Strengthening Leadership Quotes

Vipassan meditation is the best way to unlearn old habits of basal ganglia and amygdala, and strengthen the neocortex of the brain.

The heart is a muscle, and you strengthen muscles by using them. The more I lead with my heart, the stronger it gets.

Parker Palmer observes, "A leader is a person who must take special responsibility for what's going on inside him or her self, inside his or her consciousness, lest the act of leadership create more harm than good.

The great illusion of leadership is to think that man can be led out of the desert by someone who has never been there.

When values, thoughts, feelings, and actions are in alignment, a person becomes focused and his character is strengthened. That allows a leader to lead himself successfully.

What the country faces is not a crisis of leadership but a crisis of followership.

being angry is not the same thing as being called.

God, when I am wrong, make me willing to change. When I am right, make me easy to live with. So strengthen me that the power of my example will far exceed the authority of my rank.

Only those who have been brave enough to ride their own monsters of anger and greed, jealousy and narcissism, fear and violence all the way down to the bottom will find a truer energy with which to lead.

A good leader lays seeds to grow trees of peace. A bad leader lays down bricks to build walls of ignorance. Always choose the peacemaker, not the divider. The one who unites and strengthens a country, not divides and cripples it. A leader that will build bridges, not walls.

For a business to strengthen its position on the market, its managers should become skillful at helping their subordinates to set and achieve specific and measurable goals with realistic deadlines and clear expectations. Managers should also mentor employees through challenges, helping them grow and develop new skills.

security,” he asserted. “We must give more attention to intellectual leadership and a strengthening of the spiritual concept that

Truly, the best thing any of us have to bring to leadership is our own transforming selves.

To strengthen families encourage children. To strengthen communities educate families. To strengthen a nation empower its communities.

The great illusion of leadership is to think that man can be led out of the desert by someone who has never been there. HENRI NOUWEN, THE WOUNDED HEALER

Whether with a new acquaintance or an existing relationship, stay open to the possibility that your perceptions aren’t entirely accurate; it just may give you the opportunity to strengthen the bond.

The first leg of Moses' journey as a leader, then, was not to lead anyone else anywhere; it was to allow himself to be led into freedom from his own bondage. Before he could lead others into freedom, he needed to experience freedom himself. In solitude he was able to let go of the coping mechanisms that had served him well in the past but were completely inappropriate for the leader he was becoming.

And as Donald Capps so aptly points out, "Since our churches have taken on many of the characteristics of bureaucracies, it is not surprising that clergy are sometimes rewarded, not punished for their narcissistic behaviors.

Holy One, there is something I wanted to tell you, but there have been errands to run, bills to pay, meetings to attend, washing to do ... and I forget what it is I wanted to say to you, and forget what I am about or why. Oh God, don't forget me please, for the sake of Jesus Christ.

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

God, gather me5 to be with you as you are with me. Keep me in touch with myself, with my needs, my anxieties, my angers, my pains, my corruptions, that I may claim them as my own rather than blame them on someone else. O Lord, deepen my wounds into wisdom; shape my weaknesses into compassion; gentle my envy into enjoyment, my fear into trust, my guilt into honesty. O God, gather me to be with you as you are with me.

God even puts people in leadership; we just do what He puts in our hearts to do when it comes to electing those in leadership. So don't depend on men. God is able to do all things for you, and help you in every way that is good and needful (even when it feels bad). Don't wait until you are in a corner of desperation to figure that out and try to then stir up your faith in God's ability. Start strengthening your faith now.

Living frugally even when you can afford to live luxurious will not only help you to save money. It will also help you to realize what is truly important in life. The secret that Warren Buffett knows is that money truly cannot buy you happiness. It can buy you a sense of security and it can open many doors for you. However, happiness comes from being engaged in fulfilling work; from strengthening your relationships with those who are most important to you; from doing those things that make you happy.

It is too soon to say when or how this era will end or what will succeed it. But what is clear is that a good many of the trends are worrisome. If, for example, a Sino-American cold war materializes, it is quite possible this era may come to be known as the inter–Cold War era, one bookended by the U.S.-Soviet Cold War and one between the United States and China. Such an outcome would result in lower rates of economic growth for both because trade and investment would inevitably be curtailed. It would also reduce the potential for cooperation on regional and global issues. If the liberal world order is sustained and strengthened with the United States resuming a leading role, this could continue to be an era largely characterized by stability, prosperity, and freedom. It is possible, though, that the United States will choose to largely abandon its leading role in the world. In this case, we could in principle see an era of Chinese primacy, but given China’s character, internal constraints, and the nature and scale of the domestic challenges it faces, this is improbable. More likely is that this will turn out to be an era of deterioration, one in which no country or group of countries exercises effective global leadership. In that case, the future would be one of accelerating global disorder.

I've always believed that culture is defined and created from the top down, but it comes to life from the bottom up. This meant that I had to build our culture by working with the leadership group (i.e., the owner, general manager, and executives), the coaching staff, and the football team. To strengthen the culture among the leadership group, it was important to reiterate to the owner, team president, and general manager the shared beliefs, values, and expectations that we had discussed in depth when I was interviewing for the head coaching position. It was important to have collaborative conversations on a regular basis to discuss the changes we were making and why we were making them.

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 is quite unfathomable why the EU leadership fails to anticipate these potentially catastrophic possibilities, and fails to respond to popular concerns with more moderate immigration policies. One possible explanation for these perverse policies that has been put forward by highly regarded scholars, such as Samuel Huntington, is that the current leadership of the EU is composed of left-wing authoritarians who are enemies of the Western liberal tradition. According to Huntington, “Multiculturalism is in its essence anti-European... "and opposes its civilization. The official repression of dissent and pursuance of unpopular policies by undemocratic means suggests that such ideologues wish to turn the EU into a centrally controlled empire similar to the Soviet Union. If that is the case, then their current policies make a good deal of sense, in that they flood the continent with people who have lived under autocratic regimes and never lived in democratic republics. Such people may well be willing to tolerate repressive regimes provided they can maintain a moderate standard of living and their own traditional religious practices. As Hunnngton points out, imperial regimes often promote ethnic conflict among their minority citizens to strengthen the power of the central authority, with the not unrealistic claim that a powerful central authority is essential to maintain civil order. But if that is the case, then Europe will be transformed into an authoritarian and illiberal multiethnic empire, undemocratic, economically crippled and culturally retrograde. Is it any wonder that so many see Europe as committing suicide and its end coming "not with a bang, but a whimper?

...supposing the present government to be overthrown, the limited choice of the Crown, in the formation of a new ministry, would lie between Lord Coodle and Sir Thomas Doodle--supposing it to be impossible for the Duke of Foodle to act with Goodle, which may be assumed to be the case in consequence of the breach arising out of that affair with Hoodle. Then, giving the Home Department and the leadership of the House of Commons to Joodle, the Exchequer to Koodle, the Colonies to Loodle, and the Foreign Office to Moodle, what are you to do with Noodle? You can't offer him the Presidency of the Council; that is reserved for Poodle. You can't put him in the Woods and Forests; that is hardly good enough for Quoodle. What follows? That the country is shipwrecked, lost, and gone to pieces (as is made manifest to the patriotism of Sir Leicester Dedlock) because you can't provide for Noodle! On the other hand, the Right Honourable William Buffy, M.P., contends across the table with some one else that the shipwreck of the country--about which there is no doubt; it is only the manner of it that is in question--is attributable to Cuffy. If you had done with Cuffy what you ought to have done when he first came into Parliament, and had prevented him from going over to Duffy, you would have got him into alliance with Fuffy, you would have had with you the weight attaching as a smart debater to Guffy, you would have brought to bear upon the elections the wealth of Huffy, you would have got in for three counties Juffy, Kuffy, and Luffy, and you would have strengthened your administration by the official knowledge and the business habits of Muffy. All this, instead of being as you now are, dependent on the mere caprice of Puffy!

Let's commit ourselves to act like men - not like the men of our day who are preoccupied with money, with pleasure, with human power, and with selfish and merely temporal concerns. Let us act like men of God. And let's not attempt to be strong in our own strength. Rather let us remember that, "I can do all things through Christ who strengthens me" (Phil. 4:13).

Strengthening consumer data privacy protections in the United States is an important Administration priority. 1 Americans value privacy and expect protection from intrusions by both private and governmental actors. Strong privacy protections also are critical to sustaining the trust that nurtures Internet commerce and fuels innovation. Trust means the companies and technical systems on which we depend meet our expectations for privacy, security, and reliability. 2 In addition, United States leadership in consumer data privacy can help establish more flexible, innovation-enhancing privacy models among our international partners. 3

A good dose of hearty laugh strengthens mood, reduces anxiety or stress and keeps the entire nervous system balanced.

I have been drawn to the story of Moses, because his hard-won strength of soul forged in his private encounters with God gave him the staying power he needed for the long haul of leadership. He made it all the way to the finish line of his life in leadership not because he knew how to think about leadership and conceptualize it in clever ways. He lasted because he allowed his leadership challenges to catalyze and draw him into a level of reliance on God that he might not have pursued had it not been for his great need for God which he experienced most profoundly in the crucible of leadership. He literally had no place else to go!

Dear Lord,   Again, today, I need you. Help me to serve others. Guide me as I lead others. Protect me while I care for others. Forgive me when I fail. Strengthen me where I am weak. Let no harm come to those around me.

Women can enter (...) negotiations with the knowledge that showing concern for the common good, even as they negotiate for themselves, will strengthen their position.

the leader’s prayer written by Pauline H. Peters: “God, when I am wrong, make me willing to change. When I am right, make me easy to live with. So strengthen me that the power of my example will far exceed the authority of my rank.

Leaders, no matter what their religious or philosophical convictions are, feel the promptings of the natural moral law, compelling them to do good and avoid evil. Leaders are, of course, as subject to sinful inclinations as anyone else. But they know that if they habitually practice virtue, they will strengthen their character and overcome their flaws.

Taking on leadership roles gives people more control over their lives, while cross-cultural skills strengthen their effectiveness in interacting with others they encounter in school, work, and the community.

Everyone has a right to a strong and independent future: All of us have the right, and personal obligation, to choose whether or not company-driven hardships and sacrifices, overall, are shackling or strengthening our future. And to keep that right, each of us must be our own best advocate.

Though he “never conquered asthma completely,” suffering spasms at irregular intervals for decades, he had strengthened his body sufficiently so that he could participate in a wide array of sports. He wrestled and sparred, ran three or four miles a day, took up rowing and tennis, and continued to work out in the gym. Though he failed to excel in any of these activities, he derived immense satisfaction from the sheer fact of overcoming his earlier invalidism.

Whatever their fears about the war’s resolution, most Japanese were inclined to see it as a war of liberation not only for Japan but for the whole of Asia. This was understandable, especially for soldiers. Who would not prefer to believe that one was dying for a meaningful cause, rather than a misguided one? Sure enough, the so-called Greater East Asia Coprosperity Sphere began with great fanfare as the Western colonial possessions fell one by one to Japanese military advances from late 1941 to early 1942. Almost all the nations in the sphere—including Burma (now Myanmar), British Malaya (Malaysia and Singapore), the Dutch East Indies (Indonesia), French Indochina (Vietnam, Cambodia, and Laos), and the Philippines—had been part of Western colonial empires (though the last was no longer a colony at the time of Japanese invasion). So the Japanese occupiers could conveniently claim that they were finally freeing their oppressed Asian brothers and sisters in order to help them reorganize their societies into a viable cultural, economic, and political bloc under Japan’s leadership. Though cloaked by a veneer of a civilizing mission, however, the sphere was first and foremost about Japanese economic imperialism, meant to strengthen its hold over much of the Southesast and East Asian resources needed for Japan to continue fighting. That need would grow all the more pressing with time. The

Organizational Excellence' would reflect the organization's ability to make sufficient commitment to clinch and apply progressive changes in the system through updating information with applied decision making, overhauling structural responsibilities from time to time, strengthen people’s management, learning/training systems, and periodical improvisation of work process ( work flow links). With the strapping leadership of the top management, strategical partnerships are resourcefully tapped and managed which in turn reverberate impressing a positive impact on their people, customers/clientele, clientele’s business, organization's business and in turn end up contributing to the infrastructure of the nation they serve with a broader impact made on the society at large.

We have spawned ‘leadership’ that does not lead, that panders to our whims rather than telling us the truth, that follows the crowd rather than challenging us, that weakens us rather than strengthening us,” he wrote. “It is easy to go downhill, and we are now following that easy path. Pandering is not illegal, but it is immoral. It is doing the convenient when the right course demands inconvenience and courage.

1. IT AIN’T AS BAD AS YOU THINK. IT WILL LOOK BETTER IN THE MORNING. Well, maybe it will, maybe it won’t. This rule reflects an attitude and not a prediction. I have always tried to keep my confidence and optimism up, no matter how difficult the situation. A good night’s rest and the passage of just eight hours will usually reduce the infection. Leaving the office at night with a winning attitude affects more than you alone; it also conveys that attitude to your followers. It strengthens their resolve to believe we can solve any problem.

When I won the League for the first time in 1993, I didn't want my team to slacken off. The thought appalled me. I was determined to keep advancing, to strengthen our hold on power. I told that 1993 side: 'Some people, when the have a holiday, just want to go to Saltcoats, twenty-five miles along the coast from Glasgow. Some people don't even want to do that. They're happy to stay at home or watch the birds and the ducks float by in the park. And some want to go to the moon.' 'It's about people's ambitions.

Let me, in conclusion, summarize my argument. The true development of human beings involves much more than mere economic growth. At its heart there must be a sense of empowerment and inner fulfilment. This alone will ensure that human and cultural values remain paramount in a world where political leadership is often synonymous with tyranny and the rule of a narrow élite. People’s participation in social and political transformation is the central issue of our time. This can only be achieved through the establishment of societies which place human worth above power and liberation above control. In this paradigm development requires democracy, the genuine empowerment of the people. When this is achieved, culture and development will naturally coalesce to create an environment in which all are valued and every kind of human potential can be realized. The alleviation of poverty involves processes which change the way in which the poor perceive themselves and their world. Mere material assistance is not enough; the poor must have the sense that they themselves can shape their own future. Most totalitarian regimes fear change but the longer they put off genuine democratic reform the more likely it is that even their positive contributions will be vitiated: the success of national policies depends on the willing participation of the people. Democratic values and human rights, it is sometimes claimed, run counter to ‘national’ culture, and all too often the people at large are seen as ‘unfit’ for government. Nothing can be further from the truth. The challenge we now face is for the different nations and peoples of the world to agree on a basic set of human values, which will serve as a unifying force in the development of a genuine global community. True economic transformation can then take place in the context of international peace and internal political stability. A rapid democratic transition and strengthening of the institutions of civil society are the sine qua non for this development. Only then will we be able to look to a future where human beings are valued for what they are rather than for what they produce.

Lucitta knew Russian politics, and discussed how Trotsky was compelled by Stalin’s régime to deny many of his beliefs. It seemed that Mella, believing in one’s own personal independence, developed an interest in Trotsky’s philosophy. Basically, Trotsky believed that an international revolution should be initiated by the people, and that Communism wouldn’t succeed if it were only in one country surrounded by capitalistic states. Stalin countered that Marxism should be concentrated and strengthened under strong leadership in one country, which was the case in Russia. It didn’t help Trotsky’s cause within the Communist Party, when he contended that Stalinism in reality was “Tyranny disguised as Communism.

The hard core of leadership capabilities strengthens leadership effectiveness and highlights leadership substance.

I believe in you my friend, so much so, that if any of my ideas make you feel belittled in any manner, I want you to rise against me and throw my work into the fire. Any notion, any book, any institution that weakens the self instead of strengthening it, must be discarded at ones.

Lessons for Leaders Humor is one of the most effective leadership tools. The ability to use humor skillfully has served American presidents with political views as disparate as John F. Kennedy and Ronald Reagan. The absence of humor also undermined the effectiveness of Richard Nixon, who often appeared grim or mean-spirited. The multipurpose nature of humor makes it a sort of leadership Swiss Army knife. Kidding that is truly good-natured—not hurtful—can strengthen interpersonal bonds. A joke can break the monotony of routine work, some of which is inherent in any job. Laughter can create a relaxed atmosphere and stimulate creativity. Humor, even dark humor, can cut through tension, fear, and anxiety.

Running IT as a business begins with understanding the true business needs, strengthens the weak links in the organization, and improves the business top-line business growth.

Thou shalt give thy all in the struggle to unify the entire society with the revolutionary ideology of the Great Leader Comrade Kim Il-sung. Thou shalt honor the Great Leader Comrade Kim Il-sung with all thy loyalty. Thou shalt make absolute the authority of the Great Leader Comrade Kim Il-sung. Thou shalt make the Great Leader Comrade Kim Il-sung’s revolutionary ideology thy faith and make his instructions thy creed. Thou shalt adhere strictly to the principle of unconditional obedience in carrying out the Great Leader Comrade Kim Il-sung’s instructions. Thou shalt strengthen the entire party’s ideology and willpower and revolutionary unity, centering on the Great Leader Comrade Kim Il-sung. Thou shalt learn from the Great Leader Comrade Kim Il-sung and adopt the Communist look, revolutionary work methods, and people-oriented work style. Thou shalt value the political life thou wast given by the Great Leader Comrade Kim Il-sung, and loyally repay his great trust and thoughtfulness with heightened political awareness and skill. Thou shalt establish strong organizational regulations so that the entire party, nation, and military move as one under the one and only leadership of the Great Leader Comrade Kim Il-sung. Thou shalt pass down the great achievement of the revolution by the Great Leader Comrade Kim Il-sung from generation to generation, inheriting and completing it even unto the very end.

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

You can’t cook without a pot to cook in, and leadership is as much about strengthening the pot and controlling the temperature as it is about which ingredients to add when.

As king, Saul was entrusted with a measure of anointing to lead the armies of Israel to victory and shepherd the people. Yet, without the strength of character that only comes by winning private battles, these public victories exposed the previously hidden weakness of Saul’s heart toward God.

To develop your integrity, make a commitment to yourself to be scrupulously honest. Don’t shave the truth, don’t tell white lies, and don’t fudge numbers. Be truthful even when it hurts. To develop authenticity, be yourself with everyone. Don’t play politics, role play, or pretend to be anything you’re not. To strengthen your discipline, do the right things every day regardless of how you feel.

Jesus indicates that it is possible to gain the whole world but lose your own soul. If he were talking to us as Christian leaders today, he might point out that it is possible to gain the world of ministry success and lose your own soul in the midst of it all.

are strengthened through sibling relationships; they learn to play, bicker, fight, and play again, to accept criticism and bounce back from hurt, to tell secrets and become intimate. “If there remained in Franklin Roosevelt throughout his life,” Boettiger Jr. continued, “an insensitivity towards and discomfort with profound and vividly expressed feelings it may have been in part the lengthened shadow of his early sheltering from ugliness and jealousy and conflicting interests.

In her book Leaving Church, former parish priest and award-winning preacher Barbara Brown Taylor describes what it was like to feel her soul slipping away. She says: Many of the things1 that were happening inside of me seemed too shameful to talk about out loud. Laid low by what was happening at Grace-Calvary, I did not have the energy to put a positive spin on anything. . . . Beyond my luminous images of Sunday mornings I saw the committee meetings, the numbing routines, and the chronically difficult people who took up a large part of my time. Behind my heroic image of myself I saw my tiresome perfectionism, my resentment of those who did not try as hard as I did, and my huge appetite for approval. I saw the forgiving faces of my family, left behind every holiday for the last fifteen years, while I went to conduct services for other people and their families. Above all, I saw that my desire to draw as near to God as I could had backfired on me somehow. Drawn to care for hurt things, I had ended up with compassion fatigue. Drawn to a life of servanthood, I had ended up a service provider. Drawn to marry the Divine Presence, I had ended up estranged. . . . Like the bluebirds that sat on my windowsills, pecking at the reflections they saw in the glass, I could not reach the greenness for which my soul longed. For years I had believed that if I just kept at it, the glass would finally disappear. Now for the first time, I wondered if I had devoted myself to an illusion.

Russia is America’s Ghost of Christmas Future, a harbinger of things to come if we can’t adjust course and heal our political polarization. In the late 1980s and 1990s, Russia entered a promising period of democratization that was ultimately weakened by political upheavals and attempted coups, overwhelmed by economic crisis, and undermined by declining opportunity. Vladimir Putin was the first populist president of a major country in the twenty-first century. He came into the presidency at the end of 1999 promising to make Russia a great power again, blazing a restorationist political trail at home and abroad. Putin set a personalized, bravura style of leadership that others, including Donald Trump, sought to emulate. And over the next two decades Putin rolled back Russia’s democratic gains to firmly entrench himself in the Kremlin. First he served as president, then as prime minister, and then as president again. Each time he made adjustments to Russia’s political system, until finally, in 2020, he amended the constitution. In theory, Vladimir Putin can now stay in power until 2036. Under the guise of Putin strengthening the state and restoring its global position, Russia slowly succumbed to authoritarianism.

Leaders are like trees. They need the winds of adversity and the pressure and challenge presented by crisis to sharpen their leadership skills. Our stormy times and even failures can strengthen our inner beings and cause us to fully mature and thrive.

I believe that when you first take over a new outfit, start out trusting the people there unless you have real evidence not to. If you trust them, they will trust you, and those bonds will strengthen over time. They will work hard to make sure you do well. They will protect you and cover you. They will take care of you.

Thus conservatives seek to undertake repairs in such a way as to increase the weightiness and importance of the edifice of traditional institutions in the eyes of the public, thereby strengthening it even as alterations are introduced. The techniques for doing this are well known. Conservative leadership tends to introduce repairs, wherever possible, by means of limited shifts in the extent to which the respective elements of the tradition are honored.

God works miracles of transformation in the world through miraculously transformed people.

90-day mark is a good rule of thumb), begin to discuss how you’re doing. This need not be a formal performance review, but it does need to be an open discussion of how things are going. What are you doing well, and what do you need to do differently? What skills do you need to develop to do the job better? Are there shortcomings in your leadership capacities that you need to address? Are there projects or special assignments that you could get involved in (without sacrificing focus) that could strengthen your skills?

a partner who supports your power is priceless; someone who appreciates your opinions, who has faith in your dreams and knows that you can achieve great things. they recognize that you are whole as an individual but are ready to complement your life with their love and dedication. together, you share the responsibility of leadership. with gentle honesty and open communication, you check in often to make sure you understand each other well and are doing what you can to strengthen your union.

As a leader, you should be continually on the lookout for holes in the life skills of someone you are leading and developing. Ask yourself: Where does this person seem to be failing? Where are this person's blind spots? What does my intuition tell me is "off" in this person's thinking? Why isn't this person reaching his or her potential? Who is this person following who might be leading him or her in a wrong direction? When does this person do well? When does this person stumble? What telltale clues can I find that give me insight into where this person needs help? Where is this person's sweet spot? A good leader is always on the lookout for a person's weaknesses and wrong thinking - not to exploit that person, but to strengthen and help him or her succeed.

Leadership is like a muscle, strengthened by consistent practice and the willingness to embrace challenges as opportunities for growth.

Because of the vitality of religious faith in the world, efforts to suppress or control it often serve only to make it stronger. When the Chinese Communists expelled Western missionaries after the Second World War, they thought they were killing off Christianity in China. Instead, this move only served to make the leadership of the Chinese church more indigenous and therefore to strengthen it.

A New Concept of Trust. Everyone in the institution has a share in building trust. The administrators have the major responsibility for institutional performance that merits trust. However, if there is not enough trust (and the premise stated at the beginning of this chapter is that in most institutions today there is not enough trust) and if the level of trust has been low enough long enough, then it must be assumed that internal administrators, as institutions are now structured, will not deliver an adequate amount of it. It is then the obligation of trustees to fulfill what their title implies and become initiating builders of trust. They should see this as their role. They will not supersede administration in doing this. Rather, they will become strengtheners of administrators in their trust-building roles.

Commit to Priorities Set the appropriate cadence for your OKR cycle. I recommend dual tracking, with quarterly OKRs (for shorter-term goals) and annual OKRs (keyed to longer-term strategies) deployed in parallel. To work out implementation kinks and strengthen leaders’ commitment, phase in your rollout of OKRs with upper management first. Allow the process to gain momentum before enlisting individual contributors to join in. Designate an OKR shepherd to make sure that every individual devotes the time each cycle to choosing what matters most. Commit to three to five top objectives—what you need to achieve—per cycle. Too many OKRs dilute and scatter people’s efforts. Expand your effective capacity by deciding what not to do, and discard, defer, or deemphasize accordingly. In choosing OKRs, look for objectives with the most leverage for outstanding performance. Find the raw material for top-line OKRs in the organization’s mission statement, strategic plan, or a broad theme chosen by leadership. To emphasize a departmental objective and enlist lateral support, elevate it to a company OKR.

waiting on God to move or to shift something inside me while at the same time still needing to lead in the public arena.

Behind my heroic image of myself I saw my tiresome perfectionism, my resentment of those who did not try as hard as I did, and my huge appetite for approval.

Maintaining consistency in living according to our personal values and beliefs strengthens our spiritual foundation. This commitment to our principles fosters integrity and authenticity in all aspects of our lives.

The adaptability of our brain is remarkable. By simply adjusting our mindset, we can rewire our neural pathways, leading us to a more harmonious life-work balance.” - Marlene Gonzalez, Author of Brain Boost “Your brain is an intricate maestro, orchestrating everything from your heartbeat to your decisions. It's pivotal in determining how you balance emotions with the demands of work and life.” - Marlene Gonzalez, Author of Brain Boost “The brain's incredible ability for neuroplasticity reminds us that we can always learn, adapt, and find equilibrium in our work-life balance.” - Marlene Gonzalez, Author of Brain Boost “While emotional intelligence and personality types offer insights into behavioral prowess, understanding how the brain functions adds depth, guiding us towards more effective leadership and a balanced life.” - Marlene Gonzalez, Author of Brain Boost “Consider your brain as a trainable muscle. By nurturing it, you not only strengthen resilience against stress but also pave the way for a balanced life and work journey.” - Marlene Gonzalez, Author of Brain Boost

This part of me, if left as it is, will be no good for anyone.

The state leadership and the Jewish Agency feared for Israel’s character as a European pioneering society if Oriental immigration was to continue unchecked. The expected demographic change that would result from mass immigration from Oriental countries was at the heart of this fear. Such preoccupations were enhanced by the fact that, following the destruction of most of European Jewry, North Africa had become the main reservoir for new immigrants.107 As Yaron Tsur argues, this fear was partially material for the political decision makers. The Labor establishment was afraid that the new immigrants would strengthen the ranks of the Revisionist opposition.108 Yet fear of Levantinization was not simply a matter of quantitative aspects of Mizrachi immigration; it was also associated with qualitative aspects of what Ashkenazi officials imagined to be a “Levantine” way of life. In closed forums, they quite openly discussed the anticipated negative consequences for Israeli state building. During the discussions regarding selection guidelines for 1953, Giora Josephthal, the head of the Klitah (Absorption) Department of the Jewish Agency, stated, for instance: “I say that this land is in danger, its ethical and social existence are in danger because of this Aliyah [from Oriental countries]. . . . They say that life in Israel will obtain a Levantine character, I am convinced that some of us are already afraid of the immigrants.

knew that if his soul was to be well, he could not afford to live his life driven blindly by unexamined inner dynamics.

Christians are assimilating a culture of busyness, hurry and overload, which leads to 2) God becoming more marginalized in Christians’ lives, which leads to 3) a deteriorating relationship with God, which leads to 4) Christians becoming even more vulnerable to adopting secular assumptions about how to live, which leads to 5) more conformity to a culture of busyness, hurry and overload. And then the cycle begins again.

You must consistently and assiduously attend to your connection to a higher power and become increasingly aware of when your conditioning or human-animal reactions are limiting you. The more you strengthen the link to Spirit in your own life, including and especially by paying attention to it by spiritual practice, the more you are guided by and in collaboration with a wisdom and love beyond your capacity as an individual. It’s this ability to tap into collective and divine consciousness that most qualifies you for leadership. People will look to you for guidance not because of what you know or have done; they will look up to and trust you because of who you are.

The 7 Fundamentals of Personal Leadership 1. Learning. Read from books that will inspire you, strengthen your character, and remind you of the examples of the greatest leaders of our world. Also, listen to audio books on subjects ranging from business excellence, team building, and innovation to wellness, relationships, and personal motivation. 2. Affirmations. One of the single best ways to rescript limiting beliefs and failure programs within your mind is through the consistent repetition of positive statements about the leader you want to become and the achievements you commit to create. For example,

Strengthening an organisation’s empathy muscle will require change management.

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.

There are times when a leader’s deepest longing is to hear a word from the Lord. Beyond the muddle of all of our thoughts and ideas and brainstorming sessions, we long for an encounter with God that will penetrate all of that and bring some clarity to our situation.

The practice of “turning aside to look” is a spiritual discipline that by its very nature sets us up for an encounter with God.

There is the tension between being and doing, community and cause,

While you won’t be given ‘more than you can bear,’ you will be led by ‘a way you do not know

he might point out that it is possible to gain the world of ministry success and lose your own soul in the midst of it all. He might remind us that it is possible

He routinely sought God out (or God sought him), there was an encounter, and then Moses did what God told him to do. For Moses, leadership was that simple!

It is a sobering thing to ask ourselves this question: Have I learned enough about how to wait on God in my own life to be able to call others to wait when that is what's truly needed? Have I done enough spiritual journeying to lead people on this part of their journey?

Leadership including directorship is crucial to strengthen the business links and weave them to the differentiated business capabilities.

Optimism is contagious. It deepens our connection with others, establishes new resources, and brings a sense of hope to all. Optimism strengthens our ability to bounce back from obstacles and acts like a magnet that draws others to us. It is a leadership quality, catalyzing widespread positive changes. In

The New Testament reading for the day was 2 Corinthians 10:12-17 in which Paul talks about the danger of comparing ourselves to others and measuring ourselves against their accomplishments. His antidote for this all-too-human tendency was to learn to stay within the limits of his own life and calling. He says, “We, however, will not boast beyond limits, but will keep within the field that God has assigned to us, to reach out even as far as you. For we were not overstepping our limits when we reached you. . . . We do not boast beyond limits, that is, in the labors of others; but our hope is that, as your faith increases, our sphere of action among you may be greatly enlarged” (2 Corinthians 10:13-15). Until that very moment I had never realized that Paul used the word limits three times in just a few verses and that he seemed to be very clear about the limits and boundaries of his calling. He knew the field God had given him to work, and he knew better than to go outside it. He knew that there was a sphere of action and influence that had been given to him by God, and he would not go beyond it unless God enlarged his field. Paul seemed to grapple honestly with the reality of limitations in several different ways in his writings, and, in fact, this seemed to be part of his maturing as a leader who was both gifted and called. When he wrote about not thinking more highly of ourselves than we ought (Romans 12:3), he was making a very general statement about limiting our grandiosity and pride by cultivating a realistic sense of our essential nature. He was talking about being willing to live within the limits and the possibilities of who we really are. As he matured, he revealed a very personal understanding that his deep struggle with a thorn in the flesh was a gift that was given to him to limit his own grandiosity and keep him in touch with his humanness. In 2 Corinthians 4 he talked about what it is like to carry the treasure of ministry in fragile, earthen vessels. He wrote poignantly from his experience of his own human limitations and his conviction that it is precisely in our willingness to carry God’s luminous presence in such fragile containers—without pretending to be anything more than what we are—that the power

The recommendations were presented as twelve overarching ideas called “Imperatives.” In brief, they included strengthening the faculty both in excellence and in size, enhancing both the graduate and the undergraduate academic experiences, emphasizing the liberal arts, increasing ethnic and geographic diversity, expanding and enhancing the physical plant and landscape, developing more “enlightened” governance, attracting more financial resources, and building closer ties with the local community and the state of Texas.

Your pursuit of the mastery of Leadership is a pursuit of mastering Human Nature.

But most of us have not had much training in waiting—or at least not enough to prepare us to help others wait in times when they feel highly threatened. Richard Rohr calls this waiting place “liminal space”; liminal comes from the Latin word limina, which means threshold. Liminal space, the place of waiting, is a unique spiritual position where human beings hate to be but where the biblical God is always leading them. It is when you have left the tried and true, but have not yet been able to replace it with anything else. It is when you are finally out of the way. It is when you are between your old comfort zone and any possible new answer. If you are not trained in how to hold anxiety, how to live with ambiguity, how to entrust and wait, you will run . . . anything to flee this terrible cloud of unknowing. In solitude we learn to wait on God for our own life so that when our leadership brings us to the place where the only option for us as a people is to wait on God, we believe it all the way down to the bottom of our being. Because we have met God in the waiting place (rather than running away or giving in to panic or deceiving ourselves into thinking things are better than they are), we are able to stand firm and believe God in a way that makes it possible for others to follow suit. It is a sobering thing to ask ourselves this question: Have I learned enough about how to wait on God in my own life to be able to call others to wait when that is what’s truly needed? Have I done enough spiritual journeying to lead people on this part of their journey?

How Bin Laden strengthened himself on 9/11: Bin Laden gained believers in a Caliphate (Strengthened the Caliphate). Bin laden firmed up his position as Caliph if a Caliphate came to be (Strengthened his position in the Caliphate’s Boss Game). Bin Laden attracted new recruits to Al-Qaeda (Strengthened Al-Qaeda). Bin Laden became the unassailable leader of Al-Qaeda (Strengthened his position in the alliance’s Boss Game). How Bin Laden weakened his enemies on 9/11: Bin Laden created distrust in the Pax Americana (Weakened the Pax Americana). Bin Laden lessened the perception of U.S. strength and leadership of the Pax Americana (Weakened the U.S. position in the Pax Americana’s Boss Game). Bin Laden sowed distrust in the alliance between Arab Rulers and the United States (Weakened the U.S.-Arab Alliance). Bin Laden caused allies to doubt U.S. leadership of the U.S.-Arab Alliance (Weakened the U.S. position in the alliance’s Boss Game).

After 9/11, the strategy was to weaken four things: Al-Qaeda. Bin Laden’s leadership of Al-Qaeda. The possibility of a Caliphate. Bin Laden’s standing as future leader of a Caliphate. At the same time, the strategy was to strengthen: The Pax Americana. U.S. leadership of the Pax Americana. The U.S.-Arab Alliance The U.S. position in the U.S.-Arab Alliance. The U.S. strategy was Bin Laden’s strategy in reverse. The U.S. was on the same playing field as Bin Laden. With opposite purposes.

Paul, in leading change in the Corinthian church, utilizes this very tactic. After careful teaching on the proper use (and laying down of) freedoms in Christ, Paul offers himself as the model: “Imitate me, as I also imitate Christ” (1 Cor. 11:1). Our friend Tony Merida says it this way, “Let them see themselves in light of your struggle and show them the same grace that you have discovered. . . . You are not on display; the Living God is. And your goal is for others to love Him and be satisfied in Him.”10 The leader has more tools than just modeling to help solidify new cultural narratives. One of the most powerful tools for illustration is the use of heroes and villains. In the local church we do it through testimony and appreciation of faithful volunteers. We acknowledge when someone is embracing truth and obeying Christ, and we put them on display for others to imitate. There is a danger in any hero other than Jesus. We want to spend the sweeping majority of our time and energy making much of Jesus and pointing others to Him as the ultimate Hero for all righteous living. But a church can benefit from lesser heroes who show people what repentance looks like, how developing others can happen in the midst of a regular workweek, and how one can approach work with a holy sense of mission. If the local church is to become a force for developing new leaders, then our congregations will need to see the stories of these new leaders. If a church sees regular examples of people they know used by God as leaders, the Spirit will surely begin to stir many more to action. So many lies that lead to apathy can be struck down through the right use of story in the local church. God’s people are encouraged, strengthened, and stretched when the tide of God’s movement seems to be swelling around them. Far too many churches fail to tell the story of God’s great power, and in doing so, fail to use testimony for its intended purpose.

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

DON’T DESTROY YOUR CHILD’S FAITH My Christianity had died the death of a thousand nicks and cuts. —Bart Campolo I’m convinced that it is not the hard things our faith requires of us, some crosses we are unwilling to bear, that destroys our faith. It is the “thousand nicks and cuts” that hack away at us, day after day—the shaming from family, the disdain in our own church, the requirements of the leadership or the youth leader—that make our kids (or us) finally say, “I’m done.