Representing Leadership Quotes

Dare to be different. Represent your maker well and you will forever abide in the beautiful embrace of his loving arms.

Perfectionism is a particularly evil lure for women, who, I believe, hold themselves to an even higher standard of performance than do men. There are many reasons why women’s voices and visions are not more widely represented today in creative fields. Some of that exclusion is due to regular old misogyny, but it’s also true that—all too often—women are the ones holding themselves back from participating in the first place. Holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still seem to believe that they are not allowed to put themselves forward at all, until both they and their work are perfect and beyond criticism. Meanwhile, putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation. Just sayin’. And I don’t say this as a criticism of men, by the way. I like that feature in men—their absurd overconfidence, the way they will casually decide, “Well, I’m 41 percent qualified for this task, so give me the job!” Yes, sometimes the results are ridiculous and disastrous, but sometimes, strangely enough, it works—a man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish more women would risk these same kinds of wild leaps. But I’ve watched too many women do the opposite. I’ve watched far too many brilliant and gifted female creators say, “I am 99.8 percent qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side.” Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. (Ha ha ha! Just kidding! I can totally imagine: We got it from every single message society has ever sent us! Thanks, all of human history!) But we women must break this habit in ourselves—and we are the only ones who can break it. We must understand that the drive for perfectionism is a corrosive waste of time, because nothing is ever beyond criticism. No matter how many hours you spend attempting to render something flawless, somebody will always be able to find fault with it. (There are people out there who still consider Beethoven’s symphonies a little bit too, you know, loud.) At some point, you really just have to finish your work and release it as is—if only so that you can go on to make other things with a glad and determined heart. Which is the entire point. Or should be.

Like the brain's command center, the board provides the highest level of cognitive function for the organization. They are the "big picture" thinkers, setting strategic direction, overseeing management, and representing the interests of shareholders and stakeholders.

I represent the public, not public opinion.

The present representative of the Dedlocks is an excellent master. He supposes all his dependents to be utterly bereft of individual characters, intentions, or opinions, and is persuaded that he was born to supersede the necessity of their having any. If he were to make a discovery to the contrary, he would be simply stunned — would never recover himself, most likely, except to gasp and die.

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

He was not ill-fitted to be the head and representative of a community which owed its origin and progress, and its present state of development, not to the impulses of youth, but to the stern and tempered energies of manhood and the sombre sagacity of age; accomplishing so much, precisely because it imagined and hoped so little.

Leadership is simple. It’s laying down one’s life on behalf of another for no other reason than such an action represents what my existence is all about in the first place.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

Moral authority is another way to define servant leadership because it represents a reciprocal choice between leader and follower. If the leader is principle centered, he or she will develop moral authority. If the follower is principle centered, he or she will follow the leader. In this sense, both leaders and followers are followers. Why? They follow truth. They follow natural law. They follow principles. They follow a common, agreed-upon vision. They share values. They grow to trust one another.

Your existence is defiance: as those around you perish, you gather those passed souls and rise with them, as if your voice and leadership is made stronger by a long line of ancestors who stand tall, in spirit, with you. And I think that's what I loved most about your description of your physical self: 'I would not change anything about me. I represent my ancestors.

When we do not fully and equally represent the masculine and the feminine in church and civic leadership, we cannot represent the human experience or Jesus.

The dialectic of antiquity tended towards leadership (the great individual and the masses--the free man and the slaves); so far the dialectic of Christendom tends towards representation (the majority sees itself in its representative and is set free by the consciousness that it is the majority which is represented, in a sort of self-consciousness); the dialectic of the present age tends towards equality, and its most logical--though mistaken--fulfilment is levelling, as the negative unity of the negative reciprocity of all individuals.

In the heat of leadership, with the adrenaline pumping, it is easy to convince yourself that you are not subject to the normal human frailties that can defeat ordinary mortals. You begin to act as if you are indestructible. But the intellectual, physical, and emotional challenges of leadership are fierce. So, in addition to getting on the being and assess the tolls those changes are taking. If you don't, your seemingly indestructible self can self-destruct. This, by the way, is an ideal outcome for your foes-and even friends who oppose your initiative- because no one has to feel responsible for your downfall. _________ When you take "personal" attacks personally, you unwittingly conspire in one of the common ways you can be taken out of action-you make yourself the issue. Attacks may be personal, understand that they are basically attacks on positions you represent and the role you are seeking to play

Anyone who knows anything about data knows that it is critical to have authentic data – data that holistically represents the truth of something, as opposed to fragments or biased portions.

It is an axiom of political science that if a representative is desired he should be chosen by popular vote; if professional skill is wanted, it can best be secured by appointment.” Coolidge

Stories focused purely on what side was winning represented 42 percent of the coverage. Coverage of policy issues took up a paltry 10 percent, while stories focused on leadership and experience accounted for only 3 percent.

TAKING 100% RESPONSIBILITY PROCESS STEP 1: Identify an issue/complaint about anything going on in your life. State the complaint in “unenlightened” terms. Be dramatic. Ham it up. Blame overtly. STEP 2: Step into 100% responsibility. Physically find a place in the room that represents your internal shift to being 100% responsible for the situation. STEP 3: Gain insight by completing these statements, repeating each of them several times, until you have what feels like a breakthrough: From the past this reminds me of… I keep this issue going by… What I get from keeping this issue going is… The lifelong pattern I’m noticing is… I can demonstrate 100% responsibility concerning this issue by… STEP 4: If during Step 3, you do not experience a shift, go back to Step 1 and repeat the process.

Perfectionism is a particularly evil lure for women, who, I believe, hold themselves to an even higher standard of performance than do men. There are many reasons why women’s voices and visions are not more widely represented today in creative fields. Some of that exclusion is due to regular old misogyny, but it’s also true that—all too often—women are the ones holding themselves back from participating in the first place. Holding back their ideas, holding back their contributions, holding back their leadership and their talents.

A controlling God, who is usually represented by a controlling church leadership, is just not good news. How can church leadership create freedom and not more rules? How can we bring out the best in human beings and keep it at the surface even as we deal with their problems and shortcomings? Can we empower others and release them to live from their best natures and from the truest reasons they are alive? Will we as Christian leaders, parents, and employers take on the responsibility to learn how to draw out the dreams and destiny in the people we lead?

Today the Republican Party attracts neither the farmer nor the industrial worker. Why not? To represent the people one must know them. Lincoln did. The Republican Party leadership does not. The greatest praise I can give Lincoln on this his anniversary is to say he would be ashamed of his party's leadership today. - 1938

The issue of respect is also useful in guiding parents’ interpretation of given behavior. First, they should decide whether an undesirable act represents a direct challenge to their authority . . . to their leadership position as the father or mother. The form of disciplinary action they take should depend on the result of that evaluation.

The proof of an appropriate incarnational view of God appears, it seems to me, in the strictures for church leadership. Just as men are encouraged to imagine themselves as members of the bride, women should be freely encouraged to imagine themselves as members of Christ the bridegroom. As men can represent the church, so can women represent Christ.

How well we get along with ourselves depends largely on our internal leadership skills—how well we listen to our different parts, make sure they feel taken care of, and keep them from sabotaging one another. Parts often come across as absolutes when in fact they represent only one element in a complex constellation of thoughts, emotions, and sensations.

[A] people needs to understand what freedom is. We Americans are fortunate that the Founders and their generation possessed that understanding. They knew that freedom, per se, is not enough. They knew that freedom must be limited to be preserved. This paradox is difficult for many students to grasp. Young people generally think freedom means authority figures leaving them alone so they can "do their own thing." That's part of what it means to be free, but true freedom involves much, much more. As understood by our Founders and by the best minds of the young republic, true freedom is always conditioned by morality. John Adams wrote, "I would define liberty as a power to do as we would be done by." In other words, freedom is not the power to do what one can, but what one ought. Duty always accompanies liberty. Tocqueville similarly observed, "No free communities ever existed without morals." The best minds concur: there must be borders: freedom must be limited to be preserved. What kinds of limits are we talking about? * The moral limits of right and wrong, which we did not invent but owe largely to our Judeo-Christian heritage. * Intellectual limits imposed by sound reasoning. Again, we did not invent these but are in debt largely to Greco-Roman civilization, from the pre-Socratic philosophers forward. * Political limits such as the rule of law, inalienable rights, and representative institutions, which we inherited primarily from the British. * Legal limits of the natural and common law, which we also owe to our Western heritage. * Certain social limits, which are extremely important to the survival of freedom. These are the habits of our hearts--good manners, kindness, decency, and willingness to put others first, among other things--which are learned in our homes and places of worship, at school and in team sports, and in other social settings. All these limits complement each other and make a good society possible. But they cannot be taken for granted. It takes intellectual and moral leadership to make the case that such limits are important. Our Founders did that. To an exceptional degree, their words tutored succeeding generations in the ways of liberty. It is to America's everlasting credit that our Founders got freedom right.

Leaders aren’t just the few famous people who dominate the news or find their place in history books. They don’t always represent the majority. They aren’t always popular. They don’t always win, and they aren’t always remembered. Leaders such as Pauli Murray, brave and obscure men and women who act on their convictions even though they fail time and time again, sometimes change the course of history.

At its core, the WHY is an origin story. Who we are is the sum total of all the experiences we’ve had growing up—the lessons we learned, the teachers we had and the things we did. In order to help your companion discover their WHY, you’ll need to listen to stories from their past. Their WHY represents who they are at their natural best and will be revealed through specific stories and experiences that affected their life and shaped who they are.

Honor is defined as "honesty and integrity in one's beliefs and actions," integrity being "adherence to moral principle and character." Words like these are not heard much in our public discourse today. But I believe these words and what they represent are the bedrock of effective leadership. If you seek to lead men and women, you must persuade them to follow you. That means they must trust you. Herbert Asquith, British prime minister from 1908-1916, wrote, "To speak with the tongue of men and angels, and to spend laborious days and nights in administration, is no good if a man does not inspire trust." A leader's actions must match his words. People must believe he means what he says, that his promises matter and are not just idle rhetoric. Integrity in action becomes moral authority, and it is moral authority that moves people to follow someone even at personal risk or sacrifice-- or even when they disagree.

It was his first definite encounter with the wary-eyed, platitudinous, evasive Labour leaders, and he realised at once the formidable barrier of inert leadership they constituted, between the discontented masses and constructive change. They seemed to be almost entirely preoccupied by internecine intrigues and the "discipline of the Party". They were steeped in Party professionalism. They were not in any way traitors to their cause, or wilfully reactionary, but they had no minds for a renascent world. They meant nothing, but they did not know they meant nothing. They regarded Rud just as in their time they had regarded Liberalism, Fabianism, Communism, Science, suspecting them all, learning nothing from them, blankly resistant. They did not want ideas in politics. They just wanted to be the official representatives of organised labour and make what they could by it. Their manner betrayed their invincible resolution, as strong as an animal instinct, to play politics according to the rules, to manoeuvre for positions, to dig themselves into positions -- and squat...

Even Europe joined in. With the most modest friendliness, explaining that they wished not to intrude on American domestic politics but only to express personal admiration for that great Western advocate of peace and prosperity, Berzelius Windrip, there came representatives of certain foreign powers, lecturing throughout the land: General Balbo, so popular here because of his leadership of the flight from Italy to Chicago in 1933; a scholar who, though he now lived in Germany and was an inspiration to all patriotic leaders of German Recovery, yet had graduated from Harvard University and had been the most popular piano-player in his class—namely, Dr. Ernst (Putzi) Hanfstängl; and Great Britain's lion of diplomacy, the Gladstone of the 1930's, the handsome and gracious Lord Lossiemouth who, as Prime Minister, had been known as the Rt. Hon. Ramsay MacDonald, P.C. All three of them were expensively entertained by the wives of manufacturers, and they persuaded many millionaires who, in the refinement of wealth, had considered Buzz vulgar, that actually he was the world's one hope of efficient international commerce.

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.

Black women have long been the backbone of our political progressive past: the strategists and protesters and organizers and volunteers, the women who've gotten out the vote and licked the envelopes, pioneered the thinking that led to the revolutions. Yet they've been only barely represented in leadership of the political parties they've bolstered, their policy priorities have often gone unaddressed and unrecognized; their participation has long been taken for granted. And when white women have caught up to where black women have been for a long time, the work of the black women has often been appropriated, ignored, and uncredited by those with greater economic, cultural, and racial advantage.

Eradication represents a complete change of philosophy and a recognition of the equal rights of all citizens to protection from infection, no matter where they live. Eradication, by its very nature, is public health with a conscience. The public health control officer can sleep tranquilly, salving his conscience with the thought that most of his responsibility has been discharged – that he did not have enough money to do any more. The eradicator knows that his success is not measured by what has been accomplished but, rather, is the extent of his failure indicated by what remains to be done. He must stamp out the last embers of infection in his jurisdiction. His slogan must be: ANY IS TOO MANY.

India had a very long independence movement. It started in 1886, [with] the first generation of Western-educated Indians. They were all liberals. They followed the Liberal Party in Britain, and they were very proud of their knowledge of parliamentary systems, parliamentary manners. They were big debaters. They [had], as it were, a long apprenticeship in training for being in power. Even when Gandhi made it a mass movement, the idea of elective representatives, elected working committees, elected leadership, all that stayed because basically Indians wanted to impress the British that they were going to be as good as the British were at running a parliamentary democracy. And that helped quite a lot.

Nor did the Antarctic represent to Shackleton merely the grubby means to a financial end. In a very real sense he needed it—something so enormous, so demanding, that it provided a touchstone for his monstrous ego and implacable drive. In ordinary situations, Shackleton's tremendous capacity for boldness and daring found almost nothing worthy of its pulling power; he was a Percheron draft horse harnessed to a child's wagon cart. But in the Antarctic—here was a burden which challenged every atom of his strength. Thus, while Shackleton was undeniably out of place, even inept, in a great many everyday situations, he had a talent—a genius, even—that he shared with only a handful of men throughout history—genuine leadership. He was, as one of his men put it, "the greatest leader that ever came on God's earth, bar none.

After further conferences that late spring the following plan was drawn up. Speidel, almost alone among the Army conspirators in the West, survived to describe it: An immediate armistice with the Western Allies but not unconditional surrender. German withdrawal in the West to Germany. Immediate suspension of the Allied bombing of Germany. Arrest of Hitler for trial before a German court. Overthrow of Nazi rule. Temporary assumption of executive power in Germany by the resistance forces of all classes under the leadership of General Beck, Goerdeler, and the trade-union representative, Leuschner. No military dictatorship. Preparation of a “constructive peace” within the framework of a United States of Europe. In the East, continuation of the war. Holding a shortened line between the mouth of the Danube, the Carpathian Mountains, the River Vistula and Memel.

Lamentations about the tribulations of public life, followed by celebrations of the bucolic splendor of retirement to rural solitude, had become a familiar, even formulaic, posture within the leadership class of the revolutionary generation, especially within the Virginia dynasty. Everyone knew the classical models of latter-day seclusion represented by Cincinnatus and described by Cicero and Virgil. Declarations of principled withdrawal from the hurly-burly of politics to the natural rhythms of one’s fields or farms had become rhetorical rituals. If Washington’s retirement hymn featured the “vine and fig tree,” Jefferson’s idolized “my family, my farm, and my books.” The motif had become so commonplace that John Adams, an aspiring Cicero himself, claimed that the Virginians had worn out the entire Ciceronian syndrome: “It seems the Mode of becoming great is to retire,” he wrote Abigail in 1796. “It is marvellous how political Plants grow in the shade.” Washington

We live in a world where we have to sacrifice our comfort for the sake of others. Where we have to go an extra mile to meet others' needs. Where we have to dig deep in our resources to please others. I have gone out of my comfort zone for some people. Some people have gone out of their comfort zone for me. And I'm grateful. It's life. It's a common thing. There is no right or wrong to this behaviour. We do it because either we want to or that we must. By the way, our self-sacrificing service can be unhealthy to us. Some people burn themselves down trying to keep others warm. Some break their backs trying to carry the whole world. Some break their bones trying to bend backwards for their loved ones. All these sacrifices are, sometimes, not appreciated. Usually we don't thank the people who go out of their comfort zone to make us feel comfortable. Again, although it's not okay, it's a common thing. It's another side of life. To be fair, we must get in touch with our humanity and show gratitude for these sacrifices. We owe it to so many people. And sometimes we don't even realise it. Thanks be to God for forgiving our sins — which we repeat. Thanks to our world leaders and the activists for the work that they do to make our economic life better. Thanks to our teachers, lecturers, mentors, and role models for shaping our lives. Thanks to our parents for their continual sacrifices. Thanks to our friends for their solid support. Thanks to our children, nephews, and nieces. They allow us to practise discipline and leadership on them. Thanks to the doctors and nurses who save our lives daily. Thanks to safety professionals and legal representatives. They protect us and our possessions. Thanks to our church leaders, spiritual gurus and guides, and meditation partners. They shape our spiritual lives. Thanks to musicians, actors, writers, poets, and sportspeople for their entertainment. Thanks to everyone who contributes in a positive way to our society. Whether recognised or not. Thank you. Thank you. Thank you!

The former South African archbishop Desmond Tutu used to famously say, “We are prisoners of hope.” Such a statement might be taken as merely rhetorical or even eccentric if you hadn’t seen Bishop Tutu stare down the notorious South African Security Police when they broke into the Cathedral of St. George’s during his sermon at an ecumenical service. I was there and have preached about the dramatic story of his response more times than I can count. The incident taught me more about the power of hope than any other moment of my life. Desmond Tutu stopped preaching and just looked at the intruders as they lined the walls of his cathedral, wielding writing pads and tape recorders to record whatever he said and thereby threatening him with consequences for any bold prophetic utterances. They had already arrested Tutu and other church leaders just a few weeks before and kept them in jail for several days to make both a statement and a point: Religious leaders who take on leadership roles in the struggle against apartheid will be treated like any other opponents of the Pretoria regime. After meeting their eyes with his in a steely gaze, the church leader acknowledged their power (“You are powerful, very powerful”) but reminded them that he served a higher power greater than their political authority (“But I serve a God who cannot be mocked!”). Then, in the most extraordinary challenge to political tyranny I have ever witnessed, Archbishop Desmond Tutu told the representatives of South African apartheid, “Since you have already lost, I invite you today to come and join the winning side!” He said it with a smile on his face and enticing warmth in his invitation, but with a clarity and a boldness that took everyone’s breath away. The congregation’s response was electric. The crowd was literally transformed by the bishop’s challenge to power. From a cowering fear of the heavily armed security forces that surrounded the cathedral and greatly outnumbered the band of worshipers, we literally leaped to our feet, shouted the praises of God and began…dancing. (What is it about dancing that enacts and embodies the spirit of hope?) We danced out of the cathedral to meet the awaiting police and military forces of apartheid who hardly expected a confrontation with dancing worshipers. Not knowing what else to do, they backed up to provide the space for the people of faith to dance for freedom in the streets of South Africa.

From working with black males for more than a dozen years, I can say with confidence that many black males are both lazy and irresponsible. This view isn't popular with problem profiteers who blame all black woes upon white racism or poverty, but it is true, nonetheless. The young men I work with represent just the tip of the iceberg of a far larger laziness problem within the black male population. The typical black male I work with has no work ethic, has little sense of direction in his life, is hostile toward whites and women, has an attitude of entitlement, and has an amoral outlook on life. He has no strong male role model in his life to teach him the value of hard work, patience, self-control, and character. He is emotionally adrift and is nearly illiterate-either because he dropped out of school or because he's just not motivated enough to learn. Many of the black males I've worked with have had a "don't give a damn" attitude toward work and life and believe that "white America" owes them a living. They have no shame about going on welfare because they believe whites owe them for past discrimination and slavery. This absurd thinking results in a lifetime of laziness and blaming, while taxpayers pick up the tab for individuals who lack character and a strong work ethic. Frequently, blacks who attempt to enter the workforce often become problems for their employers. This is because they also have an entitlement mentality that puts little emphasis on working hard to get ahead. They expect to be paid for doing little work, often show up late, and have bad attitudes while on the job. They're so sensitized to "racism" that they feel abused by every slight, no matter if it's intentional, unconscious, or even based in reality.

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

The National Socialist Movement has, besides its delivery from the Jewishcapitalist shackles imposed by a plutocratic-democratic, dwindling class of exploiters at home, pronounced its resolve to free the Reich from the shackles of the Diktat of Versailles abroad. The German demands for a revision were an absolute necessity, a matter of course for the existence and the honor of any great people. Posterity will some day come to regard them as exceedingly modest. All these demands had to be carried through, in practice against the will of the British French potentates. Now more than ever we all see it as a success of the leadership of the Third Reich that the realization of these revisions was possible for years without resort to war. This was not the case-as the British and French demagogues would have it-because we were not then in a position to wage war. When it finally appeared as though, thanks to a gradually awakening common sense, a peaceful resolution of the remaining problems could be reached through international cooperation, the agreement concluded in this spirit on September 29, 1938, at Munich by the four great states predominantly involved, was not welcomed by public opinion in London and Paris, but was condemned as a despicable sign of weakness. The Jewish capitalist warmongers, their hands covered with blood, saw in the possible success of such a peaceful revision the vanishing of plausible grounds for the realization of their insane plans. Once again that conspiracy of pitiful, corrupt political creatures and greedy financial magnates made its appearance, for whom war is a welcome means to bolster business. The international Jewish poison of the peoples began to agitate against and to coroode healthy minds. Men of letters set out to portray decent men who desired peace as weaklings and traitors, to denounce opposition parties as a “fifth column,” in order to eliminate internal resistance to their criminal policy of war. Jews and Freemasons, armament industrialists and war profiteers, international traders and stockjobbers, found political blackguards: desperados and glory seekers who represented war as something to be yearned for and hence wished for. Adolf Hitler - speech to the Reichstag Berlin, July 19, 1940

In conclusion, the American century is not over, if by that we mean the extraordinary period of American pre-eminence in military, economic, and soft power resources that have made the United States central to the workings of the global balance of power, and to the provision of global public goods. Contrary to those who proclaim this the Chinese century, we have not entered a post-American world. But the continuation of the American century will not look like it did in the twentieth century. The American share of the world economy will be less than it was in the middle of the last century, and the complexity represented by the rise of other countries as well as the increased role of non-state actors will make it more difficult for anyone to wield influence and organize action. Analysts should stop using clichés about unipolarity and multipolarity. They will have to live with both in different issues at the same time. And they should stop talking and worrying about poorly specified concepts of decline that mix many different types of behavior and lead to mistaken policy conclusions. Leadership is not the same as domination. America will have to listen in order to get others to enlist in what former Secretary of State Hillary Clinton called a multipartner world. It is important to remember that there have always been degrees of leadership and degrees of influence during the American century. The United States never had complete control. As we saw in Chapter 1, even when the United States had preponderant resources, it often failed to get what it wanted. And those who argue that the complexity and turmoil of today’s entropic world is much worse than the past should remember a year like 1956 when the United States was unable to prevent Soviet repression of a revolt in Hungary, French loss of Vietnam, or the Suez invasion by our allies Britain, France, and Israel. One should be wary of viewing the past through rose-tinted glasses. To borrow a comedian’s line, “hegemony ain’t what it used to be, but then it never was.” Now, with slightly less preponderance and a much more complex world, the United States will need to make smart strategic choices both at home and abroad if it wishes to maintain its position. The American century is likely to continue for a number of decades at the very least, but it will look very different from how it did when Henry Luce first articulated it.

The year 1944 was the year of the greatest burdens in this mighty struggle. It was a year that again proved conclusively that the bourgeois social order is no longer capable of braving the storms of the present or of the coming age. State after state that does not find its way to a truly social reorganization will go down the path to chaos. The liberal age is a thing of the past. The belief that you can counter this invasion of the people by parliamentary-democratic half-measures is childish and just as naive as Metternich’s methods when the national drives for unification were making their way through the nineteenth century. The lack of a truly social, new form of life results in the lack of the mental will to resist not only in the nations but also in the lack of the moral power of resistance of their leaders. In all countries we see that the attempted renaissance of a democracy has proved fruitless. The confused tangle of political dilettantes and military politicians of a bygone bourgeois world who order each other around is, with deadly certainty, preparing for a plunge into chaos and, insofar as Europe is concerned, into an economic and ethnic catastrophe. And, after all, one thing has already been proved: this most densely populated continent in the world will either have to live with an order that gives the greatest consideration to individual abilities, guarantees the greatest accomplishments, and, by taming all egotistical drives, prevents their excesses, or states such as we have in central and western Europe will prove unfit for life, which means that their nations are thereby doomed to perish! In this manner-following the example of royal Italy-Finland, Romania, Bulgaria, and Hungary collapsed during this year. This collapse is primarily the result of the cowardice and lack of resolve of their leaders. They and their actions can be understood only in light of the corrupt and socially amoral atmosphere of the bourgeois world. The hatred which many statesmen, especially in these countries, express for the present German Reich is nothing other than the voice of a guilty conscience, an expression of an inferiority complex in view of our organization of a human community that is suspicious to them because we successfully pursue goals that again do not correspond to their own narrow economic egotism and their resulting political shortsightedness. For us, my German Volksgenossen, this, however, represents a new obligation to recognize ever more clearly that the existence or nonexistence of a German future depends on the uncompromising organization of our Volksstaat, that all the sacrifices which our Volk must make are conceivable only under the condition of a social order which clears away all privileges and thereby makes the entire Volk not only bear the same duties but also possess the same vital rights. Above all, it must mercilessly destroy the social phantoms of a bygone era. In their stead, it must place the most valuable reality there is, namely the Volk, the masses which, tied together by the same blood, essence, and experiences of a long history, owe their origin as an individual existence not to an earthly arbitrariness but to the inscrutable will of the Almighty. The insight into the moral value of our conviction and the resulting objectives of our struggle for life give us and, above all, give me the strength to continue to wage this fight in the most difficult hours with the strongest faith and with an unshakable confidence. In such hours, this conviction also ties the Volk to its leadership. It assured the unanimous approval of the appeal that I was forced to direct to the German Volk in a particularly urgent way this year. New Year’s Proclamation to the National Socialists and Party Comrades Fuhrer Headquarters, January 1, 1945

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

The most important principle that an executive must embrace is a desire to produce results. As obvious as this sounds, it is not universally practiced by the highest-ranking executives in many companies. Many CEOs put something ahead of results on their list of priorities, and it represents the most dangerous of all the temptations: the desire to protect the status of their careers.

In times like this, we need the 'L' in leadership to represent the love of leading, helping, and serving others.

I knew something about the case because I had actually been in charge of the fugitive hunt for Marc Rich when I was a federal prosecutor in Manhattan a decade earlier. Rich was then represented by prominent lawyers, among them Scooter Libby, well before his tenure as Dick Cheney’s chief of staff.

Since representatives of formal agencies judge leadership according to their own criteria, evaluate what is good or bad in the community according to their own standards, and understand life in the community only when interpreted according to their own code or standards-it is crystal clear that they don't know the meaning of indigenous leadership, let alone the identities of these natural leaders...

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.

After only eight months in office, Meadows made national headlines by sending an open letter to the Republican leaders of the House demanding they use the “power of the purse” to kill the Affordable Care Act. By then, the law had been upheld by the Supreme Court and affirmed when voters reelected Obama in 2012. But Meadows argued that Republicans should sabotage it by refusing to appropriate any funds for its implementation. And, if they didn’t get their way, they would shut down the government. By fall, Meadows had succeeded in getting more than seventy-nine Republican congressmen to sign on to this plan, forcing Speaker of the House John Boehner, who had opposed the radical measure, to accede to their demands. Meadows later blamed the media for exaggerating his role, but he was hailed by his local Tea Party group as “our poster boy” and by CNN as the “architect” of the 2013 shutdown. The fanfare grew less positive when the radicals in Congress refused to back down, bringing virtually the entire federal government to a halt for sixteen days in October, leaving the country struggling to function without all but the most vital federal services. In Meadows’s district, day-care centers that were reliant on federal aid reportedly turned distraught families away, and nearby national parks were closed, bringing the tourist trade to a sputtering standstill. National polls showed public opinion was overwhelmingly against the shutdown. Even the Washington Post columnist Charles Krauthammer, a conservative, called the renegades “the Suicide Caucus.” But the gerrymandering of 2010 had created what Ryan Lizza of The New Yorker called a “historical oddity.” Political extremists now had no incentive to compromise, even with their own party’s leadership. To the contrary, the only threats faced by Republican members from the new, ultraconservative districts were primary challenges from even more conservative candidates. Statistics showed that the eighty members of the so-called Suicide Caucus were a strikingly unrepresentative minority. They represented only 18 percent of the country’s population and just a third of the overall Republican caucus in the House. Gerrymandering had made their districts far less ethnically diverse and further to the right than the country as a whole. They were anomalies, yet because of radicalization of the party’s donor base they wielded disproportionate power. “In previous eras,” Lizza noted, “ideologically extreme minorities could be controlled by party leadership. What’s new about the current House of Representatives is that party discipline has broken down on the Republican side.” Party bosses no longer ruled. Big outside money had failed to buy the 2012 presidential election, but it had nonetheless succeeded in paralyzing the U.S. government. Meadows of course was not able to engineer the government shutdown by himself. Ted Cruz, the junior senator from Texas, whose 2012 victory had also been fueled by right-wing outside money, orchestrated much of the congressional strategy.

Our values often reflect the beliefs of our cultural background. From childhood we develop a value system that represents a combination of cultural influences, personal discoveries, and family scripts. These become the “glasses” through which we look at the world. We evaluate, assign priorities, judge, and behave based on how we see life through these glasses

The gulf between “I’m great” (Stage Three) and “we’re great” (Stage Four) is huge, Grand Canyon huge. This level represents 22 percent of workplace tribal cultures, where the theme of people’s communication is “we’re great.

The lesson of this story is clear. The spirit of Sabinus always turns to its enemy for safety. It is not a spirit of self-reliance and strength in adversity. It represents the worst weakness of all: namely, cowardice. Instead of accepting the necessity of battle, Sabinus always sought to negotiate. His method was to trust a deceptive enemy at every turn. The result of such leadership was a disgraceful massacre. This is always the outcome, and will be the outcome for any country that is governed by such a spirit.

All ten of the top ten presidents in C-SPAN’s survey were hackers. Only one, JFK, climbed a semblance of a traditional ladder; he served in both houses of Congress, but was a war hero and author of a Pulitzer Prize–winning book—clearly not the average ladder climber. Each of the men on this list worked hard in his career, learned and proved leadership through diverse experiences, and switched ladders multiple times. They continuously parlayed their current success for something more, and they didn’t give up when they lost elections (which most of them did). The ladder switching made them better at getting elected and better at the job. To be a good president, Wead says, “You’ve got to be able to think on your feet.” Stubbornness and tradition make for poor performance—as we see with Andrew Johnson and other presidents at the bottom of history’s rankings. The fact that our best presidents—and history’s other greatest overachievers—circumvented the system to get to the top speaks to what’s wrong with our conventional wisdom of paying dues and climbing the ladder. Hard work and luck are certainly ingredients of success, but they’re not the entire recipe. Senators and representatives, by contrast, generally play the dues-and-ladder game of hierarchy and formality. And they get stuck in the congressional spiderweb. “The people that go into Congress go step by step by step,” Wead explains. But presidents don’t. It begs the question: should we?

The Palestinian leadership failed disastrously by not coming up with an alternative to the U.S.-Israeli position at Camp David and subsequent negotiations through the end of the Clinton presidency. It also failed by not explaining what was wrong with the terms being negotiated at Camp David, and how the whole process, from Oslo on, represented the subordination of international law to Israeli demands.

157 But what’s happened to you, church? You’ve seen so much television, so much things of the world, it’s so easy for your old Adam nature to drift into that, to act like the rest of them. 158 May I repeat this again! In the kosher, in the offering of the—the—the atonement in the days of Moses, when Moses brought the children out, there was to be seven days that there was to be no leaven among the people. Anyone knows that. In Exodus, “No leaven shall be found in your camp at all, seven days.” That seven days represented the full “seven church ages.” See? 159 “No leaven.” Now, what is that? No creed, no world. Jesus said, “If you love the world or the things of the world, the love of God’s not even in you.” See? And we’re trying to mix that; you can’t do it! You’ve got to come to one thing to believe: you’re either going to believe God, you’re going to believe your church, you’re going to believe the world, you’re…You cannot mix it together. And you can’t hold to them old things that the other church before you did. You’ve got to take the Message of the hour. 65-1207 - Leadership Rev. William Marrion Branham

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

In previous eras,” Lizza noted, “ideologically extreme minorities could be controlled by party leadership. What’s new about the current House of Representatives is that party discipline has broken down on the Republican side.” Party bosses no longer ruled. Big outside money had failed to buy the 2012 presidential election, but it had nonetheless succeeded in paralyzing the U.S. government.

It may well be that the Bolsheviks' greatest strength in 1917 was not strict party organization and discipline (which scarcely existed at this time) but rather the party's stance of intransigent radicalism on the extreme left of the political spectrum. While other socialist and liberal groups jostled for position in the Provisional Government and Petrograd Soviet, the Bolsheviks refused to be co-opted and denounced the politics of coalition and compromise. While other formerly radical politicians called for restraint and responsible, statesmanlike leadership, the Bolsheviks stayed out on the streets with the irresponsible and belligerent revolutionary crowd. As the 'dual power' structure disintegrated, discrediting the coalition parties represented in the Provisional Government and Petrograd Soviet leadership, only the Bolsheviks were in a position to benefit. Among the socialist parties, only the Bolsheviks had overcome Marxist scruples, caught the mood of the crowd, and declared their willingness to seize power in the name of the proletarian revolution.

It is, indeed, one of the basic moral blindspots of American conservatism that its intellectual and leadership energy have never been focused in a proactive way on America's racial-caste legacy. This represents a fundamental moral crisis of modern American conservatism.... American conservatives typically ignored the authoritarian and violent racial-caste practices and values arrayed against black Americans in southern states where the vast majority of blacks live. On the other hand, American conservatives have, throughout this century, often embraced freedom movements elsewhere in the world --in Europe, Latin America, East Asia-- but always firmly resisting a proactive embrace of the black American civil rights movement as a bona fide freedom movement fully worthy of their support. So it is in the shadow of this dismal record of mainstream American conservatism vis-a-vis black Americans' long and arduous quest for equality of status that new black conservatives have emerged.

It was now my responsibility to build my own culture within the U.S. Attorney’s office, one that would get the best out of our team and drawing, in different ways, on the lessons of Giuliani and Fahey. I tried to attend to this task from the very first day. I hired about fifty new prosecutors during my time as U.S. Attorney and sat with each of them as they took the oath of office. I invited them to bring their families. I told them that something remarkable was going to happen when they stood up and said they represented the United States of America—total strangers were going to believe what they said next. I explained to them that, although I didn’t want to burst their bubbles, this would not happen because of them. It would happen because of those who had gone before them and, through hundreds of promises made and kept, and hundreds of truths told and errors instantly corrected, built something for them. I called it a reservoir. I told them it was a reservoir of trust and credibility built for you and filled for you by people you never knew, by those who are long gone. A reservoir that makes possible so much of the good that is done by the institution you serve. A remarkable gift. I would explain to these bright young lawyers that, like all great gifts, this one comes with a responsibility, a solemn obligation to guard and protect that reservoir and pass it on to those who follow as full as you received it, or maybe even fuller. I would explain that the problem with reservoirs is that they take a very long time to fill but they can be drained by one hole in the dam. The actions of one person can destroy what it took hundreds of people years to build.

FOGLAMP project checklist FOGLAMP is an acronym for focus, oversight, goals, leadership, abilities, means, and process. This tool can help you cut through the haze and plan your critical projects. Complete the table for each early-win project you set up. Project: __________________________ Question Answer Focus: What is the focus for this project? For example, what goal or early win do you want to achieve? Oversight: How will you oversee this project? Who else should participate in oversight to help you get buy-in for implementing results? Goals: What are the goals and the intermediate milestones, and time frames for achieving them? Leadership: Who will lead the project? What training, if any, do they need in order to be successful? Abilities: What mix of skills and representation needs to be included? Who needs to be included because of their skills? Because they represent key constituencies? Means: What additional resources, such as facilitation, does the team need to be successful? Process: Are there change models or structured processes you want the team to use? If so, how will they become familiar with the approach?

cooperative, inter-agency and intra-agency effort in which all points of view are represented and have a hearing, and where people and institutions have a say in shaping the future structure, we can in fact bring about real change.

Message to Extraterrestrial Civilizations First Draft [Complete Text] Attention, you who have received this message! This message was sent out by a country that represents revolutionary justice on Earth! Before this, you may have already received other messages sent from the same direction. Those messages were sent by an imperialist superpower on this planet. That superpower is struggling against another superpower for world domination so that it can drag human history backwards. We hope you will not listen to their lies. Stand with justice, stand with the revolution! [Instructions from Central Leadership] >This is utter crap! It’s enough to put up big-character posters27 everywhere on the ground, but we should not send them into space. The Cultural Revolution leadership should no longer have any involvement with Red Coast. Such an important message must be composed carefully. It’s probably best to have it drafted by a special committee and then discussed and approved by a meeting of the Politburo. Signed: XXX Date: XX/XX/196X Second Draft [omitted] Third Draft [omitted] Fourth Draft [Complete Text] We extend our best wishes to you, inhabitants of another world. After reading the following message, you should have a basic understanding of civilization on Earth. By dint of long toil and creativity, the human race has built a splendid civilization, blossoming with a multitude of diverse cultures. We have also begun to understand the laws governing the natural world and the development of human societies. We cherish all that we have accomplished. But our world is still flawed. Hate exists, as does prejudice and war. Because of conflicts between the forces of production and the relations of production, wealth distribution is extremely uneven, and large portions of humanity live in poverty and misery. Human societies are working hard to resolve the difficulties and problems they face, striving to create a better future for Earth civilization. The country that sent this message is engaged in this effort. We are dedicated to building an ideal society, where the labor and value of every member of the human race are fully respected, where everyone’s material and spiritual needs are fully met, so that civilization on Earth may become more perfect. With the best of intentions, we look forward to establishing contact with other civilized societies in the universe. We look forward to working together with you to build a better life in this vast universe.

Message to Extraterrestrial Civilizations First Draft [Complete Text] Attention, you who have received this message! This message was sent out by a country that represents revolutionary justice on Earth! Before this, you may have already received other messages sent from the same direction. Those messages were sent by an imperialist superpower on this planet. That superpower is struggling against another superpower for world domination so that it can drag human history backwards. We hope you will not listen to their lies. Stand with justice, stand with the revolution! [Instructions from Central Leadership] This is utter crap! It’s enough to put up big-character posters everywhere on the ground, but we should not send them into space. The Cultural Revolution leadership should no longer have any involvement with Red Coast. Such an important message must be composed carefully. It’s probably best to have it drafted by a special committee and then discussed and approved by a meeting of the Politburo. Signed: XXX Date: XX/XX/196X Second Draft [omitted] Third Draft [omitted] Fourth Draft [Complete Text] We extend our best wishes to you, inhabitants of another world. After reading the following message, you should have a basic understanding of civilization on Earth. By dint of long toil and creativity, the human race has built a splendid civilization, blossoming with a multitude of diverse cultures. We have also begun to understand the laws governing the natural world and the development of human societies. We cherish all that we have accomplished. But our world is still flawed. Hate exists, as does prejudice and war. Because of conflicts between the forces of production and the relations of production, wealth distribution is extremely uneven, and large portions of humanity live in poverty and misery. Human societies are working hard to resolve the difficulties and problems they face, striving to create a better future for Earth civilization. The country that sent this message is engaged in this effort. We are dedicated to building an ideal society, where the labor and value of every member of the human race are fully respected, where everyone’s material and spiritual needs are fully met, so that civilization on Earth may become more perfect. With the best of intentions, we look forward to establishing contact with other civilized societies in the universe. We look forward to working together with you to build a better life in this vast universe.

Wikipedia: Iron law of oligarchy According to [Robert] Michels, all organizations eventually come to be run by a "leadership class", who often function as paid administrators, executives, spokespersons or political strategists for the organization. Far from being "servants of the masses", Michels argues this "leadership class", rather than the organization's membership, will inevitably grow to dominate the organization's power structures. By controlling who has access to information, those in power can centralize their power successfully, often with little accountability, due to the apathy, indifference and non-participation most rank-and-file members have in relation to their organization's decision-making processes. Michels argues that democratic attempts to hold leadership positions accountable are prone to fail, since with power comes the ability to reward loyalty, the ability to control information about the organization, and the ability to control what procedures the organization follows when making decisions. All of these mechanisms can be used to strongly influence the outcome of any decisions made 'democratically' by members. Michels stated that the official goal of representative democracy of eliminating elite rule was impossible, that representative democracy is a façade legitimizing the rule of a particular elite, and that elite rule, which he refers to as oligarchy, is inevitable.

How many companies can say they have sent their “best knights” out onto the college campuses and job fairs to represent them? More often than not, management hires out this critical responsibility to a third party. Headhunters represent the company, taking on the perceived burden of interviewing and screening so many candidates.

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

When I first began writing novels the greatest threat to America and the world appeared to be fundamentalist Islamic terrorists intent on waging a Holy War to establish a Caliphate. So these tended to be my villains. I dutifully took care to explain each time that radicalized Jihadists vowing to wipe all non-Muslims from the face of the Earth and create rivers of blood in the streets didn’t represent the vast majority of peace-loving Muslims. Since there were only small pockets of Jihadists, and over a billion Muslims, nothing could be more obvious. Still, in today’s world, one needed to state this explicitly. But then I began researching the leadership of China, and I was astonished by what I found. I had always thought the country was largely harmless. A promising market for American goods, and a wonderful supplier to American consumers. But the more I researched, the more clear and ominous their endgame became. It wasn’t as if it wasn’t all there to find, in their own words. Still, their reputation within the US tended to be excellent. China was ten times the threat of Russia, yet many Americans thought just the opposite.

Lenin had created the conditions for the rise of Stalin, but like Dr Frankenstein the monster outgrew him. He suffered a cerebral haemorrhage on 24 May 1922 and from this time forward his involvement in political affairs was sporadic. Too late he realised, on 25 December 1922, that Stalin represented a real threat to the stability of the Party. He penned a postscript to his famous “Testament”. This called for the removal of Stalin as General Secretary but significantly not from the Politburo. Despite Lenin’s request, the “Testament” was only discussed in the Central Committee, and Stalin’s offer to resign as General Secretary was rejected by Zinoviev and Kamenev. They had now formed a triumvirate with him, and during Lenin’s illness Zinoviev had assumed nominal leadership of the Party. Fearing that any demotion of Stalin would lead to the elevation of Trotsky, Zinoviev and Kamenev not only supported him, but hushed up the letters of Lenin.

I never consider my team just customer service representatives, rather service excellence providers. Anyone can serve customers, however my team is next level as provides excellence in service to customers.

My team are not customer service representatives, rather, service excellence providers. Anyone can serve customers, however my team is above and beyond as we only provide excellence in service to customers.

Leadership is not about occupying a more prominent seat. It is about taking a stand to represent the masses.

Disciplines do have status, and we judge others as representatives of their disciplines.

For me, surfing represented balance, a conscious commitment to every aspect of my health and wellness, from the physical to the emotional to the spiritual. Believe it or not, it was because of this commitment to the things outside my work that I was able to thrive inside my work.

To avert a clear and present danger of descent into lawlessness, the leadership of the House of Representatives took the bold and decisive action of convening the first ever Emergency session on a Sunday (8th January 2012), and

Your vote; your power! But remember, "in the hands of an incompetent and clueless representative", that power brings nothing but ruins. So vote wisely.

Every good organization specifies what it plans to achieve in a given period, and these goals, more than the financial metrics that they drive, make up the majority of near-term, controllable results. So, while profit may be the ultimate measure of results for a corporation, the goals and objectives that executives set for themselves along the way constitute a more representative example of the results it strives for as a team. Ultimately, these goals drive profit.

We assume outcomes are representative of their underlying causes, leading us to neglect the powerful role that chance plays in business, sports, and life.

For the first time in the history of the country,” a writer in Collier’s Weekly exclaimed, great corporate leaders and union representatives would join “the President of the United States to talk over their differences face-to-face.

No revolution, in itself, intends or should last forever. The revolution arises, precisely, to cease to exist and not the other way around. The idea of a permanent revolution is the very negation of the idea of revolutionary change. Every revolutionary process tends to occur when the old State or leadership is no longer capable of keeping up with progress or social change, or even simply incapable of imposing order, ultimately being undermined by the actions of groups seeking to impose themselves and establish a new social order, as well as a new State. The revolution will be a pause between the old order and the new, and if neither can prevail, we will have anarchy in its most realistic sense. This represents both the failure of the revolution and the failure of the old order. It is what we can qualify as anomie. Revolutions happen all the time, and most of them are not armed; they simply occur through the slow passage of time, technological changes, and the advancement of ideas within the social fabric. The tendency toward violence and what we can call the “Great Revolution” occur only when the old system inexorably blocks the slow progress of small revolutions. The good revolutionary, in this sense, learns to manage and unlock small revolutions so as not to have to resort to the Great Revolution, which is almost always terrible and, in one way or another, ends up eliminating the very revolutionaries, resulting almost always in a tyranny worse than the previous one that it promised to eliminate.

kind of leadership to represent the true sentiments of the Negro. {Cheers.}

The old leadership represented us as wanting to have no hand in politics, but that we were satisfied to cast our vote for Tom, Dick and Harry of any other race without trying to exercise it in our own behalf.

Below, are quotes from one of the most insightful, and cherished, spiritual leaders of our time:  “Women are the ones who can heal this nation” “I question that man has the ability to save himself” “We (as women) are the force that can make the difference between destruction and survival” “Women cannot afford to ignore this opportunity” These are the words of CORETTA SCOTT KING and we can feel grateful that she and Martin have been here when we really needed their example and leadership most. WE Can Feel Blessed, that Coretta, and Martin, were here with us to help open our eyes and share their wonderful Vision of the world with us.  They are still with us today and still serve as shinning examples of so very much of the GOOD that our great nation has represented in the world.  Coretta, and Martin, have shown us all the value that diversity and understanding brings to all of our humanity.  They have contributed so very much good to the entire world for all to see. Coretta, and Martin have shown us all that we must fight for what we know in our heart of hearts is RIGHT! 

On May 19, Representative Elias Boudinot of New Jersey, Hamilton’s old patron from Elizabethtown, proposed that Congress establish a department of finance. From the clamor that arose over what would become the Treasury Department, it was clear this would be the real flash point of controversy in the new government, the place where critics feared that European-style despotism could take root. Legislators recalled that British tax abuses had spawned the Revolution and that chancellors of the exchequer had directed huge armies of customs collectors to levy onerous duties. To guard against such concentrated power, Elbridge Gerry wanted to invest the Treasury leadership in a board, not an individual. It was Madison who insisted that a single secretary, equipped with all necessary powers, should superintend the department.

leaders are also representatives of company policies, processes, and procedures.

Among book publishers, the largest number of evangelical feminist books are being published by InterVarsity Press4 and Baker Books. Among popular journals, both Charisma magazine under the editorship of J. Lee Grady and Christianity Today under the leadership of David Neff clearly favor an evangelical feminist position (though Christianity Today has made some attempts to represent both sides fairly). Among parachurch ministries, InterVarsity Christian Fellowship is strongly committed to an evangelical feminist position, as is Youth With A Mission.

Africa had free markets and a thriving entrepreneurial culture and tradition centuries before these became the animating ideas of the United States or Western Europe. Timbuktu, the legendary city in northern Mali, was a famous trading post and marketplace as far back as the twelfth century, as vital to the commerce of North and West Africa as ports on the Mediterranean were to Europe and the Levant. In Africa Unchained, George Ayittey offers myriad examples of industrial activity in precolonial Africa, from the indigo-dye cloth trade of fourteenth-century Kano, Nigeria, to the flourishing glass industry of precolonial Benin to the palm oil businesses of southern Nigeria to the Kente cotton trade of the Asante of Ghana in the 1800s: “Profit was never an alien concept to Africa. Throughout its history there have been numerous entrepreneurs. The aim of traders and numerous brokers or middlemen was profit and wealth.”2 The tragedy is what happened next. These skills and traditions were destroyed, damaged, eroded or forced underground, first during centuries of slave wars and colonialism and, later, through decades of corrupt postindependence rule, usually in service to foreign ideologies of socialism or communism. No postcolonial leader in Africa who fought for independence has ever adequately explained why liberation from colonial rule necessarily meant following the ideas and philosophies of Karl Marx, a gray-bearded nineteenth-century German academic who worked out of the British Library and never set foot in Africa. At the same time, neither should we have ever allowed ourselves to become beholden to paternalistic aid organizations that were sending their representatives to build our wells and plant our food for us. Nor, for that matter, should we have relied on the bureaucrats of the Western world telling us how to be proper capitalists or—as is happening now—to Party officials in Beijing telling us what they want in exchange for this or that project. It was this outside influence—starting with colonialism but later from our own terrible and corrupt policies and leaderships—that the stereotype of the lazy, helpless, unimaginative and dependent African developed. The point is that we Africans have to take charge of our own destiny, and to do this we can call on our own unique culture and traditions of innovation, free enterprise and free trade. We are a continent of entrepreneurs.

Realistic and unrealistic expectations will be placed on you, demands will be made, fair and unfair judgment will be passed. Your growing leadership intelligence should reflect in your objective response or reaction to these challenges – remember more eyes than you can see are watching you. Know when it is prudent to make a comment, to set the record straight or just not comment. Decide which invitations to accept and which ones to send a representative or to turn down. Continuously reflecting on your mission, beliefs and values will make this process more objective.

Your countries have benefitted from my money and my advice. I also cut the head off the United States, disabled its military, and disposed of citizens who would most certainly object to a one-world government. My representative and I have demonstrated a capacity for leadership and ruthlessness that should make it obvious that one man should lead the world into a bright, new future. Even though my compatriot and I don’t really need the United Nations, I’m sure most of you would prefer to be part of this new world order, instead of being left out.

The primary challenge for any aspiring public office bearer is to have a well-defined cause and diligently represent that cause until a significant impact is witnessed. Adhering to value-based leadership principles must be at the top of the priority list for public office aspirants.

The ideal politician is an ordinary representative of his class with extraordinary abilities.

You can and should stand up for who you are and what you represent, without fear or prejudice. You take the promises you have made to yourself and to others very seriously.

To prove the existence of a worldwide conspiracy one needs to bring up facts that cannot be denied by opponents of such a principle. The imminence of such a worldwide conspiracy is, along with other facts confirmed, by the existence of organizations that rank above the separate states. These organizations have been operating behind the scenes of official world politics for several decades. Whoever wants to understand how and why political decisions come about needs to study these organizations and their objectives. The real answers cannot be found with the government of the United States or other political powers of this world. In reality the politics of countries are not determined by democratically chosen representatives, but by these powerful organizations and our invisible elite. Many investigators have tried to uncover this worldwide conspiracy. These investigators stem from all ranks of society. In spite of this, they all agree on the existence of this conspiracy. Sooner or later every investigator that researches this matter will come across the secret Brotherhood of the Illuminati. This organization was officially founded in 1530 in Spain. Their goals are based on the famous Constantinople Letter of December 22, 1489, in which plans were made to conquer the leadership of the world.[33] In 1773 the plans stipulated in the Constantinople Letter were restored, modernized and developed further in consultation

This kind of philosophy represented an attitude that I abhor. In my view, the notion that there can be only one interpretation or one perspective of an extremely complex issue is very dangerous. Yet, it was the policy of the Pentagon leadership. If Congress permitted this policy to continue, then, as far as I was concerned, it too was part of the problem.)

As it turned out, my church sent their youth to summer camps more to gain a vision of social justice than of personal religious experience. I was elected to represent Oklahoma at a regional church youth camp in Fayetteville, Arkansas. There the national youth leadership outlined their plan for the future and taught us about the labor movement, grasping capitalists and the need for total disarmament. From then on my intellectual trajectory was poised for leaping much further to the political left. That meant Henry Wallace and the Farmer Labor wing go of the Democratic Party. Those hurdles happened abruptly, and my course was set early. The national Methodist youth movement was a world of its own, with extensive organization and strong political convictions. It was designed for propaganda that promoted social change according to the Social Gospel vision pouring out of the theological schools. My distant ideological mentors for that dream were socialist candidate Norman Thomas, pacifist pioneer A. J. Muste and British Hyde Park Donald Soper. I got this indoctrination second- and third-hand from reading and from going to youth conferences on all levels--local, district, conference, jurisdictional and national levels. As a teenage I was not sufficiently self-critical to see any unintended consequences and such talk was not encouraged.

Chronicling the mid-1970s up session with Gerald Ford's clumsiness, the author quotes a medieval maxim that the king has two bodies. The head of state has a physical body like everyone else, but he also represents the body politic, either reflecting its majesty or its weakness.

Tactical decision games are situational exercises on paper representing a snap shot in time. A scenario is handed out that describes a problem related to your profession (law enforcement, security, military, business, etc). The facilitator sets a short time limit for you to come up with a solution to the problem presented. The TDGs can be conducted individually or in a group setting. As soon as time is up, with the facilitator using “time hacks”, an individual or group is told to present their course of action to the rest of the group. What you did and why? Justifying your actions to everyone else! It is important that individuals or groups working together are candid and honest in their responses. You’re only fooling yourself to do otherwise. The lesson learned from the TDGs can make you more effective and safe in the performance of your job. The time to develop the strength of character and the courage to make decisions comes here, in the training environment. Mistakes can be made here that do not cost a life and valuable lessons are learned.

From this basis, Boyd sets out to develop a normative view on a design for command and control. As in Patterns of Conflict, he starts with some ‘samples from historical environment’, offering nine citations from nine practitioners, including from himself (see Box 6.1):6 Sun Tzu (around 400 BC) Probe enemy strength to unmask his strengths, weaknesses, patterns of movement and intentions. Shape enemy’s perception of world to manipulate/undermine his plans and actions. Employ Cheng/Ch’I maneuvers to quickly and unexpectedly hurl strength against weaknesses. Bourcet (1764–71) A plan ought to have several branches . . . One should . . . mislead the enemy and make him imagine that the main effort is coming at some other part. And . . . one must be ready to profit by a second or third branch of the plan without giving one’s enemy time to consider it. Napoleon (early 1800s) Strategy is the art of making use of time and space. I am less chary of the latter than the former. Space we can recover, time never. I may lose a battle, but I shall never lose a minute. The whole art of war consists in a well-reasoned and circumspect defensive, followed by rapid and audacious attack. Clausewitz (1832) Friction (which includes the interaction of many factors, such as uncertainty, psychological/moral forces and effects, etc.) impedes activity. Friction is the only concept that more or less corresponds to the factors that distinguish real war from war on paper. In this sense, friction represents the climate or atmosphere of war. Jomini (1836) By free and rapid movements carry bulk of the forces (successively) against fractions of the enemy. N.B. Forrest (1860s) Git thar the fustest with the mostest. Blumentritt (1947) The entire operational and tactical leadership method hinged upon . . . rapid concise assessment of situations, . . . and quick decision and quick execution, on the principle: each minute ahead of the enemy is an advantage. Balck (1980) Emphasis upon creation of implicit connections or bonds based upon trust, not mistrust, that permit wide freedom for subordinates to exercise imagination and initiative – yet harmonize within intent of superior commanders. Benefit: internal simplicity that permits rapid adaptability. Yours truly Operate inside adversary’s observation-orientation-decision-action loops to enmesh adversary in a world of uncertainty, doubt, mistrust, confusion, disorder, fear, panic, chaos . . . and/or fold adversary back inside himself so that he cannot cope with events/efforts as they unfold.