Transformational Leadership Quotes

It’s only after you’ve stepped outside your comfort zone that you begin to change, grow, and transform.

Rejection is an opportunity for your selection.

Whenever I am in a difficult situation where there seems to be no way out, I think about all the times I have been in such situations and say to myself, "I did it before, so I can do it again.

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.

Faith moves mountains, love transforms hearts.

There are many goals but one path - the path of compassion.

Now, more than ever, the world needs transformational leaders not to cultivate change for its own sake, but to lead through the inevitable evolutions in business and human society.

Today is a new day and it brings with it a new set of opportunities for me to act on. I am attentive to the opportunities and I seize them as they arise. I have full confidence in myself and my abilities. I can do all things that I commit myself to. No obstacle is too big or too difficult for me to handle because what lies inside me is greater than what lies ahead of me. I am committed to improving myself and I am getting better daily. I am not held back by regret or mistakes from the past. I am moving forward daily. Absolutely nothing is impossible for me.

Truly powerful people have great humility. They do not try to impress, they do not try to be influential. They simply are. People are magnetically drawn to them. They are most often very silent and focused, aware of their core selves. ... They never persuade, nor do they use manipulation or aggressiveness to get their way. They listen. If there is anything they can offer to assist you, they offer it; if not, they are silent.

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.

It is not until you change your identity to match your life blueprint that you will understand why everything in the past never worked.

The weather was as ready as the school and campus. The sky was cloudless and the temperature was expected to top out at 76 degrees. Early morning mowers had sugared the air with the fragrance of freshly mowed grass.

Advice to my younger self: 1 Start where you are with what you have 2 Try not to hurt other people 3 Take more chances 4 If you fail, keep trying

The first follower is actually an underestimated form of leadership in itself. … The first follower is what transforms a lone nut into a leader.

need to let go of the need to be in control.

When you can truly understand how others experience your behavior, without defending or judging, you then have the ability to produce a breakthrough in your leadership and team. Everything starts with your self-awareness. You cannot take charge without taking accountability, and you cannot take accountability without understanding how you avoid it.

Vision without action is a daydream, but action without vision is a nightmare.

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

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

Management makes a system work. It helps you do what you know how to do. Leadership builds systems or transforms old ones.

Great ideas don’t die in the market, they die in the shower. People are too scared to pursue them because they appear crazy.

No obstacle is so big that one person with determination can't make a difference.

Learn to master your thoughts and watch closely what you deposit into your spirit. Speak over your life. Living in peace has transformative power.

It is not blindly pushing your own agenda that will enrich the world. It’s is your ability and willingness to understand, appreciate, anticipate, address, serve and support the lives of others that will.

There is an absolute need for organizations to innovate, grow, transform, and reinvent themselves faster than ever before.

Don’t blame others. it won’t make you a better person.

Arming employees with the tools, know-how, and mindset needed to successfully innovate on a continual basis will be paramount to organizational survival.

Libertarian action must recognize this dependence as a weak point and must attempt through reflection and action to transform it into independence. However, not even the best-intentioned leadership can bestow independence as a gift. The liberation of the oppressed is a liberation of women and men, not things. Accordingly, while no one liberates himself by his own efforts alone, neither is he liberated by others. Liberation, a human phenomenon, cannot be achieved by semihumans. Any attempt to treat people as semihumans only dehumanizes them.

A winning mindset can transform an underdog into a champion, conqueror, and achiever. You’re a mindset away from winning your battles!

Innovation is a learned organizational capability. You must train people how to innovate and navigate organizational barriers that kill off good ideas before they can be tested.

I did not know I was to spend the rest of my life getting Singapore not just to work but to prosper and flourish.

Employees in large, older firms often have difficulty getting a transformation process started because of the lack of leadership coupled with arrogance, insularity, and bureaucracy.

FORGIVE FAILURE. The corollary to accountability is forgiveness. Things go wrong all the time in relationships, and the healthiest ones move on from them, leaving behind grudges and blame. This is not to say that failure is accepted; rather, that it is acknowledged and understood.

Don’t set your own goals by what other people make important.

The real challenge is for each of us to determine where we feel we can make the most impact.

Greatness means setting out to make some difference somewhere to someone in someplace.

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

Many people spend more time looking at their failures than focusing on their successes.

At the heart of all sales and marketing is the ability to create demand even in the absence of logic.

The bigger the victory, the bigger the battle. Still, be the light and a change agent for healing, restoration and transformation.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

Lifelong learning is no longer a luxury but a necessity for employment.

Disruptors don't have to discover something new; they just have to discover a practical use for new discoveries.

Living in peace has transformative power!

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

All the best apps, companies, and products have broken the way we live life, transformed how we communicate, and changed our day-to-day. Good products evolve us. You’re

If you never try, you'll never know. You are what you manifest.

You have a choice: pursue your dreams, or be hired by someone else to help them fulfill their dreams.

Now, more than ever, the world needs transformational leaders — not to cultivate change for it’s own sake, but to lead through the inevitable evolutions in business and human society.

Why have the writings of the prophets endured? Because they fearlessly speak truth to power. They call out the injustice and oppression of the system gone wrong. They hold those in leadership accountable for the decisions they make.

When leaders die to pushing their own agendas and realize that leadership is the act of dying to self, those around them are profoundly transformed. Selfless leadership opens a space for God to flow into.

Focus on how far you have come in life rather than looking at the accomplishments of others.

Truly, the best thing any of us have to bring to leadership is our own transforming selves.

transformation begins with the individual” Dr William Edwards Deming The New Economics - 1993

Practice transforms a skill into an art

Leaders motivate people to understand that they can do better than they’ve already done and go farther than they’ve reached.

One of the most significant barriers to progress is the lack of effective leadership.

Attendance on Sundays does not transform lives; Jesus within their hearts is what changes people.

To reach the stars of your dream, you need to take a brand-new path, overcome the challenges of life and rise above the horizon like a new sun.

The Holistic Wealth Movement is about education that transforms. Teaching Holistic Wealth creates legacy and generational change.

All businesses -- no matter if they make dog food or software -- don't sell products, they sell solutions.

Every threat to the status quo is an opportunity in disguise.

The first follower is what transforms a lone nut into a leader." - Quoting Derek Sivers

Leaders don’t call unhappy followers “ungrateful people”. They see them as “lesson teachers”. They find out why they are unhappy; perhaps it could be as a result of their attitudes. That informs them to change!

By setting clear agendas, facilitating participation, leveraging technology, and maintaining strong communication, boards can transform meetings into strategic forums that propel the company towards long-term success.

We lead more out of who we are than out of what we do, strategic or otherwise. If we fail to recognize that who we are on the inside informs every aspect of our leadership, we will do damage to ourselves and to those we lead.

When we look at the world through the lens of how, we see leaders shift, and others even transform, their habits of leadership from “command and control” to “connect and collaborate.” It’s a move from exerting power over people to generating waves through them.

The keyword here is TRANSFORMATION, which made me be who I am and communicate these words to you.

Lasting leadership comes from a personal transformation, not a personal agenda.

Your brain craves patterns and searches for them endlessly. THOMAS B. CZERNER (2001)

Self-assurance reassures others and reassures yourself.

Don't focus on the numbers. Trust the process. When you keep doing things the right way, eventually the numbers will rise, the wins will come, and the outcome will happen.

Strong executive commitment is a success factor for implementing Scrum, and management can best demonstrate their support of the transformation through their actions.

When your intuition is strong, follow it.

The majority of people are not willing to risk what they have built for the opportunity to have something better.

No one who ever led a nation got there by following the path of another.

ReThink Training: The best process of learning is on the job, just-in-time, "nibble-knowledge" to incrementally transform mindsets and skillsets irrevocably.

Most leadership writing today advises us on how to prosper within the system. I believe real leadership is about transforming the system.

If we unite, we can surmount any mountain and make things happen for the betterment of all.

Leadership is scarce because few people are willing to go through the discomfort required to lead.

Their greatest fear is you may step forward without fear. Because your courage may become contagious.

The uncreative mind can spot wrong answers, but it takes a very creative mind to spot wrong questions. ANTHONY JAY

Leaders inform, inspire and improve people. They educate, empower and enrich the value of their followers. They make impacts.

If we elect the same corrupt politicians every time, that's an obvious message that we don't want a change.

Getting your ego out of the way has an even deeper organizational impact.

To serve the many, you first serve the few.

Until your senior leaders’ calendars align with the purpose, culture change isn’t happening.

You'll never know how close you are to victory if you give up.

Finite players play within boundaries; infinite players play with boundaries.

Starting each day with a positive mindset is the most important step of your journey to discovering opportunity.

Your energy is a valuable resource, distribute it wisely.

The most important tool you have on a resume is language.

Success doesn't teach as many lessons as failure

Speed to fail should be every entrepreneur's motto. When you finally find the one idea that can't be killed, go with it.

Insight and drive are all the skills you need. Everything else can be hired.

It is not incumbent on the world to conform to your vision of change. It is up to you to explain the future in terms that those living in the past and present can follow.

To be successful, innovation is not just about value creation, but value capture.

I have found that when I intentionally control my thoughts, walk humbly, love and forgive unconditionally, generally, I have a pretty good day.

Driving a positive, high-performing culture requires more than words. After all, everyone has a mission statement, but only the great organizations also have people who are on a mission.

By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.

There are three basic essentials for [the] successful transformation of any society. First, a determined leadership…two, an administration which is efficient; and three, social discipline.

The leader who listens is the one society needs most. They don’t force their commands on people. They pay attention to their demands and set the pace for the change that society truly needs.

the working definition of leadership we are using here: Energizing a community of people toward their own transformation in order to accomplish a shared mission in the face of a changing world.

When a desire is deep, it reaches the subconscious mind and calls for cultivation of qualities that will help fulfill desires, and this is what transforms an ordinary person into a great leader.

Although these cases are different, Rodríguez, Parolin and Kasper were all considered too moderate for senior leadership positions in the John Paul II and Benedict XVI years, when the top papal priority was Catholic identity.

Many supporters believe--or want to believe--that Obama will be a transformative political leader in a transformative time. They eagerly await the flowering of peace and social justice policies that will open a new chapter in the abatement of "the structural inequalities that our nation's legacy of discrimination has left behind." Whether Obama, carrying the weight of race on his shoulders in a manner no other United States president ever has, will provide leadership and initiative on these issues is yet to be seen. At every opportunity, we should remind him to try.

The U.S. Navy SEAL Teams were at the forefront of this leadership transformation, emerging from the triumphs and tragedies of war with a crystallized understanding of what it takes to succeed in the most challenging environments that combat presents.

transformational leadership)44 generates more social capital—the bonds of trust that help employees get more work done at a lower cost than employees at other firms. Hivish employees work harder, have more fun, and are less likely to quit or to sue the company.

Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

The convictions we need to rally around should be about life giving, community transformation, holistic personal growth, sacrifice, beauty, blessing, and world renewal. Who wouldn’t want to be a part of a people committed to something that brings personal meaning and makes the world a better place?

It is often questioned whether one person alone can transform the whole system. In reality, only one person can transform and create change. Of course, team effort makes the change possible. Yet, the whole process of change begins with that one person who created the change — the transformational leader.

Leaders are made not born. They are the results of persistent effort. Thus, leadership involves much more than just shouting. Effective leadership requires a human focus and reflects a servant and transformation mentality. It is about the nuts and bolts of execution. Leadership is an everyday activity. It is a process that begins but never ends.

Empathy is the unseen fabric that weaves success and compassion together, transforming not just jobs but lives.

Without transformation there can be nothing new and citizens cannot expect any change from the newly elected leader.

Rethink Your Success Mindset: Gratitude is the attitude, fuel and catalyst that transforms life's challenges into wisdom.

They need leaders who help them shine, who help them fulfill their potential at work.

In life, you get what you believe you deserve.

May you have the courage to choose love over hate.

The choice to believe in something bigger than yourself is the beginning of the transformational mastery of your success~

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

The worst enemy of our humanity is our self-doubt.

When we allow negative messages to fester in our head, they take on a life of their own.

Don’t let any situation intimidate you, defeat you, or conquer you. you are stronger and smarter than anything that challenges you.

I'm an over-believer.

Critics write words but they don't write the future.

Great CIOs are great storytellers, envision and communicate a full-fledged, people-centric digital transformation.

No company exists in a vacuum; each is part of an ecosystem.

Live a life of purpose. Be a voice to be reckoned with. Do not be lost in the midst of the crowd. Contribute your own quota to the transformation going on where God planted you.

Servanthood transcended all that it was thought to be and became what it was never imagined to be.

The greatest leaders have the ability to have one eye on the prize and the other in the moment. When either one is lost they both will fail.

When you tell someone they made you angry, you give them complete control over how you think, how you feel  and how you act, and that includes a two-year-old child.

All Disruption starts with introspection.

The business world is littered with the fossils of companies that failed to evolve. Disrupt or be disrupted. There is no middle ground.

Corporate planning cycles are a classic example of generals fighting the last war over again instead of preparing for what might lie ahead.

There are two types of people in this world: those whose look for opportunity and those who make it happen.

Leaders who changed the world never enrolled in a “leadership course”; they deeply cared about people, engaged them, and acted with courage, thoughtfulness and integrity.

To succeed in this day and age, all you need to be ahead of the pack is to be informed, and turn the information into transformation for your betterment and that of others.

The litmus test for our success as Leaders is not how many people we are leading, but how many we are transforming into leaders

ReThink Real Success: Keeping your word to others and never lying to yourself

leaders who do undertake a voyage of personal understanding and development can transform not only their own capabilities but also those of their companies.

Vision without implementation is counterproductive.

No one who has truly experienced the transforming and redeeming power of the gospel can think of life without passion.

Leadership is about making and maintaining a positive change. True leaders do not conform to the limits of the environments they stay in; the transform it positively!

Organizations do not transform—people do.

You will experience 100 transformative moments every year.

When life throws you a curveball, embrace the chaos, and turn it into your competitive advantage by shifting your mindset and transforming adversity into opportunity.

Politics look very simple to the outsider whether he is a businessman or a soldier – it is only when you get into it that all the angles and hard work become apparent. James Forrestal

Embrace the Christ-like character of selfless service and servant leadership; As a teacher, true transformation unfolds when students are guided to become the best versions of themselves.

The political Greeders mindset wastes resources that could transform the future of tens of millions of people and the destinies of the countries. We need to rethink Leadership and politics.

As theologian David F. Wells states so powerfully, We have turned to a God that we can use rather than a God we must obey; we have turned to a God who will fulfill our needs rather than to a God before whom we must surrender our rights to ourselves. He is a God for us and for our satisfaction, and we have come to assume that it must be so in the church as well. And so we transform the God of mercy into a God who is at our mercy. We imagine that he is benign, that he will acquiesce as we toy with his reality and co-opt him in the promotion of our ventures and careers.

Transformation is within reach of anyone who is willing to change themselves, live good values value people, and collaborate with others to bring about lasting positive change. p182 Change Your World

Trollbella said. “Welcome to tonight’s performance. As you probably know, I am Queen Trollbella of the Troblin Kingdom. If you don’t know, please ask the person beside you to slap you. I am known for many things in my kingdom: beauty, intelligence, charisma, elegance, passion – but I’m best known for bringing my nation together. Thanks to my brilliant leadership, what was once a territory of greedy trolls and obnoxious goblins is now a kingdom of respectable and sophisticated Troblins. Tonight you will see that transformation before your symmetrical human eyes in ‘The Life and Times of Queen Trollbella’!

I saw the figure of 178 Billion wasted/stolen from the people of a country by its corrupt and inept government. Such a figure could truly transform the entire country; education, health, roads, schooling, entrepreneurial environment... of millions of people, rather than be secreted away as a few more 0000's in global bank accounts for the greeders. We need to Rethink Public Service, Values, Ethics and Leadership.

The Truth Is That Challenge Is the Crucible for Greatness. The study of leadership is the study of how men and women guide people through uncertainty, hardship, disruption, transformation, transition, recovery, new beginnings, and other significant challenges. It’s also the study of how men and women, in times of constancy and complacency, actively seek to disturb the status quo, awaken new possibilities, and pursue opportunities.

By telling you that you can transform your non-talents into talents, these less effective managers are not only setting you up to fail, they are intrinsically blaming you for your inevitable failure. This is perverse.

Your competitors have the same idea of how unique, special, vital, and relevant they are with everyone spending a lot of money using the same words, messages, and promises to convince prospects how unique they each are.

When it comes to transformation or deformation, organizational cultures are rarely neutral. For the most part cultural norms will support and catalyze or work against the process of spiritual transformation. Cultivating a culture

I learned this truth; we cannot simultaneously be our best selves and avoid pissing off people. When we align our actions with the divine, good, orderly direction we seek, some folks will not like that we are changing the dance steps.

In what is known as the 70/20/10 learning concept, Robert Eichinger and Michael Lombardo, in collaboration with Morgan McCall of the Center for Creative Leadership, explain that 70 percent of learning and development takes place from real-life and on-the-job experiences, tasks, and problem solving; 20 percent of the time development comes from other people through informal or formal feedback, mentoring, or coaching; and 10 percent of learning and development comes from formal training.

term Lean was coined by John Krafcik in a 1988 article based on his master’s thesis at MIT Sloan School of Management1 and then popularized in The Machine that Changed the World and Lean Thinking. Lean Thinking summarized Womack and Jones’s findings from studying how Toyota operates, an approach that was spearheaded by Taiichi Ohno, codified by Shigeo Shingo, and strongly influenced by the work of W. Edwards Deming, Joseph Juran, Henry Ford, and U.S. grocery stores. Lean Thinking framed Toyota’s

Transforming a team, let alone an entire organisation, from the principles of command and control to those based on servant-leadership, from plans based on prediction to plans based on empirical, evolutionary data requires both patience and tenacity.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

Could I see that God wanted to transform my life from a somewhat ugly, useless branch to an arrow, a tool usable in His hands, for the furtherance of His purposes?....To be thus transformed, was I willing - am I till willing - for the whittling, sandpapering, stripping, processes necessary in my Christian life? The ruthless pulling off of leaves and flowers might include doing without a television set or washing machine, remaining single in order to see a job done, re-evaluating the worthiness of the ambition to be a "good" doctor (according to my terms an values). The snapping of thorns might include drastic dealing with hidden jealousies and unknown prides, giving up prized rights in leadership and administration. The final stripping of the bark might include lessons to be learned regarding death to self - self-defence,self-pity, self-justification, self-vinidication, self-sufficiency, all the mechanisms of preventing the hurt of too deep involvment. Am I prepared for the pain, which may at times seem like sacrifice, in order to be made a tool in His service? My willingness will be a measure of the sincerity of my desire to express my heartfelt gratitude to Him for his so-great salvation. Can I see such minor "sacrifices" in light of the great sacrifice of Calvary, where Christ gave all for me?

In Indian institutions, what often hinders growth is the reluctance of those at the top to listen to their juniors and subordinates. There is a belief that all decisions and ideas must come in a top-to-down manner. The line between leadership and bullying is a thin one.

Here’s my full list of guidelines for how to apply the principles of this chapter to email communication. 1. Emails should contain as few words as possible. 2. Make it easy to see your central point at a glance, in one screen. 3. Never send an email that could emotionally affect another person unless it’s pure positive feedback. 4. Emotional issues must be discussed by phone; email should be used only to book a time for a call. 5. If you accidentally break rule number four, phone the person immediately, apologize, and discuss the issue by phone.

True prophetic people, as well as real disciples in any positions of leadership, choose to seek intimacy with our Lord, not in order to produce supernatural displays and experiences, but in order to be transformed into the image of the One who gave all to unite us with Himself.

The metamorphosis of your life begins with your mental appreciation for the cocoon stage of your journey. The adversities, the struggles, the perils of life are what either destroy your motivation or encourage your transformation to become what you were truly born to be. A WINNER!

We feel unfulfilled when there is a gap between what is most important to us, the realm of personal leadership, and what we are actually doing with our time, the realm of personal management. You are satisfied with your day when there is a match between what you value and how you spend your time.

In summary, then, the myriad ways in which people have used this book and its ideas fall within five broad areas of application: (1) applicant screening and hiring, (2) leadership and team building, (3) conflict resolution, (4) accountability transformation, and (5) personal growth and development.

In one respect New Orleans has set an example for all the world in the fight against yellow fever. The first impression was the complete organization of the citizens and the rational and reasonable way in which the fight has been conducted by them. With a tangible enemy in view, the army of defense could begin to fight rationally and scientifically. The... spirit in which the citizens of New Orleans sallied forth to win this fight strikes one who has been witness to the profound gloom, distress, and woe that cloud every other epidemic city. Rupert Boyce, Dean of Liverpool School of Tropical Diseases, 1905

...Des felt a familiar feeling in the pit of his stomach. All soldiers felt the same thing going into battle, whether they admitted it or not: fear. Fear of failure, fear of dying, fear of watching their friends die, fear of being wounded and living out the rest of their days crippled or maimed. The fear was always there, and it would devour you if you let it. Des knew how to turn that fear to his own advantage. Take what makes you weak and turn it into something that makes you strong. Transform the fear into anger and hate: hatred of the enemy; hatred of the Republic and the Jedi. The hate gave him strength, and the strength brought him victory. For Des the transformation came easily once the fighting started. Thanks to his abusive father, he'd been turning fear into anger and hate ever since he was a child. Maybe that was why he was such a good soldier. Maybe that was why the others looked to him for leadership.

To generate an enduring peace, we will each have to continue to make progress as Christ conscious leaders, becoming increasingly aware of our unity with others and expanding our ability to receive Divine Love and be a vehicle for Divine Love. We will each have to detach from any impediments in our tribes, our families, and our own self-will that deter us from a commitment to fulfill God’s purpose in our lives, to do our work, and to continue our lifelong transformation as Christ conscious leaders. And we will have to come to realize that, in partnership with the Eternal Absolute, we each have the power – and the calling – to build the kingdom of God on earth.

I regularly invite educators and leaders to send me their questions, and hundreds of them do so every month. The most common question, however, is one to which my response is probably most disappointing. The question is “How do I get better buy-in from my staff before I implement some critically needed changes?” The answer is “You don’t.

In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team. This group rarely includes all of the most senior people because some of them just won’t buy in, at least at first. But in the most successful cases, the coalition is always powerful—in terms of formal titles, information and expertise, reputations and relationships, and the capacity for leadership. Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome tradition and inertia except in very small organizations. Weak committees are usually even less effective.

Our real problem is not the pervasiveness of the darkness but a failure of the light. Light always dispels darkness. The glorious light of the resurrection life of Jesus Christ is still sufficient and available to those who reject self-reliance and return to His plan for biblical leadership. This return can reignite the radiance of the Gospel in transforming power.

Two categories of people can be found in the world today. There are those who make things happen and there are those who watch things happen. A spectator watch things happen while a player make things happen. In the same vein, history writers watch things happen and history makers make things happen. This is why history writers are always at the mercy of history makers.

I made a lot of mistakes along the way and wish I had access to the information in this book back then. Common traps were stepped in—like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

We have no obligation to endure or enable certain types of certain toxic relationships. The Christian ethic muddies these waters because we attach the concept of long-suffering to these damaging connections. We prioritize proximity over health, neglecting good boundaries and adopting a Savior role for which we are ill-equipped. Who else we'll deal with her?, we say. Meanwhile, neither of you moves towards spiritual growth. She continues toxic patterns and you spiral in frustration, resentment and fatigue. Come near, dear one, and listen. You are not responsible for the spiritual health of everyone around you. Nor must you weather the recalcitrant behavior of others. It is neither kind nor gracious to enable. We do no favors for an unhealthy friend by silently enduring forever. Watching someone create chaos without accountability is not noble. You won't answer for the destructive habits of an unsafe person. You have a limited amount of time and energy and must steward it well. There is a time to stay the course and a time to walk away. There's a tipping point when the effort becomes useless, exhausting beyond measure. You can't pour antidote into poison forever and expect it to transform into something safe, something healthy. In some cases, poison is poison and the only sane response is to quit drinking it. This requires honest self evaluation, wise counselors, the close leadership of the Holy Spirit, and a sober assessment of reality. Ask, is the juice worth the squeeze here. And, sometimes, it is. You might discover signs of possibility through the efforts, or there may be necessary work left and it's too soon to assess. But when an endless amount of blood, sweat and tears leaves a relationship unhealthy, when there is virtually no redemption, when red flags are frantically waved for too long, sometimes the healthiest response is to walk away. When we are locked in a toxic relationship, spiritual pollution can murder everything tender and Christ-like in us. And a watching world doesn't always witness those private kill shots. Unhealthy relationships can destroy our hope, optimism, gentleness. We can lose our heart and lose our way while pouring endless energy into an abyss that has no bottom. There is a time to put redemption in the hands of God and walk away before destroying your spirit with futile diligence.

being picked on, was very painful, but it made me a better person. It instilled in me a lifelong hatred for bullies and sympathy for their victims. Some of the most satisfying work I did as a prosecutor, in fact, was putting bullies of all kinds in jail, freeing good people from their tyranny. After my experience in college, I was never going to surrender to the group again simply because it was easy. And I was going to make sure my life had some meaning, because I’d already seen how fleeting life could be. CHAPTER 4 MEANING I have always believed, and I still believe, that whatever good or bad fortune may come our way we can always give it meaning and transform it into something of value. —HERMANN HESSE I HAVE WORKED with great men over the years, but two of my most important teachers about life and leadership were women. In 1993, after my work on the Gambino trial ended, I kept my promise to Patrice and we moved our family to Richmond, a place where we had few

Side by side with the limitless possibilities opened up by the new technologies, reflection about international order must include the internal dangers of societies driven by mass consensus, deprived of the context and foresight needed on terms compatible with their historical character. In every other era, this has been considered the essence of leadership; in our own, it risks being reduced to a series of slogans designed to capture immediate short-term approbation. Foreign policy is in danger of turning into a subdivision of domestic politics instead of an exercise in shaping the future. If the major countries conduct their policies in this manner internally, their relations on the international stage will suffer concomitant distortions. The search for perspective may well be replaced by a hardening of differences, statesmanship by posturing. As diplomacy is transformed into gestures geared toward passions, the search for equilibrium risks giving way to a testing of limits.

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

We have turned to a God that we can use rather than a God we must obey; we have turned to a God who will fulfill our needs rather than to a God before whom we must surrender our rights to ourselves. He is a God for us and for our satisfaction, and we have come to assume that it must be so in the church as well. And so we transform the God of mercy into a God who is at our mercy. We imagine that he is benign, that he will acquiesce as we toy with his reality and co-opt him in the promotion of our ventures and careers.

Our greatest leaders are neither dreamers nor dictators: They are, like Jefferson, those who articulate national aspirations yet master the mechanics of influence and know when to depart from dogma. Jefferson had a remarkable capacity to marshal ideas and to move men, to balance the inspirational and the pragmatic. To realize his vision, he compromised and improvised. The willingness to do what he needed to do in a given moment makes him an elusive historical figure. Yet in the real world . . . his creative flexibility made him a transformative leader.

Another great example of the power of vulnerability -- this time in a corporation -- is the leadership approach taken by Lululemon's CEO, Christine Day. In a video interview with CNN Money, Day explained that she was once a very bright, smart executive who "majored in being right." Her transformation came when she realized that getting people to engage and take ownership wasn't about "the teling" but about letting them come into the idea in a purpose-led way, and that her job was creating the space for others to perform. She chracterized this change as the shift from "having the best idea or problem solving" to "being the best leader of people.

Our society is awash with founders, all listening to the same leadership podcasts, doing the same kettlebell lunges to improve grip and leg strength at the same time, then dissolving identical Tim Ferriss–approved muscle-building complexes into their post-workout shakes to transform their previously similar mesomorph bodies into something even more metabolically equivalent. All while making parallel grandiose-style projections about their own app, disruption, or innovation whereby their personal self-interest miraculously aligns with the interest of society writ large and places them as CEO/founder/servant-leader on the very prow of the vessel of civilization.

For leaders, vulnerability often looks and feels like discomfort. In his book Tribes: We Need You to Lead Us, Seth Godin writes, “Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable.…It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.

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

The former South African archbishop Desmond Tutu used to famously say, “We are prisoners of hope.” Such a statement might be taken as merely rhetorical or even eccentric if you hadn’t seen Bishop Tutu stare down the notorious South African Security Police when they broke into the Cathedral of St. George’s during his sermon at an ecumenical service. I was there and have preached about the dramatic story of his response more times than I can count. The incident taught me more about the power of hope than any other moment of my life. Desmond Tutu stopped preaching and just looked at the intruders as they lined the walls of his cathedral, wielding writing pads and tape recorders to record whatever he said and thereby threatening him with consequences for any bold prophetic utterances. They had already arrested Tutu and other church leaders just a few weeks before and kept them in jail for several days to make both a statement and a point: Religious leaders who take on leadership roles in the struggle against apartheid will be treated like any other opponents of the Pretoria regime. After meeting their eyes with his in a steely gaze, the church leader acknowledged their power (“You are powerful, very powerful”) but reminded them that he served a higher power greater than their political authority (“But I serve a God who cannot be mocked!”). Then, in the most extraordinary challenge to political tyranny I have ever witnessed, Archbishop Desmond Tutu told the representatives of South African apartheid, “Since you have already lost, I invite you today to come and join the winning side!” He said it with a smile on his face and enticing warmth in his invitation, but with a clarity and a boldness that took everyone’s breath away. The congregation’s response was electric. The crowd was literally transformed by the bishop’s challenge to power. From a cowering fear of the heavily armed security forces that surrounded the cathedral and greatly outnumbered the band of worshipers, we literally leaped to our feet, shouted the praises of God and began…dancing. (What is it about dancing that enacts and embodies the spirit of hope?) We danced out of the cathedral to meet the awaiting police and military forces of apartheid who hardly expected a confrontation with dancing worshipers. Not knowing what else to do, they backed up to provide the space for the people of faith to dance for freedom in the streets of South Africa.

Why Westerners are so obsessed with "saving" Africa, and why this obsession so often goes awry? Western countries should understand that Africa’s development chances and social possibilities remain heavily hindered due to its overall mediocre governance. Africa rising is still possible -- but first Africans need to understand that the power lies not just with the government, but the people. I do believe, that young Africans have the will to "CHANGE" Africa. They must engage their government in a positive manner on issues that matters -- I also realize that too many of the continent’s people are subject to the kinds of governments that favor ruling elites rather than ordinary villagers and townspeople. These kind of behavior trickles down growth. In Zimbabwe Robert Mugabe is the problem. In South Africa the Apartheid did some damage. The country still wrestles with significant racial issues that sometimes leads to the murder of its citizens. In Ethiopia, Somalia and Kenya the world’s worst food crisis is being felt. In Libya the West sends a mixed messages that make the future for Libyans uncertain. In Nigeria oil is the biggest curse. In Liberia corruption had make it very hard for the country to even develop. Westerners should understand that their funding cannot fix the problems in Africa. African problems can be fixed by Africans. Charity gives but does not really transform. Transformation should come from the root, "African leadership." We have a PHD, Bachelors and even Master degree holders but still can't transform knowledge. Knowledge in any society should be the power of transformation. Africa does not need a savior and western funds, what Africa needs is a drive towards ownership of one's destiny. By creating a positive structural system that works for the majority. There should be needs in dealing with corruption, leadership and accountability.

Associated with Habit 5: Seek First to Understand, Then to Be Understood is the endowment of courage balanced with consideration. Does it take courage and consideration to not be understood first? Think about it. Think about the problems you face. You tend to think, “You need to understand me, but you don’t understand. I understand you, but you don’t understand me. So let me tell you my story first, and then you can say what you want.” And the other person says, “Okay, I’ll try to understand.” But the whole time they’re “listening,” they’re preparing their reply. They’re just pretending to listen, selectively listening. When you show your home movies or tell some chapter of your autobiography—“Let me tell you my experience”—the other person is tuned out unless he feels understood. What happens when you truly listen to another person? The whole relationship is transformed: “Someone started listening to me, and they seemed to savor my words. They didn’t agree or disagree, they just were listening, and I felt as if they were seeing how I saw the world. And in that process, I found myself listening to myself. I started to feel a worth in myself.

Imagine the following. Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: “Get up and follow me.” When he starts walking and only a few others join in, he yells to those still seated: “Up, I said, and now!” In the second group, someone says: “We’re going to have to move. Here’s the plan. Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. Do not leave any personal belongings on the ground here and be sure to stop at the base of the tree. When we are all there . . .” In the third group, someone tells the others: “It’s going to rain in a few minutes. Why don’t we go over there and sit under that huge apple tree. We’ll stay dry, and we can have fresh apples for lunch.” I am sometimes amazed at how many people try to transform organizations using methods that look like the first two scenarios: authoritarian decree and micromanagement. Both approaches have been applied widely in enterprises over the last century, but mostly for maintaining existing systems, not transforming those systems into something better. When the goal is behavior change, unless the boss is extremely powerful, authoritarian decree often works poorly even in simple situations, like the apple tree case. Increasingly, in complex organizations, this approach doesn’t work at all. Without the power of kings and queens behind it, authoritarianism is unlikely to break through all the forces of resistance. People will ignore you or pretend to cooperate while doing everything possible to undermine your efforts. Micromanagement tries to get around this problem by specifying what employees should do in detail and then monitoring compliance. This tactic can break through some of the barriers to change, but in an increasingly unacceptable amount of time. Because the creation and communication of detailed plans is deadly slow, the change produced this way tends to be highly incremental. Only the approach used in the third scenario above has the potential to break through all the forces that support the status quo and to encourage the kind of dramatic shifts found in successful transformations. (See figure 5–1.) This approach is based on vision—a central component of all great leadership.

You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!

It is quite unfathomable why the EU leadership fails to anticipate these potentially catastrophic possibilities, and fails to respond to popular concerns with more moderate immigration policies. One possible explanation for these perverse policies that has been put forward by highly regarded scholars, such as Samuel Huntington, is that the current leadership of the EU is composed of left-wing authoritarians who are enemies of the Western liberal tradition. According to Huntington, “Multiculturalism is in its essence anti-European... "and opposes its civilization. The official repression of dissent and pursuance of unpopular policies by undemocratic means suggests that such ideologues wish to turn the EU into a centrally controlled empire similar to the Soviet Union. If that is the case, then their current policies make a good deal of sense, in that they flood the continent with people who have lived under autocratic regimes and never lived in democratic republics. Such people may well be willing to tolerate repressive regimes provided they can maintain a moderate standard of living and their own traditional religious practices. As Hunnngton points out, imperial regimes often promote ethnic conflict among their minority citizens to strengthen the power of the central authority, with the not unrealistic claim that a powerful central authority is essential to maintain civil order. But if that is the case, then Europe will be transformed into an authoritarian and illiberal multiethnic empire, undemocratic, economically crippled and culturally retrograde. Is it any wonder that so many see Europe as committing suicide and its end coming "not with a bang, but a whimper?

Towards the end of the last century the pursuit of Utopia entered the political mainstream. In future only one kind of regime would be legitimate: American-style democratic capitalism – the final form of human government, as it was termed in the fleeting and now forgotten mood of hubris that followed the Soviet collapse. Led by the United States, western governments committed themselves to installing democracy throughout the world – an impossible dream that in many countries could only produce chaos. At the same time they launched a ‘war against terror’ that failed to distinguish between new threats and the normal conflicts of history. The Right was possessed by fantasies, and like the utopian visions of the last century – but far more quickly – its grandiose projects have crumbled into dust. In the twentieth century it seemed utopian movements could come to power only in dictatorial regimes. Yet after 9/ 11 utopian thinking came to shape foreign policy in the world’s pre-eminent democracy. In many ways the Bush administration behaved like a revolutionary regime. It was prepared to engage in pre-emptive attacks on sovereign states in order to achieve its goals, while at the same time it has been ready to erode long-established American freedoms. It established a concentration camp in Guantánamo whose inmates are beyond the reach of normal legal protection, denied the protection of habeas corpus to terrorist suspects, set up an apparatus of surveillance to monitor the population and authorized American officials to practise what in any other country would be defined as torture. Under the leadership of Tony Blair, Britain suffered, in a more limited way, a similar transformation.

Well before the end of the 20th century however print had lost its former dominance. This resulted in, among other things, a different kind of person getting elected as leader. One who can present himself and his programs in a polished way, as Lee Quan Yu you observed in 2000, adding, “Satellite television has allowed me to follow the American presidential campaign. I am amazed at the way media professionals can give a candidate a new image and transform him, at least superficially, into a different personality. Winning an election becomes, in large measure, a contest in packaging and advertising. Just as the benefits of the printed era were inextricable from its costs, so it is with the visual age. With screens in every home entertainment is omnipresent and boredom a rarity. More substantively, injustice visualized is more visceral than injustice described. Television played a crucial role in the American Civil rights movement, yet the costs of television are substantial, privileging emotional display over self-command, changing the kinds of people and arguments that are taken seriously in public life. The shift from print to visual culture continues with the contemporary entrenchment of the Internet and social media, which bring with them four biases that make it more difficult for leaders to develop their capabilities than in the age of print. These are immediacy, intensity, polarity, and conformity. Although the Internet makes news and data more immediately accessible than ever, this surfeit of information has hardly made us individually more knowledgeable, let alone wiser, as the cost of accessing information becomes negligible, as with the Internet, the incentives to remember it seem to weaken. While forgetting anyone fact may not matter, the systematic failure to internalize information brings about a change in perception, and a weakening of analytical ability. Facts are rarely self-explanatory; their significance and interpretation depend on context and relevance. For information to be transmuted into something approaching wisdom it must be placed within a broader context of history and experience. As a general rule, images speak at a more emotional register of intensity than do words. Television and social media rely on images that inflamed the passions, threatening to overwhelm leadership with the combination of personal and mass emotion. Social media, in particular, have encouraged users to become image conscious spin doctors. All this engenders a more populist politics that celebrates utterances perceived to be authentic over the polished sound bites of the television era, not to mention the more analytical output of print. The architects of the Internet thought of their invention as an ingenious means of connecting the world. In reality, it has also yielded a new way to divide humanity into warring tribes. Polarity and conformity rely upon, and reinforce, each other. One is shunted into a group, and then the group polices once thinking. Small wonder that on many contemporary social media platforms, users are divided into followers and influencers. There are no leaders. What are the consequences for leadership? In our present circumstances, Lee's gloomy assessment of visual media's effects is relevant. From such a process, I doubt if a Churchill or Roosevelt or a de Gaulle can emerge. It is not that changes in communications technology have made inspired leadership and deep thinking about world order impossible, but that in an age dominated by television and the Internet, thoughtful leaders must struggle against the tide.

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

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

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.