required for obtaining many professional licenses, ethics is about how to avoid legal troubles or public relations disasters. Leadership as trusteeship extends way beyond ethics. It goes to the heart of the job. It requires a different way of thinking about the central obligation of leading any institution.

I find it difficult to say whether the leadership's 'second echelon' could have preserved the German Democratic Republic. Helmut Kohl later told me he had never believed that Egon Krenz was capable of getting the situation under control. I do not know — we are all wiser after the event, as the saying goes. For my part, I must admit I briefly had a faint hope that the new leaders would be able to change the course of events by establishing a new type of relations between the two German states — based on radical domestic reforms in East Germany.

It should come as no surprise that Berra, or any athlete who makes it to the highest levels of sports, was unusually determined. But the brand of perseverance Berra, Shelford, Puyol, and the other Tier One captains showed is peculiar, even among the elite. The main point of difference is that their natural ability seemed to bear no relation to the size of their accomplishments. Something enabled them to set aside their limitations and tune out the skepticism from their critics. But what was it? What allows some people to press on until they achieve mastery? —

Surely, there was never a fairer test of national quality than this. In the light of these circumstances, the thoughtful observer of Russian-American relations will find no cause for complaint in the Kremlin's challenge to American society. He will rather experience a certain gratitude to a Providence which, by providing the American people with this implacable challenge, has made their entire security as a nation dependent on their pulling themselves together and accepting the responsibilities of moral and political leadership that history plainly intended them to bear.

In agricultural communities, male leadership in the hunt ceased to be of much importance. As the discipline of the hunting band decayed, the political institutions of the earliest village settlements perhaps approximated the anarchism which has remained ever since the ideal of peaceful peasantries all round the earth. Probably religious functionaries, mediators between helpless mankind and the uncertain fertility of the earth, provided an important form of social leadership. The strong hunter and man of prowess, his occupation gone or relegated to the margins of social life, lost the umambiguous primacy which had once been his; while the comparatively tight personal subordination to a leader necessary to the success of a hunting party could be relaxed in proportion as grain fields became the center around which life revolved. Among predominantly pastoral peoples, however, religious-political institutions took a quite different turn. To protect the flocks from animal predators required the same courage and social discipline which hunters had always needed. Among pastoralists, likewise, the principal economic activity- focused, as among the earliest hunters, on a parasitic relation to animals- continued to be the special preserve of menfolk. Hence a system of patrilineal families, united into kinship groups under the authority of a chieftain responsible for daily decisions as to where to seek pasture, best fitted the conditions of pastoral life. In addition, pastoralists were likely to accord importance to the practices and discipline of war. After all, violent seizure of someone else’s animals or pasture grounds was the easiest and speediest way to wealth and might be the only means of survival in a year of scant vegetation. Such warlikeness was entirely alien to communities tilling the soil. Archeological remains from early Neolithic villages suggest remarkably peaceful societies. As long as cultivable land was plentiful, and as long as the labor of a single household could not produce a significant surplus, there can have been little incentive to war. Traditions of violence and hunting-party organization presumably withered in such societies, to be revived only when pastoral conquest superimposed upon peaceable villagers the elements of warlike organization from which civilized political institutions without exception descend.

What interested these gnostics far more than past events attributed to the “historical Jesus” was the possibility of encountering the risen Christ in the present.49 The Gospel of Mary illustrates the contrast between orthodox and gnostic viewpoints. The account recalls what Mark relates: Now when he rose early on the first day of the week, he appeared first to Mary Magdalene … She went and told those who had been with him, as they mourned and wept. But when they heard that he was alive and had been seen by her, they would not believe it.50 As the Gospel of Mary opens, the disciples are mourning Jesus’ death and terrified for their own lives. Then Mary Magdalene stands up to encourage them, recalling Christ’s continual presence with them: “Do not weep, and do not grieve, and do not doubt; for his grace will be with you completely, and will protect you.”51 Peter invites Mary to “tell us the words of the Savior which you remember.”52 But to Peter’s surprise, Mary does not tell anecdotes from the past; instead, she explains that she has just seen the Lord in a vision received through the mind, and she goes on to tell what he revealed to her. When Mary finishes, she fell silent, since it was to this point that the Savior had spoken with her. But Andrew answered and said to the brethren, “Say what you will about what she has said. I, at least, do not believe that the Savior has said this. For certainly these teachings are strange ideas!”53 Peter agrees with Andrew, ridiculing the idea that Mary actually saw the Lord in her vision. Then, the story continues, Mary wept and said to Peter, “My brother Peter, what do you think? Do you think that I thought this up myself in my heart? Do you think I am lying about the Savior?” Levi answered and said to Peter, “Peter, you have always been hot-tempered … If the Savior made her worthy, who are you to reject her?”54 Finally Mary, vindicated, joins the other apostles as they go out to preach. Peter, apparently representing the orthodox position, looks to past events, suspicious of those who “see the Lord” in visions: Mary, representing the gnostic, claims to experience his continuing presence.55 These gnostics recognized that their theory, like the orthodox one, bore political implications. It suggests that whoever “sees the Lord” through inner vision can claim that his or her own authority equals, or surpasses, that of the Twelve—and of their successors. Consider the political implications of the Gospel of Mary: Peter and Andrew, here representing the leaders of the orthodox group, accuse Mary—the gnostic—of pretending to have seen the Lord in order to justify the strange ideas, fictions, and lies she invents and attributes to divine inspiration. Mary lacks the proper credentials for leadership, from the orthodox viewpoint: she is not one of the “twelve.” But as Mary stands up to Peter, so the gnostics who take her as their prototype challenge the authority of those priests and bishops who claim to be Peter’s successors.

The efficiency of the hospital was a perfect illustration of Dunbar’s number – that magic number of 150. The size of our brain, Robin Dunbar, an eminent evolutionary anthropologist at Oxford University, has argued (and the brain size of other primates), is determined by the size of our ‘natural’ social group, when humans and their brains evolved in small hunting and gathering groups. We have the largest brains among primates, and the largest social group. We can relate to about 150 people on an informal, personal basis, but beyond that leadership, impersonal rules and job descriptions become necessary. So

BRAVE EMPATH, that is what I will be calling you in this book as I coach you in empath skills. You are brave. Otherwise you wouldn’t have been attracted to this system for helping empaths. Plenty of other books exist to console empaths who feel like victims. It takes uncommon courage to embrace who you are, to pursue skills that can abolish empath-related suffering, and to claim the leadership role that is rightfully yours. Yes, leadership role. Of all the skill sets I teach, Empath Empowerment is my very favorite because that leadership is so important. Granted, before you gain skills as an empath, you may not feel much like a leader at all.

Pleasure Principles What you pay attention to grows. This will be familiar to those who have read Emergent Strategy. Actually, all the emergent strategy principles also apply here! (Insert eggplant emoji). Tune into happiness, what satisfies you, what brings you joy. We become what we practice. I learned this through studying somatics! In his book The Leadership Dojo, Richard Strozzi-Heckler shares that “300 repetitions produce body memory … [and] 3,000 repetitions creates embodiment.”12 Yes is the way. When it was time to move to Detroit, when it was time to leave my last job, when it was time to pick up a meditation practice, time to swim, time to eat healthier, I knew because it gave me pleasure when I made and lived into the decision. Now I am letting that guide my choices for how I organize and for what I am aiming toward with my work—pleasure in the processes of my existence and states of my being. Yes is a future. When I feel pleasure, I know I am on the right track. Puerto Rican pleasure elder Idelisse Malave shared with me that her pleasure principle is “If it pleases me, I will.” When I am happy, it is good for the world.13 The deepest pleasure comes from riding the line between commitment and detachment.14 Commit yourself fully to the process, the journey, to bringing the best you can bring. Detach yourself from ego and outcomes. Make justice and liberation feel good. Your no makes the way for your yes. Boundaries create the container within which your yes is authentic. Being able to say no makes yes a choice. Moderation is key.15 The idea is not to be in a heady state of ecstasy at all times, but rather to learn how to sense when something is good for you, to be able to feel what enough is. Related: pleasure is not money. Pleasure is not even related to money, at least not in a positive way. Having resources to buy unlimited amounts of pleasure leads to excess, and excess totally destroys the spiritual experience of pleasure.

He looked for commitment, to the cause and not just to their own success. Team First! You need to find... people who put the company first... But how do you know when you have found such a person? Keep note of the times when they give up things, and when they are excited for someone else's success. Sundar notes that "sometimes decisions come up and people have to give up things. I overindex [pay a lot of attention to] on those signals when people give something up. Also when someone is excited because something else is working well in the company. It isn't related to them but they are excited. I watch for that. Like when you see a player on the bench cheering for someone else on the team p117-18

We ought to care for those closest to us in terms of relatedness. After our immediate family, we ought to pursue our calling diligently as employees and provide just incentives (perhaps through profit-sharing) and reasonable care for our workers as employers. We should seek the wisdom of teachers and elders in society and look to them for leadership, while rejecting their folly when it is discerned. We must put our children and their education, both at home and in school, before our own entertainment, pleasure, and success. We ought not to tolerate insolence or haughtiness in them; nor ought we to punish them too severely, but should lead them as good teachers, by example and patient instruction.

When countries negotiate with one another, they typically operate as if they are opponents in a chess match or merchants in a bazaar in which maximizing one’s own benefit is the sole objective. Smart leaders know their own countries’ vulnerabilities, take advantage of others’ vulnerabilities, and expect the other countries’ leaders to do the same. Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

Recently, Roy Wilkins and I appeared on the television program "Meet the Press." There were the usual questions about how much more the Negro wants, but there seemed to be a new undercurrent of implications related to the sturdy new strength of our movement. Without the courtly complexities, we were, in effect, being asked if we could be trusted to hold back the surging tides of discontent so that those on the shore would not be made too uncomfortable by the buffeting and onrushing waves. Some of the questions implied that our leadership would be judged in accordance with our capacity to "keep the Negro from going too far." The quotes are mine, but I think the phrase mirrors the thinking of the panelists as well as of many other white Americans.

He introduces me to his political friends from across the spectrum. Conservatives who oo and ah and nod, telling me I'm just what this country is about. And so articulate! Frowning liberals who put it simply: my immoral career is counterproductive to my own community. Can I see that? My primary issue is poverty, not race. Their earnest faces tilt to assess my comprehension, my understanding of my role in this society. They conjure metaphors of boats and tides and rising waves of fairness. Not reparations -no, even socialism doesn't stretch that far. Though some do propose a rather capitalistic trickle-down from Britain to her lagging Commonwealth friends. Through economic generosity: trade and strong relations! Global leadership. The centrists nod. The son nods, too. Now that, they can all agree to.

King’s primary responsibility, though, was to issue a call for action, and stress the need to expand the struggle on all fronts. Up to now we have thought of the color question as something which could be solved in and of itself. We know now that while it [is] necessary to say ‘No’ to racial injustice, this must be followed by a positive program of action: the struggle for the right to vote, for economic uplift of the people. A part of this is the realization that men are truly brothers, that the Negro cannot be free so long as there are poor and underprivileged white people.… Equality for Negroes is related to the greater problem of economic uplift for Negroes and poor white men. They share a common problem and have a common interest in working together for economic and social uplift. They can and must work together.

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

Death had brushed hard against him, and beneath the calculations of a public relations machine, he was struggling mightily within himself. Johnson’s New Deal friend Jim Rowe had sent him a recently published biography on Lincoln, which detailed the profound change Lincoln had undergone during a waiting time when he was out of politics. This was Johnson’s waiting time, a time of gathering strength and direction. When Lincoln had suffered his deep depression he had asked himself: What if I died now? What would I be remembered for? Coming back from “the brink of death,” Johnson asked himself a similar set of questions. He had laid the foundation of a substantial fortune, but what purpose did that serve? He had learned to manipulate the legislative machine of the Senate with a deftness and technical expertise without parallel in American history. But to what end did one accumulate such power? Regardless of one’s impressive title, power without purpose and without vision was not the same thing as leadership.

In our society today, much is made of treating children as persons, human beings who have a right to be heard. But many family leaders today bend so far in the direction of consensus, in order to avoid the stigma of being authoritarian, that clarity of values and the positive, often crucial benefits of the leader's self-differentiation are almost totally missing from the system. One of the most prevalent characteristics of families with disturbed children is the absence or the involution of the relational hierarchy. While schools of family therapy have different ways of conceptualizing this condition, which may also be viewed as a political phenomenon regarding congregations, it is so diffuse among families troubled by their troubled children that its importance cannot be underestimated. What happens in any type of family system regarding leadership is paradoxical. The same interdependency that creates a need for leadership makes the followers anxious and reactive precisely when the leader is functioning best.

WHY PARADIGMS MATTER Ideas drive results. People's beliefs drive their actions. Actions that stem from a simple, complete and accurate paradigm result in personal fulfillment, harmonious relationships, and economic prosperity. Actions based on false, incomplete and inaccurate paradigms, however well intended or passionately defended, are the cause of widespread misery, suffering and deprivation. As detailed in Rethinking Survival: Getting to the Positive Paradigm of Change, a fatal information deficit explains the worldwide leadership deficit and related budget deficits. In a dangerous world where psychological and economic warfare compete with religious extremism and terrorism to undo thousands of years of incremental human progress, a healing balance is urgently needed. Restoring a simple, complete and accurate paradigm of leadership and relationships now could make the difference between human survival on the one hand, and the extinction of the human race (or the end of civilization as we know it), on the other. p. 7.

This selective vision pervades contemporary Jewish life. Consider the way establishment Jewish groups invoke the Bible to validate the Jewish people’s relationship to the land of Israel. In February 2024, the American Jewish Committee set out to rebut the claim that Israel is a settler-colonial state. To prove the Jewish connection to the land, it cites the book of Genesis, in which—as the AJC describes it—“God promises the land of Israel to Abraham, the first Jew.” It then moves to the book of Exodus, in which “Moses leads the Israelites out of slavery and oppression in Egypt with a promise to take them back to the land of Israel, the land of their forefathers.” Then it jumps ahead to the “books of Judges and Kings,” which “relate the stories of Jewish rulers over the land of Israel.” People familiar with the Hebrew Bible will note a glaring omission: the book of Joshua, which explains how those Jewish rulers became rulers in the first place. According to the text, the Israelites under the leadership of Joshua Ben Nun conquered Canaan from the seven nations that lived there. The AJC’s chronology skips over that.

The disaster was the first major crisis to occur under the fledgling leadership of the USSR’s most recent General Secretary, Mikhail Gorbachev. He chose not to address the public for three weeks after the accident, presumably to allow his experts time to gain a proper grasp of the situation. On May 14th, in addition to expressing his anger at Western Chernobyl propaganda, he announced to the world that all information relating to the incident would be made available, and that an unprecedented conference would be held with the International Atomic Energy Agency (IAEA) in August at Vienna. Decades of information control proved difficult to cast off in such a short time, however, and while the report was made available in the West, it was classified in the Soviet Union. This meant those most affected by the disaster knew less than everyone else. In addition, although the Soviet delegation’s report was highly detailed and accurate in most regards, it was also misleading. It had been written in line with the official cause of the accident - that the operators were responsible - and, as such, it deliberately obfuscated vital details about the reactor.

In the present situation of the overt Russian Orthodox Church in the U.S.S.R., which has the bishops and patriarchs and metropolitans, the leadership has to make concessions to the Soviet government. On the other hand, through making those concessions, certain churches in Moscow and Leningrad and Kiev remain open. Beautiful services are made available, the very beautiful words of the Gospels are read aloud. In these matters you have to weigh the relative advantages and disadvantages. You can't take a definitive position about it. The solace of those services is so great, the importance of those words being kept alive and in circulation is so important, that the sacrifices, the compromises that are made must be accepted. But it's a very difficult equation to work out. It's the equation with which our Lord himself left us, that we must render unto God the things that are God's and unto Caesar the things that are Caesar's. He neglected to tell us what proportion we owed, so that of course people like myself can hope to get by with offering Caesar very little. [...] The cleverness of that reply was of course that it didn't specify exactly how much was due to Caesar and how much to God. He left us to work out.

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.

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

The biggest fear for homeschooled children is that they will be unable to relate to their peers, will not have friends, or that they will otherwise be unable to interact with people in a normal way. Consider this: How many of your daily interactions with people are solely with people of your own birth year?  We’re not considering interactions with people who are a year or two older or a year or two younger, but specifically people who were born within a few months of your birthday. In society, it would be very odd to section people at work by their birth year and allow you to interact only with persons your same age. This artificial constraint would limit your understanding of people and society across a broader range of ages. In traditional schools, children are placed in grades artificially constrained by the child’s birth date and an arbitrary cut-off day on a school calendar. Every student is taught the same thing as everyone else of the same age primarily because it is a convenient way to manage a large number of students. Students are not grouped that way because there is any inherent special socialization that occurs when grouping children in such a manner. Sectioning off children into narrow bands of same-age peers does not make them better able to interact with society at large. In fact, sectioning off children in this way does just the opposite—it restricts their ability to practice interacting with a wide variety of people. So why do we worry about homeschooled children’s socialization?  The erroneous assumption is that the child will be homeschooled and will be at home, schooling in the house, all day every day, with no interactions with other people. Unless a family is remotely located in a desolate place away from any form of civilization, social isolation is highly unlikely. Every homeschooling family I know involves their children in daily life—going to the grocery store or the bank, running errands, volunteering in the community, or participating in sports, arts, or community classes. Within the homeschooled community, sports, arts, drama, co-op classes, etc., are usually sectioned by elementary, pre-teen, and teen groupings. This allows students to interact with a wider range of children, and the interactions usually enhance a child’s ability to interact well with a wider age-range of students. Additionally, being out in the community provides many opportunities for children to interact with people of all ages. When homeschooling groups plan field trips, there are sometimes constraints on the age range, depending upon the destination, but many times the trip is open to children of all ages. As an example, when our group went on a field trip to the Federal Reserve Bank, all ages of children attended. The tour and information were of interest to all of the children in one way or another. After the tour, our group dined at a nearby food court. The parents sat together to chat and the children all sat with each other, with kids of all ages talking and having fun with each other. When interacting with society, exposure to a wider variety of people makes for better overall socialization. Many homeschooling groups also have park days, game days, or play days that allow all of the children in the homeschooled community to come together and play. Usually such social opportunities last for two, three, or four hours. Our group used to have Friday afternoon “Park Day.”  After our morning studies, we would pack a picnic lunch, drive to the park, and spend the rest of the afternoon letting the kids run and play. Older kids would organize games and play with younger kids, which let them practice great leadership skills. The younger kids truly looked up to and enjoyed being included in games with the older kids.

This book festival...grew to attract thousands of visitors every year. Now they felt like they needed a new purpose. The festival’s continuing existence felt assured. What was it for? What could it do? How could it make itself count? The festival’s leadership reached out to me for advice on these questions. What kind of purpose could be their next great animating force? Someone had the idea that the festival’s purpose could be about stitching together the community. Books were, of course, the medium. But couldn’t an ambitious festival set itself the challenge of making the city more connected? Couldn’t it help turn strong readers into good citizens? That seemed to me a promising direction—a specific, unique, disputable lodestar for a book festival that could guide its construction...We began to brainstorm. I proposed an idea: Instead of starting each session with the books and authors themselves, why not kick things off with a two-minute exercise in which audience members can meaningfully, if briefly, connect with one another? The host could ask three city- or book-related questions, and then ask each member of the audience to turn to a stranger to discuss one of them. What brought you to this city—whether birth or circumstance? What is a book that really affected you as a child? What do you think would make us a better city? Starting a session with these questions would help the audience become aware of one another. It would also break the norm of not speaking to a stranger, and perhaps encourage this kind of behavior to continue as people left the session. And it would activate a group identity—the city’s book lovers—that, in the absence of such questions, tends to stay dormant. As soon as this idea was mentioned, someone in the group sounded a worry. “But I wouldn’t want to take away time from the authors,” the person said. There it was—the real, if unspoken, purpose rousing from its slumber and insisting on its continued primacy. Everyone liked the idea of “book festival as community glue” in theory. But at the first sign of needing to compromise on another thing in order to honor this new something, alarm bells rang. The group wasn’t ready to make the purpose of the book festival the stitching of community if it meant changing the structure of the sessions, or taking time away from something else. Their purpose, whether or not they admitted it, was the promotion of books and reading and the honoring of authors. It bothered them to make an author wait two minutes for citizens to bond. The book festival was doing what many of us do: shaping a gathering according to various unstated motivations, and making half-hearted gestures toward loftier goals.

Author Shelby Steele, one of America’s most insightful commentators on race relations, notes that whites have been looking for some time for a black leader who has credibility within the black community and yet can offer whites racial absolution. This should not be taken too cynically. Many whites genuinely espouse an idealism that seeks to move beyond race, and they recognize that it’s going to take a black spokesman to make this case on a national level and help to get us there. Steele notes bluntly that this idealism cannot be divorced from a powerful sense of white racial guilt. We have to get beyond race because America’s past racial history has become such an embarrassment. Now the black leader that whites are looking for does not actually have to issue indulgences in the manner of the medieval papacy; rather, by his words and deeds, he can signal to white America that whites are no longer on the hook for past racism. In Steele’s view, whites have been eagerly, hungrily awaiting the black leader who would give them a chance, through their support of his leadership, not merely to say to others but to feel, in their innermost being, “Whew, I am not a racist.” Steele speculated that whites may be willing to pay heavily both in money and in political support if such a candidate appeared on the horizon. He would truly be the anointed one.11 Obama’s ingenuity was to recognize that this unique opportunity required a black man of a kind not seen in American politics before. Such a man would have to look black but act white.

The men who projected and are pushing on this enterprise, with an executive ability that would maintain and manoeuvre an army in a campaign, are not, however, consciously philanthropists, moved by the charitable purpose of giving employment to men, or finding satisfaction in making two blades of grass grow where one grew before. They enjoy no doubt the sense of power in bringing things to pass, the feeling of leadership and the consequence derived from its recognition; but they embark in this enterprise in order that they may have the position and the luxury that increased wealth will bring, the object being, in most cases, simply material advantages—sumptuous houses, furnished with all the luxuries which are the signs of wealth, including, of course, libraries and pictures and statuary and curiosities, the most showy equipages and troops of servants; the object being that their wives shall dress magnificently, glitter in diamonds and velvets, and never need to put their feet to the ground; that they may command the best stalls in the church, the best pews in the theatre, the choicest rooms in the inn, and—a consideration that Plato does not mention, because his world was not our world—that they may impress and reduce to obsequious deference the hotel clerk. This life—for this enterprise and its objects are types of a considerable portion of life—is not without its ideal, its hero, its highest expression, its consummate flower. It is expressed in a word which I use without any sense of its personality, as the French use the word Barnum—for our crude young nation has

Last year, I did a comprehensive study of T. E. Lawrence—Lawrence of Arabia. Lawrence played a pivotal role in the development of the modern Arab world. He was both pro-Arab and a Zionist. Unlike today, during this time period, this was not a contradiction. I read the entirety of Lawrence’s tome, Seven Pillars of Wisdom, as well as his personal letters. Colonel Lawrence had a comprehensive and personal relation with the emerging Arab political leaders during World War I. He also encountered the Persians (the Iranians of today). He made an interesting and important observation regarding their unique view of Islam. Lawrence observed that the “Shia Mohammedans from Pershia . . . were surly and fanatical, refusing to eat or drink with infidels; holding the Sunni as bad as Christians; following only their own priests and notables.” Each of these three leaders provides valuable insight into the intrigue that is the Middle East today, because the lessons they learned from their leadership in their eras can instruct us on the challenges we face in our own time. A new alliance has developed in the last few years that has created what I call an unholy alliance. History often repeats itself. We no longer have the luxury of simply letting history unfold. We must change the course of events, rewriting the history if needed, to preserve our constitutional republic. In this volume, I discuss and analyze the history and suggest a path of engagement to end what is the latest in a history-spanning line of attempts to export Sharia law and radical jihad around the world. We will win. We must win. We have no option.

The Sumerian pantheon was headed by an "Olympian Circle" of twelve, for each of these supreme gods had to have a celestial counterpart, one of the twelve members of the Solar System. Indeed, the names of the gods and their planets were one and the same (except when a variety of epithets were used to describe the planet or the god's attributes). Heading the pantheon was the ruler of Nibiru, ANU whose name was synonymous with "Heaven," for he resided on Nibiru. His spouse, also a member of the Twelve, was called ANTU. Included in this group were the two principal sons of ANU: E.A ("Whose House Is Water"), Anu's Firstborn but not by Antu; and EN.LIL ("Lord of the Command") who was the Heir Apparent because his mother was Antu, a half sister of Anu. Ea was also called in Sumerian texts EN.KI ("Lord Earth"), for he had led the first mission of the Anunnaki from Nibiru to Earth and established on Earth their first colonies in the E.DIN ("Home of the Righteous Ones")—the biblical Eden. His mission was to obtain gold, for which Earth was a unique source. Not for ornamentation or because of vanity, but as away to save the atmosphere of Nibiru by suspending gold dust in that planet's stratosphere. As recorded in the Sumerian texts (and related by us in The 12th Planet and subsequent books of The Earth Chronicles), Enlil was sent to Earth to take over the command when the initial extraction methods used by Enki proved unsatisfactory. This laid the groundwork for an ongoing feud between the two half brothers and their descendants, a feud that led to Wars of the Gods; it ended with a peace treaty worked out by their sister Ninti (thereafter renamed Ninharsag). The inhabited Earth was divided between the warring clans. The three sons of Enlil—Ninurta, Sin, Adad—together with Sin's twin children, Shamash (the Sun) and Ishtar (Venus), were given the lands of Shem and Japhet, the lands of the Semites and Indo-Europeans: Sin (the Moon) lowland Mesopotamia; Ninurta, ("Enlil's Warrior," Mars) the highlands of Elam and Assyria; Adad ("The Thunderer," Mercury) Asia Minor (the land of the Hittites) and Lebanon. Ishtar was granted dominion as the goddess of the Indus Valley civilization; Shamash was given command of the spaceport in the Sinai peninsula. This division, which did not go uncontested, gave Enki and his sons the lands of Ham—the brown/black people—of Africa: the civilization of the Nile Valley and the gold mines of southern and western Africa—a vital and cherished prize. A great scientist and metallurgist, Enki's Egyptian name was Ptah ("The Developer"; a title that translated into Hephaestus by the Greeks and Vulcan by the Romans). He shared the continent with his sons; among them was the firstborn MAR.DUK ("Son of the Bright Mound") whom the Egyptians called Ra, and NIN.GISH.ZI.DA ("Lord of the Tree of Life") whom the Egyptians called Thoth (Hermes to the Greeks)—a god of secret knowledge including astronomy, mathematics, and the building of pyramids. It was the knowledge imparted by this pantheon, the needs of the gods who had come to Earth, and the leadership of Thoth, that directed the African Olmecs and the bearded Near Easterners to the other side of the world. And having arrived in Mesoamerica on the Gulf coast—just as the Spaniards, aided by the same sea currents, did millennia later—they cut across the Mesoamerican isthmus at its narrowest neck and—just like the Spaniards due to the same geography—sailed down from the Pacific coast of Mesoamerica southward, to the lands of Central America and beyond. For that is where the gold was, in Spanish times and before.

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.

Endorsement of the ordination of women is not the final step in the process, however. If we look at the denominations that approved women’s ordination from 1956–1976, we find that several of them, such as the United Methodist Church and the United Presbyterian Church (now called the Presbyterian Church–USA), have large contingents pressing for (a) the endorsement of homosexual conduct as morally valid and (b) the approval of homosexual ordination. In fact, the Episcopal Church on August 5, 2003, approved the appointment of an openly homosexual bishop.16 In more liberal denominations such as these, a predictable sequence has been seen (though so far only the Episcopal Church has followed the sequence to point 7): 1. abandoning biblical inerrancy 2. endorsing the ordination of women 3. abandoning the Bible’s teaching on male headship in marriage 4. excluding clergy who are opposed to women’s ordination 5. approving homosexual conduct as morally valid in some cases 6. approving homosexual ordination 7. ordaining homosexuals to high leadership positions in the denomination17 I am not arguing that all egalitarians are liberals. Some denominations have approved women’s ordination for other reasons, such as a long historical tradition and a strong emphasis on gifting by the Holy Spirit as the primary requirement for ministry (as in the Assemblies of God), or because of the dominant influence of an egalitarian leader and a high priority on relating effectively to the culture (as in the Willow Creek Association). But it is unquestionable that theological liberalism leads to the endorsement of women’s ordination. While not all egalitarians are liberals, all liberals are egalitarians. There is no theologically liberal denomination or seminary in the United States today that opposes women’s ordination. Liberalism and the approval of women’s ordination go hand in hand.

The information in this topic of decision making and how to create and nurture it, is beneficial to every cop in their quest to mastering tactics and tactical decision making and are a must read for every cop wanting to be more effective and safe on the street. My purpose is to get cops thinking about this critical question: In mastering tactics shouldn’t we be blending policy and procedure with people and ideas? It should be understandable that teaching people, procedures helps them perform tasks more skillfully doesn’t always apply. Procedures are most useful in well-ordered situations when they can substitute for skill, not augment it. In complex situations, in the shadows of the unknown, uncertain and unpredictable and complex world of law enforcement conflict, procedures are less likely to substitute for expertise and may even stifle its development. Here is a different way of putting it as Klein explains: In complex situations, people will need judgment skills to follow procedures effectively and to go beyond them when necessary.3 For stable and well-structured tasks i.e. evidence collection and handling, follow-up investigations, booking procedures and report writing, we should be able to construct comprehensive procedure guides. Even for complex tasks we might try to identify the procedures because that is one road to progress. But we also have to discover the kinds of expertise that comes into play for difficult jobs such as, robbery response, active shooter and armed gunman situations, hostage and barricade situations, domestic disputes, drug and alcohol related calls and pretty much any other call that deals with emotionally charged people in conflict. Klein states, “to be successful we need both analysis (policy and procedure) and intuition (people and ideas).”4 Either one alone can get us into trouble. Experts certainly aren’t perfect, but analysis can fail. Intuition isn’t magic either. Klein defines intuition as, “ways we use our experience without consciously thinking things out”. Intuition includes tacit knowledge that we can’t describe. It includes our ability to recognize patterns stored in memory. We have been building these patterns up all our lives from birth to present, and we can rapidly match a situation to a pattern or notice that something is off, that some sort of anomaly is warning us to be careful.5

As it turned out, Mary Jo White and other attorneys for the Sacklers and Purdue had been quietly negotiating with the Trump administration for months. Inside the DOJ, the line prosecutors who had assembled both the civil and the criminal cases started to experience tremendous pressure from the political leadership to wrap up their investigations of Purdue and the Sacklers prior to the 2020 presidential election in November. A decision had been made at high levels of the Trump administration that this matter would be resolved quickly and with a soft touch. Some of the career attorneys at Justice were deeply unhappy with this move, so much so that they wrote confidential memos registering their objections, to preserve a record of what they believed to be a miscarriage of justice. One morning two weeks before the election, Jeffrey Rosen, the deputy attorney general for the Trump administration, convened a press conference in which he announced a “global resolution” of the federal investigations into Purdue and the Sacklers. The company was pleading guilty to conspiracy to defraud the United States and to violate the Food, Drug, and Cosmetic Act, as well as to two counts of conspiracy to violate the federal Anti-kickback Statute, Rosen announced. No executives would face individual charges. In fact, no individual executives were mentioned at all: it was as if the corporation had acted autonomously, like a driverless car. (In depositions related to Purdue’s bankruptcy which were held after the DOJ settlement, two former CEOs, John Stewart and Mark Timney, both declined to answer questions, invoking their Fifth Amendment right not to incriminate themselves.) Rosen touted the total value of the federal penalties against Purdue as “more than $8 billion.” And, in keeping with what had by now become a standard pattern, the press obligingly repeated that number in the headlines. Of course, anyone who was paying attention knew that the total value of Purdue’s cash and assets was only around $1 billion, and nobody was suggesting that the Sacklers would be on the hook to pay Purdue’s fines. So the $8 billion figure was misleading, much as the $10–$12 billion estimate of the value of the Sacklers’ settlement proposal had been misleading—an artificial number without any real practical meaning, designed chiefly to be reproduced in headlines. As for the Sacklers, Rosen announced that they had agreed to pay $225 million to resolve a separate civil charge that they had violated the False Claims Act. According to the investigation, Richard, David, Jonathan, Kathe, and Mortimer had “knowingly caused the submission of false and fraudulent claims to federal health care benefit programs” for opioids that “were prescribed for uses that were unsafe, ineffective, and medically unnecessary.” But there would be no criminal charges. In fact, according to a deposition of David Sackler, the Department of Justice concluded its investigation without so much as interviewing any member of the family. The authorities were so deferential toward the Sacklers that nobody had even bothered to question them.

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.

Fascism rested not upon the truth of its doctrine but upon the leader’s mystical union with the historic destiny of his people, a notion related to romanticist ideas of national historic flowering and of individual artistic or spiritual genius, though fascism otherwise denied romanticism’s exaltation of unfettered personal creativity. The fascist leader wanted to bring his people into a higher realm of politics that they would experience sensually: the warmth of belonging to a race now fully aware of its identity, historic destiny, and power; the excitement of participating in a vast collective enterprise; the gratification of submerging oneself in a wave of shared feelings, and of sacrificing one’s petty concerns for the group’s good; and the thrill of domination. Fascism’s deliberate replacement of reasoned debate with immediate sensual experience transformed politics, as the exiled German cultural critic Walter Benjamin was the first to point out, into aesthetics. And the ultimate fascist aesthetic experience, Benjamin warned in 1936, was war. Fascist leaders made no secret of having no program. Mussolini exulted in that absence. “The Fasci di Combattimento,” Mussolini wrote in the “Postulates of the Fascist Program” of May 1920, “. . . do not feel tied to any particular doctrinal form.” A few months before he became prime minister of Italy, he replied truculently to a critic who demanded to know what his program was: “The democrats of Il Mondo want to know our program? It is to break the bones of the democrats of Il Mondo. And the sooner the better.” “The fist,” asserted a Fascist militant in 1920, “is the synthesis of our theory.” Mussolini liked to declare that he himself was the definition of Fascism. The will and leadership of a Duce was what a modern people needed, not a doctrine. Only in 1932, after he had been in power for ten years, and when he wanted to “normalize” his regime, did Mussolini expound Fascist doctrine, in an article (partly ghostwritten by the philosopher Giovanni Gentile) for the new Enciclopedia italiana. Power came first, then doctrine. Hannah Arendt observed that Mussolini “was probably the first party leader who consciously rejected a formal program and replaced it with inspired leadership and action alone.” Hitler did present a program (the 25 Points of February 1920), but he pronounced it immutable while ignoring many of its provisions. Though its anniversaries were celebrated, it was less a guide to action than a signal that debate had ceased within the party. In his first public address as chancellor, Hitler ridiculed those who say “show us the details of your program. I have refused ever to step before this Volk and make cheap promises.” Several consequences flowed from fascism’s special relationship to doctrine. It was the unquestioning zeal of the faithful that counted, more than his or her reasoned assent. Programs were casually fluid. The relationship between intellectuals and a movement that despised thought was even more awkward than the notoriously prickly relationship of intellectual fellow travelers with communism. Many intellectuals associated with fascism’s early days dropped away or even went into opposition as successful fascist movements made the compromises necessary to gain allies and power, or, alternatively, revealed its brutal anti-intellectualism. We will meet some of these intellectual dropouts as we go along. Fascism’s radical instrumentalization of truth explains why fascists never bothered to write any casuistical literature when they changed their program, as they did often and without compunction. Stalin was forever writing to prove that his policies accorded somehow with the principles of Marx and Lenin; Hitler and Mussolini never bothered with any such theoretical justification. Das Blut or la razza would determine who was right.

Today, thanks to the social media revolution, clients actually own media and consequently a platform to express themselves.

sometimes decisions come up and people have to give up things. I overindex on those signals when people give something up.fn3 And also when someone is excited because something else is working well in the company. It isn’t related to them, but they are excited. I watch for that. Like when you see a player on the bench cheering for someone else on the team, like Steph Curry jumping up and down when Kevin Durant hits a big shot. You can’t fake that.”fn4

The first was the significance of assessing one’s work in terms of its tangible consequences. He’d arrived in the United States an accomplished intellectual; he returned home concerned with what his theology and faith meant in the real world. As Germany’s situation grew darker in the mid-1930s, this interest deepened. Bonhoeffer came to see his work—as minister, activist, and eventually political resister—in relation to its tangible impact. What lessons did Christianity offer to a nation controlled by the Third Reich? How was a follower of Christ to advance righteousness in the face of Nazi atrocities? The genesis of these questions dated directly to his year in New York.

Just as you’re pushing for more efficiency throughout the organization via process change, you can also keep your organization increasingly slender and nimble as you grow by maintaining a leadership corps that is relatively small and stable but that punches far above its weight.

Wingate persuaded British commanders to allow him to put together a Jewish squad to attack Arab marauders, the so-called Special Night Squads. Under his leadership, the SNS attacked the infiltrators, scoring major successes. Before going into battle, Wingate would read the soldiers biblical passages relating to their area of operations, testimony to their upcoming success.

Leaders, when you are energizing, communicative, and flexible, you inspire a following that is curious, cooperative, and loyal.

On September 11, 2001 there were several hundred humiliation-enraged, young Saudis training at al-Qaeda camps in Afghanistan. They had gone there not to fight Russians, like their older brothers, but to support the country’s Taliban government. When US Special Forces units and CIA officers organized Operation Anaconda to topple the Taliban regime, these Saudis found themselves on the run. Some were killed; some found shelter in Iran. More than 100 were captured and imprisoned at Guantanamo Bay, the detention camp set up at an American naval base in Cuba. Their leaders, including Osama bin Laden, retreated into Pakistan. Most of the others, between 300 and 1,000 deeply committed individuals, simply went home to Saudi Arabia.9 These Afghan veterans provided the bulk of the leadership and many of the foot soldiers for AQAP, which remained largely restricted to the Afghan alumni network, their friends, and relatives.10 For two years they organized a five-cell structure in the kingdom with military, finance, media, and religious units.

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

Happiness is relative. Fairness is absolute.

You will learn strategies to navigate other difficult people in your life, including coworkers, neighbors, friends, relatives, and yes, even significant others. But the most important thing you will learn is what kind of leader you want to be when it is your turn. Nearly everyone interviewed for this book said their best leadership teacher was their worst boss. The experience may

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

Yet despite all the efforts of the Nazi leadership, exhaustion and war fatigue were clearly taking hold of the German people. On the third anniversary of the start of the war in early September 1942, Security Service reports recorded an alarming phenomenon: “The increasing shortages of necessities; three years of constraints in all areas of daily life; more and more fierce, large-scale enemy attacks from the air; and fear for the lives of relatives at the front…are all factors exerting an increasing influence on the mood of broad sections of the population and causing increasingly frequent wishes that the war would end.”119 After the Stalingrad catastrophe at the latest, fewer and fewer Germans believed in slogans about imminent “final victory.

Even at Yad Vashem, the country’s official Holocaust archive, museum and memorial in Jerusalem, the Auschwitz Report was filed away without the names of its authors. When historians referred to the report, they tended to speak of ‘two young escapees’ or ‘two Slovak escapees’ as if the identities of the men who had performed this remarkable deed were incidental. What might explain this relative lack of recognition? It certainly did not help Wetzler that he was out of sight of western writers and historians and, therefore, mostly out of mind. As for Rudi, while he was accessible, and a model interviewee, he was not an easy sell in Israel or in the mainstream Jewish diaspora. Those audiences would have thrilled to hear the story of his escape and his mission to tell the world of Auschwitz, but he never left it at that. He would not serve up a morally comfortable narrative in which the only villains were the Nazis. Instead he always insisted on hitting out at Kasztner and the Hungarian Jewish leadership, as well as the Jewish council in Slovakia. He faulted them for failing to pass on his report and, in the Slovak case, for compiling the lists that had put him on a deportation train in the first place.

There is relatively little emphasis on legal issues and quantitative evaluations, which often distract employees from the critical messages their managers are trying to communicate. What is more, these systems are customized to provoke meaningful discussion between managers and employees about relevant issues that they are dealing with on a daily basis.

I have found that most leaders spend the majority of their time and energy making their organizations smarter, with relatively little effort directed toward making them healthier.

organizational health is relatively hard to measure, and even harder to achieve. It feels soft to executives who prefer more quantitative and reliable methods of steering their companies. It also entails a longer lead time to implementation than does a technical or marketing strategy, which yields more immediate results and gratification.

mutual trust, respect and obligation between both parties involved in the relationship. Such high degrees of mutuality in these areas result in a situation where leaders provide support well beyond basic contract assistance. Followers then respond with behaviours that exceed those normally expected through typical employment contract requests (Uhl-Bien, Graen, & Scandura, 2000; Wilson,

Alice Heath, a student of Richard’s at the Harvard Kennedy School and one of his current teaching assistants, experienced this maxim very clearly when she started working with state child welfare agencies, whose mission is to prevent child abuse and neglect. The children and families they work with face very tough circumstances. Unfortunately, there is often no policy choice that a child welfare agency’s leadership can make that is likely to completely prevent abuse or neglect. “Completely preventing abuse or neglect would likely require draconian measures that would not be good for anyone. The best an agency can do is make the choice that has a higher probability of a better outcome relative to the other choices. Even with the best decisions there will still, sadly, be a high chance that some children suffer abuse and neglect. I have seen state legislators and commentators fail to understand this idea over and over, reading every tragic incident as a decision-making failure rather than the result of a set of choices where the best option is not a good option. As a result, state child welfare directors too often have very short terms and agencies lack stable leadership, which only makes things worse for the children and families who need help.

A major aspect of relational leadership, then, is that it recognises that leadership emerges partially because followers interpret themselves as having a leadership relationship with a leader.

nature dynamic, evolving and influenced by the context in which they occur, then one can assume that the nature of leadership (and its effectiveness) is likely to be more akin to a dynamic process, which may

At its heart then, relational leadership shifts the emphasis away from understanding leadership as just about individual actors, towards viewing leadership as a much broader social phenomenon

These principles are deeply relational because the gospel is. Remember that the gospel of God’s grace teaches us that lasting change of heart and hands always takes place in the context of relationship, first with God and then with the people of God.

Thus, the Christian task in the twentieth century is to reestablish truly Christian relationships. This task faces all Christians, not just those attempting to build Christian communities. Therefore, Christian leadership in the modern world must be understood in the light of this task. Many Christian leaders today take their models of leadership from the recent past when “Christendom” was still a usable term and when the social life of the churches and society as a whole was relatively stable. They see their role as primarily teaching and leading worship services and other ritual situations. Many Christian leaders have also added some new functions taken from contemporary technological society: the administrative functions that any leader in a modern institution must fulfill, and the counseling functions modeled on the modern helping professions. These functions leave out an essential aspect of Christian leadership in the twentieth century: creating and maintaining genuine Christian relationships among Christians. It is no longer enough to teach, lead services, administer, and counsel while taking the social situation as a given. The social circumstances of technological society are currently eroding the communal relationships which are at the basis of the way of life of the body of Christ. Unless Christian leaders know how to build relationships among Christians, how to establish social situations which are more conducive to Christian life, they will be unable to combat the erosion of the corporate life of the Christian people.

Overhead is anything involved in the cost of doing business that is not related to product creation, marketing, or sales.

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.

Distinction Value is something of relative importance, utility, and worth.

While meanings make sense of a moment, beliefs are generalized to make sense of related moments forever, and they are applied to every future moment with a similar context.

have always questioned acceptance of a hierarchical “ladder” of professional responsibility in schools. In a relatively flat organization with students at the center of the enterprise, most teachers need resources and support, not a supervisor.

Influential leaders know the importance of being approachable and relatable.

Transformational leadership is about relating well with the people. It is when a leader manages relationships with a great deal of humility in order to transform humanity.

I grew up in a church where we studied one passage or topic in the Sunday sermon, another in Sunday school, still another on Sunday night, and something entirely different on Wednesday night. Frankly, I never had much of a clue as to what we were studying—something related to the Bible, I suppose. The teaching was far too disjointed to create any sense of focus, and for most of us it was more of a data overload than anything else.

That explains why those who join a group in which half or more of the members come from a previously existing group so often complain that the group is a bit cliquish and hard to break into. In most cases the problem isn’t cliquishness. It’s a differing set of relational needs, expectations, and capacities.

Asking for volunteers always surfaces a number of folks who love God but don’t have the relational skills needed to lead a group. That’s because when it comes to self-awareness, socially challenged people don’t have any. Most think they’re pretty good at getting along with others. Couple that with their high need for attention and affirmation, and you have a bunch of people who are quick to volunteer and hard to turn away.

leadership style produces a relational debris field.

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.

The purpose of Christian leadership training is not just to help ambitious men to the top, or to make little men who have done leadership courses feel bigger than they really are. Still less is it to produce fuhrers, either large or small. It has much more to do with the making of integrated people. Ones who understand what they believe, are deeply dedicated to it, and who try unceasingly to relate their beliefs to every facet of their own lives and to the society in which they live.

The value of money relates to the purchasing power and the value that is stored in what is purchased

…The leader sets the limit on an employee’s possibility ceiling, defined as the limit on what one believes is possible, especially in relation to an employee’s potential, abilities, and competence. For better or for worse, possibility ceilings generally become performance ceilings.

As we saw with the envelopes, the task might not change, but the meaning of the task can be highlighted. This is enough to convert a menial experience to a meaningful one. (260) Be it related to behaviors, changes, outcomes, or goals, success is inevitable when Revisiting is unavoidable.

Be it related to behaviors, changes, outcomes, or goals, success is inevitable when Revisiting is unavoidable.

The “feeling of responsibility” associated with guilt sounds positive, but employees don’t need to endure guilt to motivate improvement. In fact, guilt and its related companions become triggering impediments.

Whether or not you discover a more realistic meaning or fabricate your own, what matters is that changing the meaning of the behavior changes how you feel about it. (210) While meanings make sense of a moment, beliefs are generalized to make sense of related moments forever, and they are applied to every future moment with a similar context.

hile meanings make sense of a moment, beliefs are generalized to make sense of related moments forever, and they are applied to every future moment with a similar context.

People are inspired to be accountable for contributing meaningfully to successful results. We’re less enthused about being accountable for contributing to unsuccessful results. Meaning, the more we achieve successful results through meaningful effort, not just bringing home a pizza or doing a mundane task at work, the more we enjoy being held accountable for contributing to those solutions. This is the positive side of accountability. Relatedly, the more we look at problems, set-backs, and “failures” as being in progress toward inevitable positive results, the more we become comfortable with accountability.

In getting to know a leader, he is watched carefully for how he does his work and relates to others. He is surrounded by the kind of community every leader needs. But as the months and years go by and the leader’s gifts bear fruit in rich and exciting ways, the leaders around him begin to close their eyes and shut their ears.

Kennon Smith in their delineating of critical issues in education through the studio. Central to their investigation is a connection with other fields of design and bringing common essential characteristics to the field of instructional design. Design and narrative meet in two chapters. In the first, Katherine Cennamo relates her experiences in pairing two design forms in a multidisciplinary design studio. Not all design work is alike and different cultures exist in different disciplines. At the same time, there are lessons to be learned through this innovative studio environment. Subsequently, Wayne Nelson and David Palumbo present the crossover of an interactive design firm to engagement with instructional design. Blending processes and ideas from product design and user-experience design informs their work, beginning from their entertainment-oriented experience and moving toward an educational product. How people design—whether they are instructional designers, architects, or end users—is a valuable base for practice and education. Chapters by Lisa Yamagata-Lynch and Craig Howard examine the design process using different methods of inquiry, but both help us in our quest for understanding. While Yamagata-Lynch uses Cultural Historical Activity Theory to examine design from an end-user point of view, Howard builds on an extensive use of the case study method to examine our own practices of instructional design. As we have seen in these chapters, instructional design is a diverse field and, while the specific subject matter is important, it is but one component of education. Wayne Nelson outlines the possible scope of research and practice and finds ways to integrate the field beyond traditional educational research. The qualitative and subjective aspects of instructional design must also be addressed. The specific elements of message design, judgment, and ethics are presented in chapters by M.J. Bishop, Nilufer Korkmaz and Elizabeth Boling, and Stephanie Moore. Each is critical in a holistic understanding of the field of instructional design, touching on such questions as how we convey meaning and information, our judgment of quality in our work, and our responsibilities as designers. We began the symposium with the idea of the value of design thinking, and Gordon Rowland, in his chapter, presents a method for improving the use of design in learning and thinking. Design is “a unique and essential form of inquiry,” and Rowland’s method can advance the use of design as a full-fledged educational component. Examining design and education encourages us to address larger, more systemic issues. Marcia Ashbaugh and Anthony Piña examine leadership thinking and how it could infuse and direct instructional design. How to improve the practice of design inquiry extends to the full field of education and to leadership in higher education. Paul Zenke’s chapter examines the role of university leadership as designers. Challenges abound in the modern age for higher education, and the application of design thinking and transformation is sorely needed. Our story, the chapters of this book, began with detailed views of the work of instructional design

In about 1920 E.V. Ramaswami became active in the Congress Party. He energetically adopted the Gandhian credo, promoting homespun cloth, temple entry for the Untouchables and the like. In 1925 he left the Congress because he found that its leadership was overwhelmingly Brahmin and, with only the rare exception, was insensitive to the claims of the lower castes. A catalytic incident related to a Congress-run hostel whose management insisted, despite Ramaswami’s protests, on serving food separately to Brahmin and non-Brahmin students.

That logic of American partisanship came under a more sustained and ultimately more effective assault in the Progressive Era, however, precisely because of its relation to the logic of the Constitution. As we have seen, the early progressives critiqued the American system for lacking coherence and sacrificing responsiveness, energy, and effectiveness in government for the sake of stability, safety, and cohesion in society. They argued that this trade-off was neither successful nor necessary, and that unity could be achieved by unified leadership, especially presidential leadership, not by aimless negotiation. So they sought a politics in which different parties offered thoroughly distinct and comprehensive policy programs, the public selected among them on Election Day, and then the winning party would have essentially unlimited power to pursue its program until the public voted for someone else. The competition among factions in society would not be resolved by their bargaining within the institutions of government but by voters choosing among them at the ballot box and letting whichever won a majority deploy all the powers of government in the service of its vision.

The speed of achieving goals and removal of obstacles is directly related to the amount of karmic entitlement available to the leader of organization.

People have to be relating, people have to be learning, people have to be acting

Nevertheless, the authority to distinguish right doctrine from heresy does not belong to church leadership, which Bultmann evidently understands to be merely an arm of administration. Rather, it arises from the common relation of church doctrine and theology to their one purpose, the revelation of God, so that in the Protestant Church only theology can exercise the doctrinal office.

Consistency matters. You must learn that giving people a consistent high-quality product is of importance, like building trust across your brand. This build relational wealth - people want to know what they are about to step into and with whom.

In any profession, you will be respected if you are good at your job – not because you are good at talking about your beliefs. It may be quite irrational, but the fact is that, if you are recognized as being outstanding on one thing, you will be listened to on all sorts of subjects in no way related to it... and so, if you are going to be really effective [for your cause] in your place of work, you must set out to be the best man at your job.

On the other hand, Russia’s natural resources are enormous. No other country can boast of so large a variety of minerals, and only the United States is richer in resources. The empire had about twenty percent of the world’s coal supplies, located primarily in the Donets (Ukraine) and Kuznets (in mid Siberia) basins. Its huge oil and gas reserves may have exceeded half the world’s total supply. And there were vast supplies of iron, manganese, copper (of relatively low quality), lead, zinc, aluminum, nickel, gold, platinum, asbestos, and potash. Well endowed by nature, Russia seemed destined for a long period of leadership on the world scene. But because it failed to discard its archaic social and political system, Russia could not take advantage of the advances

Visionary leadership is not reactive. It refuses to arrogantly offer the right solution or give the right answer. Rather, leading with vision requires that we relate to people. Dan Allender writes, Leadership is not about problems and decisions; it is a profoundly relational enterprise that seeks to motivate people toward a vision that will require significant change and risk on everyone’s part. Decisions are simply the doors that leaders, as well as followers, walk through to get to the land where redemption can be found.3 Leadership hinges on relationship, and that requires us to risk. And though I’m convinced that visionary, relational leadership is a bedrock Christian posture, we all have a disturbing bent toward relational immaturity. I see how easily I become cynical, dismissive, judgmental, and reactive. I see how quickly I’m tempted to blast back at the person who sends a critical e-mail, or judge the person who doesn’t make progress fast enough, or get impatient with those I manage who don’t accomplish exactly what I think they should. Our journey toward dealing compassionately with difficult people doesn’t simply require us to learn a bit more about others. It also requires us to become better acquainted with ourselves.

1. The coercive style. This “Do what I say” approach can be very effective in a turnaround situation, a natural disaster, or when working with problem employees. But in most situations, coercive leadership inhibits the organization’s flexibility and dampens employees’ motivation. 2. The authoritative style. An authoritative leader takes a “Come with me” approach: she states the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. It is less effective when the leader is working with a team of experts who are more experienced than he is. 3. The affiliative style. The hallmark of the affiliative leader is a “People come first” attitude. This style is particularly useful for building team harmony or increasing morale. But its exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary. 4. The democratic style. This style’s impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas. But sometimes the price is endless meetings and confused employees who feel leaderless. 5. The pacesetting style. A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. But other employees tend to feel overwhelmed by such a leader’s demands for excellence—and to resent his tendency to take over a situation. 6. The coaching style. This style focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways.

Learning is relatively easy when the link between cause and effect is clear. But complex systems often sever that connection: causes remote from effects, solutions detached from problems, and feedback delayed or misleading (Cyert and March, 1963; Senge, 1990).

In Patch Adams, we see the missionary life in two related processes. The first we call “living out,” and the second we call “inviting in.” Living out is about what missional people do. Inviting in is about how Sojourners move into our communities. These are the two overarching processes that bring missional people and Sojourners together.

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

The relational leader operates not by being known by everyone, but by authentically creating positive relationships with people around her.

To the degree that one relates sensitively, appropriately, and even charmingly, to the people and events faced in business and personal life, success will follow.

For almost one hundred years, leaders of the white South managed to freeze race relations and racial ideology in something close to the Confederate pattern, thus demonstrating that the passage of time by itself does not erase a conflicted past. Elite southern men and women created an ideology of the Lost Cause that wrapped antebellum society, the Confederacy, Reconstruction, and postwar racism in the mantle of a protective, laudatory myth. The Lost Cause portrayed the white South as cultured, chivalrous, and superior while making the North into the aggressor—crude, unprincipled, and vindictive. [...] Even after 1900 the Lost Cause ideology continued to gain strength under the leadership of a new generation, until most southern whites came to believe that their history and the myth were identical [75—76].

Relational congruence is the ability to be fundamentally the same person with the same values in every relationship, in every circumstance and especially amidst crisis. It is the internal capacity to keep promises to God, to self and to one's relationships that consistently express one's identity and values in spiritually and emotionally healthy ways. Relational congruence is about both constancy and care at the same time. It is about both character and affection, and self-knowledge and authentic self-expression. Relational congruence is the leader's ability to cultivate strong, healthy, caring relationships; maintaining healthy boundaries; and communicating clear expectations, all while staying focused on the mission.

Santiago de Cuba In 1553, Santiago was first invaded and plundered by the French. They were followed by the British, led by Sir Christopher Myngs, a British officer in the Royal Navy, who served under the leadership of Oliver Cromwell, an infamous buccaneer. Cromwell promoted Myngs to the rank of Admiral and ordered him to the Caribbean in 1656, where he was responsible for looting Spanish settlements and conquering the island of Jamaica from the Spanish. During his career Myngs was also responsible for spawning the privateering career of Henry Morgan. The British considered Myngs an Admiral, but to the Spanish he was a pirate when he broke through the strong Spanish defenses of Santiago de Cuba to plunder and sack the city. Santiago had lost its status as the capital of Cuba when the seat of power was moved to Havana in 1589, but many people to this day, feel it is still the capital city when it comes to culture. Of course, anyone from La Habana would strongly disagree with this! Carnival is the predominant pageant in the city because it relates to the Afro-Cuban beliefs rather than Christianity. It also occurs in July instead of February. The large number of Afro-Cubans in Santiago were responsible for bringing in much of the African culture found in eastern Cuba. Many of these people practice Santería, a syncretic religion that had emerged from different West African beliefs and was brought to Cuba from Haiti.

Washington isn’t a nest of vipers. Really. It’s a city of mostly well-intentioned people who, like the rest of us, sometimes cut corners out of expedience, self-interest, or, quite possibly, the greater good. It’s a city defined not by its cardinal sins, but by its venal ones. For every bug-eyed backbencher who insists Mexican immigrants are all al-Qaeda sleeper agents, or every slick lobbyist clamoring to sign an energy company that drenched half of Puget Sound in unrefined crude, there are thousands of far more relatable individuals committing much less conspicuous, and more ethically muddled, offenses: the congressman who votes for a discriminatory bill that won’t go anywhere to earn political capital so he or she can defeat their challenger who would bring a much more harmful agenda to Washington; the reporter who holds off on a story about a senator’s special interest fundraiser to stay in the lawmaker’s good graces for a larger piece about malfeasance among congressional leadership; the political staffer who holds their tongue when a colleague cashes out at a lobbying firm because they, too, might one day want to stop working eighty hours a week while making $45,000 a year. All

I have lived and worked in the Washington, D. C., metropolitan area for almost four decades. During this period I have watched families and institutions recycle their problems for several generations, despite enormous efforts to be innovative. The opportunity to observe this firsthand was provided by my involvement in the major institutions designed by our civilization to foster change: religion, education, psychotherapy, and politics (I have been here since Eisenhower). That experience included twenty years as a pulpit rabbi, an overlapping twenty-five years as an organizational consultant and family therapist with a broadly ecumenical practice, and several years of service as a community relations specialist for the Johnson White House helping metropolitan areas throughout the United States to voluntarily desegregate housing, before Congress passed appropriate civil rights legislation. Eventually, the accumulation of this experience began to show me how similar all of our “systems of salvation” are in their structure, the way they formulate problems, the range of their approaches, and their rationalizations for their failures. It was, indeed, the basic similarity in their thinking processes, despite their different sociological classifications, that first led me to consider the possibility that our constant failure to change families and institutions fundamentally has less to do with finding the right methods than with misleading emotional and conceptual factors that reside within society itself. For

Beyond the cultural differences that must be bridged in any international effort, combined with factors of national politics, priorities, and values, we continue to grapple with the essential paradox of public health that began our discussion: when the system is working effectively, it is a silent venture and there are relatively few outbreaks of disease. These very successes lead most of us down a complacent path of false confidence, apathy, and assumptions that the endless dance is over. To complicate matters further, microbes themselves are hardly monolithic or permanently settled beings. For every attempt we make to destroy or weaken them, they respond with an equal and opposite force. The goal of both sides is to assume leadership of the evolutionary waltz ever in progress.

Explaining families and institutions in terms of the nature of their parts, I began to think, was like trying to reduce chemistry to physics. Other forces come into play when one studies “molecules” rather than “atoms,” even though molecules consist of atoms. Relational processes in an institution, I concluded, cannot be reduced to psychodynamic or personality factors in the individuals of which they consist. A different level of inquiry was required than one that tries merely to understand “the minds” or personalities of the individuals involved. What was needed to account for the connection between leader and follower, I was beginning to realize, was an approach that did not separate them into neat categories nor polarize them into opposite forces, nor even see them as completely discrete entities. Rather, what was needed to explain an emotional process orientation to leadership was a concept that was less moored to linear cause-and-effect thinking. It had to be one that conceptualized the connection between leader and follower as reciprocal and as part of larger natural processes, many of which, I came to realize, were intergenerational.

Within this historic and optimistic future in mind, I have made no value judgment of the destiny bestowed on each nation. For all this, however, leadership matters; so do the institutional structures and the system of political governance.

This made very real the prospect that the classified material relating to Loretta Lynch might drop at any moment, not decades from now. As noted earlier, the release of that material, the truth of which we had not verified, would allow partisans to argue, powerfully, that the Clinton campaign, through Lynch, had been controlling the FBI’s investigation.

the major relational problem for our species is not getting together; protoplasm loves to join. The problem is preserving self in a close relationship. No human on planet Earth does that well.

Performance metrics are number in context, results related to the strategic goals of the business.

The U.S. civilian leadership was shirking its responsibility to develop a high-level strategic approach to the most significant political and diplomatic challenge of this conflict. It was yet another example of America’s almost instinctive reflex to lead with the military in moments of international crisis. Civilian officials, as much as they may mistrust the Pentagon, are often the first to succumb. They seem remarkably adverse to exploring the panoply of tools they could bring to bear—let alone to putting in the work to develop a comprehensive strategic framework within which military action would be a component, interlocking with others. What is it, I found myself wondering, that keeps a country as powerful as the United States from employing the vast and varied nonmilitary leverage at its disposal? Why is it so easily cowed by the tantrums of weaker and often dependent allies? Why won’t it ever posture effectively itself? Bluff? Deny visas? Slow down deliveries of spare parts? Choose not to build a bridge or a hospital? Why is nuance so irretrievably beyond American officials’ grasp, leaving them a binary choice between all and nothing—between writing officials a blank check and breaking off relations? If the obstacle preventing more meaningful action against abusive corruption wasn’t active U.S. complicity, it sure looked like it.

Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

At the center of discussion were the questions of legitimacy of succession to the caliphate, the relationship of leadership to faith, and the concomitant problem of unbelief when that relationship was considered by some factions as inadequate. The conflicting views that were expressed on these controversial issues eventually gave rise to theological positions, or to a theology of controversy (Kontroverstheologie), as termed by Josef van Ess, which constituted part of the political discourse of the nascent Muslim society.30 Right after the turn of the first Islamic century and just before the Abbasid revolution (ca. 720s), however, a new, cosmological element was introduced into theological discussions – in particular, atomism – apparently through the Manichean sects.31 The need for a cosmology other than atomism occasioned the translation of Aristotle’s Physics by the end of the eighth century, a work that was repeatedly to be re-translated (or revised).32 Also related to such theological disputes is the appearance, in the first half of the eighth century and before the beginning of the translation movement, of certain Plotinian ideas in the theology of Jahm Ibn S.afwan (d. ¯ 746), ideas that, in this case, appear to have traveled without written translations.33