Styles Of Leadership Quotes

Those days of autocratic leadership style are gone. It’s the age of partnerships where all your employees are your partners.

You don’t need fashion designers when you are young. Have faith in your own bad taste. Buy the cheapest thing in your local thrift shop - the clothes that are freshly out of style with even the hippest people a few years older than you. Get on the fashion nerves of your peers, not your parents - that is the key to fashion leadership. Ill-fitting is always stylish. But be more creative - wear your clothes inside out, backward, upside down. Throw bleach in a load of colored laundry. Follow the exact opposite of the dry cleaning instructions inside the clothes that cost the most in your thrift shop. Don’t wear jewelry - stick Band-Aids on your wrists or make a necklace out of them. Wear Scotch tape on the side of your face like a bad face-lift attempt. Mismatch your shoes. Best yet, do as Mink Stole used to do: go to the thrift store the day after Halloween, when the children’s trick-or-treat costumes are on sale, buy one, and wear it as your uniform of defiance.

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

There are many kinds of leaders. Too often we confuse a forceful personality with leadership. This is a mistake. Those with different talents and styles can reach the same mountaintop; they just take different paths to get there.

You can’t sell it outside if you can’t sell it inside.

Leadership is not just some empty formulas but establishing deep connection at soul levels through service, integrity, passion, perseverance and equanimity.

Tomorrow's leaders will not lead dictating from the front, nor pushing from the back. They will lead from the centre - from the heart

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

At the different stages of recognition, reflection, and redress, practicing compassion provides potentially world-saving opportunities which otherwise likely would not exist.

The truth is that everything starts from the top. What determines your failure or success is your style of leadership and the chain of command that you design.

When you feel that others are lacking and failing .... first assess the skill, style, quality, results, mindset, support, professionalism and spirit with which you yourself play the game.

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

The first step to solving any problem is to accept one’s own accountability for creating it.

A strong confident person can rule the room with knowledge, personal style, attitude and great posture.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

...which animal the ruler should impersonate depends strongly on what animals the followers are.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

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.

The leaders and followers of the Harlem Renaissance were every bit as intent on using Black culture to help make the United States a more functional democracy as they were on employing Black culture to 'vindicate' Black people.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

Allah's Messenger ﷺ fought [with us] in severe heat, struggling on our long journey, against the desert and the great strength of the enemy.

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.

Do not allow your inner doubts to keep you from achieving what you can do.

Values are deeply held personal beliefs that form your own priority code for living.

Values are the individual biases that allow you to decide which actions are true for you alone.

Leadership is not a position but an energy that people love, trust and follow.

You have to imprint your own style. People like authentic personalities.

As with any new skill, attitude, style, or belief, adopting a coaching ethos requires commitment, practice, and some time before it flows naturally and its effectiveness is optimized.

John Frame’s ‘tri-perspectivalism’ helps me understand Willow. The Willow Creek style churches have a ‘kingly’ emphasis on leadership, strategic thinking, and wise administration. The danger there is that the mechanical obscures how organic and spontaneous church life can be. The Reformed churches have a ‘prophetic’ emphasis on preaching, teaching, and doctrine. The danger there is that we can have a naïve and unBiblical view that, if we just expound the Word faithfully, everything else in the church — leader development, community building, stewardship of resources, unified vision — will just happen by themselves. The emerging churches have a ‘priestly’ emphasis on community, liturgy and sacraments, service and justice. The danger there is to view ‘community’ as the magic bullet in the same way Reformed people view preaching.

BDSM, in its nature, is a very intimate and intelligent therapy, if done properly.

The myth of management is that your personal values are irrelevant or inappropriate at work.

A boss in essence is every woman willing to try, push, succeed, fail but ultimately do the work in her lifescape to make her mark on the world the way she wants to draw it.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

It was typical of Washington’s style of leadership to present a promising proposal as someone else’s idea, rather than his own.

A true Leader does not point fingers A true Leader does not assign blame A true Leader does not celebrate the mistakes of others A true Leader points you in the right direction A true Leader assigns praise however meager the task A true Leader celebrates the accomplishments of his team I true Leader Leads.

Our evolution depends on our memory. If we keep forgetting the mistakes of the past, only to keep repeating them, then we will never change. And if we keep recycling through the exact same kind of leaders— the kind who do not propel us forward, but only hold us back—then perhaps what we really need now is a completely different style of leadership altogether. We need heart-driven leaders, not strictly mind-driven ones. We need compassionate humanitarians, not greedy businessmen. Peacemakers, not war instigators. We need unity, not division. Angels, not devils.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

Hitler's unusually improvisational and personal style of leadership, which created constant responsibility conflicts and an anarchic tangle of offices and portfolios, was anything but an expression of political incompetence. On the contrary, it served to make Hitler's own supremacy essentially unassailable.

Having no say in the direction our leader was taking us, was just like in my cowboy days, if a cow got out of the flow of the cattle herd, my horse and I would gently remind him what direction his hoofs should be going. Now I knew how that poor cow must have felt!

Try not to take this the wrong way, but your brain is smarter than you are.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

The economy is in ruins! Bottom line? Good management will defeat a bad economy.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

Added pressure and responsibility should not change one's leadership style, it should merely expose that which already exists.

When your intuition is strong, follow it.

Let’s get right on top of the bottom line: You must live your personal values at work.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.

When you’re not on your own agenda, you’re prey to the agenda of others.

When you don’t know what true for you, everyone else has unusual influence.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

Styles are tailor made to different situations. Different leaders must have their own styles and these styles must be able to adapt to different people and situations.

We are endowed with different kinds of gifts for different kinds of services.

Ineffective leadership, is the plight of followers who anoint power to the autocratic persons who's visions are not founded but are rather arbitrary in their nature.

People don’t follow you because you are nice, they follow you because they believe the place you are taking them is better than the place they are.

Leadership is igniting the creative magic within you that adds joy and value to you and others.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

Unless you go out of your comfort zone. Unless you challenge yourself, you cannot grow. Leadership is the art of growing by pushing yourself past your own physical, mental, emotional, and spiritual limits.

But for a younger generation of conservative operatives who would soon rise to power... They were true believers who meant what they said, whether it was 'No New Taxes' or 'We are a Christian Nation.' In fact, with their rigid doctrines, slash-and-burn style, and exaggerated sense of having been aggrieved, this new conservative leadership was eerily reminiscent of some of the New Left's leaders during the sixties. As with their left-wing counterparts, this new vanguard of the right viewed politics as a contest not just between competing policy visions, but between good and evil. Activists in both parties began developing litmus tests, checklists of orthodoxy, leaving a Democrat who questioned abortion increasingly lonely, any Republican who championed gun control effectively marooned. In this Manichean struggle, compromise came to look like weakness, to be punished or purged. You were with us or you were against us. You had to choose sides.

I strongly believe that leadership is an art, not a science. I've learned that leadership can be innate or it can be learned. However, I don't believe anyone was truly born to be a great leader. Great leaders are formed over a long period of time through a series of opportunities and experiences. Without opportunities, even the greatest natural leader among us may never become known for great leadership.

You don’t need fashion designers when you are young. Have faith in your own bad taste. Buy the cheapest thing in your local thrift shop—the clothes that are freshly out of style with even the hippest people a few years older than you. Get on the fashion nerves of your peers, not your parents—that is the key to fashion leadership.

if you tell a child it can do absolutely anything, or that it can’t do anything at all, you will in all likelihood be proven right. Lars has no leadership style.

There's no right management style, be yourself with focus on what needs to be done and you'll automatically have to do less to be a good leader.

The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.

Your dreams and the dreams of your company may be different, but they are in no way incompatible.

Your company really has to work for you before you’ll really work for your company.

Imagine a world where what you say synchs up, not sinks down.

Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.

Intuition is a sense of knowing how to act decisively without needing to know why.

The conservatives had started bringing demagoguery to the table on the [Afghan] war issue the previous fall [fall 2006]. Whenever opposition members criticized the war policy, assorted Tories accused them of being disloyal and of failing to support the troops....[Harper] was gaining the reputation of a leader who couldn't see a belt without wanting to hit below it.

THE SEVEN TRAITS OF ELITE CAPTAINS 1. Extreme doggedness and focus in competition. 2. Aggressive play that tests the limits of the rules. 3. A willingness to do thankless jobs in the shadows. 4. A low-key, practical, and democratic communication style. 5. Motivates others with passionate nonverbal displays. 6. Strong convictions and the courage to stand apart. 7. Ironclad emotional control.

When the Japanese first attacked the Philippines on December 8, 1941, MacArthur “demonstrated his unique leadership style: when he was good, he was very, very good[;] when he was bad, he was horrid.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

MY DREAM If I could remove one thing from the world and replace it with something else, I would erase politics and put art in its place. That way, art teachers would rule the world. And since art is the most supreme form of love, beautiful colors and imagery would weave bridges for peace wherever there are walls. Artists, who are naturally heart-driven, would decorate the world with their love, and in that love — poverty, hunger, lines of division, and wars would vanish from the earth forever. Children of the earth would then be free to play, imagine, create, build and grow without bloodshed, terror and fear. Our evolution depends on our memory. If we keep forgetting the mistakes of the past, only to keep repeating them, then we will never change. And if we keep recycling through the exact same kind of leaders— the kind who do not propel us forward, but only hold us back—then perhaps what we really need now is a completely different style of leadership altogether. We need heart-driven leaders, not strictly mind-driven ones. We need compassionate humanitarians, not greedy businessmen. Peacemakers, not war instigators. We need unity, not division. Angels, not devils.

Strong women are the architects of their destinies, the CEOs of their lives, and the superheroes of their own stories. They don't just break glass ceilings; they shatter them with style. Their sass is their superpower, and their laughter is their battle cry. From juggling responsibilities to sparkling kindness like glitter, they do it all with flair and finesse. So, here's to the strong women; you make the world a better place!

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

Hitler’s style of leadership functioned precisely because of the readiness of all his subordinates to accept his unique standing in the party, and their belief that such eccentricities of behaviour had simply to be taken on board in someone they saw as a political genius. ‘He always needs people who can translate his ideologies into reality so that they can be implemented,’ Pfeffer is reported as stating. Hitler’s way was, in fact, not to hand out streams of orders to shape important political decisions. Where possible, he avoided decisions. Rather, he laid out – often in his diffuse and opinionated fashion – his ideas at length and repeatedly. These provided the general guidelines and direction for policy-making. Others had to interpret from his comments how they thought he wanted them to act and ‘work towards’ his distant objectives. ‘If they could all work in this way,’ Hitler was reported as stating from time to time, ‘if they could all strive with firm, conscious tenacity towards a common, distant goal, then the ultimate goal must one day be achieved. That mistakes will be made is human. It is a pity. But that will be overcome if a common goal is constantly adopted as a guideline.’ This instinctive way of operating, embedded in Hitler’s social-Darwinist approach, not only unleashed ferocious competition among those in the party – later in the state – trying to reach the ‘correct’ interpretation of Hitler’s intentions. It also meant that Hitler, the unchallenged fount of ideological orthodoxy by this time, could always side with those who had come out on top in the relentless struggle going on below him, with those who had best proven that they were following the ‘right guidelines’. And since only Hitler could determine this, his power position was massively enhanced.

There are two opposing conceptions concerning lies. The first is attributed to Vladimir Ilyich Lenin, who is reputed to have said, “A lie told often enough becomes the truth.” There is another one, attributed to US President Franklin Delano Roosevelt, who said: “Repetition does not transform a lie into a truth.” It is clear that the Russian leadership has a preference for Lenin’s approach. Even faced with unequivocal evidence it continues to deny the facts. Apart from unfounded accusations against Georgia of genocide and the denial of its own use of cluster bombs, the war in Georgia was preceded and accompanied by open lies, misinformation (for instance, about “uncontrollable” South Ossetian militias), and active disinformation, all reminiscent of the old Soviet style. In this way Russia almost succeeded in hiding the most important fact: that this was not a “Russian-Georgian war,” but a Russian war against Georgia in Georgia. There was not a single Georgian soldier that crossed the Russian frontier at any point. The Georgian troops that went into South Ossetia did not cross international frontiers, but intervened in their own country, no different from Russian troops intervening in Chechnya. It was Russian and not Georgian troops that crossed the border of another, sovereign country, in breach of the principles of international law [230―31].

The sense of loss these women express is a yearning for the feminine, a longing for a sense of home within their own bodies and community. Most women today have spent their early and mid-adulthood developing and fine-tuning qualities that have always been considered masculine, including skills in logical, direct linear thinking, analyzing, and setting short-range goals. Women who brought emotions into the workplace were quickly told they did not belong there. Although many companies are now training upper management in a more feminine or “Beta-style” mode of leadership, which values feelings, intuition, and relationship, many women complain of undervaluing the feminine part of themselves.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

POLLARD had known better, but instead of pulling rank and insisting that his officers carry out his proposal to sail for the Society Islands, he embraced a more democratic style of command. Modern survival psychologists have determined that this “social”—as opposed to “authoritarian”—form of leadership is ill suited to the early stages of a disaster, when decisions must be made quickly and firmly. Only later, as the ordeal drags on and it is necessary to maintain morale, do social leadership skills become important. Whalemen in the nineteenth century had a clear understanding of these two approaches. The captain was expected to be the authoritarian, what Nantucketers called a fishy man. A fishy man loved to kill whales and lacked the tendency toward self-doubt and self-examination that could get in the way of making a quick decision. To be called “fishy to the backbone” was the ultimate compliment a Nantucketer could receive and meant that he was destined to become, if he wasn’t already, a captain. Mates, however, were expected to temper their fishiness with a more personal, even outgoing, approach. After breaking in the green hands at the onset of the voyage—when they gained their well-deserved reputations as “spit-fires”—mates worked to instill a sense of cooperation among the men. This required them to remain sensitive to the crew’s changeable moods and to keep the lines of communication open. Nantucketers recognized that the positions of captain and first mate required contrasting personalities. Not all mates had the necessary edge to become captains, and there were many future captains who did not have the patience to be successful mates. There was a saying on the island: “[I]t is a pity to spoil a good mate by making him a master.” Pollard’s behavior, after both the knockdown and the whale attack, indicates that he lacked the resolve to overrule his two younger and less experienced officers. In his deference to others, Pollard was conducting himself less like a captain and more like the veteran mate described by the Nantucketer William H. Macy: “[H]e had no lungs to blow his own trumpet, and sometimes distrusted his own powers, though generally found equal to any emergency after it arose. This want of confidence sometimes led him to hesitate, where a more impulsive or less thoughtful man would act at once. In the course of his career he had seen many ‘fishy’ young men lifted over his head.” Shipowners hoped to combine a fishy, hard-driving captain with an approachable and steady mate. But in the labor-starved frenzy of Nantucket in 1819, the Essex had ended up with a captain who had the instincts and soul of a mate, and a mate who had the ambition and fire of a captain. Instead of giving an order and sticking with it, Pollard indulged his matelike tendency to listen to others. This provided Chase—who had no qualms about speaking up—with the opportunity to impose his own will. For better or worse, the men of the Essex were sailing toward a destiny that would be determined, in large part, not by their unassertive captain but by their forceful and fishy mate.

The qualities of a successful military strategist will change from person to person, but there are a central few that all of them need. These include, above all else, strategic judgment, but also stamina, interpersonal skills and a feel for people; an ability to energize, inspire and motivate; the ability to communicate effectively orally and in writing; a degree of personal presence and charisma; a sincere love of servicemen and women; an ability to be tough when needed, but also compassionate when that is appropriate; fortitude in the face of adversity and the capacity to stay calm in the midst of chaos; an ability to deal with setbacks, missteps and mistakes; a sense of what leadership style is required to bring out the best in those immediately below, and also for the organization collectively. A great strategic leader also needs to be able to foresee how a conflict will end.

Dominant people and groups used power to: • declare what styles of music will and will not be used • determine what historical religious leaders looked like racially • decide which teachings to emphasize, and which to downplay • determine what religious education literature to use • decide which pictures or other art goes on the walls • declare who the spiritual heroes are and why • decide which aspects of history to remember and how to interpret the past • decide who is mature in their faith, and who is not • determine how much race and ethnicity will be talked about • declare that race is not important and will not be discussed • declare that the race of those in leadership does not matter • look at and treat the non-majority groups with paternalism • force others to assimilate or leave the congregation • determine the culture through which the faith will be interpreted • determine the culture through which faith will be practiced • make others feel powerless • remain ignorant about other cultures • determine if change will happen and the pace of change (almost always, slowly) • make people feel small, unimportant, like outsiders • deny having power

Charles is difficult to pigeonhole politically. Tony Blair wrote that he considered him a “curious mixture of the traditional and the radical (at one level he was quite New Labour, at another definitely not) and of the princely and insecure.” He is certainly conservative in his old-fashioned dress and manners, his advocacy of traditional education in the arts and humanities, his reverence for classical architecture and the seventeenth-century Book of Common Prayer. But his forays into mysticism and his jeremiads against scientific progress, industrial development, and globalization give him an eccentric air. “One of the main purposes of the monarchy is to unite the country and not divide it,” said Kenneth Rose. When the Queen took the throne at age twenty-five, she was a blank slate, which gave her a great advantage in maintaining the neutrality necessary to preserve that unity. It was a gentler time, and she could develop her leadership style quietly. But it has also taken vigilance and discipline for her to keep her views private over so many decades. Charles has the disadvantage of a substantial public record of strong and sometimes contentious opinions, not to mention the private correspondence with government ministers protected by exemptions in the Freedom of Information Act that could come back to haunt him if any of it is made public. One letter that did leak was written in 1997 to a group of friends after a visit to Hong Kong and described the country’s leaders as “appalling old waxworks.

Having studied workplace leadership styles since the 1970s, Kets de Vries confirmed that language is a critical clue when determining if a company has become too cultish for comfort. Red flags should rise when there are too many pep talks, slogans, singsongs, code words, and too much meaningless corporate jargon, he said. Most of us have encountered some dialect of hollow workplace gibberish. Corporate BS generators are easy to find on the web (and fun to play with), churning out phrases like “rapidiously orchestrating market-driven deliverables” and “progressively cloudifying world-class human capital.” At my old fashion magazine job, employees were always throwing around woo-woo metaphors like “synergy” (the state of being on the same page), “move the needle” (make noticeable progress), and “mindshare” (something having to do with a brand’s popularity? I’m still not sure). My old boss especially loved when everyone needlessly transformed nouns into transitive verbs and vice versa—“whiteboard” to “whiteboarding,” “sunset” to “sunsetting,” the verb “ask” to the noun “ask.” People did it even when it was obvious they didn’t know quite what they were saying or why. Naturally, I was always creeped out by this conformism and enjoyed parodying it in my free time. In her memoir Uncanny Valley, tech reporter Anna Wiener christened all forms of corporate vernacular “garbage language.” Garbage language has been around since long before Silicon Valley, though its themes have changed with the times. In the 1980s, it reeked of the stock exchange: “buy-in,” “leverage,” “volatility.” The ’90s brought computer imagery: “bandwidth,” “ping me,” “let’s take this offline.” In the twenty-first century, with start-up culture and the dissolution of work-life separation (the Google ball pits and in-office massage therapists) in combination with movements toward “transparency” and “inclusion,” we got mystical, politically correct, self-empowerment language: “holistic,” “actualize,” “alignment.

You don’t like feeling powerless? Then change your definition of power. Do not fix unfixable problems. Do not devote yourself to things you cannot control. You cannot make this world respect you. You cannot make it dignify you. It will never bend to you. This world does not belong to door. She tied her long hair away from her face, meticulously turning on specific track lights and not others, perhaps to highlight the beauty of her Scandinavian-style furniture choices or the incomparable city view. Then she poured herself a glass of wine from a previously opened bottle, joining Reina on the sofa with an air of hospitably withheld dread. “I was born here in Tokyo,” Reina commented. “Not far from here, actually. There was a fire the day I was born. People died. My grandmother always thought it meant something that I was—” She broke off. “What I was.” “People often search for meaning where there is none,” said Aiya placidly. Perhaps in a tone of sympathy, though Reina wasn’t sure what to think anymore. “Just because you can see two points does not mean anything exists between them.” “In other words, fate is a lie we tell ourselves?” asked Reina drolly. Aiya shrugged. Despite the careful curation of her lighting, she looked tired. “We tell ourselves many stories. But I don’t think you came here just to tell me yours.” No. Reina did not know why she was there, not really. She had simply wanted to go home, and when she realized home was an English manor house, she had railed against the idea so hard it brought her here, to the place she’d once done everything in her power to escape. “I want,” Reina began slowly, “to do good. Not because I love the world, but because I hate it. And not because I can,” she added. “But because everyone else won’t.” Aiya sighed, perhaps with amusement. “The Society doesn’t promise you a better world, Reina. It doesn’t because it can’t.” “Why not? I was promised everything I could ever dream of. I was offered power, and yet I have never felt so powerless.” The words left her like a kick to the chest, a hard stomp. She hadn’t realized that was the problem until now, sitting with a woman who so clearly lived alone. Who had everything, and yet at the same time, Reina did not see anything in Aiya Sato’s museum of a life that she would covet for her own. Aiya sipped her wine quietly, in a way that made Reina feel sure that Aiya saw her as a child, a lost little lamb. She was too polite to ask her to leave, of course. That wasn’t the way of things and Reina ought to know it. Until then, Aiya would simply hold the thought in her head. “So,” Aiya said with an air of teacherly patience. “You are disappointed in the world. Why should the Society be any better? It is part of the same world.” “But I should be able to fix things. Change things.” “Why?” “Because I should.” Reina felt restless. “Because if the world cannot be fixed by me, then how can it be fixed at all?” “These sound like questions for the Forum,” Aiya said with a shrug. “If you want to spend your life banging down doors that will never open, try their tactics instead, see how it goes. See if the mob can learn to love you, Reina Mori, without consuming or destroying you first.” Another reflective sip. “The Society is no democracy. In fact, it chose you because you are selfish.” She looked demurely at Reina. “It promised you glory, not salvation. They never said you could save others. Only yourself.” “And that is power to you?” Aiya’s smile was so polite that Reina felt it like the edge of a weapon. “You don’t like feeling powerless? Then change your definition of power. Do not fix unfixable problems. Do not devote yourself to things you cannot control. You cannot make this world respect you. You cannot make it dignify you. It will never bend to you. This world does not belong to you, Reina Mori, you belong to it, and perhaps when it is ready for a revolution it will look to you for leadership.