Top Leader Quotes

A star wants to see himself rise to the top. A leader wants to see those around him rise to the top.

Some in management positions operate as if they are in a tree of monkeys. They make sure that everyone at the top of the tree looking down sees only smiles. But all too often, those at the bottom looking up see only asses.

It is not the genius at the top giving directions that makes people great. It is great people that make the guy at the top look like a genius.

Cream always rises to the top...so do good leaders".

Dear Max - You looked so beautiful today. I'm going to remember what you looked like forever. ... And I hope you remember me the same way - clean, ha-ha. I'm glad our last time together was happy. But I'm leaving tonight, leaving the flock, and this time it's for good. I don't know if I'll ever see any of you again. The thing is, Max, that everyone is a little bit right. Added up all together, it makes this one big right. Dylan's a little bit right about how my being here might be putting the rest of you in danger. The threat might have been just about Dr. Hans, but we don't know that for sure. Angel is a little bit right about how splitting up the flock will help all of us survive. And the rest of the flock is a little bit right about how when you and I are together, we're focused on each other - we can't help it. The thing is, Maximum, I love you. I can't help but be focused on you when we're together. If you're in the room, I want to be next to you. If you're gone, I think about you. You're the one who I want to talk to. In a fight, I want you at my back. When we're together, the sun is shining. When we're apart, everything is in shades of gray. I hope you'll forgive me someday for turning our worlds into shades of gray - at least for a while. ... You're not at your best when you're focused on me. I mean, you're at your best Maxness, but not your best leaderness. I mostly need Maxness. The flock mostly needs leaderness. And Angel, if you're listening to this, it ain't you, sweetie. Not yet. ... At least for a couple more years, the flock needs a leader to survive, no matter how capable everyone thinks he or she is. The truth is that they do need a leader, and the truth is that you are the best leader. It's one of the things I love about you. But the more I thought about it, the more sure I got that this is the right thing to do. Maybe not for you, or for me, but for all of us together, our flock. Please don't try to find me. This is the hardest thing I've ever done in my life, besides wearing that suit today, and seeing you again will only make it harder. You'd ask me to come back, and I would, because I can't say no to you. But all the same problems would still be there, and I'd end up leaving again, and then we'd have to go through this all over again. Please make us only go through this once. ... I love you. I love your smile, your snarl, your grin, your face when you're sleeping. I love your hair streaming out behind you as we fly, with the sunlight making it shine, if it doesn't have too much mud or blood in it. I love seeing your wings spreading out, white and brown and tan and speckled, and the tiny, downy feathers right at the top of your shoulders. I love your eyes, whether they're cold or calculating or suspicious or laughing or warm, like when you look at me. ... You're the best warrior I know, the best leader. You're the most comforting mom we've ever had. You're the biggest goofball, the worst driver, and a truly lousy cook. You've kept us safe and provided for us, in good times and bad. You're my best friend, my first and only love, and the most beautiful girl I've ever seen, with wings or without. ... Tell you what, sweetie: If in twenty years we haven't expired yet, and the world is still more or less in one piece, I'll meet you at the top of that cliff where we first met the hawks and learned to fly with them. You know the one. Twenty years from today, if I'm alive, I'll be there, waiting for you. You can bet on it. Good-bye, my love. Fang P.S. Tell everyone I sure will miss them

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

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

God ultimately raises up leaders for one primary reason: His glory. He shows His power in our weakness. He demonstrates His wisdom in our folly. We are all like a turtle on a fence post. If you walk by a fence post and see a turtle on top of it, then you know someone came by and put it there. In the same way, God gives leadership according to His good pleasure.

Introverts tend to assume leadership positions within groups when they really have something to contribute….they listen carefully to the ideas of the people they lead. All of this gives them a big advantage over leaders who rise to the top simply because they're comfortable talking a lot or being in control.

An effective goal-setting system starts with disciplined thinking at the top, with leaders who invest the time and energy to choose what counts.

I don’t know. I think I’ve seen this movie, and it doesn’t turn out so well for me.” I smiled at that, even though she hadn’t meant it to be funny. “How much you want to bet? I’m sure you’ve seen nature shows on alpha males or pack leaders or whatever—the whole flock of sheep thing, right?” I turned my smile extra confident because I know it annoys her when I act cocky. “Aves,Grayson Kennedy is at the top of the Spanish Fork High food chain. I’m the king of the jungle. My friends will like you because I like you.

A leader takes people where they would never go on their own.

Do not rest on your laurels when you get to the top; you risk losing your edge once you let success go to your head.

A lack of trust is your biggest expense.

But in the military you don't get trusted positions just because of your ability. You also have to attract the notice of superior officers. You have to be liked. You have to fit in with the system. You have to look like what the officers above you think that officers should look like. You have to think in ways that they are comfortable with. The result was that you ended up with a command structure that was top-heavy with guys who looked good in uniform and talked right and did well enough not to embarrass themselves, while the really good ones quietly did all the serious work and bailed out their superiors and got blamed for errors they had advised against until they eventually got out. That was the military.

Build your house on granite. By granite I mean your nature that you are torturing to death, the love in your child's body, your wife's dream of love, your own dream of life when you were sixteen. Exchange your illusions for a bit of truth. Throw out your politicians and diplomats! Take your destiny into your own hands and build your life on rock. Forget about your neighbor and look inside yourself! Your neighbor, too, will be grateful. Tell you're fellow workers all over the world that you're no longer willing to work for death but only for life. Instead of flocking to executions and shouting hurrah, hurrah, make a law for the protection of human life and its blessings. Such a law will be part of the granite foundation your house rests on. Protect your small children's love against the assaults of lascivious, frustrated men and women. Stop the mouth of the malignant old maid; expose her publicly or send her to a reform school instead of young people who are longing for love. Don;t try to outdo your exploiter in exploitation if you have a chance to become a boss. Throw away your swallowtails and top hat, and stop applying for a license to embrace your woman. Join forces with your kind in all countries; they are like you, for better or worse. Let your child grow up as nature (or 'God') intended. Don't try to improve on nature. Learn to understand it and protect it. Go to the library instead of the prize fight, go to foreign countries rather than to Coney Island. And first and foremost, think straight, trust the quiet inner voice inside you that tells you what to do. You hold your life in your hands, don't entrust it to anyone else, least of all to your chosen leaders. BE YOURSELF! Any number of great men have told you that.

The old world was destroyed because of its own greed and secretiveness. Those least evolved rose to the top, as happens here. Your leaders, as you call them, are all people with damaged senses of self-worth. The damaged goods run the civilization. That’s why it cannot last." "Abraham Lincoln was damaged goods?" "The need to lead is a symptom.

Public opinion polls time and again show that honesty is among the top five characteristics people want in a leader, friend, or lover.

Trust is not a soft skill.

there cannot be alignment deeper in the organization, even when employees want to cooperate, if the leaders at the top aren’t in lockstep with one another

But you don’t have to be a top leader, or a bestselling writer, or an art-world darling to make your mark. Running simply to run faster is pointless.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

Vincent gestures toward Gaspard, who steps forward to face us. "We say good-bye to our longtime leader, Jean-Baptiste Alexandre Balthazar Grimod de la Reynière," Gaspard says in a wavering voice. "He died sacrificing his life for another on the battlefield in Borodino, September 7, 1812. Jean-Baptiste was dedicated to the preservation of his kindred, willing to do anything to ensure their survival." Gaspard's face twists with emotion when he says this, but he forces his shoulders back and raises his chin. He pulls something from his belt, and I recognize Jean-Baptiste's beloved sword-cane topped with its carved wooden falcon's head. Facing the fire, Gaspard says, "My dear Jean-Baptiste. My love. I will mourn your loss until we are reunited in the next life." And he throws the cane onto the fire.

I love you. I love your smile, your snarl, your grin, your face when you’re sleeping. I love your hair streaming out behind you as we fly, with the sunlight making it shine, if it doesn’t have too much mud or blood in it. I love seeing your wings spreading out, white and brown and tan and speckled, and the tiny, downy feathers right at the top of your shoulders. I love your eyes, whether they’re cold or calculating or suspicious or laughing or warm, like when you look at me. You’re the best warrior I know, the best leader. You’re the most comforting mom we’ve ever had. You’re the biggest goof ball, the worst driver, and a tr uly lousy cook. You’ve kept us safe and provided for us, in good times and bad. You’re my best friend, my first and only love, and the most beautiful girl I’ve ever seen, with wings or without.

It's excellence in leadership when everyone wants to manufacture a black shoe and you manufacture a designer black shoe with gold medal on top. Do something new; do something better!

Restructuring is a favorite tactic of antisocials who have reached a senior position in an organization. The chaos that results is an ideal smokescreen for dysfunctional leadership. Failure at the top goes unnoticed, while the process of restructuring creates the illusion of a strong, creative hand on the helm.

Speaking candidly to a peer requires us to risk exposure. Speaking uphill to a leader is scarier. Speaking to the top leader of the organization is scarier still. And in a paramilitary organization of many layers like the FBI, dominated for its first half-century by a single person, J. Edgar Hoover, the hill is mighty steep. And it is harder than that, because getting the speakers to overcome their impostor complex is only half the answer. The leaders must also overcome their own impostor complex—their fear of being less than perfect.

Usually at summit conferences, the real work is done in advance by diplomats and specialists on each side who, based on guidance from their superiors, do the spadework and work out any agreements that are to be signed at the meeting, after which the top leaders come in and preside over the formalities.

Certainly, a clear line must be preserved by strict discipline, and on the other hand the men must know that everything is done for them that hard times permit. On the top of that it follows that, among real men, what counts is deeds, not words; and then it comes of itself, when such are the relations between men and their leaders, that instead of opposition there is harmony between them. The leader is merely a clearer expression of the common will and an example of life and death. And there is no science in all this. It is a practical quality, the simple manly commonsense that is native to a sound and vigorous race.

Techno-systems Inc. occupies the top thee floors of a building so modern it looks like it must have been finished this morning. Yet compared to the interior of their offices, the rest of the building looks like a prewar colonial. Techno clearly wants to convey the impression that they are on the cutting edge, and for all I know, they may be. I wouldn't recognize the cutting edge if I sliced my finger on it.

You," she says,pointing at me. "I expected. All the trouble with your aptitude test results made me suspicious from the beginning.But you..." She shakes her had as she sifts her eyes to Tobias. "You, Tobias-or should I call you Four?-managed to elude me," she says quietly. "Everything about you checked out: test results, initiation simulations, everything. But here you are nonetheless." She folds her hands and sets her chin on top of them. "Perhaps you could explain to me how that is?" "You're the genius," he says coolly. "Why don't you tell me?" Her mouth curls into a smile. "My theory is that you really do belong in Abnegation. That your Divergence is weaker." She smiles wider. Like she's amused. I grit my teeth and consider lunging across the table and strangling her. If I didn't have a bullet in my shoulder, I might. "Your powers of deductive reasoning are stunning," spits Tobias. "Consider me awed." I look sideways at him. I had always forgotten about this side of him-the part that is more likely to explode than to lie down and die." "Now that your intelligence has been verified, you might want to get on with killing us." Tobias closes his eyes. "You have a lot of Abnegation leaders to murder, after all.

I lean down and drop a kiss on the top of his head. “Goodbye, Achilles,” I whisper, and I leave Maxen Ashley Colchester alone with his head in his hands. I leave and get in my car and go back home, remembering the feel of his hair on my lips. I will break from loving him, I think. I will split with it, burn with it. And yet, for the first time, I know what I have to do. I know that I’m a good man, I know that I’d be a good leader. I know that I can stop Melwas and keep Greer safe. I know how to do it. I have to become more than a prince. I have to become a king myself.

[Ella Baker]'s second defining characteristic was her dislike of top-down leadership... 'She felt leaders were not appointed but the rose up. Someone will rise. Someone will emerge'. It was an attitude Baker shared with some of the older women in the movement.

This one phrase, "It is my life, I will do what I want," has done more damage than good. People choose to ignore the spirit and derive the meaning that is convenient to them. Such people have tied this phrase to selfishness and I'm sure that was not the intent. These people forget that we don't live in isolation. What you do affects me and what I do affects you. We are connected. We have to realize that we are sharing this planet and we must learn to behave responsibly. There are two kinds of people in this world--takers and givers. Takers eat well and givers sleep well. Givers have high self-esteem, a positive attitude, and they serve society. By serving society, I do not mean a run-of-the-mill pseudo leader-turned- politician who serves himself by pretending to serve others. As human beings, we all have the need to receive and take. But a healthy personality with high self-esteem is one that not only has its need to take but also to give.

having a strong balance sheet, making sure the right leaders are in place, and keeping costs in line as some of Dimon’s other management qualities.

The single uniqueness of the greatest leaders and organizations of all time is trust.

The underlying issue in getting women to top positions is what kind of leadership we value and how we teach, assess, and promote “good” leaders in all organizations.

If you get to the top of the ladder by pushing people off, you'll find that there won't be a ladder left or people to help you get back down.

The man on the top of the hierarchy has created social fear in order for us to accept him as the leader.

Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

That day I learnt two lessons: a teacher who has his or her student's progress in mind is the best possible friend, because the teacher knows how to make sure that you excel. And second, there is no such thing as an impossible deadline. I have worked on many tough assignments, some of which had the country's top leaders watching over my work, but the assurance I gained in my capabilities at MIT thanks to Professor Srinivasan, helped me later in life too.

Nowadays, our leaders prefer to search for the causes of crime and poverty in the actions or inaction of those at the very bottom of society. The obscene transfers of wealth over the past forty years from that bottom to a privileged few at the top--and from much of the Third World to financial elites in the West--are all excused as the natural evolution of the Market, when, in fact, they are products of unparalleled greed by those who shape and direct that Market.

Once a church incorporates, they inadvertently introduce craving (not to be confused with ambition), leaders who covet power. “Incorporating” triggers an instinctive race to the top, an irrational fear of bad publicity, and the international sign of failure: loss of assets. Welcome to the world of sick power-circles, and inadvertent church-hurt. Lamentations, pg Intro

Those who lead are able to do so because those who follow trust that the decisions made at the top have the best interest of the group at heart. In turn, those who trust work hard because they feel like they are working for something bigger than themselves.

The only way for people to embrace a message is to hear it over a period of time, in a variety of different situations, and preferably from different people. That’s why great leaders see themselves as Chief Reminding Officers as much as anything else. Their top two priorities are to set the direction of the organization and then to ensure that people are reminded of it on a regular basis.

Leadership is like a fountain. Imagine the leaders are the water near the top, ready to burst out of the fountain. The water about to burst out is being pushed up by water below it. If you want to succeed, find leaders who are doing amazing things in the world, and push them up. Find powerful people and help them reach their goals. If you’re of service to them, they will be of service back.

Lord Mountbatten came to be described in Congress circles as the greatest Viceroy and Governor-General this country ever had. The official date for handing over power was fixed for June 30, 1948, but Mountbatten with his ruthless surgery gave us a gift of vivisected India ten months in advance. This is what Gandhi had achieved after thirty years of undisputed dictatorship and this is what Congress party calls 'freedom' and 'peaceful transfer of power'. The Hindu-Muslim unity bubble was finally burst and a theocratic state was established with the consent of Nehru and his crowd and they have called 'freedom won by them with sacrifice' - whose sacrifice? When top leaders of Congress, with the consent of Gandhi, divided and tore the country - which we consider a deity of worship - my mind was filled with direful anger.

Feelings that would not have disgraced a leader who, now that the snow has begun to fall and the mountain-top is covered in mist, knows that he must lay himself down and die before morning comes, stole upon him, paling the colour of his eyes, giving him, even in the two minutes of his turn on the terrace, the bleached look of withered old age. Yet he would not die lying down; he would find some crag of rock, and there, his eyes fixed on the storm, trying to the end to pierce the darkness, he would die standing. He would never reach R.

A product leader is ultimately responsible for the success or failure of a product and, by extension, the company itself. The impact of that cannot be underestimated.

If you are aiming at the top, consistency is the name of the game.

Susie, the Weight Watchers leader, helped herself to a second helping of the sweet potatoes with the marshmallows on top,

MAKE IT YOUR JOB TO PUT OTHER PEOPLE ON TOP TODAY.

Why this book is disliked by gay readers: Captain Ernst Roehm, was a stocky, bull-necked, piggish-eyed, scar-faced professional soldier—the upper part of his nose had been shot away in 1914—with a flair for politics and a natural ability as an organizer. Like Hitler he was possessed of a burning hatred for the democratic Republic. His aim was to re-create a strong nationalist Germany and he believed with Hitler that this could be done only by a party based on the lower classes, from which he himself, unlike most Regular Army officers, had come. A tough, ruthless, driving man—albeit, like so many of the early Nazis, a homosexual—he helped to organize the first Nazi strong-arm squads which grew into the S.A.... (...) Murderers, pimps, homosexual perverts, drug addicts or just plain rowdies were all the same to him if they served his purposes. (...) The brown-shirted S.A. never became much more than a motley mob of brawlers. Many of its top leaders, beginning with its chief, Roehm, were notorious homosexual perverts. Lieutenant Edmund Heines, who led the Munich S.A., was not only a homosexual but a convicted murderer. These two and dozens of others quarreled and feuded as only men of unnatural sexual inclinations, with their peculiar jealousies, can. (...) [Hitler] who was so monumentally intolerant by his very nature, was strangely tolerant of one human condition—a man’s morals. No other party in Germany came near to attracting so many shady characters. As we have seen, a conglomeration of pimps, murderers, homosexuals, alcoholics and blackmailers flocked to the party as if to a natural haven. (...) Karl Ernst, a former hotel bellhop and ex-bouncer in a café frequented by homosexuals, whom Roehm had made leader of the Berlin S.A., had alerted the storm troopers...

Con men need a battery of traits to win their victims’ trust and lighten their wallets. Chicago’s Leo Koretz had them all. They must be good actors and Leo, acting the part of a savvy financier who hobnobbed with a mysterious syndicate of millionaires, delivered a magnificent performance. They must be likeable, and everyone liked and trusted the generous, wisecracking, charming Leo. He could have been a top-flight lawyer, a business leader, or perhaps a powerful politician. He chose, instead, to become a master of promoting phony stocks.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

There is a theory about human behavior called the 10-80-10 principle. I speak of it often when I talk to corporate groups or business leaders. It is the best strategy I know for getting the most out of your team. Think of your team or your organization as a big circle. At the very center of it, the nucleus, are the top 10 percenters, people who give all they've got all the time, who are the essence of self-discipline, self-respect, and the relentless persuit of improvement. They are the elite- the most powerful component of any organization. They are the people I love to coach. Outside the nucleus are the 80 percenters. They are the majority- people who go to work, do a good job, and are relatively reliable. The 80 percenters are for the most part trustworthy and dutiful, but they simply don't have the drive and the unbending will that the nucleus guys do. They just don't burn as hot. The final 10 percenters are uninterested or defiant. They are on the periphery, mostly just coasting through life, not caring about reaching their potential or honoring the gifts they've been given. They are coach killers. The leadership challenge is to move as many of the 80 percenters into the nucleus as you can.

An interesting side effect of the battle was that Ender emerged at the top of the soldier efficiency list. Since he hadn’t fired a shot, he had a perfect record on shooting—no misses at all. And since he had never been eliminated or disabled, his percentage there was excellent. No one else came close. It made a lot of boys laugh, and others were angry, but on the prized efficiency list, Ender was now the leader.

Traffic was in confusion for several days. For red to mean "stop' was considered impossibly counterrevolutionary. It should of course mean "go." And traffic should not keep to the right, as was the practice, it should be on the left. For a few days we ordered the traffic policemen aside and controlled the traffic ourselves. I was stationed at a street corner telling cyclists to ride on the left. In Chengdu there were not many cars or traffic lights, but at the few big crossroads there was chaos. In the end, the old rules reasserted themselves, owing to Zhou Enlai, who managed to convince the Peking Red Guard leaders. But the youngsters found justifications for this: I was told by a Red Guard in my school that in Britain traffic kept to the left, so ours had to keep to the right to show our anti-imperialist spirit. She did not mention America. As a child I had always shied away from collective activity. Now, at fourteen, I felt even more averse to it. I suppressed this dread because of the constant sense of guilt I had come to feel, through my education, when I was out of step with Mao. I kept telling myself that I must train my thoughts according to the new revolutionary theories and practices. If there was anything I did not understand, I must reform myself and adapt. However, I found myself trying very hard to avoid militant acts such as stopping passersby and cutting their long hair, or narrow trouser legs, or skirts, or breaking their semi-high-heeled shoes. These things had now become signs of bourgeois decadence, according to the Peking Red Guards. My own hair came to the critical attention of my schoolmates. I had to have it cut to the level of my earlobes. Secretly, though much ashamed of myself for being so "petty bourgeois," I shed tears over losing my long plaits. As a young child, my nurse had a way of doing my hair which made it stand up on top of my head like a willow branch. She called it "fireworks shooting up to the sky." Until the early 1960s I wore my hair in two coils, with rings of little silk flowers wound around them. In the mornings, while I hurried through my breakfast, my grandmother or our maid would be doing my hair with loving hands. Of all the colors for the silk flowers, my favorite was pink.

We got lots of secrets, Will. You Apollo guys can't have all the fun. Our campers have been excavating the tunnel system under Cabin Nine for almost a century. We still haven't found the end. Anyway, Leo, if you don't mind sleeping in a dead man's bed, it's yours-Jake Suddenly Leo didn't feel like kicking back. He sat up, careful not to touch any of the buttons. The counselor who died-this was his bed-Leo Yeah. Charles Beckendorf-Jake Leo imagined saw blades coming through the mattress, or maybe a grenade sewn inside the pillows. He didn't, like, die IN this bed, did he-Leo No. In the Titan War, last summer-Jake The Titan War, which has NOTHING to do with this very fine bed-Leo "The Titans," Will said, like Leo was an idiot. The big powerful guys that ruled the world before the gods. They tried to make a comeback last summer. Their leader, Kronos, built a new palace on top of Mount Tam in California. Their armies came to New York and almost destoyed Mount Olympus. A lot of demigods died trying to stop them-Will I'm guessing this wasn't on the news-Leo It seemed like a fair question, but Will shook his head in disbelief. You didn't hear about Mount St. Helens erupting, or the freak storms across the country, or that building collapsing in St Louis-Will Leo shrugged. Last summer, he'd been on the run from another foster home. Then a truancy officer caught him in New Mexico, and the court sentenced him to the nearest correction facility-the Wilderness School. Guess I was busy-Leo Doesn't matter. You were lucky to miss it. The thing is, Beckendorf was one of the first casualties, and ever since then-Jake Your cabin's been cursed-Leo

Join the PKM community. On Twitter, LinkedIn, Substack, Medium, or your platform(s) of choice, follow and subscribe to thought leaders and join communities who are creating content related to personal knowledge management (#PKM), #SecondBrain, #BASB, or #toolsforthought. Share your top takeaways from this book or anything else you’ve realized or discovered. There’s nothing more effective for adopting new behaviors than surrounding yourself with people who already have them.

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

of the 1 percent saw a bit less than a doubling of real incomes. Those in the 90th through 99th percentiles simply stayed even, with incomes growing at the same rate as per capita GDP, or gross domestic product. And the bottom 90 percent lost relative ground, with their incomes since 1980 growing more slowly than per capita GDP. The result is that the top 1 percent now owns twice as great a share of national wealth as the entire bottom 90 percent. We went from being a world leader in opportunity to being a laggard.

It was Colonel Parkman who upped stakes, crossed the border, and named our town, thus perversely commemorating a battle in which he'd lost. (Though perhaps that's not so unusual: many people take a curatorial interest in their own scars.) He's shown astride his horse, waving a sword and about to gallop into the nearby petunia bed: a craggy man with seasoned eyes and pointed beard, every sculptor's idea of every cavalry leader. No one knows what Colonel Parkman really looked like, since he left no pictorial evidence of himself and the statue wasn't erected until 1885, but he looks like this now. Such is the tyranny of Art. On the left-hand side of the lawn, also with a petunia bed, is an equally mythic figure: the Weary Soldier, his three top shirt buttons undone, his neck bowed as if for the headman's axe, his uniform rumpled, his helmet askew, leaning on his malfunctioning Ross rifle. Forever young, forever exhausted, he tops the War Memorial, his skin burning green in the sun, pigeon droppings running down his face like tears.

Ten Principles for Success Strive to be a leader of character, competence, and courage. Lead from the front. Say, “Follow me!” and then lead the way. Stay in top physical shape—physical stamina is the root of mental toughness. Develop your team. If you know your people, are fair in setting realistic goals and expectations, and lead by example, you will develop teamwork. Delegate responsibility to your subordinates and let them do their jobs. You can’t do a good job if you don’t have a chance to use your imagination or your creativity. Anticipate problems and prepare to overcome obstacles. Don’t wait until you get to the top of the ridge and then make up your mind. Remain humble. Don’t worry about who receives the credit. Never let power or authority go to your head. Take a moment of self-reflection. Look at yourself in the mirror every night and ask yourself if you did your best. True satisfaction comes from getting the job done. The key to a successful leader is to earn respect—not because of rank or position, but because you are a leader of character. Hang Tough!—Never, ever, give up.

In a true democracy, leaders respect the will of the majority but also the rights of the minority—one without the other is not enough. This means that constitutional protections for the individual must be defended, even when those protections become inconvenient to the party on top.

In any case, a leader who believes that he can make a positive difference through continual personal interventions is usually deluding himself. He thereby takes over things other people are supposed to be doing, effectively dispensing with their efforts, and multiplies his own tasks to such an extent that he can no longer carry them all out. The demands made on a senior commander are severe enough as it is. It is far more important that the person at the top retains a clear picture of the overall situation than whether some particular thing is done this way or that.

I wonder if there has been a book written on toes—the bottom parts of a body are just as important as the top parts. Each chapter would focus on one of the ten toes and each would inspire singular, existential commentary: the potential of our toes as leaders, the solidity of our little instruments, the dangers of relating size and value. It would be called The Toe Manifesto and people would be interested in reading it because, after all, it is the toe that goes forward first and foremost, and the toe that helps to tell us if our bodies are hot or cold—in other words, the toe experiences far more than we give it credit for.

Trump is Trump. I came to understand that he believed he could run the Executive Branch and establish national-security policies on instinct, relying on personal relationships with foreign leaders, and with made-for-television showmanship always top of mind. Now, instinct, personal relations, and showmanship are elements of any President’s repertoire. But they are not all of it, by a long stretch. Analysis, planning, intellectual discipline and rigor, evaluation of results, course corrections, and the like are the blocking and tackling of presidential decision-making, the unglamorous side of the job. Appearance takes you only so far.

According to James Mann's Rise of the Vulcans, once a year in the 1980s, the Reagan administration flew Cheney to a secret bunker to practice rebuilding the government if the Soviets destroyed Washington. Cheney's role, Mann reported, was to use his White House chief of staff experience to run the government in the name of any surviving cabinet member who made it to the bunker. The Reagan plan ignored the Presidential Succession Act, a 1947 law that put two top congressional leaders higher in the line of succession than cabinet secretaries. The program also made no plan for reconstituting Congress, because "it would be easier to operate without them," a participant told Mann.

Impeaching a President implies that we make mistakes, grave ones, in electing or appointing officials, and that these elected men and women might be not great but small—unable to listen to, never mind to represent, the people they serve with justice, conscience, and equanimity. Impeachment suggests dysfunction, uncertainty, and discord—not the discord of war, which can be memorialized as valorous, purposeful, and idealistic, but the far less dramatic and often squalid, sad, intemperate conflicts of peace, partisanship, race, and rancor. Impeachment implies a failure—a failure of government of the people to function, and of leaders to lead. And presidential impeachment means failure at the very top.

Before settling in to work, we noticed a large travel case on the mantelpiece. I unsnapped the latches and lifted the top. On one side there was a large desert scene on a marble base featuring miniature gold figurines, as well as a glass clock powered by changes in temperature. On the other side, set in a velvet case, was a necklace half the length of a bicycle chain, encrusted with what appeared to be hundreds of thousands of dollars’ worth of rubies and diamonds—along with a matching ring and earrings. I looked up at Ben and Denis. “A little something for the missus,” Denis said. He explained that others in the delegation had found cases with expensive watches waiting for them in their rooms. “Apparently, nobody told the Saudis about our prohibition on gifts.” Lifting the heavy jewels, I wondered how many times gifts like this had been discreetly left for other leaders during official visits to the kingdom—leaders whose countries didn’t have rules against taking gifts, or at least not ones that were enforced. I thought again about the Somali pirates I had ordered killed, Muslims all, and the many young men like them across the nearby borders of Yemen and Iraq, and in Egypt, Jordan, Afghanistan, and Pakistan, whose earnings in a lifetime would probably never touch the cost of that necklace in my hands. Radicalize just 1 percent of those young men and you had yourself an army of half a million, ready to die for eternal glory—or maybe just a taste of something better. I set the necklace down and closed the case. “All right,” I said. “Let’s work.

Later bad things will be said about Stalin; he’ll be called a tyrant and his reign of terror will be denounced. But for the people of Eduard’s generation he will remain the supreme leader of the people of the Union at the most tragic moment in their history; the man who defeated the Nazis and proved himself capable of a sacrifice worthy of the ancient Romans: the Germans had captured his son, Lieutenant Yakov Dzhugashvili, while the Russians had captured Field Marshal Paulus, one of the top military leaders of the Reich, at Stalingrad. When the German High Command proposed an exchange, Stalin responded with disdain that he didn’t exchange field marshals for simple lieutenants. Yakov committed suicide by throwing himself on the electrified barbed wire fence of his prison camp. *

Of the things I had not known when I started out, I think the most important was the degree to which the legacy of the McCarthy period still lived. It had been almost seven years since Joe McCarthy had been censured when John Kennedy took office, and most people believed that his hold on Washington was over. ... among the top Democrats, against whom the issue of being soft on Communism might be used, and among the Republicans, who might well use the charge, it was still live ammunition. ... McCarthyism still lingered ... The real McCarthyism went deeper in the American grain than most people wanted to admit ... The Republicans’ long, arid period out of office [twenty years, ended by the Eisenhower administration], accentuated by Truman’s 1948 defeat of Dewey, had permitted the out-party in its desperation, to accuse the leaders of the governing party of treason. The Democrats, in the wake of the relentless sustained attacks on Truman and Acheson over their policies in Asia, came to believe that they had lost the White House when they lost China. Long after McCarthy himself was gone, the fear of being accused of being soft on Communism lingered among the Democratic leaders. The Republicans had, of course, offered no alternative policy on China (the last thing they had wanted to do was suggest sending American boys to fight for China) and indeed there was no policy to offer, for China was never ours, events there were well outside our control, and our feudal proxies had been swept away by the forces of history. But in the political darkness of the time it had been easy to blame the Democrats for the ebb and flow of history. The fear generated in those days lasted a long time, and Vietnam was to be something of an instant replay after China. The memory of the fall of China and what it did to the Democrats, was, I think, more bitter for Lyndon Johnson than it was for John Kennedy. Johnson, taking over after Kennedy was murdered and after the Kennedy patched-up advisory commitment had failed, vowed that he was not going to be the President of the United States who lost the Great Society because he lost Saigon. In the end it would take the tragedy of the Vietnam War and the election of Richard Nixon (the only political figure who could probably go to China without being Red-baited by Richard Nixon) to exorcise those demons, and to open the door to China.

To get a better grasp of the problem, we have to ask: is the leader introducing the changes relying on his own resources, or does he depend on other people’s support; that is, does he have to beg help to achieve his goals, or can he impose them? If he’s begging help, he’s bound to fail and will get nowhere. But if he’s got his own resources and can impose his plans, then it’s unlikely he’ll be running serious risks. This is why the visionary who has armed force on his side has always won through, while unarmed even your visionary is always a loser. Because on top of everything else, we must remember that the general public’s mood will swing. It’s easy to convince people of something, but hard to keep them convinced. So when they stop believing in you, you must be in a position to force them to believe.

Almost no one tolerates the exclusivity and supremacy of Christ these days, even some who profess to be Christians. The message of the cross is not politically correct—it’s the singularity of the gospel, on top of everything else, that bothers people. Can you imagine for a moment what might happen if a celebrity or political leader just said, “I’m a Christian and if you’re not, you’re going to hell”? Yikes! And then imagine if he said, “All the Muslims, Hindus, Buddhists, and all the people who believe they can earn salvation, whether liberal Protestants or Roman Catholics, and all the Mormons and Jehovah’s Witnesses—you’re all going to eternal hell. But I care about you so much, I want to give you the gospel of Jesus Christ, because it is far more important than wars in the Middle East, terrorism, or any domestic policy.” You can’t be faithful and popular, so take your pick.

But now, I’ve come to the conclusion that the “dynamite behind the door” was in plain sight. It was Trump himself. The oversized personality. The failure to organize. The lack of discipline. The lack of trust in others he had picked, in experts. The undermining or the attempted undermining of so many American institutions. The failure to be a calming, healing voice. The unwillingness to acknowledge error. The failure to do his homework. To extend the olive branch. To listen carefully to others. To craft a plan. Mattis, Tillerson and Coats are all conservatives or apolitical people who wanted to help him and the country. Imperfect men who answered the call to public service. They were not the deep state. Yet each departed with cruel words from their leader. They concluded that Trump was an unstable threat to their country. Think about that for a moment: The top national security leaders thought the president of the

The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going. The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters. The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story. All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters. Not only this, but as communal beings, every person longs to join a team on a serious and important mission. This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join. Great leaders become great because their mission makes them great. There are no exceptions.

I like to have the freedom to pursue the best course of action at any given moment. When I was in my twenties, I spent a lot of time doing things that had little return. In my thirties, I did better, but I still wasn’t as focused as I should have been. It wasn’t until I reached forty that I started to become highly selective about where I spent my time and energy. Today I filter just about everything I do through my top priority: Am I adding value to people? For me, it all comes down to that.

You want to know who the strongest man in the Kabuki District is? You must be new in town. You won't last long with that attitude. Forget it. This town is on a whole different level. You got thugs, brawlers, vigilantes and rogue warriors from all over Edo here. It's like a haven for hooligans. This is for your own good. Have a drink and go back to the countryside. What's that? You want me to tell you about the top dogs before you go? You really like this stuff. First, there are four monsters on a level of their own: The Fierce and Divine Madamoiselle Saigo, Doromizu Jirocho the Gallant, Peacock Princess Kada and Empress Otose. The four factions are in a standoff which preserves a fragile balance of power. Who would be the strongest in a fight? You wouldn't be able to even scratch those beasts. Saigo and Jirocho in particular, were heroes during the Joui War. Well, they're too old to go on a tear now. If you want someone who's currently active, there's Katsuro Kuroguma, a young leader in the Doromizu Faction. He's the most feared man in Kabuki District right now. You'll also find a few former Joui in Saigo's Faction. There are rumours about Kada's Faction having ties to some crazy folk. Otose's Faction? It's just a bar, really. She's just an old lady with a soft heart. But if you try any funny business on her turf, you'll run into a certain guy. A guy who holds his own against the Big Three by himself. One hell of a monster, with hair that's completely white. A demon...

Authority to Abbott was hierarchical. Those at the top exercised power and those at the bottom deferred. As we have seen, Abbott was, to his great cost, largely uninterested in the views of those beneath him. His dismissal of subordinates was partly because as he made his way through Australia’s great institutions, he tended to look to leaders for support rather than peers. This was crucial to understanding the way Abbott learned about politics, and why he ended up being a failed prime minister.

Dr Sarabhai's leadership qualities were such that he could inspire even the junior-most person in an organization with a sense of purpose. In my opinion, there were some basic qualities that made him a great leader. Let me mention them one by one. Firstly, he was always ready to listen. In Indian institutions, what often hinders growth is the reluctance of those at the top to listen to their juniors and subordinates. There is a belief that all decisions and ideas must come in a top-to-down manner.

We got lots of secrets, Will. You Apollo guys can't have all the fun. Our campers have been excavating the tunnel system under Cabin Nine for almost a century. We still haven't found the end. Anyway, Leo, if you don't mind sleeping in a dead man's bed, it's yours-Jake Suddenly Leo didn't feel like kicking back. He sat u, careful not to touch any of the buttons. The counselor who died-this was his bed-Leo Yeah. Charles Beckendorf-Jake Leo imagined saw blades coming through the mattress, or maybe a grenade sewn inside the pillows. He didn't, like, die IN this bed, did he-Leo No. In the Titan War, last summer-Jake The Titan War, which has NOTHING to do with this very fine bed-Leo "The Titans," Will said, like Leo was an idiot. The big powerful guys that ruled the world before the gods. They tried to make a comeback last summer. Their leader, Kronos, built a new palace on top of Mount Tam in California. Their armies came to New York and almost destoyed Mount Olympus. A lot of demigods died trying to stop them-Will I'm guessing this wasn't on the news-Leo It seemed like a fair question, but Will shook his head in disbelief. You didn't hear about Mount St. Helens erupting, or the freak storms across the country, or that building collapsing in St Louis-Will Leo shrugged. Last summer, he'd been on the run from another foster home. Then a truancy officer caught him in New Mexico, and the court sentenced him to the nearest correction facility-the Wilderness School. Guess I was busy-Leo Doesn't matter. You were lucky to miss it. The thing is, Beckendorf was one of the first casualties, and ever since then-Jake Your cabin's been cursed-Leo

A German admiral, Henning von Holtzendorff, came up with a plan so irresistible it succeeded in bringing agreement between supporters and opponents of unrestricted warfare. By turning Germany’s U-boats loose, and allowing their captains to sink every vessel that entered the “war zone,” Holtzendorff proposed to end the war in six months. Not five, not seven, but six. He calculated that for the plan to succeed, it had to begin on February 1, 1917, not a day later. Whether or not the campaign drew America into the war didn’t matter, he argued, for the war would be over before American forces could be mobilized. The plan, like its territorial equivalent, the Schlieffen plan, was a model of methodical German thinking, though no one seemed to recognize that it too embodied a large measure of self-delusion. Holtzendorff bragged, “I guarantee upon my word as a naval officer that no American will set foot on the Continent!” Germany’s top civilian and military leaders converged on Kaiser Wilhelm’s castle at Pless on January 8, 1917, to consider the plan, and the next evening Wilhelm, in his role as supreme military commander, signed an order to put it into action, a decision that would prove one of the most fateful of the war.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

If you’re going to make an error in life, err on the side of overestimating your capabilities (obviously, as long as it doesn’t jeopardize your life). By the way, this is something that’s hard to do, since the human capacity is so much greater than most of us would ever dream. In fact, many studies have focused on the differences between people who are depressed and people who are extremely optimistic. After attempting to learn a new skill, the pessimists are always more accurate about how they did, while the optimists see their behavior as being more effective than it actually was. Yet this unrealistic evaluation of their own performance is the secret of their future success. Invariably the optimists eventually end up mastering the skill while the pessimists fail. Why? Optimists are those who, despite having no references for success, or even references of failure, manage to ignore those references, leaving unassembled such cognitive tabletops as “I failed” or “I can’t succeed.” Instead, optimists produce faith references, summoning forth their imagination to picture themselves doing something different next time and succeeding. It is this special ability, this unique focus, which allows them to persist until eventually they gain the distinctions that put them over the top. The reason success eludes most people is that they have insufficient references of succeeding in the past. But an optimist operates with beliefs such as, “The past doesn’t equal the future.” All great leaders, all people who have achieved success in any area of life, know the power of continuously pursuing their vision, even if all the details of how to achieve it aren’t yet available. If you develop the absolute sense of certainty that powerful beliefs provide, then you can get yourself to accomplish virtually anything, including those things that other people are certain are impossible.

New Rule: If you're going to have a rally where hundreds of thousands of people show up, you may as well go ahead and make it about something. With all due respect to my friends Jon Stewart and Stephen Colbert, it seems that if you truly wanted to come down on the side of restoring sanity and reason, you'd side with the sane and the reasonable--and not try to pretend the insanity is equally distributed in both parties. Keith Olbermann is right when he says he's not the equivalent of Glenn Beck. One reports facts; the other one is very close to playing with his poop. And the big mistake of modern media has been this notion of balance for balance's sake, that the left is just as violent and cruel as the right, that unions are just as powerful as corporations, that reverse racism is just as damaging as racism. There's a difference between a mad man and a madman. Now, getting more than two hundred thousand people to come to a liberal rally is a great achievement that gave me hope, and what I really loved about it was that it was twice the size of the Glenn Beck crowd on the Mall in August--although it weight the same. But the message of the rally as I heard it was that if the media would just top giving voice to the crazies on both sides, then maybe we could restore sanity. It was all nonpartisan, and urged cooperation with the moderates on the other side. Forgetting that Obama tried that, and found our there are no moderates on the other side. When Jon announced his rally, he said that the national conversation is "dominated" by people on the right who believe Obama's a socialist, and by people on the left who believe 9/11 was an inside job. But I can't name any Democratic leaders who think 9/11 was an inside job. But Republican leaders who think Obama's socialist? All of them. McCain, Boehner, Cantor, Palin...all of them. It's now official Republican dogma, like "Tax cuts pay for themselves" and "Gay men just haven't met the right woman." As another example of both sides using overheated rhetoric, Jon cited the right equating Obama with Hitler, and the left calling Bush a war criminal. Except thinking Obama is like Hitler is utterly unfounded--but thinking Bush is a war criminal? That's the opinion of Major General Anthony Taguba, who headed the Army's investigation into Abu Ghraib. Republicans keep staking out a position that is farther and farther right, and then demand Democrats meet them in the middle. Which now is not the middle anymore. That's the reason health-care reform is so watered down--it's Bob Dole's old plan from 1994. Same thing with cap and trade--it was the first President Bush's plan to deal with carbon emissions. Now the Republican plan for climate change is to claim it's a hoax. But it's not--I know because I've lived in L.A. since '83, and there's been a change in the city: I can see it now. All of us who live out here have had that experience: "Oh, look, there's a mountain there." Governments, led my liberal Democrats, passed laws that changed the air I breathe. For the better. I'm for them, and not the party that is plotting to abolish the EPA. I don't need to pretend both sides have a point here, and I don't care what left or right commentators say about it, I can only what climate scientists say about it. Two opposing sides don't necessarily have two compelling arguments. Martin Luther King Jr. spoke on that mall in the capital, and he didn't say, "Remember, folks, those southern sheriffs with the fire hoses and the German shepherds, they have a point, too." No, he said, "I have a dream. They have a nightmare. This isn't Team Edward and Team Jacob." Liberals, like the ones on that field, must stand up and be counted, and not pretend we're as mean or greedy or shortsighted or just plain batshit at them. And if that's too polarizing for you, and you still want to reach across the aisle and hold hands and sing with someone on the right, try church.

Surely the leader of a forlorn hope may ask himself that, and answer, without treachery to the expedition behind him, “One perhaps.” One in a generation. Is he to be blamed then if he is not that one? provided he has toiled honestly, given to the best of his power, and till he has no more left to give? And his fame lasts how long? It is permissible even for a dying hero to think before he dies how men will speak of him hereafter. His fame lasts perhaps two thousand years. And what are two thousand years? (asked Mr Ramsay ironically, staring at the hedge). What, indeed, if you look from a mountain top down the long wastes of the ages? The very stone one kicks with one’s boot will outlast Shakespeare. His own little light would shine, not very brightly, for a year or two, and would then be merged in some bigger light, and that in a bigger still. (He looked into the hedge, into the intricacy of the twigs.) Who then could blame the leader of that forlorn party which after all has climbed high enough to see the waste of the years and the perishing of the stars, if before death stiffens his limbs beyond the power of movement he does a little consciously raise his numbed fingers to his brow, and square his shoulders, so that when the search party comes they will find him dead at his post, the fine figure of a soldier?

The social pyramid established during the Pyramid Age in the Fertile Crescent continued to be the model for every civilized society, long after the building of these geometric tombs ceased to be fashionable. At the top stood a minority, swollen by pride and power, headed by the king and his supporting ministers, nobles, military leaders, and priests. This minority's main social obligation was control of the megamachine, in either its wealth-producing or its illth-producing form. Apart from this, their only burden was the 'duty to consume.' In this respect the oldest rulers were the prototypes of the style-setters and taste-makers of our own over-mechanized mass society.

All gone for naught! Overnight it became merely a memory! — The Greeks! The Romans! Instinctive nobility, taste, methodical inquiry, genius for organization and administration, faith in and the will to secure the future of man, a great yes to everything entering into the Imperium Romanum and palpable to all the senses, a grand style that was beyond mere art, but had become reality, truth, life .... — All overwhelmed in a night, but not by a convulsion of nature! Not trampled to death by Teutons and others of heavy hoof! But brought to shame by crafty, sneaking, invisible, anemic vampires! Not conquered, — only sucked dry! ... Hidden vengefulness, petty envy, became master! Everything wretched, intrinsically ailing, and invaded by bad feelings, the whole ghetto-world of the soul, was at once on top! — One needs but read any of the Christian agitators, for example, St. Augustine, in order to realize, in order to smell, what filthy fellows came to the top. It would be an error, however, to assume that there was any lack of understanding in the leaders of the Christian movement:— ah, but they were clever, clever to the point of holiness, these fathers of the church! What they lacked was something quite different. Nature neglected — perhaps forgot — to give them even the most modest endowment of respectable, of upright, of cleanly instincts .... Between ourselves, they are not even men ....

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

As you know, a small vessel was brought in from an outer-zone construction site. They seem to be of a new civilization, with a mix of old and new technologies. This occurence is only the start of more to come. Kame, what would you do about the new trespassers?" Jackie smiles at Kyo's wisdom, putting his potential replacement to the test. Kame takes a second to think it over. She answers confidently, like a leader. "I would try to negotiate a way to absorb them into our culture and offer them a way to be happy without leaving. Keeping the Nation secret is the top priority of the people. This would suit both sides." Kyo smiles. Negotiations rarely work that way. "And if they refuse?" Kame replies quickly. "The nail that sticks out gets hammered down.

When American colonists demanded their “rights as Englishmen” in the years leading up to 1776, they were harkening back to the spirit of 1688 and the Bill of Rights it produced. Of course, dissent would turn into a fight for American independence—with a boost from Britain’s rival, France. But the costs of supporting the American Revolutionary War bankrupted the French monarchy and precipitated a crisis. In the final years of the eighteenth century, French leaders took inspiration from their American predecessors and overthrew their king. But they went far beyond reform and tried to create revolution from the top down, imposing modernization on a society unready for such dramatic change. It would prove to be a grisly failure, one that has echoed through the ages.

He passed the open library door, then stopped, returned. He pushed the door wider to see Kestrel more fully. A fire burned in the grate. The room was warm, and Kestrel was browsing the shelves as if this were her home, which Arin wanted it to be. Her back to him, she slid a book from its row, a finger on top of its spine. She seemed to sense his presence. She slid the book back and turned. The graze on her cheek had scabbed over. Her blackened eye had sealed shut. The other eye studied him, almond-shaped, amber, perfect. The sight of her rattled Arin even more than he had expected. “Don’t tell people why you killed Cheat,” she said. “It won’t win you any favors.” “I don’t care what they think of me. They need to know what happened.” “It’s not your story to tell.” A charred log shifted on the fire. Its crackle and sift was loud. “You’re right,” Arin said slowly, “but I can’t lie about this.” “Then say nothing.” “I’ll be questioned. I’ll be held accountable by our new leader, though I’m not sure who will take Cheat’s place--” “You. Obviously.” He shook his head. Kestrel lifted one shoulder in a shrug. She turned back to the books. “Kestrel, I didn’t come in here to talk politics.” Her hand trembled slightly, then swept along the titles to hide it. Arin didn’t know how much last night had changed things between them, or in what way. “I’m sorry,” he said. “Cheat should never have been a threat to you. You shouldn’t even be in this house. You’re in this position because I put you there. Here. Forgive me, please.” Her fingers paused: thin, strong, and still. Arin dared to reach for her hand, and Kestrel did not pull away.

Man tends to regard the order he lives in as natural. The houses he passes on his way to work seem more like rocks rising out of the earth than like products of human hands. He considers the work he does in his office or factory as essential to the har­monious functioning of the world. The clothes he wears are exactly what they should be, and he laughs at the idea that he might equally well be wearing a Roman toga or medieval armor. He respects and envies a minister of state or a bank director, and regards the possession of a considerable amount of money the main guarantee of peace and security. He cannot believe that one day a rider may appear on a street he knows well, where cats sleep and chil­dren play, and start catching passers-by with his lasso. He is accustomed to satisfying those of his physio­logical needs which are considered private as dis­creetly as possible, without realizing that such a pattern of behavior is not common to all human so­cieties. In a word, he behaves a little like Charlie Chaplin in The Gold Rush, bustling about in a shack poised precariously on the edge of a cliff. His first stroll along a street littered with glass from bomb-shattered windows shakes his faith in the "naturalness" of his world. The wind scatters papers from hastily evacuated offices, papers labeled "Con­fidential" or "Top Secret" that evoke visions of safes, keys, conferences, couriers, and secretaries. Now the wind blows them through the street for anyone to read; yet no one does, for each man is more urgently concerned with finding a loaf of bread. Strangely enough, the world goes on even though the offices and secret files have lost all meaning. Farther down the street, he stops before a house split in half by a bomb, the privacy of people's homes-the family smells, the warmth of the beehive life, the furniture preserving the memory of loves and hatreds-cut open to public view. The house itself, no longer a rock, but a scaffolding of plaster, concrete, and brick; and on the third floor, a solitary white bath­ tub, rain-rinsed of all recollection of those who once bathed in it. Its formerly influential and respected owners, now destitute, walk the fields in search of stray potatoes. Thus overnight money loses its value and becomes a meaningless mass of printed paper. His walk takes him past a little boy poking a stick into a heap of smoking ruins and whistling a song about the great leader who will preserve the nation against all enemies. The song remains, but the leader of yesterday is already part of an extinct past.

The supposedly eyewitness authority of the Pseudo-Turpin finds a parallel in another genre in which vernacular prose was pioneered: that of the historical memoir. There were twelfth-century verse histories narrated by authors who had personally participated in the events they describe, such as the Third Crusade. But the Fourth Crusade of 1202-4 saw a switch to prose. This shameful fiasco, in which the crusaders were induced to turn aside from the Holy Land and attack instead the Christian city of Constantinople, inspired two contrasting accounts. Robert de Clari--ignorant of higher-level strategy, but all agog at the splendours of Constantinople--gives a worm's eye view. Geoffroi de Villehardouin, by contrast, has a top diplomat's suave authority and a leader's eye for the aesthetics of war--the splendid sight of a fleet, or the noble heroism of a ruler. For both authors the medium of prose seems to convey the purported authenticity and transparency of lived experience.

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

I can hardly believe that our nation’s policy is to seek peace by going to war. It seems that President Donald J. Trump has done everything in his power to divert our attention away from the fact that the FBI is investigating his association with Russia during his campaign for office. For several weeks now he has been sabre rattling and taking an extremely controversial stance, first with Syria and Afghanistan and now with North Korea. The rhetoric has been the same, accusing others for our failed policy and threatening to take autonomous military action to attain peace in our time. This gunboat diplomacy is wrong. There is no doubt that Secretaries Kelly, Mattis, and other retired military personnel in the Trump Administration are personally tough. However, most people who have served in the military are not eager to send our young men and women to fight, if it is not necessary. Despite what may have been said to the contrary, our military leaders, active or retired, are most often the ones most respectful of international law. Although the military is the tip of the spear for our country, and the forces of civilization, it should not be the first tool to be used. Bloodshed should only be considered as a last resort and definitely never used as the first option. As the leader of the free world, we should stand our ground but be prepared to seek peace through restraint. This is not the time to exercise false pride! Unfortunately the Trump administration informed four top State Department management officials that their services were no longer needed as part of an effort to "clean house." Patrick Kennedy, served for nine years as the “Undersecretary for Management,” “Assistant Secretaries for Administration and Consular Affairs” Joyce Anne Barr and Michele Bond, as well as “Ambassador” Gentry Smith, director of the Office for Foreign Missions. Most of the United States Ambassadors to foreign countries have also been dismissed, including the ones to South Korea and Japan. This leaves the United States without the means of exercising diplomacy rapidly, when needed. These positions are political appointments, and require the President’s nomination and the Senate’s confirmation. This has not happened! Moreover, diplomatically our country is severely handicapped at a time when tensions are as hot as any time since the Cold War. Without following expert advice or consent and the necessary input from the Unites States Congress, the decisions are all being made by a man who claims to know more than the generals do, yet he has only the military experience of a cadet at “New York Military Academy.” A private school he attended as a high school student, from 1959 to 1964. At that time, he received educational and medical deferments from the Vietnam War draft. Trump said that the school provided him with “more training than a lot of the guys that go into the military.” His counterpart the unhinged Kim Jong-un has played with what he considers his country’s military toys, since April 11th of 2012. To think that these are the two world leaders, protecting the planet from a nuclear holocaust….

In March 1994, Putin attended a European Union event in Hamburg that included a speech by Estonian president Lennart Meri. Estonia, like the two other Baltic republics, was annexed by the Soviet Union at the start of World War II, then lost to the Germans, to be retaken by the Soviets in 1944. The three Baltic states were the last to be included in the Soviet empire and the first to emerge from it—in no small part because they had a population that still remembered a time before the Soviets. Meri, Estonia’s first democratically elected leader in half a century, had been active in the anti-Soviet liberation movement. Now, speaking in Hamburg, he referred to the Soviet Union as “occupiers.” At this point Putin, who had been sitting in the audience among Russian diplomats, rose and left the room. “It looked very impressive,” recalled a St. Petersburg colleague who would go on to run the Russian federal election commission under President Putin. “The meeting was held in Knights’ Hall, which has ten-meter-tall ceilings and a marble floor, and as he walked, in total silence, each step of his echoed under the ceiling. To top it all off, the huge cast-iron door slammed shut behind him with deafening thunder.

They navigated the green sea by the stars and by the shore, and when the shore was only a memory and the night sky was overcast and dark they navigated by faith, and they called on the all-father to bring them safely to land once more. A bad journey they had of it, their fingers numb and with a shiver in their bones that not even wine could burn off. They would wake in the morning to see that the rime had frosted their beards, and, until the sun warmed them, they looked like old men, white-bearded before their time. Teeth were loosening and eyes were deep-sunken in their sockets when they made landfall on the green land to the West. The men said, “We are far, far from our homes and our hearths, far from the seas we know and the lands we love. Here on the edge of the world we will be forgotten by our gods.” Their leader clambered to the top of a great rock, and he mocked them for their lack of faith. “The all-father made the world,” he shouted. “He built it with his hands from the shattered bones and the flesh of Ymir, his grandfather. He placed Ymir’s brains in the sky as clouds, and his salt blood became the seas we crossed. If he made the world, do you not realize that he created this land as well? And if we die here as men, shall we not be received into his hall?

While I am free to speak my mind, Kelly, now 14, is not so fortunate. Kelly has yet to receive rehabilitation for her shattered personality and programmed young mind. The high tech sophistication of the Project Monarch trauma based mind-control procedures she endured, literally since birth, reportedly requires highly specialized, qualified care to aid her in eventually gaining control of her mind and life. Due to the political affluence of our abusers, all efforts to obtain her inalienable right to rehabilitation and seek justice have been blocked under the guise of so-called "National Security." As a result, Kelly remains warehoused in a mental institution in the custody of the state of Tennessee--a victim of the system—a system controlled and manipulated by our abusive government "leaders" a system where State Forms make no allowances to report military TOP SECRET abuses--a system that exists on federal funding directed by our perverse, corrupt abusers in Washington, D.C. She remains a political prisoner in a mental institution to this moment, waiting and hurting! Violations of laws and rights, Psychological Warfare intimidation tactics, threats to our lives, and various other forms of CIA Damage Containment practices thus far have remained unhindered and unchecked due to the National Security Act of 1947 AND the 1986 Reagan Amendment to same which allows those in control of our government to censor and/or cover up anything they choose.