Trained Leader Quotes

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

You have to work on the business first before it works for you.

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.

The thing about grown ups is that they're always wanting you to be this Great Hero and Leader. What's wrong with being NORMAL, for Thor's sake? What's wrong with just being SO-SO at stuff? They're just totally unrealistic...

How often does a man ruin his disciples by remaining always with them! When men are once trained, it is essential that their leader leave them, for without his absence they cannot develop themselves. Plants always remain small under a big tree.

As night fell, Yamamoto, aboard the huge battleship Yamato, steamed eastward at full speed into the night. Far ahead the destroyers went to flank speed to search for the US carriers. Lookouts, with the best night-vision binoculars in the world, swept the night horizon where the very dark sky meets the black ocean. The faintest shape, the tiniest pinprick of light, would show there was something out there, like the superstructure of a ship over the horizon. There was nothing.

Nagumo was suddenly on his own. At this crucial time, the cost of his failure to learn the complicated factors that played into carrier operations suddenly exploded. Now, when every minute counted, it was too late to learn the complexities involved in loading different munitions on different types of planes on the hangar deck, too late to learn how the planes were organized and spotted on the flight decks, too late to learn the flight capabilities of his different types of planes, and far too late to know how to integrate all those factors into a fast-moving and efficient operation with the planes and ordnance available at that moment. Commander Genda, his brilliant operations officer, couldn’t make the decisions for him now. It was all up to Nagumo. At 0730 on June 4, 1942, years of shipbuilding, training, and strategic planning had all come to this moment. Teams of highly trained pilots, flight deck personnel, mechanics, and hundreds of other sailors were ready and awaiting his command. The entire course of the battle, of the Combined Fleet, and even perhaps of Japan were going to bear the results of his decisions, then and there.

A Chief must show no fear, no worry... A Chief is a leader first, and a man second...

True leaders bring out your personal best. They ignite your human potential”.

Before the first streaks of light at dawn on December 7, 275 miles north of Oahu, the six (Japanese) carriers of the Striking Force turned into the southeast wind. Pounding into heavy swells at high speed, the carriers pitched severely with thunderous impact. The wind, surging seas, and roar of warming aircraft engines made communications possible only by hand signals and handheld signal lamps. Salt spray reached the high flight decks, and Commander Fuchida, the group leader, was very concerned about the conditions for launching planes. If this had been a training exercise the launch might have been delayed until conditions improved. However, this was not an exercise, and there would be no delay.

A business is like a living being. It needs to be cared for, loved, stewarded, nurtured, and led.

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

You cannot avoid the interplay of politics within an orthodox religion. The power struggle permeates the training, education and disciplining of the orthodox community. Because of this pressure, the leaders of such a community inevitably much face that ultimate internal question: to succumb to complete opportunism as the price of maintaining their rule, or risk sacrificing themselves for the sake of the orthodox ethic.

Self-management, therefore, is all about becoming your own leader by training your mental, physical, social and intellectual faculties in different ways.

Leadership without adversity is like being in combat without training. The greatest leaders who changed the world came from the most adverse and challenging backgrounds. If they can overcome adversity in their own lives to rise and become a leader, they can use their experience and the wisdom gained from it to overcome challenges that will face a nation. - Strong by Kailin Gow on Leadership

Someday daughters will be trained just as sons by their parents to assume leadership positions. There are the exceptions today where a daughter assumes leadership over a state or corporation, but those are still exceptions today. A shame since women have overtaken men in being the dominant consumers and decision makers in the family. - Strong by Kailin Gow on Raising a Strong Woman Leader

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

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

The teen years are not a vacation from responsibility,” we had told the columnist. “They are the training ground of future leaders who dare to be responsible

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

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

If you’re not certain of the value of mentorship, think of how many elite athletes or professional sports teams train without a coach. Zero. How many of your favorite films are made without a producer or director? Zero. How many of the best schools in the world function without teachers? Zero. It’s safe to say that every great leader, in any field, first had a great mentor. Finding a mentor who inspires and guides your growth is a life-changing experience. Mentors help us to transcend the limits, or perceived limits, of our abilities. A mentor can be anyone who teaches us and helps us to grow in ways we couldn’t have on our own.

I see this as the central issue of our time: how to find a substitute for war in human ingenuity, imagination, courage, sacrifice, patience... War is not inevitable, however persistent it is, however long a history it has in human affairs. It does not come out of some instinctive human need. It is manufactured by political leaders, who then must make a tremendous effort--by enticement, by propaganda, by coercion--to mobilize a normally reluctant population to go to war.

Make a difference, change the game for the better, leave a legacy, be a guide that someone else can follow and make better, and then someone else will follow that and make that better.

It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.

NO MUSE IS GOOD MUSE To be an Artist you need talent, as well as a wife who washes the socks and the children, and returns phone calls and library books and types. In other words, the reason there are so many more Men Geniuses than Women Geniuses is not Genius. It is because Hemingway never joined the P.T.A. And Arthur Rubinstein ignored Halloween. Do you think Portnoy's creator sits through children's theater matinees--on Saturdays? Or that Norman Mailer faced 'driver's ed' failure, chicken pox or chipped teeth? Fitzgerald's night was so tender because the fender his teen-ager dented happened when Papa was at a story conference. Since Picasso does the painting, Mrs. Picasso did the toilet training. And if Saul Bellow, National Book Award winner, invited thirty-three for Thanksgiving Day dinner, I'll bet he had help. I'm sure Henry Moore was never a Cub Scout leader, and Leonard Bernstein never instructed a tricycler On becoming a bicycler just before he conducted. Tell me again my anatomy is not necessarily my destiny, tell me my hang-up is a personal and not a universal quandary, and I'll tell you no muse is a good muse unless she also helps with the laundry.

The essence of one life is empowering another life, and so your passion has to be linked to the liberation of other people’s happiness.

Victor Klemperer, a literary scholar of Jewish origin, turned his philological training against Nazi propaganda. He noticed how Hitler’s language rejected legitimate opposition: The people always meant some people and not others (the president uses the word in this way), encounters were always struggles (the president says winning), and any attempt by free people to understand the world in a different way was defamation of the leader (or, as the president puts it, libel). Politicians

I'm thinking about Enzo, the way he used to be. The hard look in his eyes as he trained me, and then the vulnerability I saw in him whenever we were alone. I don't need to push Sergio to know that Raffaele had asked Enzo to kill him, just as he did to me. Enzo had spared us both. He had been such a strong leader, such a natural crown prince. He would have been an admirable king.

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

Anyaele Sam Chiyson Leadership Law of Effectual Change: Good leaders value change, they accomplish a desired change that gets the organization and society better.

When the performance of a unit goes down after an officer leaves, it is taken as a sign that he was a good leader, not that he was ineffective in training his people properly.

To me, this is one of the strongest marks of great leadership. Nobody is always right. Great leaders use that to learn and improve, instead of fighting it.

Lack of confidence will always allow doubt, but strong self-confidence will build courage.

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.

Women feel a need for a certain level of prior training and experience that men do not necessarily demand in order to jump into a new role. There's a need for women to trust themselves more...

This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.

The lack of transparency regarding training data sources and the methods used can be problematic. For example, algorithmic filtering of training data can skew representations in subtle ways. Attempts to remove overt toxicity by keyword filtering can disproportionately exclude positive portrayals of marginalized groups. Responsible data curation requires first acknowledging and then addressing these complex tradeoffs through input from impacted communities.

In the 1860s the leaders of the cotton belt made one of the most prodigious miscalculations in recorded history. On the eve of the era of applied technologies, in which more and more work is done with fewer people and less effort, they made war to preserve the day of chattel slavery - the era of gang labor, with its reliance on the same use of human muscles that built the pyramids. The lost cause was lost before it started to fight. Inability to see what is going on in the world can be costly.

It [the Mexican War] was a training ground for generals, so that when the sad self-murders settled on us, the leaders knew the techniques for making it properly horrible.

A business plan is like a war plan, when you competitors know about it, it's no longer of any use

Leaders prioritize what they want.

Walking to the train station I Wikipedia Abu Bakr al-Baghdadi, the man Hizb-ut-Tahrir refuse to accept as Islamic State's leader. I discover he is only one year older than me. I'm hit with that melancholy you get when you realise someone around your age has achieved so much more than you and you mightn't ever catch up.

The demand for certainty is one which is natural to man, but is nevertheless an intellectual vice. ... So long as men are not trained to withhold judgment in the absence of evidence, they will be led astray by cocksure prophets, and it is likely that their leaders will be either ignorant fanatics or dishonest charlatans. To endure uncertainty is difficult, but so are most of the other virtues.

Victor Klemperer, a literary scholar of Jewish origin, turned his philological training against Nazi propaganda. He noticed how Hitler’s language rejected legitimate opposition: The people always meant some people and not others (the president uses the word in this way), encounters were always struggles (the president says winning), and any attempt by free people to understand the world in a different way was defamation of the leader (or, as the president puts it, libel).

Leaders don’t hide good news from their followers. As long as they discover knowledge, they share knowledge. They leave part of them with people they meet; hence they are hardly missed when they are gone.

Ingenious philosophers tell you, perhaps, that the great work of the steam-engine is to create leisure for mankind. Do not believe them: it only creates a vacuum for eager thought to rush in. Even idleness is eager now—eager for amusement; prone to excursion-trains, art museums, periodical literature, and exciting novels; prone even to scientific theorizing and cursory peeps through microscopes. Old Leisure was quite a different personage. He only read one newspaper, innocent of leaders, and was free from that periodicity of sensations which we call post-time. He was a contemplative, rather stout gentleman, of excellent digestion; of quiet perceptions, undiseased by hypothesis; happy in his inability to know the causes of things, preferring the things themselves. He lived chiefly in the country, among pleasant seats and homesteads, and was fond of sauntering by the fruit-tree wall and scenting the apricots when they were warmed by the morning sunshine, or of sheltering himself under the orchard boughs at noon, when the summer pears were falling. He knew nothing of weekday services, and thought none the worse of the Sunday sermon if it allowed him to sleep from the text to the blessing; liking the afternoon service best, because the prayers were the shortest, and not ashamed to say so; for he had an easy, jolly conscience, broad-backed like himself, and able to carry a great deal of beer or port-wine, not being made squeamish by doubts and qualms and lofty aspirations.

Anyone who is in Christ is strategically positioned to win the most coveted award in this business called life. He doesn't want you playing itty-bitty roles. He wants bright lights in your dressing room, and the spotlight trained on you as you take the center stage.

Don't let Deepak Chopra manage your change program.

Competition may help us create better products and services but in the end competition really seeks to destroy the opponent. To put him out of the power to compete against you.

Leaders are farmers; they cultivate human beings by adding values to them till they are fully grown as successful people for harvesting.

When leaders tolerate mediocrity, it’s a cancer that spreads like wildfire.

What happens when a leader misses his steps on the ladder is what happens when a train misses the rail. Be on track.

No matter what I want to do, no matter how well I lead or how hard I train, I won’t be able to force life into frozen fields, or cure plagues, or feed strength into soldiers like I would if I could use the conduit. The Winterians would probably rather have a cruel queen than a king with good intentions, because with a queen they at least have a chance that the magic can be used for them. It doesn’t matter what I would do with magic, because leaders are valued for the wrong things.

You are a manager nonetheless who you are. There is a business worth keeping and you are the manager of that business. Yes, the business of your life. There is a big asset worth managing. Yes, your choices. As a manager of your own life, your choices are your assets. They form the pivot for the doom or boom of the business of your life. Some will be great managers and others will collapse the business of their lives by their choices or stay in mediocrity with the business of their lives.

No one had Ramsey's patience, Brodick thought to himself. Gideon obviously didn't know his laird well, for if he did, he would have known that under that thin layer of civility and diplomacy beat the heart of a savage warrior whose temper put Brodick's to shame. Unlike Brodick, Ramsey was slow to ignite, but once he had reached his limit or had been prodded too far, his reaction was explosive and most impressive. He could be far more brutal than Brodick, and perhaps that was one of the reasons they had become such good friends. They trusted each other. Aye, Brodick trusted and admired Ramsey as much as he trusted and admired the man who had trained them to be leaders, Iain Maitland.

Belgian colonial law barred Congolese from reaching senior positions in the army, civil service, judiciary or other organs of state, and by the time the colonialists left, the country had barely a handful of graduates. Control of the Congo fell into the hands not of a cadre of trained, experienced, educated leaders, but of young turks who suddenly found themselves vying for positions of enormous influence.

After moving to Georgia and serving at this church as the interim worship leader, I was suddenly struck with the reality that if I fight the effects of assimilation in my life, if I speak from my Potawatomi self instead of the whiteness I’ve been trained and taught to live through, the church will increasingly see me as a threat. They will get uncomfortable, and they will question my faith, because it doesn’t look like the faith shaped by the forefathers of the church. In essence, the church wants what is white in me, but not what is Native in me.

We have a crisis of leadership in America because our overwhelming power and wealth, earned under earlier generations of leaders, made us complacent, and for too long we have been training leaders who only know how to keep the routine going. Who can answer questions, but don’t know how to ask them. Who can fulfill goals, but don’t know how to set them. Who think about how to get things done, but not whether they’re worth doing in the first place. What we have now are the greatest technocrats the world has ever seen, people who have been trained to be incredibly good at one specific thing, but who have no interest in anything beyond their area of exper­tise. What we don’t have are leaders. What we don’t have, in other words, are thinkers. People who can think for themselves. People who can formulate a new direction: for the country, for a corporation or a college, for the Army—a new way of doing things, a new way of looking at things. People, in other words, with vision.

Finally, Rønneberg, the leader of Gunnerside and the last surviving saboteur, who was ninety-six years old in 2016, often spoke eloquently about why he braved the North Sea to be trained in Britain and why he then returned, twice, by parachute, to Norway. “You have to fight for your freedom,” he said. “And for peace. You have to fight for it every day, to keep it. It’s like a glass boat; it’s easy to break. It’s easy to lose.

When those who have been placed in my life to lead me and train me betray me and turn against me, as Saul turned against David, I will follow the example of David and refuse to let hope die in my heart. Holy Spirit, empower me to be a spiritual father or mother to those who need me to disciple, love, support, and encourage them. Father, raise up spiritual leaders in our land who can lead others with justice, mercy, integrity, and love. Allow me to be one of these leaders. When I am cut off from my father [physical or spiritual] through his insecurity, jealousy, or pride, cause me to recognize that as You did with David, You want to complete Your work in my life. Holy Spirit, release me from tormenting thoughts or self-blame and striving for acceptance. Cause me to seek only Your acceptance and restoration. I refuse to allow the enemy to cause me to seek revenge against those who have wronged me. I will not raise my hand against the Lord’s anointed or seek to avenge myself. I will leave justice to You. Father, cause my heart to be pure as David’s was pure. Through Your power, O Lord, I will refuse to attack my enemies with my tongue, for I will never forget that both death and life are in the power of the tongue (Prov. 18:21). I will never seek to sow discord or separation between myself and my Christian brothers and sisters, for it is an abomination to my Lord. I will remain loyal to my spiritual leaders even when they have rejected me or wronged me. I choose to be a man [or woman] after the heart of God, not one who seeks to avenge myself. Holy Spirit, like David I will lead my Christian brother and sister to honor our spiritual leaders even in the face of betrayal. I refuse to sow discord among brethren. I will show kindness to others who are in relationship with the ones who have wronged me. Like David I will find ways to honor them and will not allow offense to cause me to disrespect them. Father, only You are worthy to judge the intents and actions of myself or of those around me. I praise You for Your wisdom, and I submit to Your leading. Lord, I choose to remain loyal to those in a position of authority over me. I choose to focus on the calling You have placed on my life and to refuse to be diverted by the actions of others, even when they have treated me wrongly. Father, may You be able to examine my life and know and see that there is neither evil nor rebellion in my heart toward others (1 Sam.24:11).

There was music from my neighbor's house through the summer nights. In his blue gardens men and girls came and went like moths among the whisperings and the champagne and the stars. At high tide in the afternoon I watched his guests diving from the tower of his raft, or taking the sun on the hot sand of his beach while his two motor-boats slit the waters of the Sound, drawing aquaplanes over cataracts of foam. On week-ends his Rolls-Royce became an omnibus, bearing parties to and from the city between nine in the morning and long past midnight, while his station wagon scampered like a brisk yellow bug to meet all trains. And on Mondays eight servants, including an extra gardener, toiled all day with mops and scrubbing-brushes and hammers and garden-shears, repairing the ravages of the night before. Every Friday five crates of oranges and lemons arrived from a fruiterer in New York--every Monday these same oranges and lemons left his back door in a pyramid of pulpless halves. There was a machine in the kitchen which could extract the juice of two hundred oranges in half an hour if a little button was pressed two hundred times by a butler's thumb. At least once a fortnight a corps of caterers came down with several hundred feet of canvas and enough colored lights to make a Christmas tree of Gatsby's enormous garden. On buffet tables, garnished with glistening hors-d'oeuvre, spiced baked hams crowded against salads of harlequin designs and pastry pigs and turkeys bewitched to a dark gold. In the main hall a bar with a real brass rail was set up, and stocked with gins and liquors and with cordials so long forgotten that most of his female guests were too young to know one from another. By seven o'clock the orchestra has arrived, no thin five-piece affair, but a whole pitful of oboes and trombones and saxophones and viols and cornets and piccolos, and low and high drums. The last swimmers have come in from the beach now and are dressing up-stairs; the cars from New York are parked five deep in the drive, and already the halls and salons and verandas are gaudy with primary colors, and hair shorn in strange new ways, and shawls beyond the dreams of Castile. The bar is in full swing, and floating rounds of cocktails permeate the garden outside, until the air is alive with chatter and laughter, and casual innuendo and introductions forgotten on the spot, and enthusiastic meetings between women who never knew each other's names. The lights grow brighter as the earth lurches away from the sun, and now the orchestra is playing yellow cocktail music, and the opera of voices pitches a key higher. Laughter is easier minute by minute, spilled with prodigality, tipped out at a cheerful word. The groups change more swiftly, swell with new arrivals, dissolve and form in the same breath; already there are wanderers, confident girls who weave here and there among the stouter and more stable, become for a sharp, joyous moment the centre of a group, and then, excited with triumph, glide on through the sea-change of faces and voices and color under the constantly changing light. Suddenly one of the gypsies, in trembling opal, seizes a cocktail out of the air, dumps it down for courage and, moving her hands like Frisco, dances out alone on the canvas platform. A momentary hush; the orchestra leader varies his rhythm obligingly for her, and there is a burst of chatter as the erroneous news goes around that she is Gilda Gray's understudy from the FOLLIES. The party has begun.

Eventually, I came to the conclusion that the key to improving dog-human relationships is through social cognition, not behaviorism. Positive reinforcement is a shortcut to train dogs, but it is not necessarily the best way to form a relationship with them. To truly live with dogs, humans need to become “great leaders.” Not dictators who rule by doling out treats and by threatening punishment, but leaders who respect and value their dogs as sentient beings.

It is not the dead rather the ones who lives through war have seen the dreadful end of the war, you might have been victorious, unwounded but deep within you, you carry the mark of the war, you carry the memories of war, the time you have spend with your comrades, the times when you had to dug in to foxholes to avoid shelling, the times when you hate to see your comrade down on the ground, feeling of despair, atrocities of the war, missing families, home. They live through hell and often the most wounded, they live with the guilt, despair, of being in the war, they may be happy but deep down they are a different person. Not everyone is a hero. You live with the moments, time when you were unsuccessful, when your actions would have helped your comrades, when your actions get your comrades killed, you live with regret, joyous in the victory can never help you forget the time you have spent. You are victorious for the people you have lost, the decisions you have made, the courage you have shown but being victorious in the war has a price to pay, irrevocable. You can't take a memory back from a person, even if you lose your memory your imagination haunts you as deep down your sub conscious mind you know who you are, who you were. Close you eyes and you can very well see your past, you cant change your past, time you have spent, you live through all and hence you are a hero not for the glorious war for the times you have faced. Decoration with medals is not going to give your life back. the more you know, more experiences doesn't make it easy rather make its worse. Arms and ammunition kills you once and free you from the misery but the experiences of war kills you everyday, makes you cherish the times everyday through the life. You may forgot that you cant walk anymore, you may forget you cant use your right hand, you may forgot the scars on your face but you can never forgot war. Life without war is never easy and only the ones how survived through it can understand. Soldiers are taught to fight but the actual combat starts after war which you are not even trained for. You rely on your weapon, leaders, comrades, god, luck in the war but here you rely on your self to beat the horrors,they have seen hell, heaven, they have felt the mixed emotions of hope, despair, courage, victory, defeat, scared.

We do need these two words, “public” and “relations”—and, of course, those words are still extremely important. However, those 3 billion people who are social media users are all dealing with “relations,” and everything has become “public”! With social media, everything has been “public” for quite a while now; there is nothing “nonpublic” anymore.

Employment is a social thing and not just a transactional thing. Good salaries and wages are good. Perks and benefits are good. But also, having managers and leaders in place who are kind and genuine and caring towards employees - having that type of atmosphere at the company - that contributes a lot to employee happiness and employee productivity.

The demand for certainty is one which is natural to man, but is nevertheless an intellectual vice. So long as men are not trained to withhold judgment in the absence of evidence, they will be led astray by cocksure prophets, and it is likely that their leaders will be either ignorant fanatics or dishonest charlatans. To endure uncertainty is difficult, but so are most of the other virtues." “Most of the greatest evils that man has inflicted upon man have come through people feeling quite certain about something which, in fact, is false.

In political matters I have always been a down-the-middle-line person. When it comes to leaders, I care less about their party affiliation and more about their character and competence. I don’t care how they would vote on school prayer or abortion or gay marriage or gun laws. I want to know that they know what the hell they’re doing, and that they are made of that kind of unswerving steel that will not be rattled in moments that count, no matter what is coming at them. I want to know that they won’t flinch in the face of debate, danger, or death.

You cannot avoid the interplay of politics within an orthodox religion. This power struggle permeates the training, educating and disciplining of the orthodox community. Because of this pressure, the leaders of such a community inevitably must face that ultimate internal question: to succumb to complete opportunism as the price of maintaining their rule, or risk sacrificing themselves for the sake of the orthodox ethic.

THUNDERCLAN LEADER FIRESTAR—ginger tom with a flame-coloured pelt DEPUTY GREYSTRIPE—long-haired grey tom MEDICINE CAT CINDERPELT—dark grey she-cat APPRENTICE, LEAFPAW WARRIORS (toms, and she-cats without kits)   MOUSEFUR—small dusky brown she-cat APPRENTICE, SPIDERPAW   DUSTPELT—dark brown tabby tom APPRENTICE, SQUIRRELPAW   SANDSTORM—pale ginger she-cat APPRENTICE, SORRELPAW   CLOUDTAIL—long-haired white tom   BRACKENFUR—golden brown tabby tom APPRENTICE, WHITEPAW   THORNCLAW—golden brown tabby tom APPRENTICE, SHREWPAW   BRIGHTHEART—white she-cat with ginger patches   BRAMBLECLAW—dark brown tabby tom with amber eyes   ASHFUR—pale grey (with darker flecks) tom, dark blue eyes   RAINWHISKER—dark grey tom with blue eyes   SOOTFUR—lighter grey tom with amber eyes APPRENTICES (more than six moons old, in training to become warriors)   SORRELPAW—tortoiseshell and white shecat with amber eyes   SQUIRRELPAW—dark ginger she-cat with green eyes   LEAFPAW—light brown tabby she-cat with amber eyes and white paws   SPIDERPAW—long-limbed black tom with brown underbelly and amber eyes   SHREWPAW—small dark brown tom with amber eyes   WHITEPAW—white she-cat with green eyes QUEENS (she-cats expecting or nursing kits)   GOLDENFLOWER—pale ginger coat, the oldest nursery queen

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.

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

In a visit to San Salvador in February 1989, Vice President Dan Quayle told army leaders that death squad killings and other human rights violations attributed to the military had to be ended. Ten days later, the US-trained Atlacatl Battalion—which was believed to have a US trainer assigned to it at all times—attacked a guerrilla field hospital, killing at least ten people, including five patients, a doctor and a nurse, and raping at least two of the female victims before shooting them.

As the leader of the international Human Genome Project, which had labored mightily over more than a decade to reveal this DNA sequence, I stood beside President Bill Clinton in the East Room of the White House... Clinton's speech began by comparing this human sequence map to the map that Meriwether Lewis had unfolded in front of President Thomas Jefferson in that very room nearly two hundred years earlier. Clinton said, "Without a doubt, this is the most important, most wondrous map ever produced by humankind." But the part of his speech that most attracted public attention jumped from the scientific perspective to the spiritual. "Today," he said, "we are learning the language in which God created life. We are gaining ever more awe for the complexity, the beauty, and the wonder of God's most divine and sacred gift." Was I, a rigorously trained scientist, taken aback at such a blatantly religious reference by the leader of the free world at a moment such as this? Was I tempted to scowl or look at the floor in embarrassment? No, not at all. In fact I had worked closely with the president's speechwriter in the frantic days just prior to this announcement, and had strongly endorsed the inclusion of this paragraph. When it came time for me to add a few words of my own, I echoed this sentiment: "It's a happy day for the world. It is humbling for me, and awe-inspiring, to realize that we have caught the first glimpse of our own instruction book, previously known only to God." What was going on here? Why would a president and a scientist, charged with announcing a milestone in biology and medicine, feel compelled to invoke a connection with God? Aren't the scientific and spiritual worldviews antithetical, or shouldn't they at least avoid appearing in the East Room together? What were the reasons for invoking God in these two speeches? Was this poetry? Hypocrisy? A cynical attempt to curry favor from believers, or to disarm those who might criticize this study of the human genome as reducing humankind to machinery? No. Not for me. Quite the contrary, for me the experience of sequencing the human genome, and uncovering this most remarkable of all texts, was both a stunning scientific achievement and an occasion of worship.

Harry leaned back, his hat over his inscrutable face. “Well?” Ben nudged him. “Thomas Paine, or a nubile beauty from Sicily?” “Clearly Thomas Paine. I’d be asleep now in my bed.” “Do you remember the name of the street they live on?” “Let’s see...Crazy Street? Cuckoo Street? Commitment Street? Cranial Injury Inflicted by Enraged Sibling Street?” “Canal Street! Thank you.” “I’m going to stop speaking.” “Harry, admit it, if you weren’t so utterly uninterested in all women save Alice, you would be sitting on this train yourself.” “Ben Shaw, I hate to point out the startlingly obvious, but I am sitting on this train myself.” “Exactly!” “Ugh.” “I’m surprised to learn that Lawrence is the world leader in the production of cotton and woven textiles. Are you?” “Stunned.

The theory goes that governmental agencies don't accidentally make accessing information or resources difficult. They do this shit on purpose. The forms are confusing, and the record keeping is ass-backward because it reflects a policy choice. A decision has been made to repel the average citizen from gaining certain knowledge or opportunities. When most people encounter the seemingly arbitrary and capricious workings of, for instance, the IRS or the DMV, they accept it because they've been trained to assume that the government is run by half-wits. They yell at the lowly staffer in front of them, then sulk away and comply with the absurd rules or give up. Yet what the vast majority of citizens see as mistakes are the result of calculated design. Some high-level political functionary stipulated that the form must be completed in triplicate. A few billionaire donors drafted the fine print that disqualifies the neediest from touching the bounty. These are very smart motherfuckers. To think otherwise plays into their hands.

Preaching to the masses, although necessary, will never suffice in the work of preparing leaders for evangelism. Nor can occasional prayer meetings and training classes for Christian workers do this job. Building men and women is not that easy. It requires constant personal attention, much like a father gives to his children. This is something that no organization or class can ever do. Children are not raised by proxy. The example of Jesus would teach us that it can be done only by persons staying close to those whom they seek to lead.

All of us struggle to realize something Patrice spent years telling me, as I took on one position or another: "It's not about you, dear." She often needed to remind me that, whatever people were feeling-happy, sad, frightened, or confused-it was unlikely it had anything to do with me. They had received a gift, or lost a friend, or gotten a medical test result, or couldn't understand why their love wasn't calling them back. It was all about their lives, their troubles, their hopes and dreams. Not mine. The nature of human existence makes it hard for us-or at least for me-to come to that understanding naturally. After all, I can only experience the world through me. That tempts all of us to believe everything we think, everything we hear, everything we see, is all about us. I think we all do this. But a leader constantly has to train him- or herself to think otherwise. This is an important insight for a leader, in two respects. First, it allows you to relax a bit, secure in the knowledge that you aren't that important. Second, knowing people aren't focused on you should drive you to try to imagine what they are focused on. I see this as the heart of emotional intelligence, the ability to imagine the feelings and perspective of another "me". Some seem to be born with a larger initial deposit of emotional intelligence, but all of us can develop it with practice.

At the first ever Girl Scout training event Hesselbein attended, she heard another new troop leader complain that she was getting nothing from the session. Hesselbein mentioned it to a dress-factory worker who was also volunteering, and the woman told her, “You have to carry a big basket to bring something home.” She repeats that phrase today, to mean that a mind kept wide open will take something from every new experience. It is a natural philosophy for someone who was sixty when she attempted to turn down an interview for the job that became her calling. She had no long-term plan, only a plan to do what was interesting or needed at the moment. “I never envisioned” is her most popular preamble. Hesselbein’s professional career, which started in her midfifties, was extraordinary. The meandering path, however, was not.

Finally, the work of the minister tended to be judged by his success in a single area - the saving of souls in measurable numbers. The local minister was judged either by his charismatic powers or by his ability to prepare his congregation for the preaching of some itinerant ministerial charmer who would really awaken its members. The 'star' system prevailed in religion before it reached the theater. As the evangelical impulse became more widespread and more dominant, the selection and training of ministers was increasingly shaped by the revivalist criterion of ministerial merit. The Puritan ideal of the minister as an intellectual and educational leader was steadily weakened in the face of the evangelical ideal of the minister as a popular crusader and exhorter. Theological education itself became more instrumental. Simple dogmatic formulations were considered sufficient. In considerable measure the churches withdrew from intellectual encounters with the secular world, gave up the idea that religion is a part of the whole life of intellectual experience, and often abandoned the field of rational studies on the assumption that they were the natural province of science alone. By 1853 an outstanding clergyman complained that there was 'an impression, somewhat general, that an intellectual clergyman is deficient in piety, and that an eminently pious minister is deficient in intellect.

Ford hired the quality management guru Edward Deming to train his people on quality principles. In the kick-off meeting, he introduced Deming, spoke briefly about the critical need for quality management and then, leaving Deming to do the rest, left the room. As he was walking out, he realized Deming was following him. Surprised, he asked what had happened. In answer, Deming famously quipped that he was simply following the leader. Ford immediately realized his mistake and turned back to sit down with his team to learn about Total Quality Management (TQM).

A friend of mine, Phil Lomax, told me this story about a blind man with a pistol shooting at a man who had slapped him on the subway train and killing an innocent bystander peacefully reading his newspaper across the aisle and I thought, damn right, sounds just like today’s news, riots in the ghettos, war in Vietnam, masochistic doings in the Middle East. And then I thought of some of our loudmouthed leaders urging our vulnerable soul brothers on to getting themselves killed, and thought further that all unorganized violence is like a blind man with a pistol. (Preface)

In this chapter I will describe the effects of the data deluge on all members of society generally and how it erodes the confidence, judgment, and decisiveness of leaders in particular. Then I will show the paradoxical side of the data deluge. Despite its anxiety-provoking effects, the proliferation of data also has an addictive quality. Leaders, healers, and parents “imbibe” data as a way of dealing with their own chronic anxiety. The pursuit of data, in almost any field, has come to resemble a form of substance abuse, accompanied by all the usual problems of addiction: self-doubt, denial, temptation, relapse, and withdrawal. Leadership training programs thus wind up in the codependent position of enablers, with publishers often in the role of “suppliers.” What does it take to get parents, healers, and managers, when they hear of the latest quick-fix fad that has just been published, to “just say no”?

There is no such thing as fear until you allow it to enter your heart. If I told you what really happens to your soul when it is put to eternal sleep, you would not fear death; hence, you would never have fear — or fear Fear. But this is something I will share with you another day and time, in another story. We are taught to fear anything that can bring us closer to death — to keep us from taking huge leaps that involve risk. The only thing you should fear in this lifetime is not taking risks while you are living. I do not mean to go jump off a bridge. I mean, to go all out to reach your dreams, to dare to do things you typically would not do out of fear. Pain has a threshold and so does death. Fear neither, and never fear what has no right to be feared. Fear only the Almighty, for he is the only one who can terminate a soul forever. No man can do that. No leader can do that. Only the Creator can do that. As long as the heart is good, a soul can live forever. The body is simply a coating for the soul, and when you die, your soul takes the soul of your heart along with it. Love strengthens both, while fear cripples both. Starting today, train your mind and heart to reject fear. Once you reject fear, you will become the perfect candidate to receive and reflect Truth.

Strive to do small things well. Be a doer and a self-starter—aggressiveness and initiative are two most admired qualities in a leader—but you must also put your feet up and think. Strive for self-improvement through constant self-evaluation. Never be satisfied. Ask of any project, How can it be done better? Don’t overinspect or oversupervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat. Keep the troops informed; telling them “what, how, and why” builds their confidence. The harder the training, the more troops will brag. Enthusiasm, fairness, and moral and physical courage—four of the most important aspects of leadership. Showmanship—a vital technique of leadership. The ability to speak and write well—two essential tools of leadership. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities. Have consideration for others. Yelling detracts from your dignity; take men aside to counsel them. Understand and use judgment; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly. Stay ahead of your boss.

To a Jew this role of the Jewish leaders in the destruction of their own people is undoubtedly the darkest chapter of the whole dark story. It had been known about before, but it has now been exposed for the first time in all its pathetic and sordid detail by Raul Hilberg, whose standard work The Destruction of the European Jews I mentioned before. In the matter of cooperation, there was no distinction between the highly assimilated Jewish communities of Central and Western Europe and the Yiddish-speaking masses of the East. In Amsterdam as in Warsaw, in Berlin as in Budapest, Jewish officials could be trusted to compile the lists of persons and of their property, to secure money from the deportees to defray the expenses of their deportation and extermination, to keep track of vacated apartments, to supply police forces to help seize Jews and get them on trains, until, as a last gesture, they handed over the assets of the Jewish community in good order for final confiscation.

In the cult, the people in power dictate what cult members are to do. Children raised in cults are systematically stripped of their own autonomous power and forced to feel powerful only in the destructive context allowed by the cult, and always under the power of the leader. Ritual abuse survivors have had to learn to be outer oriented - to perceive what is expected of them and do that, whether it is healthy for them or not. When a therapist creates a context in which he or she is the leader, and the client is to listen, learn, and follow what the therapist says, the therapist has inadvertently replicated the power system of the cult. That is not to say that the therapist has no power; the therapist has a lot of power, but the power the therapist has resides in authority based upon his or her expertise, knowledge, training and sensitivity. The point is to use this authority in a way in which the client can also begin to feel his or her own authority, and begin to develop a healthy feeling of power. The word used quite often now is "empowerment." How do you empower a client?

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

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

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

It is not that the historian can avoid emphasis of some facts and not of others. This is as natural to him as to the mapmaker, who, in order to produce a usable drawing for practical purposes, must first flatten and distort the shape of the earth, then choose out of the bewildering mass of geographic information those things needed for the purpose of this or that particular map. My argument cannot be against selection, simplification, emphasis, which are inevitable for both cartographers and historians. But the map-maker's distortion is a technical necessity for a common purpose shared by all people who need maps. The historian's distortion is more than technical, it is ideological; it is released into a world of contending interests, where any chosen emphasis supports (whether the historian means to or not) some kind of interest, whether economic or political or racial or national or sexual. Furthermore, this ideological interest is not openly expressed in the way a mapmaker's technical interest is obvious ("This is a Mercator projection for long-range navigation-for short-range, you'd better use a different projection"). No, it is presented as if all readers of history had a common interest which historians serve to the best of their ability. This is not intentional deception; the historian has been trained in a society in which education and knowledge are put forward as technical problems of excellence and not as tools for contending social classes, races, nations. To emphasize the heroism of Columbus and his successors as navigators and discoverers, and to de-emphasize their genocide, is not a technical necessity but an ideological choice. It serves- unwittingly-to justify what was done. My point is not that we must, in telling history, accuse, judge, condemn Columbus in absentia. It is too late for that; it would be a useless scholarly exercise in morality. But the easy acceptance of atrocities as a deplorable but necessary price to pay for progress (Hiroshima and Vietnam, to save Western civilization; Kronstadt and Hungary, to save socialism; nuclear proliferation, to save us all)-that is still with us. One reason these atrocities are still with us is that we have learned to bury them in a mass of other facts, as radioactive wastes are buried in containers in the earth. We have learned to give them exactly the same proportion of attention that teachers and writers often give them in the most respectable of classrooms and textbooks. This learned sense of moral proportion, coming from the apparent objectivity of the scholar, is accepted more easily than when it comes from politicians at press conferences. It is therefore more deadly. The treatment of heroes (Columbus) and their victims (the Arawaks)-the quiet acceptance of conquest and murder in the name of progress-is only one aspect of a certain approach to history, in which the past is told from the point of view of governments, conquerors, diplomats, leaders. It is as if they, like Columbus, deserve universal acceptance, as if they-the Founding Fathers, Jackson, Lincoln, Wilson, Roosevelt, Kennedy, the leading members of Congress, the famous Justices of the Supreme Court-represent the nation as a whole. The pretense is that there really is such a thing as "the United States," subject to occasional conflicts and quarrels, but fundamentally a community of people with common interests. It is as if there really is a "national interest" represented in the Constitution, in territorial expansion, in the laws passed by Congress, the decisions of the courts, the development of capitalism, the culture of education and the mass media.

Measuring the wrong thing is often worse than measuring nothing, because you do get what you measure. So if the assessments focus on how much people “enjoy” the experience—be that reading a book, watching a talk, or going to a training session—those same books, talks, and trainings will respond to those measurements by prioritizing the wrong outcomes: making participants feel good and giving them a good time. Simply stated, measuring entertainment value produces great entertainment, not change; measuring the wrong things crowds out assessing other, more relevant indicators such as improvements in workplaces. Improvement comes from employing measurements that are appropriate, those that are connected to the areas in which we seek improvement. In the case of leadership, that appropriate measurement would include assessing the frequency of desirable leader behaviors; actual workplace conditions such as engagement, satisfaction, and

And suddenly he became almost lyric. "For three thousand years the Common Man has been fended off from the full and glorious life he might have had, by Make Believe. For three thousand years in one form or another he has been asking for an unrestricted share in the universal welfare. He has been asking for a fair dividend from civilisation. For all that time, and still it goes on, the advantaged people, the satisfied people, the kings and priests, the owners and traders, the gentlefolk and the leaders he trusted, have been cheating him tacitly or deliberately, out of his proper share and contribution in the common life. Sometimes almost consciously, sometimes subconsciously, cheating themselves about it as well. When he called upon God, they said 'We'll take care of your God for you', and they gave him organised religion. When he calls for Justice, they say 'Everything decently and in order', and give him a nice expensive Law Court beyond his means. When he calls for order and safety too loudly they hit him on the head with a policeman's truncheon. When he sought knowledge, they told him what was good for him. And to protect him from the foreigner, so they said, they got him bombed to hell, trained him to disembowel his fellow common men with bayonets and learn what love of King and Country really means. "All with the best intentions in the world, mind you. "Most of these people, I tell you, have acted in perfect good faith. They manage to believe that in sustaining this idiot's muddle they are doing tremendous things -- stupendous things -- for the Common Man. They can live lives of quiet pride and die quite edifyingly in an undernourished, sweated, driven and frustrated world. Useful public servants! Righteous self-applause! Read their bloody biographies!

One author, in writing of the Bible’s uniqueness, put it this way: Here is a book: 1. written over a 1500 year span; 2. written over 40 generations; 3. written by more than 40 authors, from every walk of life— including kings, peasants, philosophers, fishermen, poets, statesmen, scholars, etc.: Moses, a political leader, trained in the universities of Egypt Peter, a fisherman Amos, a herdsman Joshua, a military general Nehemiah, a cupbearer Daniel, a prime minister Luke, a doctor Solomon, a king Matthew, a tax collector Paul, a rabbi 4. written in different places: Moses in the wilderness Jeremiah in a dungeon Daniel on a hillside and in a palace Paul inside a prison Luke while traveling John on the isle of Patmos others in the rigors of a military campaign 5. written at different times: David in times of war Solomon in times of peace 6. written during different moods: some writing from the heights of joy and others from the depths of sorrow and despair 7. written on three continents: Asia, Africa, and Europe 8. written in three languages: Hebrew… , Aramaic… , and Greek… 9. Finally, its subject matter includes hundreds of controversial topics. Yet, the biblical authors spoke with harmony and continuity from Genesis to Revelation. There is one unfolding story…

Such is Fascist planning-the planning of those who reject the ideal postulates of Christian civilization and of the older Asiatic civilization which preceded ti and from which it derived-the planning of men whose intentions are avowedly bad. Let us now consider examples of planning by political leaders who accept the ideal postulates, whose intentions are good. The first thing to notice is that none of these men accepts the ideal postulates whole-heartedly. All believe that desirable ends can be achieved by undesirable means. Aiming to reach goals diametrically opposed to those of Fascism, they yet persist in taking the same roads as are taken by the Duces and Fuehrers. They are pacifists, but pacifists who act on the theory that peace can be achieved by means of war; they are reformers and revolutionaries, but reformers who imagine that unfair and arbitrary acts can produce social justice, revolutionaries who persuade themselves that the centralization of power and the enslavement of the masses can result in liberty for all. Revolutionary Russia has the largest army in the world; a secret police, that for ruthless efficiency rivals the German or the Italian; a rigid press censorship; a system of education that, since Stalin "reformed" it, is as authoritarian as Hitler's; an all-embracing system of military training that is applied to women and children as well as men; a dictator as slavishly adored as the man-gods of Rome and Berlin; a bureaucracy, solidly entrenched as the new ruling class and employing the powers of the state to preserve its privileges and protect its vested interests; an oligarchical party which dominates the entire country and within which there is no freedom even for faithful members. (Most ruling castes are democracies so far as their own members are concerned. Not so the Russian Communist Party, in which the Central Executive Committee acting through the Political Department, can override or altogether liquidate any district organization whatsoever.) No opposition is permitted in Russia. But where opposition is made illegal, it automatically goes underground and becomes conspiracy. Hence the treason trials and purges of 1936 and 1937. Large-scale manipulations of the social structure are pushed through against the wishes of the people concerned and with the utmost ruthlessness. (Several million peasants were deliberately starved to death in 1933 by the Soviet planners.) Ruthlessness begets resentment; resentment must be kept down by force. As usual the chief result of violence is the necessity to use more violence. Such then is Soviet planning-well-intentioned, but making use of evil means that are producing results utterly unlike those which the original makers of the revolution intended to produce.

Imagine us saying to children: "In the last fifty or so years, the human race has become aware of a great deal of information about its mechanisms; how it behaves, how it must behave under certain circumstances. If this is to be useful, you must learn to contemplate these rules calmly, dispassionately, disinterestedly, without emotion. It is information that will set people free from blind loyalties, obedience to slogans, rhetoric, leaders, group emotions." Well, there it is. ...It is interesting to speculate: what country, what nation, when, and where, would have undertaken a programme to teach its children to be people to resist rhetoric, to examine the mechanisms that govern them? I can think of only one - America in that heady period of the Gettysburg Address. And that time could not have survived the Civil War, for when war starts, countries cannot afford disinterested examination of their behaviour. When a war starts, nations go mad - and have to go mad, in order to survive. ...I am not talking of the aptitudes for killing, for destruction, which soldiers are taught as part of their training, but a kind of atmosphere, the invisible poison, which spreads everywhere. And then people everywhere begin behaving as they never could in peace-time. Afterwards we look back, amazed. Did I really do that? Believe that? Fall for that bit of propaganda? Think that all our enemies were evil? That all our own nation's acts were good? How could I have tolerated that state of mind, day after day, month after month - perpetually stimulated, perpetually whipped up into emotions that my mind was meanwhile quietly and desperately protesting against?

But despite the Secret Service–like behavior, and the regal nomenclature, there’s nothing hierarchical about the way an ant colony does its thinking. “Although queen is a term that reminds us of human political systems,” Gordon explains, “the queen is not an authority figure. She lays eggs and is fed and cared for by the workers. She does not decide which worker does what. In a harvester ant colony, many feet of intricate tunnels and chambers and thousands of ants separate the queen, surrounded by interior workers, from the ants working outside the nest and using only the chambers near the surface. It would be physically impossible for the queen to direct every worker’s decision about which task to perform and when.” The harvester ants that carry the queen off to her escape hatch do so not because they’ve been ordered to by their leader; they do it because the queen ant is responsible for giving birth to all the members of the colony, and so it’s in the colony’s best interest—and the colony’s gene pool—to keep the queen safe. Their genes instruct them to protect their mother, the same way their genes instruct them to forage for food. In other words, the matriarch doesn’t train her servants to protect her, evolution does. Popular culture trades in Stalinist ant stereotypes—witness the authoritarian colony regime in the animated film Antz—but in fact, colonies are the exact opposite of command economies. While they are capable of remarkably coordinated feats of task allocation, there are no Five-Year Plans in the ant kingdom. The colonies that Gordon studies display some of nature’s most mesmerizing decentralized behavior: intelligence and personality and learning that emerges from the bottom up.

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….

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.