Unique Leader Quotes

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

Being the World’s Most Powerful Leader is Easier Than You Think One of my first executive orders was to impose a moratorium on any new federal government hiring. That got the “Incredible Shrinking Government” meal simmering. Veto stamps branded into any Congressional salary increase proposal added a certain singed aroma.

A conscious human is driven by their conscience, not popular opinion.

You're the most important thing in this universe. You; this vessel; the people of this planet; lovers, warriors, artists, leaders, dreams more numerous than stars. Each mind unique, each thought created for an instant and then broken apart to form new ones. You don't understand the unbearable beauty of being you.

Business leaders make one of two mistakes: overestimating or underestimating their capabilities.

You need to stand out in the crowd and be unique. This is the only way that can lead you to success.

A person who is truly cool is a work of art. And remember, original works of art cost exponentially higher than imitations. Just take a look at the the coolest people in history. They will always be a part of history for being extremely original individuals, not imitations.

Dance to the beat of your own drum; whether the world likes your rhythmic movements or not.

.. it makes sense that introverts are uniquely good at leading intiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtious circle of proactivity.

To have a museum chronicling the great crime that was African slavery in the United States of America would be to acknowledge that the evil was here. Americans prefer to picture the evil that was there, and from which the United States-a unique nation, one without any certifiably wicked leaders throughout its entire history-is exempt. That this country, like every other country, has its tragic past does not sit well with the founding, and still all-powerful belief in American exceptionalism.

Suppose that a man leaps out of a burning building—as my dear friend and colleague Jeff Goldberg sat and said to my face over a table at La Tomate in Washington not two years ago—and lands on a bystander in the street below. Now, make the burning building be Europe, and the luckless man underneath be the Palestinian Arabs. Is this a historical injustice? Has the man below been made a victim, with infinite cause of complaint and indefinite justification for violent retaliation? My own reply would be a provisional 'no,' but only on these conditions. The man leaping from the burning building must still make such restitution as he can to the man who broke his fall, and must not pretend that he never even landed on him. And he must base his case on the singularity and uniqueness of the original leap. It can't, in other words, be 'leap, leap, leap' for four generations and more. The people underneath cannot be expected to tolerate leaping on this scale and of this duration, if you catch my drift. In Palestine, tread softly, for you tread on their dreams. And do not tell the Palestinians that they were never fallen upon and bruised in the first place. Do not shame yourself with the cheap lie that they were told by their leaders to run away. Also, stop saying that nobody knew how to cultivate oranges in Jaffa until the Jews showed them how. 'Making the desert bloom'—one of Yvonne's stock phrases—makes desert dwellers out of people who were the agricultural superiors of the Crusaders.

Normal is never one of a kind. One of a kind is never normal.

Multipliers invoke each person’s unique intelligence and create an atmosphere of genius—innovation, productive effort, and collective intelligence.

In a world full of daisies dare to be a rose.

Disruptive innovation is entrepreneurs changing their industry with unique creativity.

If you follow the herd, people may mistake you for a cow.

Talent silences your competition; genius deafens them.

History honors the unique minority the majority cannot forget.

Everyone has limitations. Know that when you always say “I wish I am like someone else”, you are attempting to take alongside someone’s limitation you may not be able to manage.

Clarity repositions you to quit nice activities that take you nowhere in order to pursue risky tasks that take you somewhere.

Great leaders are most wanted. They are most wanted for what they do with their gifts and talents. Their dreams are so unique in such a way that their presence becomes a source of hope and courage for others to thread on along. Why won't they look for them?

both the American and the European approaches to foreign policy were the products of their own unique circumstances. Americans inhabited a nearly empty continent shielded from predatory powers by two vast oceans and with weak countries as neighbors. Since America confronted no power in need of being balanced, it could hardly have occupied itself with the challenges of equilibrium even if its leaders had been seized by the bizarre notion of replicating European conditions amidst a people who had turned their backs on Europe.

This means knowledge and experience are no longer the primary commodity. Instead, what is far more valuable is to have the ability to learn and to apply those learnings into new and unique scenarios. It's no longer about what you know, it's about how you can learn and adapt.

I believe there no surer path to leaping dramatically forward in your career than to earn a Ph.D. in the humanities. Because the thought leaders in our industry are not the ones who plodded dully, step by step, up the career ladder. The leaders are the ones who took chances and developed unique perspectives.

People wo are privileged tend to take their privilege for granted. South Africans are no exception in this regard. We take for granted the extraordinary struggle our people waged to establish the country and democracy we have today. We also forget that our struggle was waged on such high moral ground that it led to the development of a unique cadre of leaders whose concern was for the people and the country rather than for themselves, their families, factions and friends.

Breaking from the herd is better than getting lost in it.

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

You break the legs of your leadership chair when you chase after other people’s assignments instead of pursing yours!

In a crowd do not lose your individuality, and in your individuality do not lose the crowd.

Faith in tomorrow’s solution requires faith in oneself – believing that you still have value and that there is still a sacred, unique place to shine your light.

I never blindly roamed with a team just for the sake of social labeling or fitting in. I was never part of a particular group, scene or tribe. I was friends with everybody. My best friend in high school was prom queen, yet I was voted the biggest nonconformist of my senior class.

A properly educated leader, especially when harassed and under pressure, will know from his study of history and the classics that circumstances very much like those he is encountering have occurred from time to time on this earth since the beginning of history. He will avoid the self-indulgent error of seeing himself in a predicament so unprecedented, so unique, as to justify his making an exception to law, custom or morality in favor of himself. The making of such exceptions has been the theme of public life throughout much of our lifetimes. For twenty years, we've been surrounded by gamesmen unable to cope with the wisdom of the ages. They make exceptions to law and custom in favor of themselves because they choose to view ordinary dilemmas as unprecedented crises.

If there’s one thing that every founder and leader in this book has in common with the others, it is a passion for what their companies do. They love it, and they have a burning desire to share it with other people. They thrive on the joy of contributing something great and unique to the world.

Cowardice is when you hide away from your real self, and wear another self in pretense. Be yourself; that is bravery. If yourself is not better for you to be, change yourself and live in that changed self!

As befits the oldest continuous civilization on earth, the Chinese have a uniquely long sense of history. In no other country do modern leaders explain policy decisions by “invoking strategic principles from millennium-old events.

Linear models tend to define relationships in terms of roles rather than people: the boss rather than the person actually exerting influence. The organic model tends to define relationships in terms of one unique person to another unique person.

To the narcissistic sociopath, a sexual experience is not about sex; it's about having complete control over his victims. They satisfy their sick compulsions by preying on vulnerable victims who they feel can most easily be manipulated and are least likely to expose their crimes. Warren needed the FLDS even more than the rebel religion needed a leader. His specialized psychosis was dependent on a unique religious hook that just would not work in the general population. In the outside world, he would never have been able to convince anyone to take him seriously. But with the FLDS predilection for blind religious obedience and submission to authority, he had the willing, captive audience that he needed, like a scientist needs labs rats.

From an evolutionary perspective, females are more reproductively valuable than males. After all, we can only carry one pregnancy at a time while men can spread their seed more freely. As a result, male mammals must “earn” female reproductive access by offering gifts. It’s certainly not unique to humans, although I would say sheep or cows rarely find themselves in this particular conundrum. From a social psychological standpoint, traditional gender roles are often internalized for men. They feel obligated to make decisions and take control while women follow. By setting a precedent such as paying for a meal on a first date, the man is establishing himself as the dominant leader in the relationship and relegates the woman to the passive role.

Remember, the only real leader you have is Jesus Christ. Unless you are daily taught of Him you will not be able to make the right decisions. To get to Him you need to pray, but it needs to be prayer of a unique quality. You can pray all night and all day and still not be in touch with His will. Prayer is not full and effective unless it adds up to our learning to wait upon the Lord for Him to make known His will. He needs to break down our tendency to cry out in prayer "Your will be done," and then to get up and still try to impose our will on circumstances.

Leading for true belonging is about creating a culture that celebrates uniqueness. What serves leaders best is understanding your players’ best efforts. My job as a leader is to identify their unique gift or contribution. A strong leader pulls players toward a deep belief in themselves.

You don’t need money to be generous. You don’t need education to be wise. You don’t need fame to be important. You don’t need charisma to be influential. You don’t need titles to be honorable. You don’t need awards to be special. You don’t need medals to be extraordinary. You don’t need consent to be yourself. You don’t need approval to be unique. You don’t need a license to be creative. You don’t need authorization to dream. You don’t need acceptance to be gifted. You don’t need youth to be a champion. You don’t need old age to be a hero. You need skill, not temper, to be a warrior. You need love, not rage, to be an activist. You need compassion, not robes, to be a priest. You need confidence, not ego, to be a politician. You need integrity, not charm, to be a leader. You need wisdom, not theories, to be a master. You need character, not size, to be a champion.

The Troll Patrol was an institution unique to Dun Hythe. Long ago, the city leaders had recognized the need to control and direct the heavy wagon traffic that flowed to and from the port area. They organized a patrol of citizens for this purpose and all went well for a while. No one knows who allowed the first troll to join up, but word immediately spread throughout the troll community that one of their number had a paying job with unlimited donuts. Soon after that, every opening in the patrol attracted dozens of trolls who brazenly persuaded non-trolls to withdraw their applications. Within a few years, trolls had taken over the organization. Trolls proved to be particularly inept at traffic control. A member of the Troll Patrol could station himself in the middle of a deserted intersection and, within minutes, he would create a traffic-snarling mess. To keep the enraged wagon drivers under control, the trolls relied upon truncheons. A whack or two in the head always knocked a driver groggy and made him a lot less noisy.

The Idiot. I have read it once, and find that I don't remember the events of the book very well--or even all the principal characters. But mostly the 'portrait of a truly beautiful person' that dostoevsky supposedly set out to write in that book. And I remember how Myshkin seemed so simple when I began the book, but by the end, I realized how I didn't understand him at all. the things he did. Maybe when I read it again it will be different. But the plot of these dostoevsky books can hold such twists and turns for the first-time reader-- I guess that's b/c he was writing most of these books as serials that had to have cliffhangers and such. But I make marks in my books, mostly at parts where I see the author's philosophical points standing in the most stark relief. My copy of Moby Dick is positively full of these marks. The Idiot, I find has a few... Part 3, Section 5. The sickly Ippolit is reading from his 'Explanation' or whatever its called. He says his convictions are not tied to him being condemned to death. It's important for him to describe, of happiness: "you may be sure that Columbus was happy not when he had discovered America, but when he was discovering it." That it's the process of life--not the end or accomplished goals in it--that matter. Well. Easier said than lived! Part 3, Section 6. more of Ippolit talking--about a christian mindset. He references Jesus's parable of The Word as seeds that grow in men, couched in a description of how people are interrelated over time; its a picture of a multiplicity. Later in this section, he relates looking at a painting of Christ being taken down from the cross, at Rogozhin's house. The painting produced in him an intricate metaphor of despair over death "in the form of a huge machine of the most modern construction which, dull and insensible, has aimlessly clutched, crushed, and swallowed up a great priceless Being, a Being worth all nature and its laws, worth the whole earth, which was created perhaps solely for the sake of the advent of this Being." The way Ippolit's ideas are configured, here, reminds me of the writings of Gilles Deleuze. And the phrasing just sort of remidns me of the way everyone feels--many people feel crushed by the incomprehensible machine, in life. Many people feel martyred in their very minor ways. And it makes me think of the concept that a narrative religion like Christianity uniquely allows for a kind of socialized or externalized, shared experience of subjectivity. Like, we all know the story of this man--and it feels like our own stories at the same time. Part 4, Section 7. Myshkin's excitement (leading to a seizure) among the Epanchin's dignitary guests when he talks about what the nobility needs to become ("servants in order to be leaders"). I'm drawn to things like this because it's affirming, I guess, for me: "it really is true that we're absurd, that we're shallow, have bad habits, that we're bored, that we don't know how to look at things, that we can't understand; we're all like that." And of course he finds a way to make that into a good thing. which, it's pointed out by scholars, is very important to Dostoevsky philosophy--don't deny the earthly passions and problems in yourself, but accept them and incorporate them into your whole person. Me, I'm still working on that one.

Leaders constantly bring the most important things to light: current reality and future possibility, what God says about it and what we need to do about it.

You don’t see someone flying and you begin to bite yourself for not being able to do that. You do what you can.

Leaders know where they can function better. They don’t cry over what they cannot do.

Leaders let go of what they can't control. It's a matter of knowing the power of the muscles and bones in your neck so you can go for what it can carry

Leaders need to consider three types of hardwiring—Behaviors, Abilities, Motivations—that work together to describe the unique gifts, talents, and spin that you can bring to work.

Normal is never one of a kind.

One of a kind is never normal.

Agile recognizes that people are unique individuals instead of replaceable resources and that their highest value is not in their heads but in their interactions and collaboration. Agile

It is always safe to learn, even from our enemies; seldom safe to venture to instruct, even our friends." Charles Caleb Colton A leader's greatest strength is knowing his greatest weakness. No person is made perfect and every human is born with unique flaws that affect every decision they make. For some it is envy. For others, greed. And for many, it is pride.  Enemies are often more honest than friends. Friends will overlook your weaknesses, telling you what you want to hear instead of what you should be told because they see you through eyes clouded by admiration.  Enemies care nothing for your friendship. A rival will find your most vulnerable point and expose it without any remorse. But this is a gift — a chance to strengthen where you are

Your hardwiring helps you discover your unique way of interacting with and making sense of the world. And it gives you perspective, an ability to see why other people seem to interpret work so differently.

Grant says it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words. In the T-shirt-folding study, the team members reported perceiving the introverted leaders as more open and receptive to their ideas, which motivated them to work harder and to fold more shirts.

Model yourself after great men and women, but never imitate. Aspire to be and do like them, but never desire to be them. Be a student, not a follower. Achieve your own greatness through your own uniqueness. Be a leader.

Most people are operating at a fraction of what they are really capable of. As the leader you will need to find the unique seeds of greatness buried in each member of your team. You need to remove the weeds (fears, inhibitions, uncertainties), water and fertilize (invest in their personal growth), and provide the sunshine (your positive attitude, belief in them, and example) to transform that miraculous seed inside them into a bountiful harvest of results and productivity.

...A legendary leader distinguishes himself as someone who gets ahead of his people from an impasse and futile general consensus, and then finds new grounds that constitute the base from which a unique course of his people’s destiny is charted...

When it comes to developing character strength, inner security and unique personal and interpersonal talents and skills in a child, no institution can or ever will compare with, or effectively substitute for, the home's potential for positive influence.

In Christian circles, it is common for the husband to assume that his personal call is the priority in the marriage, and to simply fold his wife’s energy and abilities into that pursuit, instead of making it a priority to pursue her heart and draw out her unique destiny.

Why did these leaders’ effectiveness turn on whether their employees were passive or proactive? Grant says it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words.

Though the steppe tribes of his time changed sides at the least provocation and soldiers might desert their leaders, none of Temujin’s generals deserted him throughout his six decades as a warrior. In turn, Temujin never punished or harmed one of his generals. Among the great kings and conquerors of history, this record of fidelity is unique.

Define the outcomes you want from your team and its members, and then look for each person’s strength signs to figure out how each person can reach those outcomes most efficiently, most amazingly, most creatively, and most joyfully. The moment you realize you’re in the outcomes business is the moment you turn each person’s uniqueness from a bug into a feature.

It is rather pointless to go head to head with strong and entrenched competition. But numerous opportunities can be found in the marketplace for a company to maximize its unique qualities, differentiate its products and services, and go after a specific market segment where its competitors are weak and where you can develop superiority, where you can win battles.

The threat continues. The outcome now is in the hands of the American people and our system of justice. The methods Donald Trump is using to undermine our democracy are not unique to him. I saw authoritarian leaders use many of these same tactics in Eastern Europe, Russia, Ukraine, and across the Middle East when I was working for the US State Department. History

introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity,

makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words.

Who knows, maybe those two rogue leaders, Gandhi and Jesus, were right—a loving response changes the people who would beat the shit out of you, including yourself, of course. Their way, of the heart, makes everything bigger. Decency and goodness are subversively folded into the craziness, like caramel ribbons into ice cream. Otherwise, it’s about me, and my bile ducts, and how unique I am and how I’ve suffered. And that is what hell is like.

Thomas Paine is America’s single great revolutionary theorist. We have produced a slew of admirable anarchists (Alexander Berkman, Emma Goldman, Dorothy Day, and Noam Chomsky), and radical leaders have arisen out of oppressed groups (Sitting Bull, Frederick Douglass, Elizabeth Cady Stanton, Fannie Lou Hamer, Martin Luther King Jr., Malcolm X, Cornel West, and bell hooks). But we do not have a tradition of revolutionists. This makes Paine unique.

To avoid the Scylla of paleotechnic peace and the Charybdis of War, the leaders of the coming polity will steer a bold course for Eutopia [sic]. They will aim at the development of every region, its folk, work and place, in terms of the genius loci, of every nation, according to the best of its tradition and spirit; but in such wise that each region, each nation, makes its unique contribution to the rich pattern of our ever-evolving Western civilisation.

The CIO is that one leader who can see everything that is happening within the organization," says Victor Fetter, CIO of LPL Financial. "The CIO looks at every transaction and every customer service experience that takes place on the digital platform. With that unique perspective, the CIO understand where efficiency is happening and where it is not. The position, at its most basic level, has moved from someone who just accepted the way things were, to someone who uses that visibility to create aha moments for all leaders across the organization.

Truman repeatedly stressed the unique nature of the American presidency. He called it the greatest office ever created by the mind of man. In the Truman Presidential Library, only a few blocks from his house, he had ordered an inscription to be prominently displayed, listing the six tasks of the president. He was commander-in-chief of the armed forces, leader of his political party, initiator of legislation, maker of foreign policy, the head of state and the chief executive, responsible for seeing that the laws passed by Congress were respected and obeyed.

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

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

The member of the Nazi hierarchy most gifted at solving problems of conscience was Himmler. He coined slogans, like the famous watchword of the S.S., taken from a Hitler speech before the S.S. in 1931, “My Honor is my Loyalty”—catch phrases which Eichmann called “winged words” and the judges “empty talk”—and issued them, as Eichmann recalled, “around the turn of the year,” presumably along with a Christmas bonus. Eichmann remembered only one of them and kept repeating it: “These are battles which future generations will not have to fight again,” alluding to the “battles” against women, children, old people, and other “useless mouths.” Other such phrases, taken from speeches Himmler made to the commanders of the Einsatzgruppen and the Higher S.S. and Police Leaders, were: “To have stuck it out and, apart from exceptions caused by human weakness, to have remained decent, that is what has made us hard. This is a page of glory in our history which has never been written and is never to be written.” Or: “The order to solve the Jewish question, this was the most frightening order an organization could ever receive.” Or: We realize that what we are expecting from you is “superhuman,” to be “superhumanly inhuman.” All one can say is that their expectations were not disappointed. It is noteworthy, however, that Himmler hardly ever attempted to justify in ideological terms, and if he did, it was apparently quickly forgotten. What stuck in the minds of these men who had become murderers was simply the notion of being involved in something historic, grandiose, unique (“a great task that occurs once in two thousand years”), which must therefore be difficult to bear. This was important, because the murderers were not sadists or killers by nature; on the contrary, a systematic effort was made to weed out all those who derived physical pleasure from what they did. The troops of the Einsatzgruppen had been drafted

There’s no question that it’s easier to manage a “fitting-in” culture. You set standards and rules. You lead by “put up or shut up.” But you miss real opportunities—especially helping your team members find their purpose. When you push a “fitting-in culture” you miss the opportunity to help people find their personal drive—what’s coming from their hearts. Leading for true belonging is about creating a culture that celebrates uniqueness. What serves leaders best is understanding your players’ best efforts. My job as a leader is to identify their unique gift or contribution. A strong leader pulls players toward a deep belief in themselves.

I have talked with many pastors whose real struggle isn’t first with the hardship of ministry, the lack of appreciation and involvement of people, or difficulties with fellow leaders. No, the real struggle they are having, one that is very hard for a pastor to admit, is with God. What is caused to ministry become hard and burdensome is disappointment and anger at God. We have forgotten that pastoral ministry is war and that you will never live successfully in the pastorate if you live with the peacetime mentality. Permit me to explain. The fundamental battle of pastoral ministry is not with the shifting values of the surrounding culture. It is not the struggle with resistant people who don't seem to esteem the Gospel. It is not the fight for the success of ministries of the church. And is not the constant struggle of resources and personnel to accomplish the mission. No, the war of the pastor is a deeply personal war. It is far on the ground of the pastor’s heart. It is a war values, allegiances, and motivations. It's about the subtle desires and foundational dreams. This war is the greatest threat to every pastor. Yet it is a war that we often naïvely ignore or quickly forget in the busyness of local church ministry. When you forget the Gospel, you begin to seek from the situations, locations and relationships of ministry what you already have been given in Christ. You begin to look to ministry for identity, security, hope, well-being, meeting, and purpose. These things are already yours in Christ. In ways of which you are not always aware, your ministry is always shaped by what is in functional control of your heart. The fact of the matter is that many pastors become awe numb or awe confused, or they get awe kidnapped. Many pastors look at glory and don't seek glory anymore. Many pastors are just cranking out because they don't know what else to do. Many pastors preach a boring, uninspiring gospel that makes you wonder why people aren't sleeping their way through it. Many pastors are better at arguing fine points of doctrine than stimulating divine wonder. Many pastors see more stimulated by the next ministry, vision of the next step in strategic planning than by the stunning glory of the grand intervention of grace into sin broken hearts. The glories of being right, successful, in control, esteemed, and secure often become more influential in the way that ministry is done than the awesome realities of the presence, sovereignty, power, and love of God. Mediocrity is not a time, personnel, resource, or location problem. Mediocrity is a heart problem. We have lost our commitment to the highest levels of excellence because we have lost our awe.

WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that’s all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? When most organizations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason—they go from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do. But not the inspired companies. Not the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out.

It is clear that the left is winning the battle of ideas with America's young people, and doing so with some decidedly mediocre political dogma. If our children are both demonstrably uneducated and measurably indoctrinated, and if we're fully aware that these things are true, we can't just stand around clucking and griping about all that is wrong. We need to offer more of what is right. If we want our children to experience the liberty and opportunity uniquely available to us as American citizens, we need to raise a new generation of leaders who will shore up the republican form of government handed down to us by our Founders. We need to counter the Left's messages about dependency and entitlement with a vision of patriotic citizenship to which our youth can aspire.

The Soviets replaced him with a non-Jewish figure, Imre Nagy. Nagy was a Communist, but a reformer rather than a Stalinist. He had stood out from the beginning of his political career, when in the 1920s he had been sent to prison for his Communist beliefs and had arrived there wearing a bowler hat. “A Communist with bowler hat!” exclaimed the Hungarian journalist Tibor Méray. “He must be a different kind of Communist.”6 Later, he got into trouble with his party for refusing to stand at attention when “The Internationale” was played. It had been suggested in the press and in American State Department documents that he could be a Hungarian version of Josip Broz Tito, the charismatic president of Yugoslavia: unique among Eastern Bloc leaders for publicly splitting from Stalin’s Soviet Union.

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.

What we are faced with in our culture is the post-Christian version of the doctrine of original sin: all human endeavor is radically flawed, and the journalists who take delight in pointing this out are simply telling over and over again the story of Genesis 3 as applied to today’s leaders, politicians, royalty and rock stars. And our task, as image-bearing, God-loving, Christshaped, Spirit-filled Christians, following Christ and shaping our world, is to announce redemption to the world that has discovered its fallenness, to announce healing to the world that has discovered its brokenness, to proclaim love and trust to the world that knows only exploitation, fear and suspicion. So the key I propose for translating Jesus’ unique message to the Israel of his day into our message to our contemporaries is to grasp the parallel, which is woven deeply into both Testaments, between the human call to bear God’s image and Israel’s call to be the light of the world. Humans were made to reflect God’s creative stewardship into the world. Israel was made to bring God’s rescuing love to bear upon the world. Jesus came as the true Israel, the world’s true light, and as the true image of the invisible God. He was the true Jew, the true human. He has laid the foundation, and we must build upon it. We are to be the bearers both of his redeeming love and of his creative stewardship: to celebrate it, to model it, to proclaim it, to dance to it. “As the Father sent me, so I send you; receive the Holy Spirit; forgive sins and they are forgiven, retain them and they are retained.” That last double command belongs exactly at this point. We are to go out into the world with the divine authority to forgive and retain sins. When Jesus forgave sins, they said he was blaspheming; how then can we imagine such a thing for ourselves? Answer: because of the gift of the Holy Spirit. God intends to do through us for the wider world that for which the foundation was laid in Jesus. We are to live and tell the story of the prodigal and the older brother; to announce God’s glad, exuberant, richly healing welcome for sinners, and at the same time God’s sorrowful but implacable opposition to those who persist in arrogance, oppression and greed. Following Christ in the power of the Spirit means bringing to our world the shape of the gospel: forgiveness, the best news that anyone can ever hear, for all who yearn for it, and judgment for all who insist on dehumanizing themselves and others by their continuing pride, injustice and greed.

10 fundamental lessons of history: 1. We do not learn from history. 2. Science and technology do not make us immune to the laws of history. 3. Freedom is not a universal value. 4. Power is the universal value. 5. The Middle East is the crucible of conflict and the graveyard of empires. 6. The United States shares the destinies of the great democracies, the republics, and the superpowers of the past. 7. Along with the lust for power, religion and spirituality are the most profound motivators in human history. 8. Great nations rise and fall because of human decisions made by individual leaders. 9. The statesman is distinguished from a mere politician by four qualities: a bedrock of principles, a moral compass, a vision, and the ability to create a consensus to achieve that vision. 10. Throughout its history, the United States has charted a unique role in history.

When Christians write and speak about racial issues, they sound much like their secular counterparts. Instead of initiating our own solutions to the problem of racism, we merely copy the solutions offered by the rest of the world. We use the Bible to support our own biases and presuppositions rather than looking to the Bible to transcend our moral limitations. Christians argue with other Christians about racial issues as much as non-Christians argue with each other because the solutions we propose are based not on intrinsic Christian values but on more worldly presuppositions. Because of the way we mimic the rest of society, Christianity does not appear to offer any unique solution to racism. It appears that the best Christians can do is to pick and choose from the ideas of the larger society. Christians can get on board with the best of these solutions, but we will never be leaders in the search for solutions.

I imagine you not telling me to whisper. I imagine you not saying oh don't say this literally. You want me to evoke as opposed to mere describing. You want me to be an invisible scribe that an octoepoose was hiding. I'm not sure if my facial features are an autograph that your Picasso smile is signing. Infamous for the mirror I shook when my sock puppets were pining? I am not just a fish that you gave wings to! I don't simply flop in the air whenever you brush some mannequinn's hair. There is a reason for the bad timing. Exquisite imbalances. A child enjoying the pink sky. I won't say that is my clue! Playing The Beatles on a kazoo is beautiful oooh ooooh Your laughter is a woman with alot of eyeballs on her stomach that pretends that she doesn't see the colors of all them songs. In the pre dawn hours we dance with delusions and illusions. The eternal seamstress does not care for Frakenstein's dress(she still loves our unique caress ) She loves and laughs despite some so-called scientist. Where is that emperor and his nakedness! Darling, our atoms need never split. We compliment in so many ways that all our night's and days have become one swirling sunrise/sunset that only true lovers can scoff at(those who shhhhh) The flower is not passive or apologetic. It blooms through the fractured net. Floating magnetic(eep eeep) You are not just some seductress. You are the leader of an elite group of intergalactic seductress impersonators who reveal corruption but then choose to love. We embrace conclusions that make the puddle heart awake with ethereal drum beat gongs. You think of a heroic poodle in the dark. We both know that the trapeze artist that followed us was not a cliche. He smelled differently. He had never met a floating lady that showed him how to appreciate a symphony without taking away his love for a good rock n roll melody. I am not sure I can only whisper of such realities. I am not sure I can only whisper of such realities.-

Those who govern on behalf of the rich have an incentive to persuade us we are alone in our struggle for survival, and that any attempts to solve our problems collectively – through trade unions, protest movements or even the mutual obligations of society – are illegitimate or even immoral. The strategy of political leaders such as Thatcher and Reagan was to atomize and rule. Neoliberalism leads us to believe that relying on others is a sign of weakness, that we all are, or should be, ‘self-made’ men and women. But even the briefest glance at social outcomes shows that this cannot possibly be true. If wealth were the inevitable result of hard work and enterprise, every woman in Africa would be a millionaire. The claims that the ultra-rich make for themselves – that they are possessed of unique intelligence or creativity or drive – are examples of the ‘self-attribution fallacy’.10 This means crediting yourself with outcomes for which you were not responsible. The same applies to the belief in personal failure that assails all too many at the bottom of the economic hierarchy today. From birth, this system of belief has been drummed into our heads: by government propaganda, by the billionaire media, through our educational system, by the boastful claims of the oligarchs and entrepreneurs we’re induced to worship. The doctrine has religious, quasi-Calvinist qualities: in the Kingdom of the Invisible Hand, the deserving and the undeserving are revealed through the grace bestowed upon them by the god of money. Any policy or protest that seeks to disrupt the formation of a ‘natural order’ of rich and poor is an unwarranted stay upon the divine will of the market. In school we’re taught to compete and are rewarded accordingly, yet our great social and environmental predicaments demand the opposite – the skill we most urgently need to learn is cooperation. We are set apart, and we suffer for it. A series of scientific papers suggest that social pain is processed11 by the same neural circuits as physical pain.12 This might explain why, in many languages, it is hard to describe the impact of breaking social bonds without the terms we use to denote physical pain and injury: ‘I was stung by his words’; ‘It was a massive blow’; ‘I was cut to the quick’; ‘It broke my heart’; ‘I was mortified’. In both humans and other social mammals, social contact reduces physical pain.13 This is why we hug our children when they hurt themselves: affection is a powerful analgesic.14 Opioids relieve both physical agony and the distress of separation. Perhaps this explains the link between social isolation and drug addiction.

The depression which spread over the world like a great conflagration toward the end of 1929 gave Adolf Hitler his opportunity, and he made the most of it. Like most great revolutionaries he could thrive only in evil times, at first when the masses were unemployed, hungry and desperate, and later when they were intoxicated by war. Yet in one respect he was unique among history’s revolutionaries: He intended to make his revolution after achieving political power. There was to be no revolution to gain control of the State. That goal was to be reached by mandate of the voters or by the consent of the rulers of the nation—in short, by constitutional means. To get the votes Hitler had only to take advantage of the times, which once more, as the Thirties began, saw the German people plunged into despair; to obtain the support of those in power he had to convince them that only he could rescue Germany from its disastrous predicament. In the turbulent years from 1930 to 1933 the shrewd and daring Nazi leader set out with renewed energy to obtain these twin objectives. In retrospect it can be seen that events themselves and the weakness and confusion of the handful of men who were bound by their oath to loyally defend the democratic Republic which they governed played into Hitler’s hands. But this was by no means foreseeable at the beginning of 1930.

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

Author Shelby Steele, one of America’s most insightful commentators on race relations, notes that whites have been looking for some time for a black leader who has credibility within the black community and yet can offer whites racial absolution. This should not be taken too cynically. Many whites genuinely espouse an idealism that seeks to move beyond race, and they recognize that it’s going to take a black spokesman to make this case on a national level and help to get us there. Steele notes bluntly that this idealism cannot be divorced from a powerful sense of white racial guilt. We have to get beyond race because America’s past racial history has become such an embarrassment. Now the black leader that whites are looking for does not actually have to issue indulgences in the manner of the medieval papacy; rather, by his words and deeds, he can signal to white America that whites are no longer on the hook for past racism. In Steele’s view, whites have been eagerly, hungrily awaiting the black leader who would give them a chance, through their support of his leadership, not merely to say to others but to feel, in their innermost being, “Whew, I am not a racist.” Steele speculated that whites may be willing to pay heavily both in money and in political support if such a candidate appeared on the horizon. He would truly be the anointed one.11 Obama’s ingenuity was to recognize that this unique opportunity required a black man of a kind not seen in American politics before. Such a man would have to look black but act white.

Last year, I did a comprehensive study of T. E. Lawrence—Lawrence of Arabia. Lawrence played a pivotal role in the development of the modern Arab world. He was both pro-Arab and a Zionist. Unlike today, during this time period, this was not a contradiction. I read the entirety of Lawrence’s tome, Seven Pillars of Wisdom, as well as his personal letters. Colonel Lawrence had a comprehensive and personal relation with the emerging Arab political leaders during World War I. He also encountered the Persians (the Iranians of today). He made an interesting and important observation regarding their unique view of Islam. Lawrence observed that the “Shia Mohammedans from Pershia . . . were surly and fanatical, refusing to eat or drink with infidels; holding the Sunni as bad as Christians; following only their own priests and notables.” Each of these three leaders provides valuable insight into the intrigue that is the Middle East today, because the lessons they learned from their leadership in their eras can instruct us on the challenges we face in our own time. A new alliance has developed in the last few years that has created what I call an unholy alliance. History often repeats itself. We no longer have the luxury of simply letting history unfold. We must change the course of events, rewriting the history if needed, to preserve our constitutional republic. In this volume, I discuss and analyze the history and suggest a path of engagement to end what is the latest in a history-spanning line of attempts to export Sharia law and radical jihad around the world. We will win. We must win. We have no option.

Welcome, ladies and gentlemen, to your new home.’ He gestured to the stone walls of the cavern that surrounded them. ‘Your lives as you once knew them are over,’ he continued. ‘You have been selected, all of you, the worst, the most cunning, the most mischievous minds from around the world . . . selected to become part of an institution like no other. You have all exhibited certain unique abilities, abilities that set you apart from the mediocrity of the teeming masses and which mark you out as the leaders of tomorrow. Here, in this place, you will be furnished with the knowledge and experience to best exploit your own natural abilities, to hone your craft to a cutting edge.’ He paused and slowly surveyed the pale, wide-eyed faces before him. ‘Each of you has within you a rare quality, a gift if you will, a special talent for the supremely villainous. Society would have us believe that this is an undesirable characteristic, something that should be subdued, controlled, destroyed. But not here . . . no, here we want to see you blossom into all that you can be, to see your innate wickedness flourish, to make you the very worst that you can be.’ He stepped out from behind the lectern and walked to the edge of the raised platform. As he loomed over them he seemed to grow taller and some of those at the front of the group edged backwards nervously. ‘For today all of you have the unique honour and privilege of becoming the newest students of the world’s first and only school of applied villainy.’ He spread his arms, gesturing to the walls around them. ‘Welcome to H.I.V.E., the Higher Institute of Villainous Education.

While the founder [of any religious or spiritual system] was still walking among his followers and disciples, the latter did not distinguish between the person of their leader and his teaching; for the teaching was realized in the person and the person was livingly explained in the teaching. To embrace the teaching was to follow his steps - that is, to believe in him. His presence among them was enough to inspire them and convince them of the truth of his teaching... So long as he lived among them and spoke to them his teaching and his person appealed to them as an individual unity. But things went differently when his stately and inspiring personality was no more seen in the flesh... The similarities that were, either consciously or unconsciously, recognized as existing in various forms between leader and disciple gradually vanished, and as they vanished, the other side - that is, that which made him so distinctly different from his followers - came to assert itself all the more emphatically and irresistibly. The result was the conviction that he must have come from quite a unique spiritual source. The process of deification thus constantly went on until, some centuries after the death of the Master, he became a direct manifestation of the Supreme Being himself - in fact, he was the Highest One in the flesh, in him there was a divine humanity in perfect realization... Indeed, the teaching is to be interpreted in the light of the teacher's divine personality. The latter now predominates over the whole system; he is the centre whence radiate the rays of Enlightenment, salvation is only possible in believing in him as saviour.

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.

Earth (481-640) People with this personality type are likely to become successful leaders. You tend to be more disciplined and careful at planning tasks. Loyalty and trust are important equations in your relationships hence they prove to be your strength in hard times. You respect others and keep people united which makes people flourish under your leadership. Earth signs are efficient decision makers hence always remain firm on the step they took. Fire: (400-300) Fire people are smart enthusiastic and energetic to be around. You are very competitive and curious, and more often very passionate about your goals and desires. Trusting people with a job or any important personal task is hard hence making emotional connections are difficult for you. making friends or getting a lover, your life is full of drama and there’s always a lot happening around you. You are intelligent and always find new ways to do things Water (160-320) Water people are kind and empathetic but sensitive. And you sometimes tend to become people pleasers. being quite impulsive and always in a hurry, you make decisions haphazardly. Water people are shy and introverted while partying around with friends on a weekend would be the last thing you want to do. You dread small talk and expressing yourself to a group of people is quite a demanding job. People feel relaxed in your presence you bring out the best in them. Decision-making can be demanding and you are sometimes regretful of overthinking and hence not capable of finding a firm decision. Air: (0-160) You have quite an entrancing personality. People are naturally drawn towards you and find your company comforting and friendly. Air signs are naturally smart and quite efficient in their workplace. While using your challenges and opportunities wisely you are likely to have great careers. you are good at advising your colleagues. But being bound in a relationship sometimes doesn’t seem to help you, rather you respect open free yet intimate emotional connections. Air people who are artistic and creative always look at things from a unique lens. So now you know your element.

When we think of the historic struggles and conflicts of the current and past century, we naturally think of famous leaders: men who governed nations, commanded armies, and inspired movements in the defense of liberty, or in the service of ideologies which have obliterated liberty. Yet today, in this hour of human history, when the forces arrayed against the free spirit of man are more powerful, more brutal, and potentially more deadly than ever before, the single figure who has raised the highest flame of liberty heads no state, commands no army, and leads no movement that our eyes can see. But there is a movement—a hidden movement of human beings who have no offices and no headquarters, who are not represented in the great halls where nations meet, who every day risk or suffer more for the right to speak, to think, and to be true to themselves than any of us here are likely to risk in our lifetime. We heed this voice, not because it speaks for the left or the right or for any faction, but because it hurls truth and courage into the teeth of total power when it would be so much easier and more comfortable to submit to and embrace the lies by which that power lives. What is the strength of this voice? How has it broken through to us when others have been silenced? Its strength is art. Art illuminates the truth. It is, in a sense, subversive: subversive of hypocrisy, subversive of delusion, subversive of untruth. Few combinations in all of history have demonstrated the power of the pen coupled with the courage of free men’s minds. We need that power desperately today. We need it to teach the new and forgetful generations in our midst what it means to be free. Freedom is not an abstraction, neither is the absence of freedom. Art is a unique gift. It cannot be transmuted to another. But let us pray that this courage is contagious. We need echoes of this voice. We need to hear echoes in the White House. We need to hear the echoes in Congress and in the State Department and in the universities and media. The American ethos, from its conception to the contemporary, has been dedicated to the firm, unyielding belief in freedom. Freedom for all mankind, as well as for ourselves. It is in this spirit that we live our lives.

Finding the right mentor is not always easy. But we can locate role models in a more accessible place: the stories of great originals throughout history. Human rights advocate Malala Yousafzai was moved by reading biographies of Meena, an activist for equality in Afghanistan, and of Martin Luther King, Jr. King was inspired by Gandhi as was Nelson Mandela. In some cases, fictional characters can be even better role models. Growing up, many originals find their first heroes in their most beloved novels where protagonists exercise their creativity in pursuit of unique accomplishments. When asked to name their favorite books, Elon Musk and Peter Thiel each chose “Lord of the Rings“, the epic tale of a hobbit’s adventures to destroy a dangerous ring of power. Sheryl Sandberg and Jeff Bezos both pointed to “A Wrinkle in Time“ in which a young girl learns to bend the laws of physics and travels through time. Mark Zuckerberg was partial to “Enders Game“ where it’s up to a group of kids to save the planet from an alien attack. Jack Ma named his favorite childhood book as “Ali Baba and the Forty Thieves“, about a woodcutter who takes the initiative to change his own fate. … There are studies showing that when children’s stories emphasize original achievements, the next generation innovates more.… Unlike biographies, in fictional stories characters can perform actions that have never been accomplished before, making the impossible seem possible. The inventors of the modern submarine and helicopters were transfixed by Jules Vern’s visions in “20,000 Leagues Under the Sea” and “The Clippership of the Clouds”. One of the earliest rockets was built by a scientist who drew his motivation from an H.G. Wells novel. Some of the earliest mobile phones, tablets, GPS navigators, portable digital storage desks, and multimedia players were designed by people who watched “Star Trek” characters using similar devices. As we encounter these images of originality in history and fiction, the logic of consequence fades away we no longer worry as much about what will happen if we fail… Instead of causing us to rebel because traditional avenues are closed, the protagonist in our favorite stories may inspire originality by opening our minds to unconventional paths.

Jon Stewart: [at anchor desk] The media, of course, must walk a fine line covering this story. With more we turn to Steve Carell in the Daily Show news center. Steve? Steve Carell: [standing in front of a bank of TV monitors] Jon, this is in many ways an unprecedented situation for us. [A blue band with white letters—the “crawl,” or “chyron” in TV lingo—scrolls across the screen, at Carell’s waist level] Crawl: MAJORITY LEADER DASCHLE RECEIVES LETTER CONTAINING ANTHRAX. Steve Carell: On the one hand, we must alert the country to the latest events. Crawl: AL QAEDA VOWS NEW ATTACKS. Steve Carell: And on the other hand, we musn’t cause undue alarm. Crawl: FBI WARNS SOMETHING BAD TO HAPPEN SOMEWHERE SOMETIME. Steve Carell: Scaremongering isn’t the way to go. Crawl: WHITE POWDER FOUND ON DONUT IN ST. LOUIS. Steve Carell: So far the media has in fact shown restraint. Crawl: STORMS BATTER NEW ENGLAND—LINK TO TERRORISM STILL UNDETERMINED. Steve Carell: And I must stress this—there is absolutely no need to panic. Crawl: [picking up speed as it moves left to right] CIA: THAT GUY SITTING ACROSS FROM YOU ON THE BUS LOOKS A LITTLE SHIFTY. Steve Carell: Patience, diligence, and above all, responsibility. Crawl: A FRIEND OF THIS GUY I KNOW CONFIRMS HIS GIRLFRIEND TOLD HIM “THEY’RE PLANNING SOMETHING IN A MALL OR SOMETHING.” Steve Carell: Jon, we have a job to do here, but we also need perspective. Crawl: [accelerating] OH, F—! WHAT WAS THAT SOUND? SERIOUSLY, DID YOU HEAR A SOUND? Steve Carell: And in keeping that perspective— Crawl: “THE HORROR, THE HORROR”—KURTZ. POLL: 91% OF AMERICANS “WANT MOMMY.” Steve Carell: Okay, that was—no, no, no, that was unacceptable. Jon, would you excuse me for a minute? [walks out of frame] Crawl: CHICKEN LITTLE: “THE SKY IS FALLING! THE SKY IS FALLING!” OH GOD, OH GOD. [Carell confronts technician typing the crawl, beats him up as screen goes snowy] Jon Stewart: We’re having some technical difficulties with the crawl. Ah, Steve Carell is back! Steve Carell: Sorry about that, Jon. As I was saying, we journalists have to make sure that our worst instincts are curbed in the sake of national interest. Crawl: EVERYTHING IS GOING TO BE JUST WONDERFUL WITH LOLLIPOPS AND RAINBOWS AND HAPPY FEELINGS FOR EVERYONE. Steve Carell: It’s a unique challenge, but one I think the greatest free press in the world can easily attain. Crawl: BUNNIES ARE CUTE, CUDDLY, AND COMFORTING. Steve Carell: Jon?

In 1931, amid that incredible transformation, a brilliant young Russian psychologist named Alexander Luria recognized a fleeting “natural experiment,” unique in the history of the world. He wondered if changing citizens’ work might also change their minds. When Luria arrived, the most remote villages had not yet been touched by the warp-speed restructuring of traditional society. Those villages gave him a control group. He learned the local language and brought fellow psychologists to engage villagers in relaxed social situations—teahouses or pastures—and discuss questions or tasks designed to discern their habits of mind. Some were very simple: present skeins of wool or silk in an array of hues and ask participants to describe them. The collective farmers and farm leaders, as well as the female students, easily picked out blue, red, and yellow, sometimes with variations, like dark blue or light yellow. The most remote villagers, who were still “premodern,” gave more diversified descriptions: cotton in bloom, decayed teeth, a lot of water, sky, pistachio. Then they were asked to sort the skeins into groups. The collective farmers, and young people with even a little formal education, did so easily, naturally forming color groups. Even when they did not know the name of a particular color, they had little trouble putting together darker and lighter shades of the same one. The remote villagers, on the other hand, refused, even those whose work was embroidery. “It can’t be done,” they said, or, “None of them are the same, you can’t put them together.” When prodded vigorously, and only if they were allowed to make many small groups, some relented and created sets that were apparently random. A few others appeared to sort the skeins according to color saturation, without regard to the color. Geometric shapes followed suit. The greater the dose of modernity, the more likely an individual grasped the abstract concept of “shapes” and made groups of triangles, rectangles, and circles, even if they had no formal education and did not know the shapes’ names. The remote villagers, meanwhile, saw nothing alike in a square drawn with solid lines and the same exact square drawn with dotted lines. To Alieva, a twenty-six-year-old remote villager, the solid-line square was obviously a map, and the dotted-line square was a watch. “How can a map and a watch be put together?” she asked, incredulous. Khamid, a twenty-four-year-old remote villager, insisted that filled and unfilled circles could not go together because one was a coin and the other a moon.

[...]Many of those friends were self-declared socialists - Wester socialists, that is. They spoke about Rosa Luxemburg, Leon Trotsky, Salvador Allende or Ernesto 'Che' Guevara as secular saints. It occurred to me that they were like my father in this aspect: the only revolutionaries they considered worthy of admiration had been murdered.[...]ut they did not think that my stories from the eighties were in any way significant to their political beliefs. Sometimes, my appropriating the label of socialist to describe both my experiences and their commitments was considered a dangerous provocation. [...] 'What you had was not really socialism.' they would say, barely concealing their irritation. My stories about socialism in Albania and references to all the other socialist countries against which our socialism had measured itself were, at best, tolerated as the embarrassing remarks of a foreigner still learning to integrate. The Soviet Union, China, the German Democratic Republic, Yugoslavia, Vietnam, Cuba; there was nothing socialist about them either. They were seen as the deserving losers of a historical battle that the real, authentic bearers of that title had yet to join. My friends' socialism was clear, bright and in the future. Mine was messy, bloody and of the past. And yet, the future that they sought, and that which socialist states had once embodied, found inspiration in the same books, the same critiques of society, the same historical characters. But to my surprise, they treated this as an unfortunate coincidence. Everything that went wrong on my side of the world could be explained by the cruelty of our leaders, or the uniquely backward nature of our institutions. They believed there was little for them to learn. There was no risk of repeating the same mistakes, no reason to ponder what had been achieved, and why it had been destroyed. Their socialism was characterized by the triumph of freedom and justice; mine by their failure. Their socialism would be brought about by the right people, with the right motives, under the right circumstances, with the right combination of theory and practice. There was only one thing to do about mine: forget it. [...]But if there was one lesson to take away from he history of my family, and of my country, it was that people never make history under circumstances they choose. It is easy to say, 'What you had was not the real thing', applying that to socialism or liberalism, to any complex hybrid of ideas and reality. It releases us from the burden of responsability. We are no longer complicit in moral tragedies create din the name of great ideas, and we don't have to reflect, apologize and learn.

One of the most important of these truths—a new ethic of interaction—began to surface in various places around the globe, but ultimately found clear expression in the philosophy of the ancient Greeks. Instantly I could see the Birth Visions of hundreds of individuals born into the Greek culture, each hoping to remember this timely insight. For generations they had seen the waste and injustice of mankind’s unending violence upon itself, and knew that humans could transcend the habit of fighting and conquering others and implement a new system for the exchange and comparison of ideas, a system that protected the sovereign right of every individual to hold his unique view, regardless of physical strength—a system that was already known and followed in the Afterlife. As I watched, this new way of interaction began to emerge and take form on Earth, finally becoming known as democracy. In this method of exchanging ideas, communication between humans still often degenerated into an insecure power struggle, but at least now, for the first time ever, the process was in place to pursue the evolution of human reality at the verbal rather than the physical level. At the same time, another watershed idea, one destined to completely transform the human understanding of spiritual reality, was surfacing in the written histories of a small tribe in the Middle East. Similarly I could also see the Birth Visions of many of the proponents of this idea as well. These individuals, born into the Judaic culture, knew before birth that while we were correct to intuit a divine source, our description of this source was flawed and distorted. Our concept of many gods was merely a fragmented picture of a larger whole. In truth, they realized, there was only one God, a God, in their view, that was still demanding and threatening and patriarchal—and still existing outside of ourselves—but for the first time, personal and responsive, and the sole creator of all humans. As I continued to watch, I saw this intuition of one divine source emerging and being clarified in cultures all over the world. In China and India, long the leaders in technology, trade, and social development, Hinduism and Buddhism, along with other Eastern religions, moved the East toward a more contemplative focus. Those who created these religions intuited that God was more than a personage. God was a force, a consciousness, that could only be completely found by attaining what they described as an enlightenment experience. Rather than just pleasing God by obeying certain laws or rituals, the Eastern religions sought connection with God on the inside, as a shift in awareness, an opening up of one’s consciousness to a harmony and security that was constantly available.

If asked what manner of beast fascism is, most people would answer, without hesitation, "fascism is an ideology." The fascist leaders themselves never stopped saying that they were prophets of an idea, unlike the materialist liberals and socialists. Hitler talked ceaselessly of Weltanschauung, or "worldview," an uncomely word he successfully forced on the attention of the whole world. Mussolini vaunted the power of the Fascist creed. A fascist, by this approach, is someone who espouses fascist ideology - an ideology being more than just ideas, but a total system of thought harnessed to a world-shaping project... It would seem to follow that we should "start by examining the programs, doctrines, and propaganda in some of the main fascist movements and then proceed to the actual policies and performance of the only two noteworthy fascist regimes." Putting programs first rests on the unstated assumption that fascism was an "ism" like the other great political systems of the modern world: conservatism, liberalism, socialism. Usually taken for granted, that assumption is worth scrutinizing. The other "isms" were created in an era when politics was a gentleman's business, conducted through protracted and learned parliamentary debate among educated men who appealed to each other's reasons as well as their sentiments. The classical "isms" rested upon coherent philosophical systems laid out in the works of systematic thinkers. It seems only natural to explain them by examining their programs and the philosophy that underpinned them. Fascism, by contrast, was a new invention created afresh for the era of mass politics. It sought to appeal mainly to the emotions by the use of ritual, carefully stage-managed ceremonies, and intensely charged rhetoric. The role programs and doctrine play in it is, on closer inspection, fundamentally unlike the role they play in conservatism, liberalism, and socialism. Fascism does not rest explicitly upon an elaborated philosophical system, but rather upon popular feelings about master races, their unjust lot, and their rightful predominance over inferior peoples. It has not been given intellectual underpinnings by any system builder, like Marx, or by any major critical intelligence, like Mill, Burke, or Tocqueville. In a way utterly unlike the classical "isms," the rightness of fascism does not depend on the truth of any of the propositions advanced in its name. Fascism is "true" insofar as it helps fulfill the destiny of a chosen race or people or blood, locked with other peoples in a Darwinian struggle, and not in the light of some abstract and universal reason. The first fascists were entirely frank about this. "We [Fascists] don't think ideology is a problem that is resolved in such a way that truth is seated on a throne. But, in that case, does fighting for an ideology mean fighting for mere appearances? No doubt, unless one considers it according to its unique and efficacious psychological-historical value. The truth of an ideology lies in its capacity to set in motion our capacity for ideals and action. Its truth is absolute insofar as, living within us, it suffices to exhaust those capacities." The truth was whatever permitted the new fascist man (and woman) to dominate others, and whatever made the chosen people triumph.