Skilled Leader Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Great companies don't hire skilled people and motivate them, they hire already motivated people and inspire them.

Relational skills are the most important abilities in leadership.

You don’t hire for skills, you hire for attitude. You can always teach skills.

All the ills of mankind, all the tragic misfortunes that fill the history books, all the political blunders, all the failures of the great leaders have arisen merely from a lack of skill at dancing.

If you are disgusted by what you see, and if you feel the fire coursing through your veins, then it's up to you. You don't have to be the leader of a global movement or a household name. It can be as small scale as chipping away at the warped power relations in your workplace. It can be passing on knowledge and skills to those who wouldn't access them otherwise. It can be creative. It can be informal. It can be your job. It doesn't matter what it is, as long as you're doing something.

The first thing that you can learn as a leader is that you’re not working with robots but with emotional beings.

Yamamoto was considered, both in Japan and the United States, as intelligent, capable, aggressive, and dangerous. Motivated by his skill as a poker player and casino gambler, he was continually calculating odds on an endless variety of options. He played bridge and chess better than most good players. Like most powerful leaders he was articulate and persuasive, and once in a position of power he pushed his agenda relentlessly. Whether he would push his odds successfully in the Pacific remained to be seen.

Good leaders are above all that. They think of their team first before they think of themselves.

Trust plays an important role in making you a great leader because if your employees don’t trust you, they won’t trust your vision or the action plan that you will share with them.

If you want to emerge as a market leader in your industry, you should start preparing early. The sooner you decide to start, the bigger advantage you will gain over your competitors.

A good leader never takes credit but always takes the blame.

You are the leader here. Obviiusly your skills are far superior to mine. I don't think I could fit into your life. I'm a loner, not the first lady.

Therefore the skillful leader subdues the enemy's troops without any fighting; he captures their cities without laying siege to them; he overthrows their kingdom without lengthy operations in the field.

Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.

Great leaders have three things; inner light, inner vision, and inner strength.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

Dance to the beat of your own drum; whether the world likes your rhythmic movements or not.

It is the capacity to develop and improve their skills that distinguishes leaders from followers.

I long ago became convinced that the most reliable source for arcane and obscure and seemingly unobtainable information does not lie with the government or law enforcement agencies. Apparently neither the CIA nor the military intelligence apparatus inside the Pentagon had even a slight inkling of the Soviet Union's impending collapse, right up to the moment the Kremlin's leaders were trying to cut deals for their memoirs with New York publishers. Or, if a person really wishes a lesson in the subjective nature of official information, he can always call the IRS and ask for help with his tax forms, then call back a half hour later and ask the same questions to a different representative. So where do you go to find a researcher who is intelligent, imaginative, skilled in the use of computers, devoted to discovering the truth, and knowledgeable about science, technology, history, and literature, and who usually works for dirt and gets credit for nothing? After lunch I drove to the city library on Main and asked the reference librarian to find what she could on Junior Crudup.

Many leaders get to the top of an organisation with skills less associated to leadership, but more the ability to eliminate greater competition on the way

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership

Men make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

True leaders live their values everywhere, not just in the workplace.

Effective leaders treat individuals differently but equally

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

When a leader was once asked how to develop the skill of quick decision-making, he answered, “Be around people who are not afraid of making mistakes.

Certain people make a living from their abilities, such as pilots, plumbers, and lawyers. In other areas, skill is necessary but not critical, as with entrepreneurs and leaders. Finally, chance is the deciding factor in a number of fields, such as in financial markets. Here, the illusion of skill pervades. So, give plumbers due respect and chuckle at successful financial jesters.

All the ills of mankind, all the tragic misfortunes that fill the history books, all the political blunders, all the failures of the great leaders have arisen merely from a lack of skill at dancing

Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them.

Do what no one else can do and you will become what no one else can become.

To be a leader one has to have followers. To get others to follow is a skill, not a command.

A child’s stories are simpler to understand because the language has not been developed to the point of high abstraction. An adult tells stories far more obtuse in nature.

I believe that listening is one of the most important skills for any teacher, parent, leader, entrepreneur or, well, just about anyone who has a pulse.

You can change your life by changing the way you think about yourself and your potential.

During the cold war, the anticommunist ideological framework could transform any data about existing communist societies into hostile evidence. If the Soviets refused to negotiate a point, they were intransigent and belligerent; if they appeared willing to make concessions, this was but a skillful ploy to put us off our guard. By opposing arms limitations, they would have demonstrated their aggressive intent; but when in fact they supported most armament treaties, it was because they were mendacious and manipulative. If the churches in the USSR were empty, this demonstrated that religion was suppressed; but if the churches were full, this meant the people were rejecting the regime's atheistic ideology. If the workers went on strike (as happened on infrequent occasions), this was evidence of their alienation from the collectivist system; if they didn't go on strike, this was because they were intimidated and lacked freedom. A scarcity of consumer goods demonstrated the failure of the economic system; an improvement in consumer supplies meant only that the leaders were attempting to placate a restive population and so maintain a firmer hold over them. If communists in the United States played an important role struggling for the rights of workers, the poor, African-Americans, women, and others, this was only their guileful way of gathering support among disfranchised groups and gaining power for themselves. How one gained power by fighting for the rights of powerless groups was never explained. What we are dealing with is a nonfalsifiable orthodoxy, so assiduously marketed by the ruling interests that it affected people across the entire political spectrum.

The Qur’an describes David as a leader of many skills (Thal-aydi) yet humble (Awwab), calling him a Khalifah—literally, an orchard caretaker. Adam is the only other Quranic figure to earn the moniker for his tending to the Garden of Eden. David earns the title for establishing a second Eden.

These times, indeed all times, demand national political leaders who know not only our history but the history of the world and its nations and peoples. We need leaders of principle, courage, character, wisdom, and discipline; and yet we seem trapped by a system of choosing our presidents that pushes those who possess those traits aside in favor of others who look good on television, are skilled at slandering and demonizing their opponents in a campaign, and are able to raise the hundreds of millions of dollars required to ensure election at any cost.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Trust is not a soft skill.

People expect their Leaders to help them to achieve the common task. to build the synergy of teamwork and to respond to individuals and meet their needs

Talent silences your competition; genius deafens them.

When you are a person people can trust, they will call on upon you, love to be around you and work with you. A leader’s skills take him to people, but his character brings people to him.

Start today creating a vision for yourself, your life, and your career. Bounce back from adversity and create what you want, rebuild and rebrand. Tell yourself it's possible along the way, have patience, and maintain peace with yourself during the process.

Good leaders motivate others by their listening skills. We are to: avoid prejudicial first impressions; become less self-centered; withhold initial criticism; stay calm; listen with empathy; be active listeners; clarify what we hear; and recognize the healing power of listening. Then we are to act on what we hear

golden rules for career success 1 Specialize in a very small niche; develop a core skill 2 Choose a niche that you enjoy, where you can excel and stand a chance of becoming an acknowledged leader 3 Realize that knowledge is power 4 Identify your market and your core customers and serve them best 5 Identify where 20 percent of effort gives 80 percent of returns 6 Learn from the best 7 Become self-employed early in your career 8 Employ as many net value creators as possible 9 Use outside contractors for everything but your core skill 10 Exploit capital leverage

The effectiveness of your work will never rise above your ability to lead and influence others. You cannot produce consistently on a level higher than your leadership. In other words, your leadership skills determine the level of your success-and the success of those who work around you.

Perhaps one day they will add about you as their leader, "And you made a difference" That is the true reward of Leadership

Leaders empower individuals by building trust and coaching competence in their job roles and networking skills.

If you don't demonstrate leadership character, your skills and your results will be discounted, if not dismissed.

Our ability to be daring leaders will never be greater than our capacity for vulnerability. Once we start to build vulnerability skills, we can start to develop the other skill sets.

I worked, long ago, in New York City, in construction, like many young men of the Mohawk Nation. I found that whites were often like us, and I could not hate them one at a time. But they do not know the earth or love it. They do not speak from the heart, usually. They do not act from the heart. They are more like the actors on the movie screen. They play roles. And their leaders are not like our leaders. They are not chosen for virtue, but for their skill at playing roles. Whites have told me this, in plain words. They do not trust their leaders, and yet they follow them. When we do not trust a leader, he is finished. Then, also, the leaders of the whites have too much power. It is bad for a man to be obeyed too often. But the worst thing is what I have said about the heart. Their leaders have lost it and they have lost mercy. They speak from somewhere else. They act from somewhere else. But from where? Like you, I do not know. It is, I think, a kind of insanity.

Men make history, and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better.               --Harry S Truman

I think all this may help explain why women leaders around the world tend to rise higher in parliamentary systems, rather than presidential ones like ours. Prime ministers are chosen by their colleagues—people they’ve worked with day in and day out, who’ve seen firsthand their talents and competence. It’s a system designed to reward women’s skill at building relationships, which requires emotional labor.

You must understand something, George. The world's leaders create catastrophes and resolve them-- all at their own whimsy-- every single day. It is how the world runs. Lacking anything else to believe in, common people need to believe in their leaders' abilities to save them. It's true! Their emotional well-being-- and yes, their fate-- depends on the intelligence and skill of those who manipulate the days' disasters. And it should go without saying that the one who succeeds in taking the reins of leadership-- by whatever means-- is the most intelligent and skillful, and therefore most qualified to lead.

This power came forth out of the Atlantic Ocean, for in those days the Atlantic was navigable; and there was an island situated in front of the straits which are by you called the Pillars of Heracles; the island was larger than Libya and Asia put together, and was the way to other islands, and from these you might pass to the whole of the opposite continent which surrounded the true ocean; for this sea which is within the Straits of Heracles is only a harbour, having a narrow entrance, but that other is a real sea, and the surrounding land may be most truly called a boundless continent. Now in this island of Atlantis there was a great and wonderful empire which had rule over the whole island and several others, and over parts of the continent, and, furthermore, the men of Atlantis had subjected the parts of Libya within the columns of Heracles as far as Egypt, and of Europe as far as Tyrrhenia. This vast power, gathered into one, endeavoured to subdue at a blow our country and yours and the whole of the region within the straits; and then, Solon, your country shone forth, in the excellence of her virtue and strength, among all mankind. She was pre-eminent in courage and military skill, and was the leader of the Hellenes. And when the rest fell off from her, being compelled to stand alone, after having undergone the very extremity of danger, she defeated and triumphed over the invaders, and preserved from slavery those who were not yet subjugated, and generously liberated all the rest of us who dwell within the pillars. But afterwards there occurred violent earthquakes and floods; and in a single day and night of misfortune all your warlike men in a body sank into the earth, and the island of Atlantis in like manner disappeared in the depths of the sea. For which reason the sea in those parts is impassable and impenetrable, because there is a shoal of mud in the way; and this was caused by the subsidence of the island.

Longing itself is divine,” writes the Hindu spiritual leader Sri Sri Ravi Shankar. “Longing for worldly things makes you inert. Longing for Infinity fills you with life. The skill is to bear the pain of longing and move on. True longing brings up spurts of bliss.

Develop your leaders into a competitive advantage. Reconnect your leader-power to success.

You cannot be a military leader without physical courage. But there are Plenty of soldiers with physical courage who are not leaders

if your heart is not right, no one cares about your leadership skills.

True leaders, even when a subordinate is at fault, will take full responsibility for a mistake. An effective leader will then immediately take action to correct the situation.

Unfortunately, what she had here and now was a nervous and highly principled subordinate to reassure. It wasn’t a leader’s place to cast herself trembling on a junior’s shoulder and confess uncertainty. It wasn’t even a leader’s place to suggest that they might be in an indefensible position and should be grateful for any allies that they could get. It was a leader’s job to project a calm mastery of the situation, while also encouraging subordinates to develop decision-making skills. Assuming that they made the right decisions. A leader’s job was a crock of shit.

A company is a culture. A group of people brought together around a common set of values and beliefs. It’s not products or services that bind a company together. It’s not size and might that make a company strong, it’s the culture—the strong sense of beliefs and values that everyone, from the CEO to the receptionist, all share. So the logic follows, the goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what you believe.

The practice of shared vision involves the skills of unearthing shared “pictures of the future” that foster genuine commitment and enrollment rather than compliance. In mastering this discipline, leaders learn the counterproductiveness of trying to dictate a vision, no matter how heartfelt.

Rudyard Kipling, in his famous poetic description of what makes for mature and effective adulthood, wrote in part: If you can keep your head When all about you Are losing theirs And blaming it on you... If you can trust yourself When all men doubt you... This famous 1909 poem “If” was inspired in Kipling after observing one military leader’s actions during the Boer Wars (Lt. Colonel Eduardo Jany, personal communication, October, 2007).

My mother once told me that trauma is like Lord of the Rings. You go through this crazy, life-altering thing that almost kills you (like say having to drop the one ring into Mount Doom), and that thing by definition cannot possibly be understood by someone who hasn’t gone through it. They can sympathize sure, but they’ll never really know, and more than likely they’ll expect you to move on from the thing fairly quickly. And they can’t be blamed, people are just like that, but that’s not how it works. Some lucky people are like Sam. They can go straight home, get married, have a whole bunch of curly headed Hobbit babies and pick up their gardening right where they left off, content to forget the whole thing and live out their days in peace. Lots of people however, are like Frodo, and they don’t come home the same person they were when they left, and everything is more horrible and more hard then it ever was before. The old wounds sting and the ghost of the weight of the one ring still weighs heavy on their minds, and they don’t fit in at home anymore, so they get on boats go sailing away to the Undying West to look for the sort of peace that can only come from within. Frodos can’t cope, and most of us are Frodos when we start out. But if we move past the urge to hide or lash out, my mother always told me, we can become Pippin and Merry. They never ignored what had happened to them, but they were malleable and receptive to change. They became civic leaders and great storytellers; they we able to turn all that fear and anger and grief into narratives that others could delight in and learn from, and they used the skills they had learned in battle to protect their homeland. They were fortified by what had happened to them, they wore it like armor and used it to their advantage. It is our trauma that turns us into guardians, my mother told me, it is suffering that strengthens our skin and softens our hearts, and if we learn to live with the ghosts of what had been done to us, we just may be able to save others from the same fate.

I've said you can actually see this fusion in skilled mechanics and machinists of a certain sort, and you can see it in the work they do. To say that they are not artists is to misunderstand the nature of art. They have patience, care and attentiveness to what they're doing, but more than this—there's a kind of inner peace of mind that isn't contrived but results from a kind of harmony with the work in which there's no leader and no follower. The material and the craftsman's thoughts change together in a progression of smooth, even changes until his mind is at rest at the exact instant the material is right.

Those who were called skillful leaders of old knew how to drive a wedge between the enemy's front and rear; [More literally, "cause the front and rear to lose touch with each other."] to prevent co-operation between his large and small divisions; to hinder the good troops from rescuing the bad, the officers from rallying their men. 16. When the enemy's men were united, they managed to keep them in disorder.

The characters populating male fantasies have little in common with those inhabiting female fantasies. In porn, the mind of a woman is usually empty of all thought and feeling – except for an overwhelming urge to have sex with plumbers, pizza boys, and her BFF. Women’s hopes and fears are irrelevant. Their skills are inconsequential, except for the admirable ability to satisfy multiple lovers simultaneously and an impressive capacity for moaning. Their bodies, on the other hand, are depicted in lavish, graphic detail. The heroes of romance novels often seem like members of a more evolved species. They are natural leaders, rich, powerful, and well-connected. Their minds are intelligent and savvy, though they are reticent about their abilities and hide their inner demons. Despite the fact that they are a five-star general or lord of southern England, they hide a troubled and tempestuous soul that can only be healed by the magical balm of a woman’s love.

The vision is the public statement of the founder’s intent, WHY the company exists. It is literally the vision of a future that does not yet exist. The mission statement is a description of the route, the guiding principles—HOW the company intends to create that future. When both of those things are stated clearly, the WHY-type and the HOW-type are both certain about their roles in the partnership. Both are working together with clarity of purpose and a plan to get there. For it to work, however, it requires more than a set of skills, it requires trust. As

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

You don’t need money to be generous. You don’t need education to be wise. You don’t need fame to be important. You don’t need charisma to be influential. You don’t need titles to be honorable. You don’t need awards to be special. You don’t need medals to be extraordinary. You don’t need consent to be yourself. You don’t need approval to be unique. You don’t need a license to be creative. You don’t need authorization to dream. You don’t need acceptance to be gifted. You don’t need youth to be a champion. You don’t need old age to be a hero. You need skill, not temper, to be a warrior. You need love, not rage, to be an activist. You need compassion, not robes, to be a priest. You need confidence, not ego, to be a politician. You need integrity, not charm, to be a leader. You need wisdom, not theories, to be a master. You need character, not size, to be a champion.

Successful succession is more than selecting someone with an appropriate skill set—it’s about finding someone who is in lockstep with the original cause around which the company was founded. Great second or third CEOs don’t take the helm to implement their own vision of the future; they pick up the original banner and lead the company into the next generation. That’s why we call it succession, not replacement. There is a continuity of vision.

Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems. They are better leaders, better followers, more dependable and actively contributing team members, and more skilled in aggressively driving toward mission accomplishment. But they’re also humble—able to keep their egos from damaging relationships and adversely impacting the mission and the team.

Mechanized warfare still left room for human qualities to play an important part in the issue. ‘Automatic warfare’ cancels them out, except in a passive form. Archidamus is at last being justified. Courage, skill and patriotism become shrinking assets. The most virile nation might not be able to withstand another, inferior to it in all natural qualities, if the latter had some decisively superior technical appliance. (...)The advent of ‘automatic warfare’ should make plain the absurdity of warfare as a means of deciding nations’ claims to superiority. It blows away romantic vapourings about the heroic virtues of war, utilized by aggressive and ambitious leaders to generate a military spirit among their people. They can no longer claim that war is any test of a people’s fitness, or even of its national strength. Science has undermined the foundations of nationalism, at the very time when the spirit of nationalism is most rampant.

It wasn’t like this in the stories. In the old tales, when a young man went forth to have adventures, he endured his trials and came forth triumphant. He became a leader, or acquired a magical skill, or at the very least wed a princess. Maybe all three. There was never any question, not even in the darkest moment, that the hero would conquer both his enemies and his self-doubt. Perhaps that was why I had been angry with Simon, because I wanted the ending of his story to be the good one he deserved.

Many of our white brothers misunderstand this fact because many of them fail to interpret correctly the nature of the Negro Revolution. Some believe that it is the work of skilled agitators who have the power to raise or lower the floodgates at will. Such a movement, maneuverable by a talented few, would not be a genuine revolution. This Revolution is genuine because it was born from the same womb that always gives birth to massive social upheavals--the womb of intolerable conditions and unendurable situations. In this time and circumstance, no leader or set of leaders could have acted as ringmasters, whipping a whole race out of purring contentment into leonine courage and action. If such credit is to be given to any single group, it might well go to the segregationists, who, with their callous and cynical code, helped to arouse and ignite the righteous wrath of the Negro.

Many great and wonderful deeds are recorded of your state in our histories. But one of them exceeds all the rest in greatness and valour. For these histories tell of a mighty power which unprovoked made an expedition against the whole of Europe and Asia, and to which your city put an end. This power came forth out of the Atlantic Ocean, for in those days the Atlantic was navigable; and there was an island situated in front of the straits which are by you called the Pillars of Heracles; the island was larger than Libya and Asia put together, and was the way to other islands, and from these you might pass to the whole of the opposite continent which surrounded the true ocean; for this sea which is within the Straits of Heracles is only a harbour, having a narrow entrance, but that other is a real sea, and the surrounding land may be most truly called a boundless continent. Now in this island of Atlantis there was a great and wonderful empire which had rule over the whole island and several others, and over parts of the continent, and, furthermore, the men of Atlantis had subjected the parts of Libya within the columns of Heracles as far as Egypt, and of Europe as far as Tyrrhenia. This vast power, gathered into one, endeavoured to subdue at a blow our country and yours and the whole of the region within the straits; and then, Solon, your country shone forth, in the excellence of her virtue and strength, among all mankind. She was pre-eminent in courage and military skill, and was the leader of the Hellenes. And when the rest fell off from her, being compelled to stand alone, after having undergone the very extremity of danger, she defeated and triumphed over the invaders, and preserved from slavery those who were not yet subjugated, and generously liberated all the rest of us who dwell within the pillars. But afterwards there occurred violent earthquakes and floods; and in a single day and night of misfortune all your warlike men in a body sank into the earth, and the island of Atlantis in like manner disappeared in the depths of the sea. For which reason the sea in those parts is impassable and impenetrable, because there is a shoal of mud in the way; and this was caused by the subsidence of the island.

Many of today's world leaders have great courage: the courage to do harm. The are ill-advised, too clever, or too skillful. I think bad political systems, by which I mean systems that are not founded on a desire for justice, are mainly due to a type of short-sightedness. When politicians see things only in the short term, they inevitably only see the short-term gains. That is how they develop the type of courage that is necessary to harm 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.

In 90% of cases, you can start with one of the two most effective ways to open a speech: ask a question or start with a story. Our brain doesn’t remember what we hear. It remembers only what we “see” or imagine while we listen. You can remember stories. Everything else is quickly forgotten. Smell is the most powerful sense out of 4 to immerse audience members into a scene. Every sentence either helps to drive your point home, or it detracts from clarity. There is no middle point. If you don’t have a foundational phrase in your speech, it means that your message is not clear enough to you, and if it’s not clear to you, there is no way it will be clear to your audience. Share your failures first. Show your audience members that you are not any better, smarter or more talented than they are. You are not an actor, you are a speaker. The main skill of an actor is to play a role; to be someone else. Your main skill as a speaker is to be yourself. People will forgive you for anything except for being boring. Speaking without passion is boring. If you are not excited about what you are talking about, how can you expect your audience to be excited? Never hide behind a lectern or a table. Your audience needs to see 100% of your body. Speak slowly and people will consider you to be a thoughtful and clever person. Leaders don’t talk much, but each word holds a lot of meaning and value. You always speak to only one person. Have a conversation directly with one person, look him or her in the eye. After you have logically completed one idea, which usually is 10-20 seconds, scan the audience and then stop your eyes on another person. Repeat this process again. Cover the entire room with eye contact. When you scan the audience and pick people for eye contact, pick positive people more often. When you pause, your audience thinks about your message and reflects. Pausing builds an audiences’ confidence. If you don’t pause, your audience doesn’t have time to digest what you've told them and hence, they will not remember a word of what you've said. Pause before and after you make an important point and stand still. During this pause, people think about your words and your message sinks in. After you make an important point and stand still. During this pause, people think about your words and your message sinks in. Speakers use filler words when they don’t know what to say, but they feel uncomfortable with silence. Have you ever seen a speaker who went on stage with a piece of paper and notes? Have you ever been one of these speakers? When people see you with paper in your hands, they instantly think, “This speaker is not sincere. He has a script and will talk according to the script.” The best speeches are not written, they are rewritten. Bad speakers create a 10 minutes speech and deliver it in 7 minutes. Great speakers create a 5 minute speech and deliver it in 7 minutes. Explain your ideas in a simple manner, so that the average 12-year-old child can understand the concept. Good speakers and experts can always explain the most complex ideas with very simple words. Stories evoke emotions. Factual information conveys logic. Emotions are far more important in a speech than logic. If you're considering whether to use statistics or a story, use a story. PowerPoint is for pictures not for words. Use as few words on the slide as possible. Never learn your speech word for word. Just rehearse it enough times to internalize the flow. If you watch a video of your speech, you can triple the pace of your development as a speaker. Make videos a habit. Meaningless words and clichés neither convey value nor information. Avoid them. Never apologize on stage. If people need to put in a lot of effort to understand you they simply won’t listen. On the other hand if you use very simple language you will connect with the audience and your speech will be remembered.

In the center of the movement, as the motor that swings it onto motion, sits the Leader. He is separated from the elite formation by an inner circle of the initiated who spread around him an aura of impenetrable mystery which corresponds to his “intangible preponderance.” His position within this intimate circle depends upon his ability to spin intrigues among its members and upon his skill in constantly changing its personnel. He owes his rise to leadership to an extreme ability to handle inner-party struggles for power rather than to demagogic or bureaucratic-organizational qualities. He is distinguished from earlier types of dictators in that he hardly wins through simple violence. Hitler needed neither the SA nor the SS to secure his position as leader of the Nazi movement; on the contrary, Röhm, the chief of the SA and able to count upon its loyalty to his own person, was one of Hitler’s inner-party enemies. Stalin won against Trotsky, who not only had a far greater mass appeal but, as chief of the Red Army, held in his hands the greatest power potential in Soviet Russia at the time. Not Stalin, but Trotsky, moreover, was the greatest organizational talent, the ablest bureaucrat of the Russian Revolution. On the other hand, both Hitler and Stalin were masters of detail and devoted themselves in the early stages of their careers almost entirely to questions of personnel, so that after a few years hardly any man of importance remained who did not owe his position to them.

Solving large, difficult problems may earn you a reputation for skillful negotiation, but Sun Tzu asserts that this supposed achievement is actually a form of failure, and having true wisdom means preventing difficult problems from arising in the first place. Ironically, this highest form of efficacy will often go unnoticed by many people, since the leader’s work seems so effortless and subtle. This foresight may not earn you a great reputation, but Sun Tzu also believed that bravery and greatness involve shunning what other people think of you, both praise and criticism, and doing what you believe is the right thing. A brave person forgoes his or her own ego and well-being, and acts with neither fear of punishment nor expectation of reward.

Good employees are skilled; great employees are talented. Good employees are friendly; great employees are devoted. Good employees are cautious; great employees are brave. Good employees are calm; great employees are confident. Good employees are educated; great employees are experienced. Good managers are encouraging; great supervisors are forgiving. Good managers are calm; great supervisors are caring. Good managers are truthful; great supervisors are sincere. Good managers are compassionate; great supervisors are generous. Good managers are likable; great supervisors are loving. Good leaders are intelligent; great leaders are wise. Good leaders are bold; great leaders are fearless. Good leaders are artful; great leaders are kind. Good leaders are warriors; great leaders are servants. Good leaders are managers; great leaders are innovators.

For know you, child, I have that faculty which is better than any one sense, better than a perfect body, better than courage and will, better than experience, ordinarily the best product of the longest lives—the faculty divinest of men, but which”—he stopped, and laughed again, not bitterly, but with real zest—“but which even the great do not sufficiently account, while with the herd it is a non-existent—the faculty of drawing men to my purpose and holding them faithfully to its achievement, by which, as against things to be done, I multiply myself into hundreds and thousands.

Don't strive to be clever, strive to be sensible. Don't strive to be mighty, strive to be amiable. Don't strive to be eminent, strive to be helpful. Don't strive to be successful, strive to be useful. Don't strive to be rich, strive to be valuable. Don't strive to be great, strive to be humble. Don't strive to teach, strive to be knowledgable. Don't strive to preach, strive to be insightful. Don't strive to compete, strive to be impactful. Don't strive to command, strive to be resourceful. Don't strive to dominate, strive to be skillful. Don't strive to conquer, strive to be masterful. If you strive to be a preacher, strive to be spiritual. If you strive to be teacher, strive to be approachable. If you strive to be a leader, strive to be teachable. If you strive to be a warrior, strive to be thoughtful. If you strive to be a commander, strive to be gentle. If you strive to be a conqueror, strive to be merciful.

Even more essential, however, is the identification of the individuals in the masses with the "führer." The more helpless the "mass-individual" has become, owing to his upbringing, the more pronounced is his identification with the führer, and the more the childish need for protection is disguised in the form of a feeling at one with the führer. This inclination to identify is the psychological basis of national narcissism, i.e., of the self-confidence that individual man derives from the "greatness of the nation." The reactionary lower middle-class man perceives himself in the führer, in the authoritarian state. On the basis of this identification he feels himself to be a defender of the "national heritage," of the "nation," which does not prevent him, likewise on the basis of this identification, from simultaneously despising "the masses" and confronting them as an individual. The wretchedness of his material and sexual situation is so overshadowed by the exalting idea of belonging to a master race and having a brilliant führer that, as time goes on, he ceases to realize how completely he has sunk to a position of insignificant, blind allegiance. The worker who is conscious of his skills—he, in short, who has rid himself of his submissive structure, who identifies with his work and not with the führer, with the international working masses and not with the national homeland—represents the opposite of this. He feels himself to be a leader, not on the basis of his identification with the führer, but on the basis of his consciousness of performing work that is vitally necessary for society's existence.

The Knights of Labor originated in the late 1860s and early 1870s in Philadelphia, but slowly expanded into the rest of Pennsylvania and finally became a national organization with 750,000 members. It encompassed many trade unions and was organized geographically rather than by occupation. “The Knights attempted to organize all American productive workers into ‘one big union’ regardless of skill, trade, industry, race or sex and were divided into local, district and national assemblies, with a centralized structure”155—although substantial autonomy was granted to local assemblies, which took the initiative in establishing hundreds of cooperative stores and factories. The national leadership was less energetic on this score than local leadership. The overarching purpose of the organization was, as its longtime leader Terence Powderly said, “to associate our own labors; to establish co-operative institutions such as will tend to supersede the wage-system, by the introduction of a co-operative industrial system.”156 To this end, the Knights lobbied politically, engaged in numerous strikes, lent their support to other radical social movements, and, of course, organized co-ops. Masses of workers genuinely believed that they could rise from being “rented slaves” to become cooperators in control of their work and wages, living in revitalized and stabilized communities, no longer subject to periods of unemployment. Cooperation was a religion for some of them.

For hierarchy, according to the anthropologist Christopher Boehm. Boehm studied tribal cultures early in his career, but had also studied chimpanzees with Jane Goodall. He recognized the extraordinary similarities in the ways that humans and chimpanzees display dominance and submission. In his book Hierarchy in the Forest, Boehm concluded that human beings are innately hierarchical, but that at some point during the last million years our ancestors underwent a “political transition” that allowed them to live as egalitarians by banding together to rein in, punish, or kill any would-be alpha males who tried to dominate the group. Alpha male chimps are not truly leaders of their groups. They perform some public services, such as mediating conflicts.28 But most of the time, they are better described as bullies who take what they want. Yet even among chimpanzees, it sometimes happens that subordinates gang up to take down alphas, occasionally going as far as to kill them.29 Alpha male chimps must therefore know their limits and have enough political skill to cultivate a few allies and stave off rebellion.

Every day the same things came up; the work was never done, and the tedium of it began to weigh on me. Part of what made English a difficult subject for Korean students was the lack of a more active principle in their learning. They were accustomed to receiving, recording, and memorizing. That's the Confucian mode. As a student, you're not supposed to question a teacher; you should avoid asking for explanations because that might reveal a lack of knowledge, which can be seen as an insult to the teacher's efforts. You don't have an open, free exchange with teachers as we often have here in the West. And further, under this design, a student doesn't do much in the way of improvisation or interpretation. This approach might work well for some pursuits, may even be preferred--indeed, I was often amazed by the way Koreans learned crafts and skills, everything from basketball to calligraphy, for example, by methodically studying and reproducing a defined set of steps (a BBC report explained how the North Korean leader Kim Jong Il had his minions rigorously study the pizza-making techniques used by Italian chefs so that he could get a good pie at home, even as thousands of his subjects starved)--but foreign-language learning, the actual speaking component most of all, has to be more spontaneous and less rigid. We all saw this played out before our eyes and quickly discerned the problem. A student cannot hope to sit in a class and have a language handed over to him on sheets of paper.

Feed, Jacques. I offer my life freely to you as you have so many times done for me.” Mikhail slashed his wrist and held it out to his brother. The moment the richness spilled into his mouth, the taste and surge of power brought a rush of memories. Mikhail laughing, pushing Jacques from a tree branch playfully. Mikhail’s body crouched low, protectively, in front of his as a vampire with brown-stained teeth began to grow long, dagger-like nails. Mikhail holding Raven’s limp body, a river of blood, the earth and sky erupting all around them while Mikhail looked up at Jacques with the hopeless resolve to join his lifemate in her fate. Jacques’ eyes jumped to Mikhail’s face, examined every inch of it. This man was a leader, a dangerous, powerful predator who had skillfully steered their dying race through centuries of pitfalls. One whom such as Gregori chose to follow. Something stirred inside Jacques, the need to protect this man, to shield him. Mikhail. Mikhail’s head jerked up. He heard his name echo clearly in his head. The path had been there for one heartbeat, familiar and strong; then just as quickly it was lost.

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some “bosses” say that their employees either have leadership skills or they don’t, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become “distinct” leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders.

It is in connection with the deliberate effort of the skillful demagogue to weld together a closely coherent and homogeneous body of supporters that the third and perhaps most important negative element of selection enters. It seems to be almost a law of human nature that it is easier for people to agree on a negative program — on the hatred of an enemy, on the envy of those better off — than on any positive task. The contrast between the "we" and the "they," the common fight against those outside the group, seems to be an essential ingredient in any creed which will solidly knit together a group for common action. It is consequently always employed by those who seek, not merely support of a policy, but the unreserved allegiance of huge masses. From their point of view it has the great advantage of leaving them greater freedom of action than almost any positive program. The enemy, whether he be internal, like the "Jew" or the "kulak," or external, seems to be an indispensable requisite in the armory of a totalitarian leader. That in Germany it was the Jew who became the enemy until his place was taken by the "plutocracies" was no less a result of the anticapitalist resentment on which the whole movement was based than the selection of the kulak in Russia. In Germany and Austria the Jew had come to be regarded as the representative of capitalism because a traditional dislike of large classes of the population for commercial pursuits had left these more readily accessible to a group that was practically excluded from the more highly esteemed occupations. It is the old story of the alien race's being admitted only to the less respected trades and then being hated still more for practicing them. The fact that German anti-Semitism and anticapitalism spring from the same root is of great importance for the understanding of what has happened there, but this is rarely grasped by foreign observers.

13.  He wins his battles by making no mistakes. [Ch’en Hao says: “He plans no superfluous marches, he devises no futile attacks.” The connection of ideas is thus explained by Chang Yu: “One who seeks to conquer by sheer strength, clever though he may be at winning pitched battles, is also liable on occasion to be vanquished; whereas he who can look into the future and discern conditions that are not yet manifest, will never make a blunder and therefore invariably win.”] Making no mistakes is what establishes the certainty of victory, for it means conquering an enemy that is already defeated. 14.  Hence the skillful fighter puts himself into a position which makes defeat impossible, and does not miss the moment for defeating the enemy. [A “counsel of perfection” as Tu Mu truly observes. “Position” need not be confined to the actual ground occupied by the troops. It includes all the arrangements and preparations which a wise general will make to increase the safety of his army.] 15.  Thus it is that in war the victorious strategist only seeks battle after the victory has been won, whereas he who is destined to defeat first fights and afterwards looks for victory. [Ho Shih thus expounds the paradox: “In warfare, first lay plans which will ensure victory, and then lead your army to battle; if you will not begin with stratagem but rely on brute strength alone, victory will no longer be assured.”] 16.  The consummate leader cultivates the moral law, and strictly adheres to method and discipline; thus it is in his power to control success. 17.  In respect of military method, we have, firstly, Measurement; secondly, Estimation of quantity; thirdly, Calculation; fourthly, Balancing of chances; fifthly, Victory. 18.  Measurement owes its existence to Earth; Estimation of quantity to Measurement; Calculation to Estimation of quantity; Balancing of chances to Calculation; and Victory to Balancing of chances. [It is not easy to distinguish the four terms very clearly in the Chinese. The

Groupies and hangers-on somehow fancy themselves entitled to the narcissist’s favour and largesse, his time, attention, and other resources. They convince themselves that they are exempt from the narcissist’s rage and wrath and immune to his vagaries andabuse . This self-imputed and self-conferred status irritates the narcissist no end as it challenges and encroaches on his standing as the only source of preferential treatment and the sole decision-maker when it comes to the allocation of his precious and cosmically significant wherewithal. The narcissist is the guru at the centre of a cult. Like other gurus, he demands complete obedience from his flock: his spouse, his offspring, other family  members, friends, and colleagues. He feels entitled to adulation and special treatment by his followers. He punishes the wayward and the straying lambs. He enforces discipline, adherence to his teachings, and common goals. The less accomplished he is in reality – the more stringent his mastery and the more pervasive the brainwashing. Cult leaders are narcissists who failed in their mission to "be someone", to become famous, and to impress the world with their uniqueness, talents, traits, and skills. Such disgruntled narcissists withdraw into a "zone of comfort" (known as the "Pathological Narcissistic Space") that assumes the hallmarks of a cult. The – often involuntary – members of the narcissist's mini-cult inhabit a twilight zone of his own construction. He imposes on them an exclusionary or inclusionary shared psychosis, replete with persecutory delusions, "enemies", mythical-grandiose narratives, and apocalyptic scenarios if he is flouted. Exclusionary shared psychosis involves the physical and emotional isolation of the narcissist and his “flock” (spouse, children, fans, friends) from the outside world in order to better shield them from imminent threats and hostile intentions. Inclusionary shared psychosis revolves around attempts to spread the narcissist’s message in a missionary fashion among friends, colleagues, co-workers, fans, churchgoers, and anyone else who comes across the mini-cult. The narcissist's control is based on ambiguity, unpredictability, fuzziness, and ambientabuse . His ever-shifting whims exclusively define right versus wrong, desirable and unwanted, what is to be pursued and what to be avoided. He alone determines the rights and obligations of his disciples and alters them at will.

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

It has been noted in various quarters that the half-illiterate Italian violin maker Antonio Stradivari never recorded the exact plans or dimensions for how to make one of his famous instruments. This might have been a commercial decision (during the earliest years of the 1700s, Stradivari’s violins were in high demand and open to being copied by other luthiers). But it might also have been because, well, Stradivari didn’t know exactly how to record its dimensions, its weight, and its balance. I mean, he knew how to create a violin with his hands and his fingers but maybe not in figures he kept in his head. Today, those violins, named after the Latinized form of his name, Stradivarius, are considered priceless. It is believed there are only around five hundred of them still in existence, some of which have been submitted to the most intense scientific examination in an attempt to reproduce their extraordinary sound quality. But no one has been able to replicate Stradivari’s craftsmanship. They’ve worked out that he used spruce for the top, willow for the internal blocks and linings, and maple for the back, ribs, and neck. They’ve figured out that he also treated the wood with several types of minerals, including potassium borate, sodium and potassium silicate, as well as a handmade varnish that appears to have been composed of gum arabic, honey, and egg white. But they still can’t replicate a Stradivarius. The genius craftsman never once recorded his technique for posterity. Instead, he passed on his knowledge to a number of his apprentices through what the philosopher Michael Polyani called “elbow learning.” This is the process where a protégé is trained in a new art or skill by sitting at the elbow of a master and by learning the craft through doing it, copying it, not simply by reading about it. The apprentices of the great Stradivari didn’t learn their craft from books or manuals but by sitting at his elbow and feeling the wood as he felt it to assess its length, its balance, and its timbre right there in their fingertips. All the learning happened at his elbow, and all the knowledge was contained in his fingers. In his book Personal Knowledge, Polyani wrote, “Practical wisdom is more truly embodied in action than expressed in rules of action.”1 By that he meant that we learn as Stradivari’s protégés did, by feeling the weight of a piece of wood, not by reading the prescribed measurements in a manual. Polyani continues, To learn by example is to submit to authority. You follow your master because you trust his manner of doing things even when you cannot analyze and account in detail for its effectiveness. By watching the master and emulating his efforts in the presence of his example, the apprentice unconsciously picks up the rules of the art, including those which are not explicitly known to the master himself. These hidden rules can be assimilated only by a person who surrenders himself to that extent uncritically to the imitation of another.