Traits Of A Leader Quotes

If there is one trait that your brand must speak of, it is trust.

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

The most attractive thing about you should have less to do with your face or body and more to do with your attitude and how you treat people.

When picking a leader, choose a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship.

A fool can't help but be a fool, but when others follow, he makes a fool of us all.

Great leaders have three things; inner light, inner vision, and inner strength.

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

Attending to your own words and ideas as well as those of others is an admirable trait in any person, but a necessity in a leader.

Leadership grows like tall trees. It needs both toughness and flexibility - toughness for accountability - flexibility to adapt changes with a compassionate & caring heart for self and others.

To know the good from the bad, study a man or woman's history of actions, not their record of intentions.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

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

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

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

If you're not reaching back to help anyone then you're not building a legacy.

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.

Try not to leave your work for someone else to do. If possible, carry the work of someone and add it to yours. That's a trait of leaders!

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.

Focus on your work. Do what you're great at. Don't compare yourself to others and or waste time criticizing the lives and work of others. Do what matters most to you and make a difference doing that.

Traits that are common among psychopathic serial killers--a grandiose sense of self-worth, persuasiveness, superficial charm, ruthlessness, lack of remorse, and the manipulation of others--are also shared by politicians and world leaders.

Women exhibit traits essential for strong, balanced leaders.

Becoming a great leader doesn’t mean being perfect. it means living with your imperfections.

Foster had in common with every great religious leader of that planet two traits: he had an extremely magnetic personality, and sexually he did not fall near the human norm. On Earth great religious leaders were always either celibate or the antithesis. Foster was not celibate. (p.289)

These times, indeed all times, demand national political leaders who know not only our history but the history of the world and its nations and peoples. We need leaders of principle, courage, character, wisdom, and discipline; and yet we seem trapped by a system of choosing our presidents that pushes those who possess those traits aside in favor of others who look good on television, are skilled at slandering and demonizing their opponents in a campaign, and are able to raise the hundreds of millions of dollars required to ensure election at any cost.

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

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

If I could remove one thing from the world and replace it with something else, I would erase politics and put art in its place. That way, art teachers would rule the world. And since art is the most supreme form of love, beautiful colors and imagery would weave bridges for peace wherever there are walls. Artists, who are naturally heart-driven, would decorate the world with their love, and in that love — poverty, hunger, lines of division, and wars would vanish from the earth forever. Children of the earth would then be free to play, imagine, create, build and grow without bloodshed, terror and fear.

Power not only corrupts but also magnifies existing psychopathologies, even as it creates new ones. Fostered by the flattery of underlings and the chants of crowds, a political leader’s grandiosity may morph into grotesque delusions of grandeur. Sociopathic traits may be amplified as the leader discovers that he can violate the norms of civil society and even commit crimes with impunity. And the leader who rules through fear, lies, and betrayal may become increasingly isolated and paranoid, as the loyalty of even his closest confidants must forever be suspect.

Leaders step up, even when they feel like hiding. And they do so because they care.

She'd seen a documentary once, on cult leaders, and the traits that made them so effective. One of the most important features was a commanding presence. Too many people thought that meant being loud, but in truth, it meant someone who didn't need to be loud. Someone who could command an audience without ever raising their voice.

To me, a leader is a visionary that energizes others. This definition of leadership has two key dimensions: a) creating the vision of the future, and b) inspiring others to make the vision a reality.

Freedom can never be completely safeguarded by rules and laws. It is as much dependent on the courage, integrity, and responsibility of each of us as it is on these qualities in those who govern. Every trait in us and our leaders which points to passive submission to mere power betrays democratic freedom. In our American system of democratic government, three different powerful branches serve to check each other, the executive, the legislative, and the judiciary. Yet when there is no will to prevent encroachment of the power of one by any of the others, this system of checks, too, can degenerate.

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

When your intuition is strong, follow it.

One of the crucial traits of real leaders in a democracy is the ability to help people become better informed so that society can make better choices.

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

Always assume your assumptions about others are wrong. Because often, they are

Be the start of something that is good, revolutionary and powerful. Everything after that is a bonus!

When people see light of trust, respect and responsibility in you. You are successful. You are a leader.

He never wanted to be king, and it was that very trait that made him a great king. It was the characteristic comprising all extraordinary leaders.

Intellectually, Ridcully maintained his position for two reasons. One was that he never, ever, changed his mind about anything. The other was that it took him several minutes to understand any new idea put to him, and this is a very valuable trait in a leader, because anything anyone is still trying to explain to you after two minutes is probably important and anything they give up after a mere minute or so is almost certainly something they shouldn’t have been bothering you with in the first place.

Leaders approach conflict with an eye for resolution. When handled effectively, successful confrontations raise team performance. To manage conflict effectively, you must begin by recognizing there are three sides to every story: Yours / Theirs / The Truth

The most successful endeavors in the digital age were those run by leaders who fostered collaboration while also providing a clear vision. Too often these are seen as conflicting traits: a leader is either very inclusive or a passionate visionary. But the best leaders could be both. Robert

I regularly tell our seminary students that if I happen to visit the church in which one of them serves, I will not ask first, “Is this man a good preacher?” Rather, first of all I will ask the secretaries, office staff, janitors, and cleaners what it is like to work for this pastor. I will ask, “What kind of man is he? Is he a servant? Is he demanding and harsh, or his he patient, kind, and forbearing as a man in authority?” One of our graduates may preach great sermons, but if he is a pain to work for, then you know he will cause major problems in any congregation. Leaders in the church are required by Scripture to set an example in the areas of love, kindness, gentleness, patience, and forbearance before they are appointed to preach, teach, and rule. If we obediently require these attitudes and character traits of our leaders, what will our “new community” look like

Traits that are common among psychopathic serial killers, Kouri observes—a grandiose sense of self-worth, persuasiveness, superficial charm, ruthlessness, lack of remorse, and the manipulation of others—are also shared by politicians and world leaders: individuals running not from the police, but for office. Such a profile, notes Kouri, allows those who present with it to do what they like when they like, completely unfazed by the social, moral, or legal consequences of their actions.

Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.

Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.

Decision-making is a skill. Wisdom is a leadership trait.

The real power of a leader is in the number of minds he can reach, hearts he can touch, souls he can move, and lives he can change.

A leader’s goal is to improve on upon the past and if your goal is to remain where you are, doing the same things you have done times and times again, you can’t lead.

Until you fall in love with positive change, becoming passionate about improving the status quo, you won’t become a leader.

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

The search for purpose and meaning is fundamentally human; the uniting trait of our species.

As a leader, your job is to maximize human potential.

Leaders need to be simmered for a long time before they become tender-hearted, wise, and self-sacrificing, So be patient and consistent.

As a leader he was much too serious by half, a trait she’d seen diminish even the best leaders’ abilities.

Research has found that successful leaders share three behavioral traits: they lead by example, admit their mistakes, and see positive qualities in others

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.

Decisions made by political leaders, as well as heads of large corporations, affect all of us. If these are made from a place where empathy does not reside, it will not end well. When empathy isn’t present in leadership, decisions are made that hold money and power as the greatest priority instead of the people who reside here and the planet that feeds and shelters us.

We need leaders of principle, courage, character, wisdom, and discipline, and yet we seem trapped by a system of choosing our presidents that pushes those who possess those traits aside in favor of others who look good on television, are skilled at slandering and demonizing their opponents in a campaign, and are able to raise the hundreds of millions of dollars required to ensure election at any cost.

market leader in interest rate swaps. There was a natural role for a blue-chip corporation with the highest credit rating to stand in the middle of swaps and long-term options and the other risk-spawning innovations. The traits required of this corporation were that it not be a bank—and thus subject to bank regulation, and the need to reserve capital against risky assets—and that it be willing and able to bury exotic risks on its

Successful leaders all share one common trait—they believe that they can do a better job than the alternatives. Humility is fine when considering your responsibility and duty, but when it comes time to make a decision, you must not question yourself.

Thatcher is remembered as The Iron Lady only because she possessed completely negative traits such as persistent stubbornness and a determined refusal to listen to others. Every move she made was charged by negativity; she destroyed the British manufacturing industry, she hated the miners, she hated the arts, she hated the Irish Freedom Fighters and allowed them to die, she hated the English poor and did nothing at all to help them, she hated Greenpeace and environmental protectionists, she was the only European political leader who opposed a ban on the ivory trade, she had no wit and no warmth and even her own cabinet booted her out.(...)She will only be fondly remembered by sentimentalists. As a matter of recorded fact, Thatcher was a terror without an atom of humanity.

You often have to be an actor when you’re a leader, That doesn’t mean that you’re not yourself and that you’re not authentic. It means that depending on the person you’re speaking to and what you need from them, you have to become an actor in terms of how you deal with them. It’s an art.

Within the covers of a single book are ideas that, if acted upon, have the power to rescript every part of your life. Few things are as smart as investing in becoming a better thinker and developing a stronger mind. Relentless learning is one of the main traits of an open and powerful person.

... according to a famous study by the influential management theorist Jim Collins, many of the best performing companies of the late twentieth century were run by what he calls "Level 5 Leaders." These exceptional CEOs were known not for their flash or charisma but for extreme humility coupled with intense professional will.

He never wanted to be king, and it was that very trait that made him a great king. It was the characteristic comprising all extraordinary leaders. To Black, power, fame and wealth were meaningless, like grains of sand spilling through his fingers. It wasn't pride that drove him to the throne, but honor. He had to do it, simply because it was right.

With new friendships had come visits to the philosophers and teachers of rhetoric; and, presently, the chance to learn from experts the art of war. He had longed for home and had returned with gladness; but by then he had been received into the mystery of Hellas, forever her initiate. Athens was her altar, almost her self. All he asked of Athens was to restore her glories; her present leaders seemed to him like the Phokians at Delphi, unworthy men who had seized a holy shrine. Deep in his mind moved a knowledge that for Athenians freedom and glory went together; but he was like a man in love, who thinks the strongest trait of the loved one’s nature will be easily changed, as soon as they are married.

— I don’t know why people aren’t more curious, and why curiosity isn’t considered a more important leadership trait. A journalist once asked me if I was ever bored as a kid. I only had to think about it for a second: I never was, not even for a minute, because I was so curious. Every day I’d wake up excited by all the new things there were to learn about.

On two occasions, the person I had chosen as airplane captain came through as environmental leader in this second exercise. These exercises reinforced my belief that leadership indeed depends on the situation. As circumstances change, leadership must change. A certain set of skills, instincts, and personality traits may be perfect today, but useless tomorrow.

Keeping the locus of responsibility in the one who owns the problem is important because: First, leaders who get team members to solve their own problems are making a sound investment that will pay off with many benefits: their team members will become less dependent on them, more self-directing, more self-sufficient, and more capable of solving problems on their own.

We are inhabitants of a world where pride and divisiveness have become common in the workplace as people fight for status. It has almost become second nature for people to be overly willful, arrogant, intolerant, and rigid in order to establish dominance within the pecking order. However, leaders with these traits are trouble, for they erode the spirit of the organization by reducing staff resolve and creating chaos.

Since a ruler has to be able to act the beast, he should take on the traits of the fox and the lion; the lion can’t defend itself against snares and the fox can’t defend itself from wolves. So you have to play the fox to see the snares and the lion to scare off the wolves. A ruler who just plays the lion and forgets the fox doesn’t know what he’s doing. Hence a sensible leader cannot and must not keep his word if by doing so he puts himself at risk, and if the reasons that made him give his word in the first place are no longer valid. If all men were good, this would be bad advice, but since they are a sad lot and won’t be keeping their promises to you, you hardly need to keep yours to them. Anyway, a ruler will never be short of good reasons to explain away a broken promise. It would be easy to cite any number of examples from modern times to show just how many peace treaties and other commitments have been rendered null and void by rulers not keeping their word. Those best at playing the fox have done better than the others. But you have to know how to disguise your slyness, how to pretend one thing and cover up another. People are so gullible and so caught up with immediate concerns that a con man will always find someone ready to be conned.

Meanwhile, two miles down the mine shaft, nineteen men sat in absolute darkness trying to figure out what to do. One of the groups included a man whose arm had been pinned between two timbers, and, out of earshot, the others discussed whether to amputate it or not. The man kept begging them to, but they decided against it and he eventually died. Both groups ran out of food and water and started to drink their own urine. Some used coal dust or bark from the timbers to mask the taste. Some were so hungry that they tried to eat chunks of coal as well. There was an unspoken prohibition against crying, though some men allowed themselves to quietly break down after the lamps died, and many of them avoided thinking about their families. Mostly they just thought about neutral topics like hunting. One man obsessed over the fact that he owed $1.40 for a car part and hoped his wife would pay it after he died. Almost immediately, certain men stepped into leadership roles. While there was still lamplight, these men scouted open passageways to see if they could escape and tried to dig through rockfalls that were blocking their path. When they ran out of water, one man went in search of more and managed to find a precious gallon, which he distributed to the others. These men were also instrumental in getting their fellow survivors to start drinking their own urine or trying to eat coal. Canadian psychologists who interviewed the miners after their rescue determined that these early leaders tended to lack empathy and emotional control, that they were not concerned with the opinions of others, that they associated with only one or two other men in the group, and that their physical abilities far exceeded their verbal abilities. But all of these traits allowed them to take forceful, life-saving action where many other men might not.

David Maxwell, like Darwin Smith and Colman Mockler, exemplified a key trait of Level 5 leaders: ambition first and foremost for the company and concern for its success rather than for one’s own riches and personal renown. Level 5 leaders want to see the company even more successful in the next generation, comfortable with the idea that most people won’t even know that the roots of that success trace back to their efforts. As one Level 5 leader said, “I want to look out from my porch at one of the great companies in the world someday and be able to say, ‘I used to work there.

Freedom and respect for the individual are rooted in the Old Testament, which convinced man that he makes his own history, that he is responsible for history. Such freedom implies that a man throws off his inertia, that he does not cling arbitrarily to tradition, that he thrives for knowledge and accepts moral responsibility. The fear of freedom is the fear of responsibility. Freedom can never be safeguarded by rules and laws.It is as much depend on courage, integrity, and responsibility of each of uses it son these qualities in those who govern. Every trait in us and our leaders which points to passive submission to mere power betrays democratic freedom.

Freedom and respect for the individual are rooted in the Old Testament, which convinced man that he makes his own history, that he is responsible for his history. Such freedom implies that a man throws off his inertia, that he does not cling arbitrarily to tradition, that he strives knowledge and accepts moral responsibility. The fear of freedom is the fear of assuming responsibility. Freedom can never be completely safeguarded by rules and laws. It is as much dependent on courage, integrity, and responsibility of each of us as it is on these qualities in those who govern. Every trait in us and our leaders which points to passive submission to mere power betrays democratic freedom.

We are attempting to build, within our movement, non-exploitative ways of relating to one another based on trust and concern rather than political expediency. We have serious personal/political intentions in breaking down hierarchical and elitist structures, and for experimenting with leaderless groups and collective decision making. In dealing with the media these revolutionary principles and practices are destroyed. The media works to create leaders, it knows no way of relating to us on our own terms. Being interviewed and presented as a leader is a real ego trip--the media brings out the most counter-revolutionary traits in people. Elitism, dissension and division are the ultimate results.

A great liberal betrayal is afoot. Unfortunately, many “fellow-travelers” of Islamism are on the liberal side of this debate. I call them “regressive leftists”; they are in fact reverse racists. They have a poverty of expectation for minority groups, believing them to be homogenous and inherently opposed to human rights values. They are culturally reductive in how they see “Eastern”—and in my case, Islamic—culture, and they are culturally deterministic in attempting to freeze their ideal of it in order to satisfy their orientalist fetish. While they rightly question every aspect of their “own” Western culture in the name of progress, they censure liberal Muslims who attempt to do so within Islam, and they choose to side instead with every regressive reactionary in the name of “cultural authenticity” and anticolonialism. They claim that their reason for refusing to criticize any policy, foreign or domestic—other than those of what they consider “their own” government—is that they are not responsible for other governments’ actions. However, they leap whenever any (not merely their own) liberal democratic government commits a policy error, while generally ignoring almost every fascist, theocratic, or Muslim-led dictatorial regime and group in the world. It is as if their brains cannot hold two thoughts at the same time. Besides, since when has such isolationism been a trait of liberal internationalists? It is a right-wing trait. They hold what they think of as “native” communities—and I use that word deliberately—to lesser standards than the ones they claim apply to all “their” people, who happen to be mainly white, and that’s why I call it reverse racism. In holding “native” communities to lesser—or more culturally “authentic”—standards, they automatically disempower those communities. They stifle their ambitions. They cut them out of the system entirely, because there’s no aspiration left. These communities end up in self-segregated “Muslim areas” where the only thing their members aspire to is being tin-pot community leaders, like ghetto chieftains. The “fellow-travelers” fetishize these “Muslim” ghettos in the name of “cultural authenticity” and identity politics, and the ghetto chieftains are often the leading errand boys for them. Identity politics and the pseudo-liberal search for cultural authenticity result in nothing but a downward spiral of competing medieval religious or cultural assertions, fights over who are the “real” Muslims, ever increasing misogyny, homophobia, sectarianism, and extremism. This is not liberal. Among the left, this is a remnant of the socialist approach that prioritizes group identity over individual autonomy. Among the right, it is ironically a throwback from the British colonial “divide and rule” approach. Classical liberalism focuses on individual autonomy. I refer here to liberalism as it is understood in the philosophical sense, not as it’s understood in the United States to refer to the Democratic Party—that’s a party-political usage. The great liberal betrayal of this generation is that in the name of liberalism, communal rights have been prioritized over individual autonomy within minority groups. And minorities within minorities really do suffer because of this betrayal. The people I really worry about when we have this conversation are feminist Muslims, gay Muslims, ex-Muslims—all the vulnerable and bullied individuals who are not just stigmatized but in many cases violently assaulted or killed merely for being against the norm.

I tell them to recruit kids whose coaches report that they had tremendous work ethics. They lifted weights on their own during the off-season. They showed up early for practice, stayed late, and asked for extra help on their skills. They were leaders who helped push everyone on the team to work harder. And they displayed these traits both when the team did well and when it struggled through adversity. It’s relatively easy to be enthused and hardworking on a team that’s winning. It shows more character to display those same attributes on a team that’s losing. It speaks to a person’s mental toughness, toughness that will be invaluable in dealing with the setbacks and rejections that inevitably come along in a business career.

While we would like to believe otherwise, it is usually not the cream that rises to the top: our society rewards behaviors that are actually disadvantageous to everyone. Studies have shown that the traits long considered signs of strong leadership (like overconfidence and aggression) are in reality disastrous in both business and politics—not to mention the personal toll this style of leadership takes on the individuals around these leaders. These traits are broadly considered to be masculine, whereas characteristics often associated with weakness or lack of leadership (patience, accommodation, cooperation) are coded as feminine. This is a global phenomenon of counterproductive values that social scientists have long marveled over.

Even the most talented executives are a blend of strengths and weaknesses, light and dark. One of the most difficult jobs in running a company is to keep people’s energies focused by giving them new challenges. As we looked for the next generation of leaders at Disney, only those who could handle highly varied responsibilities were going to be candidates. The company had become too interdependent to rely on highly specialized managers with narrow sets of skills. I was less drawn to people with perfect credentials for a given job than to those who had strong underlying qualities such as common sense, character, creativity, and passion. With those traits—and the right training and support—people tend to succeed at whatever jobs they’re given.

That was the conclusion of a study conducted by BI Norwegian Business School, which identified the five key traits (emotional stability, extraversion, openness to new experiences, agreeableness and conscientiousness) of a successful leader. Women scored higher than men in four out of the five. But it may also be because the women who do manage to make it through are filling a gender data gap: studies have repeatedly found that the more diverse a company’s leadership is, the more innovative they are. This could be because women are just innately more innovative – but more likely is that the presence of diverse perspectives makes businesses better informed about their customers. Certainly, innovation is strongly linked to financial performance.

Groupies and hangers-on somehow fancy themselves entitled to the narcissist’s favour and largesse, his time, attention, and other resources. They convince themselves that they are exempt from the narcissist’s rage and wrath and immune to his vagaries andabuse . This self-imputed and self-conferred status irritates the narcissist no end as it challenges and encroaches on his standing as the only source of preferential treatment and the sole decision-maker when it comes to the allocation of his precious and cosmically significant wherewithal. The narcissist is the guru at the centre of a cult. Like other gurus, he demands complete obedience from his flock: his spouse, his offspring, other family  members, friends, and colleagues. He feels entitled to adulation and special treatment by his followers. He punishes the wayward and the straying lambs. He enforces discipline, adherence to his teachings, and common goals. The less accomplished he is in reality – the more stringent his mastery and the more pervasive the brainwashing. Cult leaders are narcissists who failed in their mission to "be someone", to become famous, and to impress the world with their uniqueness, talents, traits, and skills. Such disgruntled narcissists withdraw into a "zone of comfort" (known as the "Pathological Narcissistic Space") that assumes the hallmarks of a cult. The – often involuntary – members of the narcissist's mini-cult inhabit a twilight zone of his own construction. He imposes on them an exclusionary or inclusionary shared psychosis, replete with persecutory delusions, "enemies", mythical-grandiose narratives, and apocalyptic scenarios if he is flouted. Exclusionary shared psychosis involves the physical and emotional isolation of the narcissist and his “flock” (spouse, children, fans, friends) from the outside world in order to better shield them from imminent threats and hostile intentions. Inclusionary shared psychosis revolves around attempts to spread the narcissist’s message in a missionary fashion among friends, colleagues, co-workers, fans, churchgoers, and anyone else who comes across the mini-cult. The narcissist's control is based on ambiguity, unpredictability, fuzziness, and ambientabuse . His ever-shifting whims exclusively define right versus wrong, desirable and unwanted, what is to be pursued and what to be avoided. He alone determines the rights and obligations of his disciples and alters them at will.

A covert narcissist is in some ways a more dangerous abuser. I say this delicately. All abusers are horrific, and all abuse is deplorable; all victims of all types of abuse have been through a tremendous amount. I don’t want to diminish anyone’s pain. The point I’m trying to make is when someone is hitting you or yelling at you it is clearly abuse. Covert abuse is hidden and so subtle, it is far from obvious. Manipulative, covert tactics not only hurt you, they also chip away at your identity, your self-worth, and make you feel like this is all your fault. Covert emotional and psychological abuse is what happens in cults. Leaders who make you feel loved can also talk you into committing suicide. These people are powerful. Do not diminish what you have experienced. You have been controlled and manipulated for years.

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

The Igbo people of Southern Nigeria are more than ten million strong and must be accounted one of the major peoples of Africa. Conventional practice would call them a tribe, but I no longer follow that convention. I call them a nation. "Here we go again!," you might be thinking. Well, let me explain. My Pocket Oxford Dictionary defines tribe as follows: "group of (esp. primitive) families or communities linked by social, religious or blood ties and usually having a common culture and dialect and a recognized leader." If we apply the different criteria of this definition to Igbo people we will come up with the following results: a. Igbo people are not primitive; if we were I would not be offering this distinguished lecture, or would I?; b. Igbo people are not linked by blood ties; although they may share many cultural traits; c. Igbo people do not speak one dialect; they speak one language which has scores of major and minor dialects; d. and as for having one recognized leader, Igbo people would regard the absence of such a recognized leader as the very defining principle of their social and political identity.

In other words, in the long list, most everything is about a leader’s character; only a single characteristic pertains to giftedness (teaching). Depending on how the traits are counted, the ratio is as drastic as twelve to one. There’s nothing on this list about being a strong leader, being able to cast a vision, or being charismatic or dynamic. I am not suggesting those aspects of leadership are irrelevant, but they certainly are not the heart of God’s concern for a pastor. Nor are they ever to trump God’s concern over character. As the Reformer Martin Bucer noted, “It is better to take those who may be lacking in eloquence and learning, but are genuinely concerned with the things of Christ.”33 When this God-given ratio is reversed and churches prefer giftedness over character, churches inevitably begin to overlook a pastor’s character flaws because he’s so successful in other areas. Leadership performance becomes the shield that protects the pastor from criticism. As Michael Jensen observed, “We frequently promote narcissists and psychopaths. Time and time again, we forgive them their arrogance. We bracket out their abuses of their power, because we feel that we need that power to get things done.”34

INTENSITY A Summary Intensity is the driving force behind the strong reactions of the spirited child. It is the invisible punch that makes every response of the spirited child immediate and strong. Managed well, intensity allows spirited children a depth and delight of emotion rarely experienced by others. Its potential to create as well as wreak havoc, however, makes it one of the most challenging temperamental traits to learn to manage. Intense spirited kids need to hear: You do everything with zest, vim, vigor, and gusto. You are enthusiastic, expressive, and full of energy. Your intensity can make you a great athlete, leader, performer, etc. Things can frustrate you easily. Being intense does not mean being aggressive. Teaching tips: Help your child learn to notice her growing intensity before it overwhelms her. Provide activities that soothe and calm, such as warm baths, stories, and quiet imaginative play. Use humor to diffuse intense reactions. Protect her sleep. Make time for exercise. Teach your child that time-out is a way to calm herself. If you are intense too: Do not fear your child’s intensity. Diffuse your own intensity before you step in to help your child. Take deep breaths, step away from the situation, get the sleep you need, or ask for help to cope with your own intensity. Review in your own mind the messages you were given about intensity. Dump those that negate the value of intensity or leave you feeling powerless.

To me, it’s not that pound dogs don’t have worth, or to be more specific, inherent worth as sled dogs. It’s just that to succeed with them you have to be open to finding their very individualized skill sets, and that’s what we did with all of our rescues. Pong, while she can’t sustain sprint speeds for very long, can break trail at slightly slower speed for hours. Ping’s digestive processes move at a glacial pace, so much so that I think she could put on a few pounds from just a whiff of the food bucked, and this proved valuable when racing in deep-minus temperatures when dogs with higher metabolisms shiver off too much weight. Six, while small, can remember any trail after having only run it once, which I relied on whenever I grew disoriented or got lost from time to time. Rolo developed into an amazing gee-haw leader, turning left or right with precision whenever we gave the commands, which also helped the other dogs in line behind him learn the meaning of these words and the importance of listening to the musher. Ghost excelled at leading of a different sort, running at the front of a team chasing another which is also useful for not burning out gee-haw leaders. Coolwhip’s character trait of perpetually acting over-caffeinated made her invaluable as a cheerleader, where an always barking dog late in a run can, and does spread enthusiasm to the others. And Old Man, well, he was a bit too decrepit to ever contribute much to the team, but he always made me smile when I came out to feed the yard and saw him excitedly carrying around his food bowl, and that was enough for him to earn his keep.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

And then the world stopped and there was nothing but Rose as she slipped from the crowd to stand before him. Grey forgot about Lady Devane. He forgot about everyone but her. She wore a mask, but even if he hadn’t recognized the hair and the dress he would have known it was her. He knew her scent, the shape of her mouth. He recognized her by the way his heart rejoiced at her nearness. She stared at him, her mask doing nothing to conceal her wonder. “Why are you here?” Grey smiled down at her. Did she notice that he’d pinned the rosette from the gown she’d worn their first night together to his lapel? “Because I hold you above my horse, my fortune, and my pride.” Her brow puckered. “I beg your pardon?” “Those were the traits you said you required in a husband, were they not?” Her face relaxed, and he thought he saw a glimmer of understanding in her dark eyes. “Yes. I believe they were. You came here just to tell me that?” He laughed. Her face was so bright below the edge of her mask, her eyes damp and warm. It broke is heart-and buoyed it as well-to know he was responsible for all of that. “No. I came here to dance with my wife. And to do this.” He took her face in his hands and kissed her in front of the entire ballroom. He didn’t care about the gasps or that everyone could see. He didn’t care what they said or whether or not his behavior was proper. He was a duke, damn it. A scandalous one at that. When he lifted his head, Rose’s eyes fluttered open. Her breath came in short, gentle heaves. “I’m very glad you decided that could not wait until I get home.” Grey offered his arm. “Shall we?” “There’s no music.” But she took his arm anyway. The orchestra had stopped playing shortly after he walked in. Grey turned his gaze in their direction, nodded at the leader and once again the room was filled with music.

He continues: "Happily the Greek nation, more than any other, abounds in literary masterpieces. Nearly all of the Greek writings contain an abundance of practical wisdom and virtue. Their worth is so great that even the most advanced European nations do not hesitate to introduce them into their schools. The Germans do this, although their habits and customs are so different from ours. They especially admire Homer's works. These books, above all others, afford pleasure to the young, and the reason for it is clearly set forth by the eminent educator Herbart: "'The little boy is grieved when told that he is little. Nor does he enjoy the stories of little children. This is because his imagination reaches out and beyond his environments. I find the stories from Homer to be more suitable reading for young children than the mass of juvenile books, because they contain grand truths.' "Therefore these stories are held in as high esteem by the German children as by the Greek. In no other works do children find the grand and noble traits in human life so faithfully and charmingly depicted as in Homer. Here all the domestic, civic, and religious virtues of the people are marvellously brought to light and the national feeling is exalted. The Homeric poetry, and especially the 'Odyssey,' is adapted to very young children, not only because it satisfies so well the needs which lead to mental development, but also for another reason. As with the people of olden times bravery was considered the greatest virtue, so with boys of this age and all ages. No other ethical idea has such predominance as that of prowess. Strength of body and a firm will characterize those whom boys choose as their leaders. Hence the pleasure they derive from the accounts of celebrated heroes of yore whose bravery, courage, and prudence they admire.

Spellbinders are characterized by pathological egotism. Such a person is forced by some internal causes to make an early choice between two possibilities: the first is forcing other people to think and experience things in a manner similar to his own; the second is a feeling of being lonely and different, a pathological misfit in social life. Sometimes the choice is either snake-charming or suicide. Triumphant repression of selfcritical or unpleasant concepts from the field of consciousness gradually gives rise to the phenomena of conversive thinking (twisted thinking), or paralogistics (twisted logic), paramoralisms (twisted morality), and the use of reversion blockades (Big Lies). They stream so profusely from the mind and mouth of the spellbinder that they flood the average person’s mind. Everything becomes subordinated to the spellbinder’s over-compensatory conviction that they are exceptional, sometimes even messianic. An ideology emerges from this conviction, true in part, whose value is supposedly superior. However, if we analyze the exact functions of such an ideology in the spellbinder’s personality, we perceive that it is nothing other than a means of self-charming, useful for repressing those tormenting selfcritical associations into the subconscious. The ideology’s instrumental role in influencing other people also serves the spellbinder’s needs. The spellbinder believes that he will always find converts to his ideology, and most often, they are right. However, they feel shock (or even paramoral indignation) when it turns out that their influence extends to only a limited minority, while most people’s attitude to their activities remains critical, pained and disturbed. The spellbinder is thus confronted with a choice: either withdraw back into his void or strengthen his position by improving the ef ectiveness of his activities. The spellbinder places on a high moral plane anyone who has succumbed to his influence and incorporated the experiential method he imposes. He showers such people with attention and property, if possible. Critics are met with “moral” outrage. It can even be proclaimed that the compliant minority is in fact the moral majority, since it professes the best ideology and honors a leader whose qualities are above average. Such activity is always necessarily characterized by the inability to foresee its final results, something obvious from the psychological point of view because its substratum contains pathological phenomena, and both spellbinding and self-charming make it impossible to perceive reality accurately enough to foresee results logically. However, spellbinders nurture great optimism and harbor visions of future triumphs similar to those they enjoyed over their own crippled souls. It is also possible for optimism to be a pathological symptom. In a healthy society, the activities of spellbinders meet with criticism effective enough to stifle them quickly. However, when they are preceded by conditions operating destructively upon common sense and social order; such as social injustice, cultural backwardness, or intellectually limited rulers sometimes manifesting pathological traits, spellbinders’ activities have led entire societies into large-scale human tragedy. Such an individual fishes an environment or society for people amenable to his influence, deepening their psychological weaknesses until they finally join together in a ponerogenic union. On the other hand, people who have maintained their healthy critical faculties intact, based upon their own common sense and moral criteria, attempt to counteract the spellbinders’ activities and their results. In the resulting polarization of social attitudes, each side justifies itself by means of moral categories. That is why such commonsense resistance is always accompanied by some feeling of helplessness and deficiency of criteria.

the Great Man theory (that leaders are born not made, the concept closest to our idea of some people, such as Rick Rescorla, having the ‘right stuff’); trait theory (a derivative of Great Man theory, which posits that leaders are distinguished by the traits or attributes they display, such as integrity and trustworthiness); psychoanalytic theory (Freud’s idea that all social groups are representations of the family); charismatic leadership (in which a figure attracts followers purely on the basis of personality); behavioural theory (that effective leadership results from certain behaviours); situational theory (that the way leadership is executed depends on the situation); contingency theory (an expansion of situational theory, which, in addition to situation, takes account of variables such as the kind of task for which leadership is required and how much power the leader has); transactional versus transformational leadership theory (which contrasts a fairly conventional style of leadership with a more visionary, inspirational style); distributed leadership theory (which eschews a strict hierarchy for a more fluid model, in which leadership roles are shared naturally rather than being formally assigned); and servant leadership theory, in which leadership is carried out purely for the benefit of the group, often at cost to the leader himself.

You’ll also note a chronology to the theories, with later ones tending to supersede earlier ones. It is not, however, an exact timeline; bits and pieces of various theories still hold sway among current thinkers and some older ideas, such as trait theory, have resurfaced with renewed vigour in the light of modern science (genetic studies show that some traits associated with leaders, such as intelligence and extroversion, are highly heritable). One consequence of the chronological approach is that earlier leadership studies tend to focus on political and military figures, whereas the rise of corporate culture in the twentieth century shifts the focus of later theories to leadership in the workplace (which can be termed organisational, management or business psychology). In the corporate sphere, ‘leaders’ and ‘followers’ become ‘managers’ and ‘employees’ or ‘subordinates’.

Consider meekness as a character trait to develop and then you will leave a leagcy as a leader who influenced and touched lives.

Accept people as they are – and walk away if your energy level does not match the other person’s energy level.