Rooted Leadership Quotes

We cannot play ostrich. Democracy just cannot flourish amid fear. Liberty cannot bloom amid hate. Justice cannot take root amid rage. America must get to work. In the chill climate in which we live, we must go against the prevailing wind. We must dissent from the indifference. We must dissent from the apathy. We must dissent from the fear, the hatred and the mistrust. We must dissent from a nation that has buried its head in the sand, waiting in vain for the needs of its poor, its elderly, and its sick to disappear and just blow away. We must dissent from a government that has left its young without jobs, education or hope. We must dissent from the poverty of vision and the absence of moral leadership. We must dissent because America can do better, because America has no choice but to do better.

If we could eliminate the concept of town and return to live in small villages, all world problems were solved.

leadership is rooted not in power and authority, but in service and wisdom

The study of modern mindfulness meditation and emotional intelligence is deeply rooted in the ancient Vipassana meditation techniques.

While deeply admiring and affirming past prophets, the Qur’an casts a critical eye on human misapplication of their revelations. “Our prophetic guides came to them with clarifying signs, yet many among them soon lapsed, spreading disorder in the land” (5:32). The perpetual dynamic of monotheistic values revived by prophets only to be subsequently squandered by humans is what concerns the Qur’an. It diagnoses a range of repeated failures, including: losing a close relationship with the Divine and reverting to idolatry; debating minutiae as an excuse to avoid bold action; imposing dogma not found in scripture and turning petty disputes over dogma into deadly violence; and elites selfishly abusing their leadership positions to mislead and manipulate.

(Patrick Henry) He understood that the home was the foundation of a stable society and that the authority a man "exercised within the larger society was rooted in the authority exercised at home." Thus ... the training ground for all sound leadership is the family.

All conflicts are rooted in emotions. If you can satiate the emotions, you can resolve the conflicts.

Even with fasting and prayers you still need wisdom. At the root of every great accomplishment is wisdom. In all your getting get wisdom first.

Sound managerial decisions are at the very root of their impending fall from industry leadership.

The land, that thou see now to have root, shall thou see wasted suddenly.

the word “lead” has an Indo-European root that means “to go forth, die.

A great leader is like a tall tree, rooted deeply in their values and principles.

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.

The English word thanks comes from the same root word as think. Maybe if leaders were more “thinkful” about the contribution of others, they would be more “thankful” to them.

True growth in a company springs from roots deep in culture, nurtured by visionary leadership.

Values and ideals rooted deeply in the Love Paradigm will profoundly affect, inform and direct in the midst of any context.

If we can spend more time uprooting vices and rooting virtues, our world will be safer and better.

People find power when it dawns on them that their true success isn’t rooted in you helping them. It’s grounded in you helping them help themselves.

To fly high, stay connected to the roots, like a kite.

There are few things worse in leadership than an overdog with no vision trying to lead underdogs with great vision.

Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

It reminds the whole community that leadership is rooted not in power and authority, but in service and wisdom.

Successful leadership is rooted in how well you develop others.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

Leaders rooted in the logic of multiplication believe: 1. Most people in organizations are underutilized. 2. All capability can be leveraged with the right kind of leadership. 3. Therefore, intelligence and capability can be multiplied without requiring a bigger investment.

Holy anger has its roots in genuine love. Both are part of the nature of God. Jesus' love for the man with the withered hand aroused His anger against those who would deny him healing. Jesus' love for God's house made Him angry at the sellers and buyers who had turned the temple into a "den of robbers" (Matthew 21:13). Yet in both these cases and others, it was ultimately Jesus' love for those doing wrong that caused Him to be angry with them. His anger got their attention! Great leaders -- people who turn the tide and change the direction of events -- have been angry at injustice and abuse that dishonors God and enslaves the weak. William Wilberforce moved heaven and earth to emancipate slaves in England and eliminate the slave trade -- and he was angry!

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

I’m done being polite about this bullshit. My list of professional insecurities entirely stems from being a young woman. Big plot twist there! As much as I like to execute equality instead of discussing the blaring inequality, the latter is still necessary. Everything, everywhere, is still necessary. The more women who take on leadership positions, the more representation of women in power will affect and shift the deep-rooted misogyny of our culture—perhaps erasing a lot of these inherent and inward concerns. But whether a woman is a boss or not isn’t even what I’m talking about—I’m talking about when she is, because even when she manages to climb up to the top, there’s much more to do, much more to change. When a woman is in charge, there are still unspoken ideas, presumptions, and judgments being thrown up into the invisible, terribly lit air in any office or workplace. And I’m a white woman in a leadership position—I can only speak from my point of view. The challenges that women of color face in the workforce are even greater, the hurdles even higher, the pay gap even wider. The ingrained, unconscious bias is even stronger against them. It’s overwhelming to think about the amount of restructuring and realigning we have to do, mentally and physically, to create equality, but it starts with acknowledging the difference, the problem, over and over.

After the killings there was a cleanup so perfect that the incident could be flatly denied. It never took place, except in the memory of José Arcadio Segundo, who saw it all. Against ruthlessness, remembering was the only defense. The Chinese leadership knew this: that memory was the enemy. It was not enough that the protesters be killed. They had to be falsely remembered as deviants and rogues, not as brave students who gave their lives for freedom. The Chinese authorities worked hard on this false version of the past and eventually it took root.

One of my favourite things to do is to show people how much they can shine! I am absolutely in love with watching people step into their full capacity to illuminate. Self-love does not cause arrogance; it is insecurity and abandonment at the root of arrogance. At the root of arrogance you'll find low self esteem. There is space enough for everyone to shine just like there is space enough for all of the stars in the sky. There's nothing I dislike more than people who have to dim down another's light because they're afraid of it. Let a person be the luminary that they are.

Trust at the interpersonal level. Trustworthiness is the foundation of trust. Trust is the emotional bank account between two people that enables them to have a win-win performance agreement. If two people trust each other, based on the trustworthiness of each other, they can then enjoy clear communication, empathy, synergy, and productive interdependency. If one is incompetent, training and development can help. But if one has a character flaw, he or she must make and keep promises to increase internal security, improve skills, and rebuild relationships of trust. Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

The Islamic revolution in Iran is a positive development. At the same time, the Islamic revolution of Afghanistan, sprung exclusively from spiritual roots, dealt a heavy blow to the communist regime in the former Soviet Union. In face of that revolution, the red Soviet empire had to concede that it is incapable, in spite of its military superiority, to defeat the Mujaheddin, whose main weapons were their right and their spiritual strength. Another quite new situation appeared as a consequence of the Islamic revolution in Iran, that destroyed the Zionist rule in that country and shook its foundations in that part of the world. Khomeini's letter to Gorbachev, in which he was inviting the latter to convert to Islam, had great symbolic power! What is new again is the movement of Islamic rebirth and the continuous decay of the strength of the colonial government bodies directed from afar by Israel in many Islamic countries." "The Islamic system has remained stable in Iran even after the death of Khomeini and the change in the person of the leader and of the leadership group the only one to remain stable in the entire Islamic world. On the contrary, the demise of the Shah meant at the same time the collapse of his regime, his artificial form of government, and his army. All that went to the dust-bin of history. The same fate awaits the other regimes that prevail in the muslim world. Israel knows that very well. She tries desperately to cause the wheel of history to stand still. However, any strike against Iran or against the growing Islamic movements, will cause the anger of the muslim masses to grow, and the fire of the Islamic revolution to ignite. Nobody will be able to suppress that revolution.

Leadership begins with the courage to believe in a better future and the commitment to make it happen." "A leader inspires not by words alone, but by living the values they wish to see in others." "True leaders don’t just create followers; they cultivate more leaders." "Effective leadership is about creating an environment where people feel safe to express themselves and innovate." "Leadership is not a title but a series of actions rooted in accountability and trust." "A great leader balances strength with humility, authority with empathy." "Leaders see beyond obstacles; they envision possibilities and guide others towards them." "Leadership is knowing when to take the lead and when to step back, allowing others to shine." "In moments of crisis, true leaders rise with resilience, guiding their teams through uncertainty." "The essence of leadership is empowering others to discover their own potential and purpose.

Why Westerners are so obsessed with "saving" Africa, and why this obsession so often goes awry? Western countries should understand that Africa’s development chances and social possibilities remain heavily hindered due to its overall mediocre governance. Africa rising is still possible -- but first Africans need to understand that the power lies not just with the government, but the people. I do believe, that young Africans have the will to "CHANGE" Africa. They must engage their government in a positive manner on issues that matters -- I also realize that too many of the continent’s people are subject to the kinds of governments that favor ruling elites rather than ordinary villagers and townspeople. These kind of behavior trickles down growth. In Zimbabwe Robert Mugabe is the problem. In South Africa the Apartheid did some damage. The country still wrestles with significant racial issues that sometimes leads to the murder of its citizens. In Ethiopia, Somalia and Kenya the world’s worst food crisis is being felt. In Libya the West sends a mixed messages that make the future for Libyans uncertain. In Nigeria oil is the biggest curse. In Liberia corruption had make it very hard for the country to even develop. Westerners should understand that their funding cannot fix the problems in Africa. African problems can be fixed by Africans. Charity gives but does not really transform. Transformation should come from the root, "African leadership." We have a PHD, Bachelors and even Master degree holders but still can't transform knowledge. Knowledge in any society should be the power of transformation. Africa does not need a savior and western funds, what Africa needs is a drive towards ownership of one's destiny. By creating a positive structural system that works for the majority. There should be needs in dealing with corruption, leadership and accountability.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

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

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

No solution will be found by accepting powerlessness or poverty as inevitable, irreplaceable social features. The failure of the system to answer the issues we now confront is the root of social anxiety. One can say, with some confidence, that those who are shaping the dominant discourse do not care nearly enough. Because of the inverted and vacuous leadership we now have, we can only be sure of change if we, as individuals, are prepared to confront the shadow of our subconscious agendas and biases elusive to our awareness. Violence is the volatile unmasking of things not confronted, nor encountered with reason or love. Louis D. Lo Praeste. Vague Apocalyptica (Kindle Locations 411-415). Snow Creek Press.

whether you’re talking a grandfather clock or spacecraft, the frequency of a swinging pendulum is the square root of gravity divided by the length of the pendulum.

Positive personality traits, while often essential for success, constitute secondary greatness. To focus on personality before character is to try to grow the leaves without the roots

Communication is at the root of all business strengths—and weaknesses. When things go wrong and employees become upset, whether at a restaurant, a law firm, a hardware store, a university, or a major corporation, nine times out of ten the justifiable complaint is, “We need to communicate more effectively.” I admit that for many years, I didn’t really know what this meant. I had no problem standing up in front of a group to give a talk. I thought I was a pretty good communicator, but then it dawned on me: communicating has as much to do with context as it does content. That’s called setting the table. Understanding who needs to know what, when people need to know it, and why, and then presenting that information in an entirely comprehensible way is a sine qua non of great leadership. Clear, timely communication is the key to applying constant, gentle pressure. To illustrate the point, I teach our managers about the “lily pad” theory. Imagine a pond filled with lily pads and a frog perched serenely atop each one. For the fun of it, a little boy tosses a small pebble into the water, which breaks the surface of the pond but causes just a tiny ripple. The frogs barely notice, and don’t budge. Enjoying himself, the boy next tosses a larger stone into the center of the pond, sending stronger ripples that cause all of the lily pads to rock and tilt. Some frogs jump off their lily pads, while others cling to avoid falling off. But the ripples affect them all. Not content, the boy then hurls a huge rock, which creates a wave that knocks each and every frog into the water. Some frogs are frightened. All are angry (assuming that frogs get angry). If only the frogs had had some warning about the impending rock toss, each one could have timed its jump so that the wave would have had no serious impact. Grasping the lily pad theory and training yourself and your managers to implement it prevents many, if not all, communication problems.

As leaders in our communities and voices of the people, we must use our platforms judiciously. That means sharing information rooted in facts.

But just as valuable, he imprinted upon the company the power of candor and the value of truth telling. He taught me—a kid who grew up trying to keep peace in my own home—that disagreement was not a sign of disrespect, and that heated conflict was not something to avoid. Just the opposite. If Howard had an opinion, he voiced it, and he encouraged others to do so, too. He didn’t hesitate to argue with people, especially me. Through his leadership style, I saw that honest communication, even when it stings emotionally, is the root of productive problem solving.

First, I said, we in law enforcement need to acknowledge the truth that we have long been the enforcers of a status quo in America that abused black people; we need to acknowledge our history because the people we serve and protect cannot forget it. Second, we all need to acknowledge that we carry implicit biases inside us, and if we aren’t careful, they can lead to assumptions and injustice. Third, something can happen to people in law enforcement who must respond to incidents resulting in the arrest of so many young men of color; it can warp perspectives and lead to cynicism. Finally, I said, we all must acknowledge that the police are not the root cause of the most challenging problems in our country’s worst neighborhoods, but that the actual causes and solutions are so hard that it is easier to talk only about the police. I then ordered all fifty-six FBI offices around the country to convene meetings between law enforcement and communities to talk about what is true and how to build the trust needed to bend those lines back toward each other. It is hard to hate up close, and the FBI could bring people up close.

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.

The Leader who grows his team not just in numbers but by nurturing the roots of their success,has planted a field of dreams

Love people who hate you and their hatred won’t get grounds to gain roots.

From its ancient roots to its modern application, the practical utility of the Enneagram has been appropriated by the CIA to profile world leaders, written about in The Paris Review, Newsweek, Forbes, and CNN.com, and taught in graduate courses at several academic institutions, including Stanford University. The Enneagram is even used to explain leadership styles and decision making styles in the workplace.

Like the maple, leaders are the first to offer their gifts.” It reminds the whole community that leadership is rooted not in power and authority, but in service and wisdom.

leadership is rooted not in power and authority, but in service and wisdom.

But Anita Roddick had a different take on that. In 1976, before the words to say it had been found, she set out to create a business that was socially and environmentally regenerative by design. Opening The Body Shop in the British seaside town of Brighton, she sold natural plant-based cosmetics (never tested on animals) in refillable bottles and recycled boxes (why throw away when you can use again?) while paying a fair price to the communities worldwide that supplied cocoa butter, brazil nut oil and dried herbs. As production expanded, the business began to recycle its wastewater for using in its products and was an early investor in wind power. Meanwhile, company profits went to The Body Shop Foundation, which gave them to social and environmental causes. In all, a pretty generous enterprise. Roddick’s motivation? ‘I want to work for a company that contributes to and is part of the community,’ she later explained. ‘If I can’t do something for the public good, what the hell am I doing?’47 Such a values-driven mission is what the analyst Marjorie Kelly calls a company’s ‘living purpose’—turning on its head the neoliberal script that the business of business is simply business. Roddick proved that business can be far more than that, by embedding benevolent values and a regenerative intent at the company’s birth. ‘We dedicated the Articles of Association and Memoranda—which in England is the legal definition of the purpose of your company—to human rights advocacy and social and environmental change,’ she explained in 2005, ‘so everything the company did had that as its canopy.’48 Today’s most innovative enterprises are inspired by the same idea: that the business of business is to contribute to a thriving world. And the growing family of enterprise structures that are intentionally distributive by design—including cooperatives, not-for-profits, community interest companies, and benefit corporations—can be regenerative by design too.49 By explicitly making a regenerative commitment in their corporate by-laws and enshrining it in their governance, they can safeguard a ‘living purpose’ through times of leadership change and protect it from mission creep. Indeed the most profound act of corporate responsibility for any company today is to rewrite its corporate by-laws, or articles of association, in order to redefine itself with a living purpose, rooted in regenerative and distributive design, and then to live and work by it.

Periodic revivals of Plato's and Aristotle's ideas made a great impact on the church and pagan societies in the Middle Ages, the Renaissance, the Enlightenment, and on much of today's culture. These ideas have been mass marketed. Many have eaten of these men's fruit, not realizing the roots of what they were taught. The ideas of these men have insidiously clouded the clear understanding of the Bible for many, setting us up to view women as an inferior, subordinate "other".

The new leadership structure in the quarter revealed the complexity of intra- (and inter-) plantation politics and economies. Diverse origins and competing ambitions fractured plantations and neighborhoods as often as they created new solidarities. Differences among slaves fueled powerful and often deadly disputes - rivalries rooted in petty accumulations of wealth or the other small rewards of plantation life. Still other conflicts arose between older residents and new arrivals. Slaveholders became maestros at recognizing and manipulating these rivalries, seizing upon their slaves' diverse personalities, abilities, aspirations, and petty jealousies to promote one individual, family, or faction at the expense of others. Planters understood that small privileges distributed to slaves could reap large advantages for themselves. But, if masters appreciated the strategy of divide and conquer, slaves also understood that, despite their internal differences, they had a common foe whose power knew few bounds and whose compunctions about using it had even fewer limitations. Fear from above, as well as common experience, compelled slaves to stand together, and as they did, the terrain of struggle between master and slave shifted once again.

A Kite that stays rooted to the base, with a string, flies high, against the winds; the one without it just flows purposelessly with the winds, falling aimlessly. A leader keeps that string rooted.

A title on paper does not make a leader; actions rooted in integrity do. Leadership without substance is just theater.

Resilient leadership is rooted in resilient living.

Future strong builds actions upon reflection, questions, curiosity, seeking to understand root causes and systemic connections.

At times the challenges will displace us or some of the things that are important to us. If we strengthen our belief system from within – those challenges must inevitably begin to float away and not take root or force us to sink.

Time was when much of lawyering consisted (according to turn-of-the-century lawyer and statesman Elihu Root) in "telling would-be clients that they are damned fool's, and should stop.

At Harvard, Teedie obviously did not feel it necessary to temper his odd idiosyncrasies. He made no effort to comply with the culture of indifference prevalent in Harvard society. Instead he chose to act as he wanted to—odd, verbose, energetic, and active—regardless of the deeply rooted cultural norms that surrounded him. This trend would carry throughout his entire life.

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.

You’ve now read the central elements to an optimistic climate, but what exactly does it look like? Here’s what it looks like when it takes root and positively transforms the work environment:37 1. People anticipate good things will come from their work. 2. Personal and professional goals are achieved. 3. Personal and professional worlds are integrated. 4. People make satisfying progress with their work. 5. Financial metrics are achieved. 6. People are viewed as significant and the heart of success. 7. Values-based leadership guides actions and decisions. 8. Partnership and collaboration replaces hierarchy-driven interactions. 9. Community building is encouraged. 10. Organizational and personal purpose guide decisions. 11. Strengths are maximized. Keep in mind that the vibe in your team is constantly changing. So the conditions listed above may not all be present at the same time. That’s okay. What you choose to focus on based on the needs of your team will influence heavily what emerges as important.

When you're in trouble and all your defenses get stripped away, you realize what matters and who matters. That's when you need to get back to your roots and to your values. —David Gergen, counselor to four U.S. presidents

Our being is more important than our doing. We are human beings, acting as though we are human doings. In our frenzied doing, we are often not conscious of our state of being. Yet our deepest impact comes from our state of being because it is at the root of our intentions, our choices, and our behavior.

The role of political leadership in any society will remain critical to the socio-economic progression of the world. It is however worrying to see the growing number of people, including the youth, getting into politics for economic gain and not for a cause. This, inter alia, is the contaminated seed and eventual root of chronic corruption because such leadership will always be selfishly seeking gain and enrichment from their roles and offices.

Those who have lost the ability to see cannot oversee. The kind of leadership and the choice of the right leadership is pivotal to the health and life of the nation.

The answers to leadership challenges of the future are, in many ways, similar to the answers my ancestors left behind. They are the intangible human qualities, rooted in the soul. The souls of all leaders, past, present, and future, are connected by an unshakable sense of purpose, unquenchable spirit of adventure, and unending personal growth. When these qualities become infused into the fabric of your organization, through your efforts, you’ll have courageous leadership at all levels. The result is a memorable, long-lasting organization.

Identify and replace any limiting deep-rooted beliefs that are like a solid mental prison, including thoughts like, 'I’m not worthy,' 'I can’t do this,' 'I’m too old to start,' 'I don’t have the qualification or skills to become a better person,' 'I’m always the unlucky one,' 'I have nothing to give/say or contribute

Envy is not the ambition to possess as much as my neighbor possesses or to be as gifted as he is. Such an ambition can be a healthy thing and usually indicates an inclination to leadership. Envy is something else. It involves bitterness and resentment, possibly combined with a desire to bring down one’s neighbor. It can easily become a toxic brew engendering hatred. Often, it has its roots in an inferiority complex.

The phenomenon I’m describing, rooted so firmly in that primal human drive for self-preservation, probably doesn’t sound surprising: We all know that people bring their best selves to interactions with their bosses and save their lesser moments for their peers, spouses, or therapists. And yet, so many managers aren’t aware of it when it’s happening (perhaps because they enjoy being deferred to). It simply doesn’t occur to them that after they get promoted to a leadership position, no one is going to come out and say, “Now that you are a manager, I can no longer be as candid with you.” Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager’s ability to lead.

If you don't have true, deep, enduring conviction about the importance of the change you're pursuing, you will be buffeted, worn down, ground down, and diverted at those critical points where leadership is the only force that keeps the change moving. The biggest mistakes that I see come during those points. At root, the mistakes arise from the dissipation of conviction—leadership and management conviction.

Authentic leadership is at the root of cultures of great innovation, engagement, outstanding client experiences, and growth.

Readiness for action is the root of all kingly duties. Listen to the verse sung by Vrihaspati: By exertion the amrita was obtained, by exertion the asuras were slain and by exertion Indra obtained sovereignity in heaven and on earth. The heroes of exertion are superior to the heroes of speech. The heroes of speech gratify the heroes of exertion.

Look into the future with me. People will tire of colas. Their color is dark, ominous. They bring to mind shadows and doubt, things untrustworthy, the hidden rivers of the mind.* In this more optimistic decade, under the leadership of The Great Communicator, Americans will demand a beverage that is clear, something that steers us away from the turbulent sixties and all the turbid years that followed. Seltzer water. It is a beacon of purity. Observing its clear, colorless liquid and believing it will work on the soul, consumers will drink three, maybe four units a day. This is no false Cassandra’s cry. Raspberry. Root beer. Vanilla. Black Cherry. Shoppers will leave the supermarket with multiple six-packs and go home to tell their friends and families what they have found.

The unexamined life is not worth living,’ observed Plato. But the number of people who come out of our leadership development programs saying ‘I haven’t thought that deeply in years!’ is astonishing. As human beings, we’re trying—sometimes with disastrous results—to run businesses, raise our children, teach our students, be involved in relationships without giving serious and careful consideration to the roots out of which the fruits in our lives are growing.

God, give water in the wilderness, and release streams in the desert. I sprinkle America with the blood of Jesus and pray that the leaders of the nation will be under that covering (Isa. 52:12). Let everything under the covering of the blood be judged by it. I pray that Jesus will rule over my nation in righteousness and judgment and that the wicked will be rooted out of our land (Isa. 32:1; Prov. 2:22). Let all plans of terrorism against our country, our leadership, and our

As is observed in a quote often attributed to Oswald Chambers, “The root of all sin is the suspicion that God is not good.

Trustworthiness at the personal level. Trustworthiness is based on character, what you are as a person, and competence, what you can do. If you have faith in my character but not in my competence, you still wouldn’t trust me. Many good, honest people gradually lose their professional trustworthiness because they allow themselves to become “obsolete” inside their organizations. Without character and competence, we won’t be considered trustworthy, nor will we show much wisdom in our choices and decisions. Without meaningful ongoing professional development, there is little trustworthiness or trust. • Trust at the interpersonal level. Trustworthiness is the foundation of trust. Trust is the emotional bank account between two people that enables them to have a win-win performance agreement. If two people trust each other, based on the trustworthiness of each other, they can then enjoy clear communication, empathy, synergy, and productive interdependency. If one is incompetent, training and development can help. But if one has a character flaw, he or she must make and keep promises to increase internal security, improve skills, and rebuild relationships of trust. Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

However, it must also be pointed out that this word ago is also the root for the Greek word agon, which is where we get the word agony. Even in Greek, the word agon describes an intense conflict, such as a struggle in a wrestling match or a struggle of the human will. This illustrates the fact that although the Holy Spirit wants to lead us, our human will doesn’t like the idea of being led. You see, it’s the nature of the flesh to want to go its own way, so when we choose to walk in the Spirit and let Him dictate our lives, His leadership over us creates a struggle between our will and our flesh.

With Hitler, too, we see a dedicated socialist who, shortly after assuming the leadership of the German Workers’ Party, changed its name to the National Socialist German Workers’ Party (NSDAP). In statement after statement, Hitler could not be clearer about his socialist commitments. He said, for example, in a 1927 speech, “We are socialists. We are the enemies of today’s capitalist system of exploitation . . . and we are determined to destroy this system under all conditions.”36 The Nazi Party at the outset offered a twenty-five point program that included nationalization of large corporations and trusts, government control of banking and credit, the seizure of land without compensation for public use, the splitting of large landholdings into smaller units, confiscation of war profits, prosecution of bankers and other lenders on grounds of usury, abolition of incomes unearned by work, profit sharing for workers in all large companies, a broader pension system paying higher benefits, and universal free health care and education. If you read the Nazi platform without knowing its source, you could easily be forgiven for thinking you were reading the 2016 platform of the Democratic Party. Or at least a Democratic platform drafted jointly by Bernie Sanders and Elizabeth Warren. Sure, some of the language is out of date. The Democrats can’t talk about “usury” these days; they’d have to substitute “Wall Street greed.” But otherwise, it’s all there. All you have to do is cross out the word “Nazi” and write in the word “Democrat.

To get at the root of problems, a leader must develop into a skillful listener. Too many strong personalities are compulsive talkers. “He won’t listen to me,” complains a missionary. “He gives the answer before I have had a chance to state the problem.

Money itself does not bring the success you want and will not give you fulfillment. Right now, your lenses might be limited, and you might believe that money is the solution to all your problems and will satisfy your hunger and drive, but you will quickly find that there are deeper-rooted factors at hand.

Your future should be more than just proving others wrong. Your why and your lighthouse must be specific to you and developed from your life, your situation, your deep-rooted hunger, your past, your pain, your fears, and who you are built to be.

Your suck is personal. It’s the complacency and comfort and the fears, insecurities, and excuses that keep you from becoming the best version of yourself. You must do the work and determine precisely what your suck looks like. This will require you to work through the deep-rooted aspects of your life and push yourself to be open to the process

True failure is always a character issue. It is rooted in laziness, pride, lack of discipline, self-excusing, failure to plan well, lack of joy in labor, and failure to persevere during hardship. Failure is not first a matter of results; failure is always first a matter of the heart.

Self-compassion doesn’t let us off the hook but it will provide a nonjudgmental approach to discovering the root of the behavior.

If I planned to become an Elite wrestler, this was the place to do it. I promised myself I’ve never be this tired again. Instead, I chose to suffer more often and even deeper. That day, the Steiner’s and others along my journey showed me love. Feeling sorry for someone doesn’t necessarily help them. Chosen suffering is rooted in unwavering passion and love. After a good meal and a long nap, I returned to the wrestling room to lift and run. The real journey was about to begin. My mind moved from one place to another. I wasn’t giving myself a way out. I knew this was going to take time and tremendous effort. Good to great isn’t an overnight thing. The only way to transform is to earn it. I was staying, and chosen suffering would be my guide.

As did most of the white leading cadre, Bunting exhibited a paternalism with respect to the Natives. This paternalism was rooted in an abiding lack of faith in the revolutionary potential of the Native movement. They saw the South African revolution in terms of the direct struggle for socialism. This white leadership, brought up in the old socialist traditions and comprised mainly of European immigrants, had not yet absorbed Lenin's teachings on the national and colonial questions.

I was only twenty-five, had little coaching experience, and I wasn’t ready to lead, but they hired me anyway. The connection to Gable and my local roots helped me get the head coaching job at such a young age. Of course, I had to let go of the Olympic Dream. It wasn’t really too tough a decision. Denial isn’t a place where I lived too often. I assessed my situation, let go of my wrestling career, and began to invest in others.

Deep-rooted good habits must be formed. It’s the long-term, sustained commitment that turns normal into special. Show up and give over and over. I tell my team to develop a two-word sentence that calms the mind from unraveling during tough things. It’s a mantra. Mine was, keep working. Keep working.

The next time you have a problem at your company, think about this: Is this simply a problem in execution, or was there a decision in the past, perhaps the distant past, that set us down the path where this operational problem was more likely to happen? Is the problem rooted in faulty bluework in the past?

War bias comes about when the people who decide whether or not to launch a conflict have a set of risks and rewards different from the society they supposedly represent. In other words, when the leadership’s private incentives differ from the public interest. This isn’t true everywhere. In some societies, wealth, the means of production, and guns are widely distributed rather than concentrated in a few hands. Some peoples have also grown political rules and social norms that check elites, forcing them to seek the consent of the governed. These institutions and distributions of power help align the ruler’s interests with the public’s.

For us to solve our problems as quickly and painlessly as possible, we want to be completely clear about the real problem hidden underneath the roots. Asking “What is the real problem you are trying to solve?” sounds simple. Knowing the true problem you are trying to solve and then solving it, however, isn’t always easy. Experts in air navigation understand how important it is to stay perfectly on course. If a pilot steers a plane one degree off course, they will be 92 feet off course by the time they’ve traveled one mile. Pilots don’t get to miss the runway by 92 feet. The clearer you are about your own problem, the more likely you are to land in the right spot.

Toyota’s success, in short, is not rooted in its application of a standard “lean” methodology to manufacturing, nor can it be found in any internally implemented equivalent of Six Sigma. Instead, it is rooted in its leaders. More specifically, it can be found in the approach that a Toyota leader takes, seeing self-development and training others as the only possible path, not only for finding the right solution for the problem at hand, but for constantly and consistently improving performance day after day.

Transformational leaders are like the roots of a tree. They may not be visible, but they keep the tree alive.

Brent Ward of Mobile, Alabama achieved a Bachelor of Science in Secondary Education and, later, his Masters of Education from the University of South Alabama. Staying true to his roots, Brent Ward of Mobile, Alabama went on to hold positions of leadership at Alabama schools. He is known for his leadership skills and commitment to student development.

One day, meandering through the bookcases, I had picked up his diaries and begun to read the account of his famous meeting with Hitler prior to Munich, at the house in Berchtesgaden high up in the Bavarian mountains. Chamberlain described how, after greeting him, Hitler took him up to the top of the chalet. There was a room, bare except for three plain wooden chairs, one for each of them and the interpreter. He recounts how Hitler alternated between reason – complaining of the Versailles Treaty and its injustice – and angry ranting, almost screaming about the Czechs, the Poles, the Jews, the enemies of Germany. Chamberlain came away convinced that he had met a madman, someone who had real capacity to do evil. This is what intrigued me. We are taught that Chamberlain was a dupe; a fool, taken in by Hitler’s charm. He wasn’t. He was entirely alive to his badness. I tried to imagine being him, thinking like him. He knows this man is wicked; but he cannot know how far it might extend. Provoked, think of the damage he will do. So, instead of provoking him, contain him. Germany will come to its senses, time will move on and, with luck, so will Herr Hitler. Seen in this way, Munich was not the product of a leader gulled, but of a leader looking for a tactic to postpone, to push back in time, in hope of circumstances changing. Above all, it was the product of a leader with a paramount and overwhelming desire to avoid the blood, mourning and misery of war. Probably after Munich, the relief was too great, and hubristically, he allowed it to be a moment that seemed strategic not tactical. But easy to do. As Chamberlain wound his way back from the airport after signing the Munich Agreement – the fateful paper brandished and (little did he realise) his place in history with it – crowds lined the street to welcome him as a hero. That night in Downing Street, in the era long before the security gates arrived and people could still go up and down as they pleased, the crowds thronged outside the window of Number 10, shouting his name, cheering him, until he was forced in the early hours of the morning to go out and speak to them in order that they disperse. Chamberlain was a good man, driven by good motives. So what was the error? The mistake was in not recognising the fundamental question. And here is the difficulty of leadership: first you have to be able to identify that fundamental question. That sounds daft – surely it is obvious; but analyse the situation for a moment and it isn’t. You might think the question was: can Hitler be contained? That’s what Chamberlain thought. And, on balance, he thought he could. And rationally, Chamberlain should have been right. Hitler had annexed Austria and Czechoslovakia. He was supreme in Germany. Why not be satisfied? How crazy to step over the line and make war inevitable. But that wasn’t the fundamental question. The fundamental question was: does fascism represent a force that is so strong and rooted that it has to be uprooted and destroyed? Put like that, the confrontation was indeed inevitable. The only consequential question was when and how. In other words, Chamberlain took a narrow and segmented view – Hitler was a leader, Germany a country, 1938 a moment in time: could he be contained? Actually, Hitler was the product

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

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

What are your strengths? How do you know that? What do you need to work on? How do you know that? How are you working on this area? Is your company helping? When was your last promotion? How was the promotion communicated to you? What is the one thing you believe you did to earn this promotion? When was your last compensation increase? (Compensation = base salary + bonus and/or stock.) Do you feel fairly compensated? If not, what would you consider fair compensation? What facts do you base that opinion on? Have you told this to your manager? When was the last time you received useful feedback from your manager? What compliment do you wish you could receive about your work? Are you learning from your manager? What was the last significant thing you learned from them? What was the last thing you built at work that you enjoyed? What was your last major failure at work? What’d you learn? Are you clear about the root causes of that failure? What was the last piece of feedback you received (from anyone) that substantially changed your working style? Who is your mentor?1 When was the last time you met with them? When was your last 360 review?2 What was your biggest lesson? When did you last change jobs? Why? When did you last change companies? Why? What aspect of your current job would you bring with you to a future gig? What is your dream job? (Role, company, etc.) What is a company you admire? What attributes do you admire? Who is a leader that you admire? What are the qualities of that leader that you admire?