Superior Senior Quotes

I was in the fifth grade the first time I thought about turning thirty. My best friend Darcy and I came across a perpetual calendar in the back of the phone book, where you could look up any date in the future, and by using this little grid, determine what the day of the week would be. So we located our birthdays in the following year, mine in May and hers in September. I got Wednesday, a school night. She got a Friday. A small victory, but typical. Darcy was always the lucky one. Her skin tanned more quickly, her hair feathered more easily, and she didn't need braces. Her moonwalk was superior, as were her cart-wheels and her front handsprings (I couldn't handspring at all). She had a better sticker collection. More Michael Jackson pins. Forenze sweaters in turquoise, red, and peach (my mother allowed me none- said they were too trendy and expensive). And a pair of fifty-dollar Guess jeans with zippers at the ankles (ditto). Darcy had double-pierced ears and a sibling- even if it was just a brother, it was better than being an only child as I was. But at least I was a few months older and she would never quite catch up. That's when I decided to check out my thirtieth birthday- in a year so far away that it sounded like science fiction. It fell on a Sunday, which meant that my dashing husband and I would secure a responsible baby-sitter for our two (possibly three) children on that Saturday evening, dine at a fancy French restaurant with cloth napkins, and stay out past midnight, so technically we would be celebrating on my actual birthday. I would have just won a big case- somehow proven that an innocent man didn't do it. And my husband would toast me: "To Rachel, my beautiful wife, the mother of my chidren and the finest lawyer in Indy." I shared my fantasy with Darcy as we discovered that her thirtieth birthday fell on a Monday. Bummer for her. I watched her purse her lips as she processed this information. "You know, Rachel, who cares what day of the week we turn thirty?" she said, shrugging a smooth, olive shoulder. "We'll be old by then. Birthdays don't matter when you get that old." I thought of my parents, who were in their thirties, and their lackluster approach to their own birthdays. My dad had just given my mom a toaster for her birthday because ours broke the week before. The new one toasted four slices at a time instead of just two. It wasn't much of a gift. But my mom had seemed pleased enough with her new appliance; nowhere did I detect the disappointment that I felt when my Christmas stash didn't quite meet expectations. So Darcy was probably right. Fun stuff like birthdays wouldn't matter as much by the time we reached thirty. The next time I really thought about being thirty was our senior year in high school, when Darcy and I started watching ths show Thirty Something together. It wasn't our favorite- we preferred cheerful sit-coms like Who's the Boss? and Growing Pains- but we watched it anyway. My big problem with Thirty Something was the whiny characters and their depressing issues that they seemed to bring upon themselves. I remember thinking that they should grow up, suck it up. Stop pondering the meaning of life and start making grocery lists. That was back when I thought my teenage years were dragging and my twenties would surealy last forever. Then I reached my twenties. And the early twenties did seem to last forever. When I heard acquaintances a few years older lament the end of their youth, I felt smug, not yet in the danger zone myself. I had plenty of time..

Seniority and superiority are not the same thing.

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

One survey of senior level women working in Silicon Valley found that 90% of women had witnessed sexist behaviour; 87% had been on the receiving end of demeaning comments by male colleagues; and 60% had received unwanted sexual advances.41 Of that 60%, more than half had been propositioned more than once, and 65% had been propositioned by a superior. One in three women surveyed had felt afraid for her personal safety.

Chernobyl’s third reactor was in a precarious situation of its own. Once Unit 3’s Shift Chief Yuri Bagdasarov realised there was no backup water supply to cool the still-operating third reactor, because all water lines from the emergency tanks were connected to its devastated twin, he asked Chief Engineer Nikolai Fomin - who had by now arrived at the plant - for permission to shut it down. Fomin, who struggled to cope during the crisis, forbade it. By 5am, justifiably fearing the worst, Bagdasarov distributed respirators and iodine tablets to his staff to prevent radioactive iodine from building up in the thyroid gland, and then disobeyed his superior’s instructions; he shut down Unit 3 himself.160 Along with the firemen, he prevented the possible destruction of a second reactor. The decision to shut down Units 1 and 2 was not made for a further 16 hours. Fomin, meanwhile, ordered a trusted senior physicist to investigate the state of Unit 4. Like the others before him, his report of the reactor’s destruction was ignored and he, too, later died. Time and time again Bryukhanov and Fomin were told that the reactor was completely destroyed, and time and time again they disregarded everyone who warned them.

Hybrid warfare particularly appeals to China and Russia, since they are much more able to control the information their populaces receive than are their Western adversaries. A 1999 book, Unrestricted Warfare, written by two People’s Liberation Army colonels suggests that militarily, technologically and economically weaker states can use unorthodox forms of warfare to defeat a materially superior enemy – and clearly they had the United States and NATO in mind. Rather than focusing on direct military confrontation, the weaker state might succeed against the dominant opponent by shifting the arena of conflict into economic, terrorist and even legal avenues as leverage to be used to undercut more traditional means of warfare. The subtitle of their book, Two Air Force Senior Colonels on Scenarios for War and the Operational Art in an Era of Globalization, notes a core truth of the early twenty-first century: an increasingly globalized world deepens reliance upon, and the interdependence of, nations, which in turn can be used as leverage to exploit, undermine and sabotage a dominant power. The two colonels might not be happy with the lesson their book teaches Westerners, which is that no superpower can afford to be isolationist. One way to keep America great, therefore, is to stay firmly plugged into – and leading – the international system, as it has generally done impressively in leading the Western world’s response to the invasion of Ukraine. The siren voices of American isolationism inevitably lead to a weaker United States.

From Life, Volume III, by Unspiek, Baron Bodissey: I am constantly startled and often amused by the diverse attitudes toward wealth to be found among the peoples of the Oikumene. Some societies equate affluence with criminal skill; for others wealth represents the gratitude of society for the performance of valuable services. My own concepts in this regard are easy and clear, and I am sure that the word ‘simplistic’ will be used by my critics. These folk are callow and turgid of intellect; I am reassured by their howls and yelps. For present purposes I exclude criminal wealth, the garnering of which needs no elaboration, and a gambler’s wealth which is tinsel. In regard, then, to wealth: Luxury and privilege are the perquisites of wealth. This would appear a notably bland remark, but is much larger than it seems. If one listens closely, he hears deep and far below the mournful chime of inevitability. To achieve wealth, one generally must thoroughly exploit at least three of the following five attributes: Luck. Toil, persistence, courage. Self-denial. Short-range intelligence: cunning, improvisational ability. Long-range intelligence: planning, the perception of trends. These attributes are common; anyone desiring privilege and luxury can gain the precursory wealth by making proper use of his native competence. In some societies poverty is considered a pathetic misfortune, or noble abnegation, hurriedly to be remedied by use of public funds. Other more stalwart societies think of poverty as a measure of the man himself. The critics respond: What an unutterable ass is this fellow Unspiek! I am reduced to making furious scratches and crotchets with my pen! — Lionel Wistofer, in The Monstrator I am poor; I admit it! Am I then a churl or a noddy? I deny it with all the vehemence of my soul! I take my bite of seed-cake and my sip of tea with the same relish as any paunchy plutocrat with bulging eyes and grease running from his mouth as he engulfs ortolans in brandy, Krokinole oysters, filet of Darango Five-Horn! My wealth is my shelf of books! My privileges are my dreams! — Sistie Fael, in The Outlook … He moves me to tooth-chattering wrath; he has inflicted upon me, personally, a barrage of sheer piffle, and maundering insult which cries out to the Heavens for atonement. I will thrust my fist down his loquacious maw; better, I will horsewhip him on the steps of his club. If he has no club, I hereby invite him to the broad and convenient steps of the Senior Quill-drivers, although I must say that the Inksters maintain a superior bar, and this shall be my choice since, after trouncing the old fool, I will undoubtedly ask him in for a drink. — McFarquhar Kenshaw, in The Gaean

There’s intelligence,” Quarry said slowly. “And then there are other things. But perhaps you’re too young to have seen hate and despair at close range. There’s been a deal of it in Scotland, these last ten years.” He tilted his head, surveying the new commander of Ardsmuir from his vantage point of fifteen years’ seniority. Major Grey was young, no more than twenty-six, and with a fair-complexioned face and girlish lashes that made him look still younger than his years. To compound the problem, he was an inch or two shorter than the average, and fine-boned, as well. He drew himself up straight. “I am aware of such things, Colonel,” he said evenly. Quarry was a younger son of good family, like himself, but still his superior in rank; he must keep his temper. Quarry’s bright hazel gaze rested on him in speculation. “I daresay.

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy. The

Leaders have to learn the level of comfort individuals and cultures have with direct versus indirect orders and requests and adjust accordingly. There's further variance in how this communication practice relates to a culture's value of power distance. The same culture that values indirect communication may also be a place where senior leaders give explicit and direct commands to subordinates if there's a high level of power distance. But a subordinate would be expected to use extremely indirect communication to make a request of a superior. Peers are expected to use indirect communication with one another lest it seem one is taking on an authoritative role over the other. You need to learn where you're perceived in the hierarchical structure to gage the appropriate level of directness to employ. Suzanne,

As he had learned during the formative years coming up, you really didn’t have to sweat the work—it just sort of flowed around you, nothing but meetings, talking heads, and staff work delegated down the food chain. The other stuff was out of the senior manager’s playbook: Once a year, either propose an amorphous new “program,” or close down an existing program in a display of efficiency and fiscal rectitude; be sure to fire one or more struggling underlings each quarter to prove you’re a leader; and know that there is no limit to obsequiousness and flummery when dealing with superiors. It was really quite easy.

The old man held out a paper scroll, not mere parchment. It was a clear sign of wealth and status. Not every noble family could afford to use paper for invitations. The very fact that Hadjar was being visited by the clan’s attorney, and not by a simple servant, spoke volumes. “Thank-” Hadjar reached out, almost closing his fingers around the scroll, but the old man suddenly loosened his grip. Caught in the wind, the invitation, decorated with monograms and tied with a scarlet ribbon, fell to the dirt at Hadjar’s feet. The old man didn’t apologize. He stood there, with his hand still outstretched, a sneer on his lips, radiating complete confidence in his superiority. A clear example that old age didn’t mean one also gained intelligence or wisdom. He’d lived long enough for his hair to turn gray, but not long enough to acquire a brain. He didn’t even realize how simply and blatantly he was being used. Hadjar, just as the old man had expected, bent down to pick up the invitation, dusted it off, and held it without putting it away in his spatial artifact, as was required by etiquette. “You didn’t have to bow to me, young man,” the old man grunted. This was quite a serious insult. Being the personal disciple of a great hero made Hadjar equal in status to the senior heirs of aristocratic families. He was at the very top of the social structure of Dahanatan. But Hadjar didn’t really care about any of that. The power he possessed was insignificant in his opinion, and ever since he’d eaten those first scraps in Primus’ dungeon, he’d stopped caring about whether he was a Prince or a circus freak. Titles didn’t matter. The important thing was that the old man was a servant, and Hadjar was almost an aristocrat. The lawyer’s words were akin to the old man throwing a glove in Hadjar’s face. Hadjar looked behind his visitor, at the dark carriage emblazoned with the white coat of arms of the Predatory Blades clan. Brustor would have to try a little harder. So far, his provocations weren’t even a match for the insults that Hadjar had received during his meetings with Emperor Morgan. Shocking the old man, Hadjar bowed deeply. “Only a silly young man,” he said, straightening back up, “doesn’t feel respect toward someone whose hair is whiter than his.

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

Both the advancement of the chief executives and the accumulations of the very rich, on the higher levels, are definitely mixed up in a ‘political’ world of corporate cliques. To advance within and between private corporate hierarchies means to be chosen for advancement by your superiors—administrative and financial—and there are no strict, impersonal rules of qualifications or seniority known to all concerned in this process.

Experience suggests that these teams must be given radical goals, like collapsing time in half. Otherwise, assumptions aren’t challenged. The whole premise is using bottlenecks, breakdowns, and unmet customer needs as opportunities to learn. The teams use a variety of techniques—root-cause analysis, scenario building, pursuing conflict between two people until the real problem crystalizes, and old-fashioned imagination. Between regular meetings, research into technical or other problems is done. There are no formal reports to the team members’ superiors. The teams report to a senior steering group that is responsible for all the breakthrough teams operating. This steering group is responsible for managing change under the time-based vision that the management team has decided to pursue.

Serra, no matter how emblematic he was, though, was also replete with tensions and ironies, even paradoxes. He stated that he was always obedient to his superiors, but as he grew in stature and seniority, he did largely as he pleased, with few checks on his own authority and actions beyond the narrow confines of his own order and mission. He believed in the nearly absolute powers of the Church yet lived at a time when the Bourbon state was consolidating its authority over that institution. He had a domineering personality but was bereft of an individual self: he was opinionated, strong-willed, determined, and passionately devoted to his life’s work but was typical of his age in that he had no real identity of his own beyond his order. As a deeply religious Catholic of the eighteenth century, he fervently distrusted his own intuition or inner voice, and he chose to follow his God’s will as best he could discern it. Finally, and

But was this really gambling from his point of view? We know from Nicholas’s private writings that he took confidence from comparisons with 1812. He constantly referred to his older brother’s war against Napoleon as a reason why it was possible for Russia to fight alone against the world. ‘If Europe forces me to go to war,’ he wrote in February, ‘I will follow the example of my brother Alexander in 1812, I will venture into uncompromising war against it, I will retreat if necessary to behind the Urals, and will not put down arms as long as the feet of foreign forces trample anywhere on Russian land.’43 This was not a reasoned argument. It was not based on any calculation of the armed forces at his disposal or any careful thought about the practical difficulties the Russians would face in fighting against the superior forces of the European powers, difficulties often pointed out by Menshikov and his other senior commanders, who had warned him several times not to provoke war with Turkey and the Western powers by invading the Danubian principalities. It was a purely emotional reaction, based on the Tsar’s pride and arrogance, on his inflated sense of Russian power and prestige, and perhaps above all on his deeply held belief that he was engaged in a religious war to complete Russia’s providential mission in the world. In all sincerity Nicholas believed that he had been called by God to wage a holy war for the liberation of the Orthodox from Muslim rule, and nothing would divert him from this ‘divine cause’. As he explained to Frederick William, the Prussian king, in March 1854, he was prepared to fight this war alone, against the Western powers, if they sided with the Turks:

I dare you to find a single exercise, kettlebell or not, that delivers more benefits than the kettlebell swing! Senior RKC instructor Steve Maxwell, a Brazilian Jiu-jitsu World Champion, has flat-out stated that doing the perfect kettlebell swing alone is superior to 99 percent of the sophisticated strength and conditioning programs out there. The swing is exactly what its name implies: a swing of a kettlebell from between your legs up to your chest level. The arms stay straight but loose; the power is generated by the hips. The motion is akin to the standing vertical jump, except the energy is projected into the kettlebell rather than being used to lift the body.

The khateeb reiterates that his role is vital and positions himself as the spiritual teacher of the recruits. This position is belied somewhat by my earlier description of my encounter with him and his superiors, an impression strengthened by my conversation with other senior army officers. A retired infantry general shared with me how he had confronted the khateeb’s influence in the barracks while he was in services. A particular khateeb under his command during the Kargil war was asked to go to a post nearer the combat zone to motivate the troops. The cleric refused on the grounds that certain requirements of jihad29 had not been fulfilled, so he could not support the effort. “I summoned him and told him, ‘You talk of jihad; God will decide what is jihad. This is a war zone, and I am ordering a district court martial of you, and I will ensure that you are put before a firing squad right over here in front of my office.’” He then had him posted out of the area with immediate effect. The khateeb is told here that he is in no position to adjudicate what jihad is, the implication being that the military, in this case the commanding officer, has the right to adjudicate this over and above religious authority, whose only role is to motivate troops in the name of jihad as and when ordered by the military officer. The khateeb is a spiritual guide, then, with no real official authority, an army person but not regular army personnel. He is a “harmless” person yet one who must be monitored, as evidenced by the colonel’s initial reluctance to let me talk to him. As another retired infantry general jokingly put it, “He [the khateeb] is uneducated but very motivating.” Much like his soldier-class contemporaries, he is regarded by the officer class as somewhat uncouth but nonetheless essential for the training center. He has the specific task of motivating troops and acting as a religious mascot to lend credence to the militarism project. 265/378

A changed time since the word Senior (Seigneur, or Elder) was first devised to signify "lord," or superior;—as in all languages of men we find it to have been! Not an honorable document this either, as to the spiritual condition of our epoch. In times when men love wisdom, the old man will ever be venerable, and be venerated, and reckoned noble: in times that love something else than wisdom, and indeed have little or no wisdom, and see little or none to love, the old man will cease to be venerated; and looking more closely, also, you will find that in fact he has ceased to be venerable, and has begun to be contemptible; a foolish boy still, a boy without the graces, generosities and opulent strength of young boys. In these days, what of lordship or leadership is still to be done, the youth must do it, not the mature or aged man; the mature man, hardened into sceptical egoism, knows no monition but that of his own frigid cautious, avarices, mean timidities; and can lead no-whither towards an object that even seems noble.

his or her own senior leaders. As we wrote in Extreme Ownership: “One of the most important jobs of any leader is to support your own boss.” When the debate on a particular course of action ends and the boss makes a decision—even if you disagree with the decision—“you must execute the plan as if it were your own.” Only if the orders coming down from senior leadership are illegal, immoral, unethical, or significantly risky to lives, limbs, or the strategic success of the organization should a subordinate leader hold fast against directives from superiors. Those cases should be rare. Chapter

Was he thinking serial killer? She was but did not want to voice that opinion yet. This was different and the same. Very much the same as Gail and Charlie, her mother’s superiors, made inferior by Arleen’s knife. Her mom’s killing streak ran for twelve years, and would have continued indefinitely, if she had not taken Nadine’s classmate. Right after Nadine had told her mom that Sandra was terrorizing her, the high school senior went missing.

In Tibetan societies, the deference to social inferior to superior, junior to senior, mundane to sacred, spiritually immature to spiritually advanced and so forth is very strongly marked. Basic formulas recited before tea or meals: The supreme teacher is the precious Buddha. The supreme protector is the precious Dharma. The supreme guide is the precious Sangha. I offer worship to these three Refuge-granting jewels! Om mani padme hum, the natural voice of reality is uninterrupted. Om still pride Ma still jealous rage Ni stills lust Pad stills stupidity Me stills greed Hum stills hatred. From the Mani Kabum.

Late that year, one of the soldiers stationed at the prison [Abu Ghraib] reported the abuses to his superiors and said that photos had been taken by the abusers. The commanders in Iraq immediately took action and took steps to launch an investigation. Soon after that the news reached Secretary of Defense Donald Rumsfeld and General Richard Myers, Chairman of the Joint Chiefs of Staff, who told President Bush in early January 2004 that incidents at Abu Ghraib were being looked into. It seems nobody told these senior leaders that these incidents were truly horrendous.

In short, the first Trinity test at Alamogordo constituted a conscious gamble by the senior scientists at Los Alamos and their immediate superiors: a gamble with the fate of every sentient being on the face of the planet and in the atmosphere and the depths of the oceans.

PRINCIPLE: LEADING UP THE CHAIN If your boss isn’t making a decision in a timely manner or providing necessary support for you and your team, don’t blame the boss. First, blame yourself. Examine what you can do to better convey the critical information for decisions to be made and support allocated. Leading up the chain of command requires tactful engagement with the immediate boss (or in military terms, higher headquarters) to obtain the decisions and support necessary to enable your team to accomplish its mission and ultimately win. To do this, a leader must push situational awareness up the chain of command. Leading up the chain takes much more savvy and skill than leading down the chain. Leading up, the leader cannot fall back on his or her positional authority. Instead, the subordinate leader must use influence, experience, knowledge, communication, and maintain the highest professionalism. While pushing to make your superior understand what you need, you must also realize that your boss must allocate limited assets and make decisions with the bigger picture in mind. You and your team may not represent the priority effort at that particular time. Or perhaps the senior leadership has chosen a different direction. Have the humility to understand and accept this. One of the most important jobs of any leader is to support your own boss—your immediate leadership. In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: