Respected Leadership Quotes

I don't care if you're black, white, straight, bisexual, gay, lesbian, short, tall, fat, skinny, rich or poor. If you're nice to me, I'll be nice to you. Simple as that.

7 Effective Ways to Make Others Feel Important 1. Use their name. 2. Express sincere gratitude. 3. Do more listening than talking. 4. Talk more about them than about you. 5. Be authentically interested. 6. Be sincere in your praise. 7. Show you care.

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

Advice to my younger self: 1 Start where you are with what you have 2 Try not to hurt other people 3 Take more chances 4 If you fail, keep trying

The Anatomy of Conflict: If there is no communication then there is no respect. If there is no respect then there is no caring. If there is no caring then there is no understanding. If there is no understanding then there is no compassion. If there is no compassion then there is no empathy. If there is no empathy then there is no forgiveness. If there is no forgiveness then there is no kindness. If there is no kindness then there is no honesty. If there is no honesty then there is no love. If there is no love then God doesn't reside there. If God doesn't reside there then there is no peace. If there is no peace then there is no happiness. If there is no happiness ----then there IS CONFLICT BECAUSE THERE IS NO COMMUNICATION!

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

If I were to vote, I would intentionally vote for the goofiest candidate. It is my theory that when the people can outwit the leader, the more respected their voices will be.

Always hear others out and remain open-minded; the day you think you know everything is the day you have the most yet to learn.

There is a world of difference between a leadership that is based on love and respect, and one that is based on fear.

There is a significant moral difference between a person who commits a violent crime and a person who tries to cross a border illegally in order to put food on the family table. Such migrants may violate our laws against illicit entry, but if that's all they do they are trespassers, not criminals. They deserve to have their dignity respected.

Relationships - of all kinds - are like sand held in your hand. Held loosely, with an open hand, the sand remains where it is.The minute you close your hand and squeeze tightly to hold on, the sand trickles through your fingers. You may hold onto it, but most will be spilled. A relationship is like that. Held loosely, with respect and freedom for the other person, it is likely to remain intact. But hold too tightly, too possessively, and the relationship slips away and is lost.

Seek a man that doesn't ask you to prove your love. Seek a man that will prove God's love.

When someone respects you, s/he confronts you in private before taking you in public and/or stabbing in the back and backbiting you...

How we treat people is always our choice, and if we choose not to be respectful, it can come back to bite us.

Don't ever underestimate the importance of treating others with respect and kindness.

Oh! What honour for the female sex! It is perfectly obvious that God has special regard for it when all these wretched people who destroyed the whole Kingdom – now recovered and made safe by a woman, something that 5000 men could not have done – and the traitors [have been] exterminated. Before the event they would scarcely have believed this possible.

Keep on smiling, treat people with respect, be cool even if some may not treat you the same. How people treat you doesn't change who you're.

When people respect you as a person, they admire you. When they respect you as a friend, they love you. When they respect you as a leader, they follow you.

We are all cosmopolitan, what we are born into is an accident of birth, respect for difference, growth and learning is who we are

Remain open-minded, even when you believe yourself to be a king among peasants. You never know what blessings can be gained or crises averted just by listening.

Effective anticipatory governance is not possible without leadership teams and boards appreciating the range of potential responses to the respective levels of uncertainty.

Without appreciation and respect for other people, true leadership becomes ineffective, if not impossible.

The difference between impossible and possible is a willing heart.

Purpose drives the process by which we become what we are capable of being.

You need to train yourself to be comfortable with silence, particularly when dealing with cultures that respect silence more than we do in the West.

In a servant leadership culture we learn by choice or example that if we want to be great, we have to serve others respectfully.

The sign of a good leader is easy to recognize, though it is hardly ever seen. For the greatest leaders are those who share as equals in the trials and struggles, the demands and expectations, the hills and trenches, the laws and punishments placed upon the backs of those governed. A great leader is motivated not by power but by compassion. Therefore he can do nothing but make himself a servant to those whom he rules. Such a leader is unequivocally respected, and loved for loving.

If you seek honor and respect you will not find it, for a leader is powerless to elevate himself. It is only when you serve others without regard for self, will honor, respect and lasting success be found.

A strong and capable leader can stand on their own two feet. A wimpy puppet of a leader needs to have their father, their father-in-law, mother, mother-in-law, sister, nursemaid, paid 'yes' people, etc. prop him up. That's fine if he is a baby, but not fine when he is a grown man. If he is capable of leading a company without the help of nepotism, then his workers will respect him and naturally get motivated to support him as a leader. - Strong by Kailin Gow

We cannot, of course, expect every leader to possess the wisdom of Lincoln or Mandela’s largeness of soul. But when we think about what questions might be most useful to ask, perhaps we should begin by discerning what our prospective leaders believe it worthwhile for us to hear. Do they cater to our prejudices by suggesting that we treat people outside our ethnicity, race, creed or party as unworthy of dignity and respect? Do they want us to nurture our anger toward those who we believe have done us wrong, rub raw our grievances and set our sights on revenge? Do they encourage us to have contempt for our governing institutions and the electoral process? Do they seek to destroy our faith in essential contributors to democracy, such as an independent press, and a professional judiciary? Do they exploit the symbols of patriotism, the flag, the pledge in a conscious effort to turn us against one another? If defeated at the polls, will they accept the verdict, or insist without evidence they have won? Do they go beyond asking about our votes to brag about their ability to solve all problems put to rest all anxieties and satisfy every desire? Do they solicit our cheers by speaking casually and with pumped up machismo about using violence to blow enemies away? Do they echo the attitude of Musolini: “The crowd doesn’t have to know, all they have to do is believe and submit to being shaped.”? Or do they invite us to join with them in building and maintaining a healthy center for our society, a place where rights and duties are apportioned fairly, the social contract is honored, and all have room to dream and grow. The answers to these questions will not tell us whether a prospective leader is left or right-wing, conservative or liberal, or, in the American context, a Democrat or a Republican. However, they will us much that we need to know about those wanting to lead us, and much also about ourselves. For those who cherish freedom, the answers will provide grounds for reassurance, or, a warning we dare not ignore.

The term 'black' was given a rebirth by the black youth revolt. As reborn, it does not refer to the particular color of any particular person, but to the attitude of pride and devotion to the race whose homeland from times immemorial was called 'The Land of the Blacks.' Almost overnight our youngsters made 'black' coequal with 'white' in respectability, and challenged the anti-black Negroes to decide on which side they stood. This was no problem for many who are light or even near-white in complexion, for they themselves were among the first to proclaim with pride, 'call me black!' Those who hate the term but hold the majority of leadership positions feel compelled to use it to protect their leadership roles.

For all those who say its a Man world. Respect Women Its their World we are just guest here

If you pair excellence with humility, people not only won’t run over you, they will respect you.

Consistency is an under-appreciated inspirational quality. It’s that ability to conduct yourself in a consistent, reliable manner that others will respect and appreciate.

Any nation that does not learn to place women on the same pedestal of respect and dignity as men, will never in a thousand years attain greatness.

If you do not treat people with the respect they deserve, do not expect any kind of commitment to your productivity goals and target.

Too often we think sharing our weaknesses will cause us to lose respect. We think making our weaknesses know will cause us to lose the honour to be able to proclaim the Word of God in our congregations or our businesses. I know longer believe that is true. Not today, in our post modern culture. What I do believe is the more you tell the truth about yourself – appropriately, winsomely, age-appropriately, within a context – the more effective your leadership will become, the more you will develop a true leading character. The more you tell of your own failure of character, the more God will use that for His purposes.

Leadership isn't about power for the sake of power - not true leadership. Instead it deals with modeling behavior you want others to have, and with responsibility for being certain the people you lead are treated equitably, and with respect. Not an easy task. You can't make other people feel anything, or think anything; you can only try to teach them what you want them to feel and think and why you think they should act accordingly.

Just because someone is the heir to a throne or company does not mean they are the best fit for the job. Entrusting someone who can lead, has the respect of the people and company, and a vision to where to take the company is more important than bloodline. That is why family companies establish a Board or hire someone outside to run the company. It is what is best for the company. Because as history shows with insane rulers like Nero and Caligula, bloodline may not always be best for the country, company, or civilization." - Kailin Gow, on Choosing a Successor, Leadership

If you refuse to accept what is, and choose to see what could be, then you set a course for yourself that makes others take notice of you, respect you, revere you. It is then that they become objects of your destiny instead of you playing a support role in theirs.

When we take your person into account, you who are a young maiden, to whom God gives the strength and power to be the champion who casts the rebels down and feeds France with the sweet, nourishing milk of peace, here indeed is something quite extraordinary! For if God performed such a great number of miracles through Joshua who conquered many a place and cast down many an enemy, he, Joshua, was a strong and powerful man. But, after all, a woman – a simple shepherdess – braver than any man ever was in Rome! As far as God is concerned, this was easily accomplished. But as for us, we never heard tell of such an extraordinary marvel, for the prowess of all the great men of the past cannot be compared to this woman's whose concern it is to cast out our enemies. This is God's doing: it is He who guides her and who has given her a heart greater than that of any man.

Exasperation over our struggle in Vietnam should not close our eyes to the fact that we could have other missile crises in the future—different kinds, no doubt, and under different circumstances. But if we are to be successful then, if we are going to preserve our own national security, we will need friends, we will need supporters, we will need countries that believe and respect us and will follow our leadership.

Humility applied to convictions does not mean believing things any less; it means treating those who hold contrary beliefs with respect and friendship.

People who swim very well in troubled waters are respected and celebrated than those who swim excellently in calm waters.

Good leaders keep their promises. When promises are honored, respect is earned. When promises are disregarded by the leader, respect for the leader is disregarded.

As a leader, it is possible to be both loved and respected. You don’t have to be a pushover to be loved, and you don’t have to be a bully to be respected.

His leadership example of doing your job, treating others with respect, expecting people to do their jobs, and holding them accountable is a formula for success that will work in any good organization.

a workplace can look as diverse as the United Nations, but if the employees are not truly respected, not truly valued, not truly involved, and not truly treated with dignity, what you have is a great photo opportunity, not real inclusion.

Leading a grateful life should be more than a feeling and a habit. It should be our core value, which we should respect no matter what.

He was the subject of a little respectful ribbing. But he was, of course, the captain, which meant he had to do lots of the ribbing himself.

Digital synchronization occurs when all parts of the choir sing their respective parts in harmony.

The sweeper of the street is a leader in his own respect provided he does his job well with all love, diligence and attention than anyone would do when given the same broom sticks.

Integrity is the most valuable and respected quality of leadership. Always keep your word.

Courage through the tears and smiles through the fears, that's real character.

Digital synchronization and strategic alignment occur when all parts of the choir sing their respective parts in harmony to achieve a higher purpose.

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

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

The ladder of leadership can only stand firm on the grounds of integrity. Any other ground makes it unstable till it falls.

The more you give, the more you get.

You are mostly treated by others, the way you deserve.

Aspiring female leaders risk being liked but not respected, or respected but not liked, in settings that may require individuals to be both in order to succeed.

If You Respect Their Preparation, You never Drop the Baton

expected they would treat all people with respect and dignity, without regard to position or station in life.

When people see light of trust, respect and responsibility in you. You are successful. You are a leader.

A lot of men overlook the importance of leadership. Leadership is required if you want to be a strong, respected man; even if all you ever lead is yourself and your family.

Sports teach us how to persevere. How to deal with adversity. How to become part of a single heartbeat that defines a team. Sports teach lessons in leadership, respect, and courage.

[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.

... From want of foresight men make changes which relishing well at first do not betray their hidden venom, as I have already observed respecting hectic fever. Nevertheless, the ruler is not truly wise who cannot discern evils before they develop themselves, and this is a faculty given to few.

When man is finally able to see himself and the world around him with clear cognition, he finds a picture far more pleasant. Visible in unmistakable clarity and devastating detail is man’s failure to be what he might be and his misuse of his world. This revelation causes him to leap out in search of a way of life and system of values which will enable him to be more than he has been. He seeks a foundation of self-respect, which will have value system rooted in knowledge and cosmic reality where he expresses himself so that all others, all beings can continue to exist. His values now are of a different order from those at previous levels: They arise not from selfish interest but from the recognition of the magnificence of existence and the desire that it shall continue to be.

We stand at an immense fork in the raod. One way is the path of generosity, dignity and a respect for other races and customs; the other leads most certainly to greed, suspicion, hatered and the old, bloody course of violence and waste - and now, God help us, to the very destruction of all the struggles and triumphs of the human race on this earth. My old friends and fellow townsmen: which will it be?

There has to be a way to redirect employee's driving ambition and to channel it more productively. There is. Create heroes in every role. Make every role, performed at excellence, a respected profession.

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

You are allowed to respectfully question your leaders. Even God said, “Come now, let us reason together” (Isa. 1:18 ESV). Be careful of any authority who is not open to differences or discussions. If someone is completely closed off to input from others, then take it as a major sign that it may be time to get out from under that person’s leadership.

But being overborne with numbers, and nobody daring to face about, stretching out his hands to heaven, [Romulus] prayed to Jupiter to stop the army, and not to neglect but maintain the Roman cause, now in extreme danger. The prayer was no sooner made, than shame and respect for their king checked many; the fears of the fugitives changed suddenly into confidence.

When women can decide whether and when to have children; when women can decide whether and when and whom to marry; when women have access to healthcare, do only our fair share of unpaid labor, get the education we want, make the financial decisions we need, are treated with respect at work, enjoy the same rights as men, and rise up with the help of other women and men who train us in leadership and sponsor us for high positions—then women flourish … and our families and communities flourish with us.

To grow, be humble and ask questions most of the time. When you do so, a wise and smart person sees him/herself in you and treats you with dignity. On the other hand, if you ask questions and try to learn from a shallow and fool person, s/he treats you with contempt and disrespect. Now, you know who is who...

When you listen to people, they feel valued. A 2003 study from Lund University in Sweden finds that “mundane, almost trivial” things like listening and chatting with employees are important aspects of successful leadership, because “people feel more respected, visible and less anonymous, and included in teamwork.”10 And a 2016 paper finds that this form of “respectful inquiry,” where the leader asks open questions and listens attentively to the response, is effective because it heightens the “follower’s” feelings of competence (feeling challenged and experiencing mastery), relatedness (feeling of belonging), and autonomy (feeling in control and having options). Those three factors are sort of the holy trinity of the self-determination theory of human motivation, originally developed by Edward L. Deci and Richard M. Ryan.11

If Roosevelt were given another chance to lead the country, he intended to make the Republican Party once more the progressive party of Abraham Lincoln, to restore “the fellow feeling, mutual respect, the sense of common duties and common interests which arise when men take the trouble to understand one another, and to associate for a common object.

Yes, being a leader is an incredibly stressful role. The hours are usually long, the pay is often short, and the people are sometimes contentious, but a study by the University of Chicago National Opinion Research Center reports that pastors are the happiest people on the planet, outranking even well-paid and highly respected professions like doctors and lawyers.

Fame requires every kind of excess. I mean true fame, a devouring neon, not the somber renown of waning statesmen or chinless kings. I mean long journeys across gray space. I mean danger, the edge of every void, the circumstance of one man imparting an erotic terror to the dreams of the republic. Understand the man who must inhabit these extreme regions, monstrous and vulval, damp with memories of violation. Even if half-mad he is absorbed into the public's total madness; even if fully rational, a bureaucrat in hell, a secret genius of survival, he is sure to be destroyed by the public's contempt for survivors. Fame, this special kind, feeds itself on outrage, on what the counselors of lesser men would consider bad publicity-hysteria in limousines, knife fights in the audience, bizarre litigation, treachery, pandemonium and drugs. Perhaps the only natural law attaching to true fame is that the famous man is compelled, eventually, to commit suicide. (Is it clear I was a hero of rock'n'roll?) Toward the end of the final tour it became apparent that our audience wanted more than music, more even than its own reduplicated noise. It's possible the culture had reached its limit, a point of severe tension. There was less sense of simple visceral abandon at our concerts during these last weeks. Few cases of arson and vandalism. Fewer still of rape. No smoke bombs or threats of worse explosives. Our followers, in their isolation, were not concerned with precedent now. They were free of old saints and martyrs, but fearfully so, left with their own unlabeled flesh. Those without tickets didn't storm the barricades, and during a performance the boys and girls directly below us, scratching at the stage, were less murderous in their love of me, as if realizing finally that my death, to be authentic, must be self-willed- a succesful piece of instruction only if it occured by my own hand, preferrably ina foreign city. I began to think their education would not be complete until they outdid me as a teacher, until one day they merely pantomimed the kind of massive response the group was used to getting. As we performed they would dance, collapse, clutch each other, wave their arms, all the while making absolutely no sound. We would stand in the incandescent pit of a huge stadium filled with wildly rippling bodies, all totally silent. Our recent music, deprived of people's screams, was next to meaningless, and there would have been no choice but to stop playing. A profound joke it would have been. A lesson in something or other. In Houston I left the group, saying nothing, and boarded a plane for New York City, that contaminated shrine, place of my birth. I knew Azarian would assume leadership of the band, his body being prettiest. As to the rest, I left them to their respective uproars- news media, promotion people, agents, accountants, various members of the managerial peerage. The public would come closer to understanding my disappearance than anyone else. It was not quite as total as the act they needed and nobody could be sure whether I was gone for good. For my closest followers, it foreshadowed a period of waiting. Either I'd return with a new language for them to speak or they'd seek a divine silence attendant to my own. I took a taxi past the cemetaries toward Manhattan, tides of ash-light breaking across the spires. new York seemed older than the cities of Europe, a sadistic gift of the sixteenth century, ever on the verge of plague. The cab driver was young, however, a freckled kid with a moderate orange Afro. I told him to take the tunnel. Is there a tunnel?" he said.

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

Teamwork: What did you do today to lend a hand to a colleague? Respect: What did you do today to acknowledge the work of one of your colleagues? Learning: What’s one mistake you made in the last week, and what did you learn from it? Continuous improvement: What have you done in the past week to improve so that you’re better this week than last? Customer focus: What is one change you made in the last week that came from a customer suggestion?

I saw exactly one picture of Marx and one of Lenin in my whole stay, but it's been a long time since ideology had anything to do with it. Not without cunning, Fat Man and Little Boy gradually mutated the whole state belief system into a debased form of Confucianism, in which traditional ancestor worship and respect for order become blended with extreme nationalism and xenophobia. Near the southernmost city of Kaesong, captured by the North in 1951, I was taken to see the beautifully preserved tombs of King and Queen Kongmin. Their significance in F.M.-L.B. cosmology is that they reigned over a then unified Korea in the 14th century, and that they were Confucian and dynastic and left many lavish memorials to themselves. The tombs are built on one hillside, and legend has it that the king sent one of his courtiers to pick the site. Second-guessing his underling, he then climbed the opposite hill. He gave instructions that if the chosen site did not please him he would wave his white handkerchief. On this signal, the courtier was to be slain. The king actually found that the site was ideal. But it was a warm day and he forgetfully mopped his brow with the white handkerchief. On coming downhill he was confronted with the courtier's fresh cadaver and exclaimed, 'Oh dear.' And ever since, my escorts told me, the opposite peak has been known as 'Oh Dear Hill.' I thought this was a perfect illustration of the caprice and cruelty of absolute leadership, and began to phrase a little pun about Kim Jong Il being the 'Oh Dear Leader,' but it died on my lips.

There exits within the ecclesia and among its citizens a phenomena I refer to as 'Spiritual Correctness'. Essentially it says: 'Don't say anything that could offend anyone, focus on what is right with the 'church' and its leadership, don't be critical, speak the truth in 'love', promote the status quo, don't make 'waves', don't call anyone 'out', respect 'authority', don't expose 'wrong-doing', cover those who 'spiritually abuse' others, keep it 'secret' within our family; don't ask any hard questions. Sounds exactly like the textbook definition of a highly dysfunctional family system. The only 'system' and its enablers that Jesus spoke out against vehemently was the religious system of His day and its leadership." ~R. Alan Woods [2013]

I thought there was only one lesson in this story, the obvious one about the importance of taking responsibility when you screw up. That's true, and it's significant. In your work, in your life, you'll be more respected and trusted by the people around you if you honestly own up to your mistakes. It's impossible not to make them; but it is possible to acknowledge them, learn from them, and set an example that it's okay to get things wrong sometimes. What's not okay is to undermine others by lying about something or covering your own ass first.

All of us struggle to realize something Patrice spent years telling me, as I took on one position or another: "It's not about you, dear." She often needed to remind me that, whatever people were feeling-happy, sad, frightened, or confused-it was unlikely it had anything to do with me. They had received a gift, or lost a friend, or gotten a medical test result, or couldn't understand why their love wasn't calling them back. It was all about their lives, their troubles, their hopes and dreams. Not mine. The nature of human existence makes it hard for us-or at least for me-to come to that understanding naturally. After all, I can only experience the world through me. That tempts all of us to believe everything we think, everything we hear, everything we see, is all about us. I think we all do this. But a leader constantly has to train him- or herself to think otherwise. This is an important insight for a leader, in two respects. First, it allows you to relax a bit, secure in the knowledge that you aren't that important. Second, knowing people aren't focused on you should drive you to try to imagine what they are focused on. I see this as the heart of emotional intelligence, the ability to imagine the feelings and perspective of another "me". Some seem to be born with a larger initial deposit of emotional intelligence, but all of us can develop it with practice.

Most such criticism and confrontation, usually made impulsively in anger or annoyance, does more to increase the amount of confusion in the world than the amount of enlightenment. For the truly loving person the act of criticism or confrontation does not come easily; to such a person it is evident that the act has great potential for arrogance. To confront one’s beloved is to assume a position of moral or intellectual superiority over the loved one, at least so far as the issue at hand is concerned. Yet genuine love recognizes and respects the unique individuality and separate identity of the other person. (I will say more about this later.) The truly loving person, valuing the uniqueness and differentness of his or her beloved, will be reluctant indeed to assume, “I am right, you are wrong; I know better than you what is good for you.” But the reality of life is such that at times one person does know better than the other what is good for the other, and in actuality is in a position of superior knowledge or wisdom in regard to the matter at hand. Under these circumstances the wiser of the two does in fact have an obligation to confront the other with the problem. The loving person, therefore, is frequently in a dilemma, caught between a loving respect for the beloved’s own path in life and a responsibility to exercise loving leadership when the beloved appears to need such leadership. The dilemma can be resolved only by painstaking self-scrutiny, in which the lover examines stringently the worth of his or her “wisdom” and the motives behind this need to assume leadership. “Do I really see things clearly or am I operating on murky assumptions? Do I really understand my beloved? Could it not be that the path my beloved is taking is wise and that my perception of it as unwise is the result of limited vision on my part? Am I being self-serving in believing that my beloved needs redirection?” These are questions that those who truly love must continually ask themselves. This self-scrutiny, as objective as possible, is the essence of humility or meekness. In the words of an anonymous fourteenth-century British monk and spiritual teacher, “Meekness in itself is nothing else than a true knowing and feeling of

Trollbella said. “Welcome to tonight’s performance. As you probably know, I am Queen Trollbella of the Troblin Kingdom. If you don’t know, please ask the person beside you to slap you. I am known for many things in my kingdom: beauty, intelligence, charisma, elegance, passion – but I’m best known for bringing my nation together. Thanks to my brilliant leadership, what was once a territory of greedy trolls and obnoxious goblins is now a kingdom of respectable and sophisticated Troblins. Tonight you will see that transformation before your symmetrical human eyes in ‘The Life and Times of Queen Trollbella’!

In one respect New Orleans has set an example for all the world in the fight against yellow fever. The first impression was the complete organization of the citizens and the rational and reasonable way in which the fight has been conducted by them. With a tangible enemy in view, the army of defense could begin to fight rationally and scientifically. The... spirit in which the citizens of New Orleans sallied forth to win this fight strikes one who has been witness to the profound gloom, distress, and woe that cloud every other epidemic city. Rupert Boyce, Dean of Liverpool School of Tropical Diseases, 1905

The clever seek comfort, the wise seek peace. The clever seek pleasure, the wise seek contentment. The clever seek riches, the wise seek happiness. The clever seek laughter, the wise seek joy. The clever seek company, the wise seek comrades. The clever seek crowds, the wise seek friends. The clever seek approval, the wise seek respect. The clever seek fame, the wise seek reverence. The clever seek acquaintances, the wise seek allies. The clever seek accomplices, the wise seek helpers. The clever seek associates, the wise seek partners. The clever seek connections, the wise seek mentors. The clever seek accolades, the wise seek excellence. The clever seek recognition, the wise seek awards. The clever seek prominence, the wise seek followers. The clever seek leadership, the wise seek impact. The clever seek power, the wise seek influence. The clever seek titles, the wise seek respect. The clever seek fame, the wise seek dignity. The clever seek glory, the wise seek integrity. The clever seek wants, the wise seek needs. The clever seek luxury, the wise seek convenience. The clever seek enjoyment, the wise seek fulfillment. The clever seek entertainment, the wise seek rest. The clever seek style, the wise seek grace. The clever seek brains, the wise seek heart. The clever seek appearance, the wise seek etiquette. The clever seek beauty, the wise seek honesty. The clever seek opinions, the wise seek facts. The clever seek truth, the wise seek knowledge. The clever seek ideas, the wise seek wisdom. The clever seek adventure, the wise seek discovery. The clever seek questions, the wise seek answers. The clever seek problems, the wise seek solutions. The clever seek amusement, the wise seek books. The clever seek an education, the wise seek enlightenment.

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.

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

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

People are the foundation of any company’s success. The primary job of each manager is to help people be more effective in their job and to grow and develop. We have great people who want to do well, are capable of doing great things, and come to work fired up to do them. Great people flourish in an environment that liberates and amplifies that energy. Managers create this environment through support, respect, and trust. Support means giving people the tools, information, training, and coaching they need to succeed. It means continuous effort to develop people’s skills. Great managers help people excel and grow. Respect means understanding people’s unique career goals and being sensitive to their life choices. It means helping people achieve these career goals in a way that’s consistent with the needs of the company. Trust means freeing people to do their jobs and to make decisions. It means knowing people want to do well and believing that they will.

Dr Singh’s general attitude towards corruption in public life, which he adopted through his career in government, seemed to me to be that he would himself maintain the highest standards of probity in public life, but would not impose this on others. In other words, he was himself incorruptible, and also ensured that no one in his immediate family ever did anything wrong, but he did not feel answerable for the misdemeanours of his colleagues and subordinates. In this instance, he felt even less because he was not the political authority that had appointed them to these ministerial positions. In practice, this meant that he turned a blind eye to the misdeeds of his ministers. He expected the Congress party leadership to deal with the black sheep in his government, just as he expected the allies to deal with their black sheep. While his conscience was always clear with respect to his own conduct, he believed everyone had to deal with their own conscience.

6. SELFISHNESS. The leader who claims all the honor for the work of his followers, is sure to be met by resentment. The really great leader CLAIMS NONE OF THE HONORS. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. 7. INTEMPERANCE. Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it. 8. DISLOYALTY. Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership. Disloyalty marks one as being less than the dust of the earth, and brings down on one's head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life. 9. EMPHASIS OF THE "AUTHORITY" OF LEADERSHIP. The efficient leader leads by encouraging, and not by trying to instill fear in the hearts of his followers. The leader who tries to impress his followers with his "authority" comes within the category of leadership through FORCE. If a leader is a REAL LEADER, he will have no need to advertise that fact except by his conduct-his sympathy, understanding, fairness, and a demonstration that he knows his job. 10. EMPHASIS OF TITLE. The competent leader requires no "title" to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation. These are among the more common of the causes of failure in leadership. Any one of these faults is sufficient to induce failure. Study the list carefully if you aspire to leadership, and make sure that you are free of these faults.

When in the Course of human events, it becomes necessary for one people to dissolve the political bands which have connected them with another, and to assume among the powers of the earth, the separate and equal station to which the Laws of Nature and of Nature’s God entitle them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation. We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.--That to secure these rights, Governments are instituted among Men, deriving their just powers from the consent of the governed, --That whenever any Form of Government becomes destructive of these ends, it is the Right of the People to alter or to abolish it, and to institute new Government. . . When a long train of abuses and usurpations, pursuing invariably the same Object evinces a design to reduce them under absolute Despotism, it is their right, it is their duty, to throw off such Government, and to provide new Guards for their future security.

the command’s “true basis lies in the earnest cooperation of the senior officers assigned to an allied theater. Since cooperation, in turn, implies such things as selflessness, devotion to a common cause, generosity in attitude, and mutual confidence, it is easy to see that actual unity in an allied command depends directly upon the individuals in the field…. Patience, tolerance, frankness, absolute honesty in all dealings, particularly with all persons of the opposite nationality, and firmness, are absolutely essential…. [T] he thing you must strive for is the utmost in mutual respect and confidence among the group of seniors making up the allied command [Eisenhower’s italics].” Eisenhower practiced what he preached. No matter how wearing his duties or how grim the military outlook, by act of will Eisenhower as supreme commander “firmly determined that my mannerisms and speech in public would always reflect the cheerful certainty of victory.” His British colleague and sometime rival Bernard Montgomery conceded that Eisenhower’s “real strength lies in his human qualities…. He has the power of drawing the hearts of men towards him as a magnet attracts the bits of metal. He merely has to smile at you, and you trust him at once. He is the very incarnation of sincerity.” Omar Bradley noted more succinctly that Eisenhower’s smile was worth twenty divisions.

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

What, then, does submission and respect look like for a woman in a dating relationship? Here are some guidelines: 1. A woman should allow the man to initiate the relationship. This does not mean that she does nothing. She helps! If she thinks there is a good possibility for a relationship, she makes herself accessible to him and helps him to make conversation, putting him at ease and encouraging him as opportunities arise (she does the opposite when she does not have interest in a relationship with a man). A godly woman will not try to manipulate the start of a relationship, but will respond to the interest and approaches of a man in a godly, encouraging way. 2. A godly woman should speak positively and respectfully about her boyfriend, both when with him and when apart. 3. She should give honest attention to his interests and respond to his attention and care by opening up her heart. 4. She should recognize the sexual temptations with which a single man will normally struggle. Knowing this, she will dress attractively but modestly, and will avoid potentially compromising situations. She must resist the temptation to encourage sexual liberties as a way to win his heart. 5. The Christian woman should build up the man with God's Word and give encouragement to godly leadership. She should allow and seek biblical encouragement from the man she is dating. 6. She should make "helping" and "respecting" the watchwords of her behavior toward a man. She should ask herself, "How can I encourage him, especially in his walk with God?" "How can I provide practical helps that are appropriate to the current place in our relationship?" She should share with him in a way that will enable him to care for her heart, asking, "What can I do or say that will help him to understand who I really am, and how can I participate in the things he cares about?" 7. She must remember that this is a brother in the Lord. She should not be afraid to end an unhealthy relationship, but should seek to do so with charity and grace. Should the relationship not continue forward, the godly woman will ensure that her time with a man will have left him spiritually blessed.