Various Leadership Quotes

Scholars who have studied the development of leaders have situated resilience, the ability to sustain ambition in the face of frustration, at the heart of potential leadership growth. More important than what happened to them was how they responded to these reversals, how they managed in various ways to put themselves back together, how these watershed experiences at first impeded, then deepened, and finally and decisively molded their leadership.

There are people who are 'toxic', then there are 'poisonous' people... We find them in various degrees in critics, cynics, haters, fault finders, bullies, abusers, envious, jealous, insecure people.. What do we do to toxins and poison...is what we do to them as well..!!!

Of the various qualities of leadership, women were rated far, far ahead of men on being “honest,” “intelligent,” “compassionate,” “outgoing,” and “creative,” and were considered just as “hardworking” and “ambitious” as men. Men were perceived as excelling only in being “decisive.”1 The preference for men as leaders, then, suggests that the frame for respondents emphasized the role of decisiveness in leadership.

It is no longer just engineers who dominate our technology leadership, because it is no longer the case that computers are so mysterious that only engineers can understand what they are capable of. There is an industry-wide shift toward more "product thinking" in leadership--leaders who understand the social and cultural contexts in which our technologies are deployed. Products must appeal to human beings, and a rigorously cultivated humanistic sensibility is a valued asset for this challenge. That is perhaps why a technology leader of the highest status--Steve Jobs--recently credited an appreciation for the liberal arts as key to his company's tremendous success with their various i-gadgets.

Fame requires every kind of excess. I mean true fame, a devouring neon, not the somber renown of waning statesmen or chinless kings. I mean long journeys across gray space. I mean danger, the edge of every void, the circumstance of one man imparting an erotic terror to the dreams of the republic. Understand the man who must inhabit these extreme regions, monstrous and vulval, damp with memories of violation. Even if half-mad he is absorbed into the public's total madness; even if fully rational, a bureaucrat in hell, a secret genius of survival, he is sure to be destroyed by the public's contempt for survivors. Fame, this special kind, feeds itself on outrage, on what the counselors of lesser men would consider bad publicity-hysteria in limousines, knife fights in the audience, bizarre litigation, treachery, pandemonium and drugs. Perhaps the only natural law attaching to true fame is that the famous man is compelled, eventually, to commit suicide. (Is it clear I was a hero of rock'n'roll?) Toward the end of the final tour it became apparent that our audience wanted more than music, more even than its own reduplicated noise. It's possible the culture had reached its limit, a point of severe tension. There was less sense of simple visceral abandon at our concerts during these last weeks. Few cases of arson and vandalism. Fewer still of rape. No smoke bombs or threats of worse explosives. Our followers, in their isolation, were not concerned with precedent now. They were free of old saints and martyrs, but fearfully so, left with their own unlabeled flesh. Those without tickets didn't storm the barricades, and during a performance the boys and girls directly below us, scratching at the stage, were less murderous in their love of me, as if realizing finally that my death, to be authentic, must be self-willed- a succesful piece of instruction only if it occured by my own hand, preferrably ina foreign city. I began to think their education would not be complete until they outdid me as a teacher, until one day they merely pantomimed the kind of massive response the group was used to getting. As we performed they would dance, collapse, clutch each other, wave their arms, all the while making absolutely no sound. We would stand in the incandescent pit of a huge stadium filled with wildly rippling bodies, all totally silent. Our recent music, deprived of people's screams, was next to meaningless, and there would have been no choice but to stop playing. A profound joke it would have been. A lesson in something or other. In Houston I left the group, saying nothing, and boarded a plane for New York City, that contaminated shrine, place of my birth. I knew Azarian would assume leadership of the band, his body being prettiest. As to the rest, I left them to their respective uproars- news media, promotion people, agents, accountants, various members of the managerial peerage. The public would come closer to understanding my disappearance than anyone else. It was not quite as total as the act they needed and nobody could be sure whether I was gone for good. For my closest followers, it foreshadowed a period of waiting. Either I'd return with a new language for them to speak or they'd seek a divine silence attendant to my own. I took a taxi past the cemetaries toward Manhattan, tides of ash-light breaking across the spires. new York seemed older than the cities of Europe, a sadistic gift of the sixteenth century, ever on the verge of plague. The cab driver was young, however, a freckled kid with a moderate orange Afro. I told him to take the tunnel. Is there a tunnel?" he said.

Under one or another Democratic administration, 120,000 Japanese Americans were torn from their homes and livelihoods and thrown into detention camps; atomic bombs were dropped on Hiroshima and Nagasaki with an enormous loss of innocent life; the FBI was given authority to infiltrate political groups; the Smith Act was used to imprison leaders of the Trotskyist Socialist Workers Party and later on leaders of the Communist party for their political beliefs; detention camps were established to round up political dissidents in the event of a “national emergency”; during the late 1940s and 1950s, eight thousand federal workers were purged from government because of their political associations and views, with thousands more in all walks of life witchhunted out of their careers; the Neutrality Act was used to impose an embargo on the Spanish Republic that worked in favor of Franco’s fascist legions; homicidal counterinsurgency programs were initiated in various Third World countries; and the Vietnam War was pursued and escalated. And for the better part of a century, the Congressional leadership of the Democratic party protected racial segregation and stymied all antilynching and fair employment bills. Yet all these crimes, bringing ruination and death to many, have not moved the liberals, the social democrats, and the “democratic socialist” anticommunists to insist repeatedly that we issue blanket condemnations of either the Democratic party or the political system that produced it, certainly not with the intolerant fervor that has been directed against existing communism.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

To master the virtual equation and make all the elements work together, you have to become the connector. In fact, your greatest role as a virtual manager is to link the various parts of his/her team to accomplish the goals that lead to its formation in the first place. You may need to shift gears, perform ream tune-ups, realign, and refuel your team's energy along the way.

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

One of the greatest tools you cannot do without is the media. These various means for mass communication and those involved in them must be your partners and not your enemies; you must not be afraid of them but befriend and love them. If you are going to be significant and relevant then you are going to need someone to help broadcast your voice and channel your substance to the world.

6. SELFISHNESS. The leader who claims all the honor for the work of his followers, is sure to be met by resentment. The really great leader CLAIMS NONE OF THE HONORS. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. 7. INTEMPERANCE. Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it. 8. DISLOYALTY. Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership. Disloyalty marks one as being less than the dust of the earth, and brings down on one's head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life. 9. EMPHASIS OF THE "AUTHORITY" OF LEADERSHIP. The efficient leader leads by encouraging, and not by trying to instill fear in the hearts of his followers. The leader who tries to impress his followers with his "authority" comes within the category of leadership through FORCE. If a leader is a REAL LEADER, he will have no need to advertise that fact except by his conduct-his sympathy, understanding, fairness, and a demonstration that he knows his job. 10. EMPHASIS OF TITLE. The competent leader requires no "title" to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation. These are among the more common of the causes of failure in leadership. Any one of these faults is sufficient to induce failure. Study the list carefully if you aspire to leadership, and make sure that you are free of these faults.

To be clear, male leadership in marriage does not mean the husband does everything or even that he decides everything. Rather, it means he typically initiates and always leads those shared discussions with his wife by which the various aspects of marriage and family life are decided and planned. The wife's opinion is vitally important, and a godly couple should be a close-knit team. But there should be no area of family life in which the husband does not serve as leader, facilitator, and overseer.

In famous speeches such as “Message to the Grassroots” and “Ballot or the Bullet,” Malcolm did not eschew politics. Rather, he suggested that Black people use their voting rights to develop an alternative power base. He remained deeply critical of the traditional Civil Rights leadership but advocated for a Black united front in which various political currents could contend. He also insisted on making self-defense a reality, not just a slogan, and held out the idea that a Black Nationalist army might eventually form if the Black masses were not given full rights.

Starting with Bacon’s Rebellion in Virginia, by 1760, there had been eighteen uprisings aimed at overthrowing colonial governments. There had also been six black rebellions, from South Carolina to New York, and forty riots of various origins. By this time also, there emerged, according to Jack Greene, “stable, coherent, effective and acknowledged local political and social elites.” And by the 1760s, this local leadership saw the possibility of directing much of the rebellious energy against England and her local officials. It was not a conscious conspiracy, but an accumulation of tactical responses.

The prophet died in the year 632 of our own approximate calendar. The first account of his life was set down a full hundred and twenty years later by Ibn Ishaq, whose original was lost and can only be consulted through its reworked form, authored by Ibn Hisham, who died in 834. Adding to this hearsay and obscurity, there is no agreed-upon account of how the Prophet’s followers assembled the Koran, or of how his various sayings (some of them written down by secretaries) became codified. And this familiar problem is further complicated—even more than in the Christian case—by the matter of succession. Unlike Jesus, who apparently undertook to return to earth very soon and who (pace the absurd Dan Brown) left no known descendants, Muhammad was a general and a politician and—though unlike Alexander of Macedonia a prolific father—left no instruction as to who was to take up his mantle. Quarrels over the leadership began almost as soon as he died, and so Islam had its first major schism—between the Sunni and the Shia—before it had even established itself as a system. We need take no side in the schism, except to point out that one at least of the schools of interpretation must be quite mistaken. And the initial identification of Islam with an earthly caliphate, made up of disputatious contenders for the said mantle, marked it from the very beginning as man-made.

We have noted thatthe two creation stories contained no pointers toward male “headship” in the sense that men or husbands are supposed to exercise authority or leadership over women or wives. But the audience of Genesis knew that patriarchy was a reality of life. Genesis here tells them how this came to be. Male authority or domination was not God’s design but a consequence of a breakdown in relationship between humanity and God, between humanity and the animal world, and between human beings and one another. From now on, the Bible will assume the reality of patriarchy and of male headship, but it begins by noting that this came about only as a result of those various breakdowns of relationship.

When people have rejected aristocracy, no longer believe that leadership is inherited at birth, no longer assume that the ruling class is endorsed by God, the argument about who gets to rule--who is the elite--is never over. For a long time, some people in Europe and North America settled on the idea that various forms of democratic, meritocratic, and economic competition are the fairest alternative to inherited or ordained power. But even in countries that were never occupied by the Red Army and never ruled by Latin American populists, democracy and free markets can produce unsatisfying outcomes, especially when badly regulated, or when nobody trusts the regulators, or when people are entering the contest from very different starting points. The losers of these competitions were always, sooner or later, going to challenge the value of the competition itself.

A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.

When I rose to the leadership of the USSR and looked into the situation of nuclear disarmament negotiations, I was baffled. Negotiations were taking place, diplomats and military officials were meeting regularly. They gave speeches to each other, hundreds of litres of beverages of various strengths were consumed at receptions, and meanwhile the arms race continued, arsenals increased and nuclear testing carried on. There was a terrible inertia, a vicious cycle it was impossible to escape. In the second half of the 1980s, the political leadership of both the USSR and the USA came to the realization that all of this could not go on indefinitely. I see here a parallel to the motto of perestroika: "We can no longer continue to live this way." Despite all the differences of opinion in my discussions on specific issues with Ronald Reagan and Secretary of State George Shultz, we agreed that the nuclear arms race not only had to be stopped, it had to be reversed.

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

Mafiosi, for Franchetti, were entrepreneurs in violence, specialists who had developed what today would be called the most sophisticated business model in the marketplace. Under the leadership of their bosses, mafia bands ‘invested’ violence in various commercial spheres in order to extort protection money and guarantee monopolies. This was what he called the violence industry. As Franchetti wrote, [in the violence industry] the mafia boss . . . acts as capitalist, impresario and manager. He unifies the management of the crimes committed . . . he regulates the way labour and duties are divided out, and controls discipline amongst the workers. (Discipline is indispensable in this as in any other industry if abundant and constant profits are to be obtained.) It is the mafia boss’s job to judge from circumstances whether the acts of violence should be suspended for a while, or multiplied and made fiercer. He has to adapt to market conditions to choose which operations to carry out, which people to exploit, which form of violence to use.

This book festival...grew to attract thousands of visitors every year. Now they felt like they needed a new purpose. The festival’s continuing existence felt assured. What was it for? What could it do? How could it make itself count? The festival’s leadership reached out to me for advice on these questions. What kind of purpose could be their next great animating force? Someone had the idea that the festival’s purpose could be about stitching together the community. Books were, of course, the medium. But couldn’t an ambitious festival set itself the challenge of making the city more connected? Couldn’t it help turn strong readers into good citizens? That seemed to me a promising direction—a specific, unique, disputable lodestar for a book festival that could guide its construction...We began to brainstorm. I proposed an idea: Instead of starting each session with the books and authors themselves, why not kick things off with a two-minute exercise in which audience members can meaningfully, if briefly, connect with one another? The host could ask three city- or book-related questions, and then ask each member of the audience to turn to a stranger to discuss one of them. What brought you to this city—whether birth or circumstance? What is a book that really affected you as a child? What do you think would make us a better city? Starting a session with these questions would help the audience become aware of one another. It would also break the norm of not speaking to a stranger, and perhaps encourage this kind of behavior to continue as people left the session. And it would activate a group identity—the city’s book lovers—that, in the absence of such questions, tends to stay dormant. As soon as this idea was mentioned, someone in the group sounded a worry. “But I wouldn’t want to take away time from the authors,” the person said. There it was—the real, if unspoken, purpose rousing from its slumber and insisting on its continued primacy. Everyone liked the idea of “book festival as community glue” in theory. But at the first sign of needing to compromise on another thing in order to honor this new something, alarm bells rang. The group wasn’t ready to make the purpose of the book festival the stitching of community if it meant changing the structure of the sessions, or taking time away from something else. Their purpose, whether or not they admitted it, was the promotion of books and reading and the honoring of authors. It bothered them to make an author wait two minutes for citizens to bond. The book festival was doing what many of us do: shaping a gathering according to various unstated motivations, and making half-hearted gestures toward loftier goals.

Letter to the tech giants: When fame and abundance kiss somebody’s feet before that person is wise enough, he or she is very likely to lose track of what’s necessity and what’s luxury. And modern society is filled with examples of such intelligent stupidity – stupidity that is carried out by apparently smart humans. Because being smart is not the same as being wise. The world has enough smartness, but not enough wisdom to bring that smartness into proper productive practice – and I mean productive practice not sophisticated practice – there is a difference. A person smart enough to visualize a Falcon rocket engine can easily pinpoint the locations of various organizations that spread terrorism, yet the person chooses to explore the space further instead of prioritizing the technological advantages to first fix real issues of the human society that inflict harm to the humans every walk of the way. The world is a miserable place not because we have lack of resources, but because those who have an abundance of resources do not have the slightest idea of true human need. The resources needed for colonizing Mars if put to proper practice can fix the world’s global warming issues – it can fix the world’s climate change issues – it can fix the world’s terrorism issues, yet people are more interested in the pompous idea of living in Mars for whatever reason, instead of paying attention to improving human condition on earth. I am not against technological advancement, for I am a scientist, but my soul aches when I see smart people are dumb enough to chase after illusory glory of doing something different and innovative instead of focusing the powers of their soul on cleaning up the misery business on earth. You can, yet you don’t. Why? Smartness without wisdom is stupidity. You are smart – yes indeed – but I am sorry – you are stupid at the same time. How can you dream of having a cheese burger on Mars when your own kind on Earth is suffering! How can you think of taking rich kids into the orbit just so they can admire the beauty of earth from the heavens, when that very earth is infested with the primordial evils of human character! Awaken the human within you my friend, and pay attention. Awaken the human within and let it consume all the miseries from the world that you live in. Say a member of your family falls ill, would you ignore his or her misery completely just because you want to make life more comfortable for others than it already is, or would you first try everything in your capacity in order to heal your loved one! Be wise my friend, for it is not enough to be smart. You are smart – there is no doubt about that – so utilize that smartness for humanity and heal your own kind. Heal your kind with your capacity my friend. It is wailing for healers – not some delusional faith healers, but real tangible healers. Would you not do anything! Would you not give your soul to fix the broken soul of this world! Arise my friend, Awake my friend and work for humanity, not to make it sophisticated, but to make it peaceful first. Remember, humanity first, then everything else. Peace first, sophistication later. Harmony first, luxury later.

I think, in the end, we have to say that there should be no discussion of Martin Luther King Jr. without Ella Baker, which is to say they are complementary. These two figures, voices, tendencies in the Black freedom movement, and particularly in the human freedom movement in general, they say something to young people these days in the age of Obama. See, Obama ends up being the worst example of messianic leadership, captured by a vicious system that is oligarchic domestically and imperialistic globally and uses the resonances of this precious freedom struggle as a way of legitimating himself in the eyes of both the Black people and the mainstream Americans, and acting as if as community organizer he has some connection to Ella Baker, which is absurd and ludicrous in light of him running the oligarchic system and being so proud of heading the killing machine of US imperial powers. So that when young people - who now find themselves in an even more desperate situation given the present crisis - think about the legacy of Martin King and legacy of Ella Baker in the age of Obama, it compounds the misunderstandings and misconstructions, and sabotages the intellectual clarity and political will necessary to create the kind of change we need. To use jazz metaphors, what we need would be the expression and articulation of different tempos and different vibrations and different actions and different witnesses, so it's antiphonal; it's call-and-response, and in the call-and-response, there are Ella Baker-like voices tied to various kinds of deep democratic witnesses that have to do with everyday people organizing themselves. And then you've got the Martin-like voices that are charismatic, which are very much tied to a certain kind of messianic leadership, which must be called into question, which must be democratized, which must be de-patriarchalized. And yet they are part of this jazz combo.

To-day, I am of the opinion that, generally speaking, a man should not publicly take part in politics before he has reached the age of thirty, though, of course, exceptions must be made in the case of those who are naturally gifted with extraordinary political ability. The reason is that, until they have attained this age, most men are engaged in acquiring a certain general philosophy through the medium of which they can examine the various political problems of their day and adopt a definite attitude towards each. Only after he has acquired a fundamental Weltanschauung and thereby gained stability in the judgment he forms on specific problems of the day, is a man, having now reached maturity, at least of mind, qualified to participate in the government of the community. If this is not so, lie runs the risk of discovering that he has to alter the attitude which he had hitherto adopted with regard to essential questions, or, despite his superior knowledge and insight, he may have to remain loyal to a point of view which his reason and convictions have now led him to reject. If he adopts the former line of action, he will find himself in a difficult situation, because in giving up a position hitherto maintained he will appear inconsistent and will have no right to expect his followers to remain as loyal to him as leader as they were before. This change of attitude on the part of the leader means that his adherents are assailed by doubt and not infrequently by a sense of discomfiture as far as their former opponents are concerned. Although he himself no longer dreams of standing by his political pronouncements to the last—for no man will die in defense of what he does not believe—he makes increasing and shameless demands on his followers. Finally, he throws aside the last vestiges of true leadership and becomes a ‘politician.’ This means that he becomes one of those whose only consistency lies in their inconsistency, which is accompanied by overbearing insolence and oftentimes by an artful mendacity developed to a shamelessly high degree.

All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was

Speech to the German Folk January 30, 1944 Without January 30, 1933, and without the National Socialist revolution, without the tremendous domestic cleansing and construction efforts, there would be no factor today that could oppose the Bolshevik colossus. After all, Germany was itself so ill at the time, so weakened by the spreading Jewish infection, that it could hardly think of overcoming the Bolshevik danger at home, not to mention abroad. The economic ruin brought about by the Jews as in other countries, the unemployment of millions of Germans, the destruction of peasantry, trade, and industry only prepared the way for the planned internal collapse. This was furthered by support for the continued existence of a senseless state of classes, which could only serve to transform the reason of the masses into hatred in order to make them the willing instrument of the Bolshevik revolution. By mobilizing the proletarian slaves, the Jews hoped that, following the destruction of the national intelligentsia, they could all the more reduce them for good to coolies. But even if this process of the Bolshevik revolt in the interior of Germany had not led to complete success, the state with its democratic Weimar constitution would have been reduced to something ridiculously helpless in view of the great tasks of current world politics. In order to be armed for this confrontation, not only the problems of political power but also the social and economic problems had to be resolved. When National Socialism undertook the realization of its program eleven years ago, it managed just in time to build up a state that did not only have the strength at home but also the power abroad to fulfill the same European mission which first Greece fulfilled in antiquity by opposing the Persians, then Rome [by opposing] the Carthaginians, and the Occident in later centuries by opposing the invasions from the east. Therefore, in the year 1933, we set ourselves four great tasks among many others. On their resolution depended not only the future of the Reich but also the rescue of Europe, perhaps even of the entire human civilization: 1. The Reich had to regain the internal social peace that it had lost by resolving the social questions. That meant that the elements of a division into classes bourgeoisie and proletariat-had to be eliminated in their various manifestations and be replaced by a Volksgemeinschaft. The appeal to reason had to be supplemented by the merciless eradication of the base elements of resistance in all camps. 2. The social and political unification of the nation had to be supplemented by a national, political one. This meant that the body of the Reich, which was not only politically, but also governmentally divided, had to be replaced by a unified National Socialist state, the construction and leadership of which were suited to oppose and withstand even the heaviest attacks and severest tests of the future. 3. The nationally and politically coherent centralized state had the mission of immediately creating a Wehrmacht, whose ideology, moral attitude, numerical strength, and material equipment could serve as an instrument of self-assertion. After the outside world had rejected all German offers for a limitation of armament, the Reich had to fashion its own armament accordingly. 4. In order to secure its continued existence in Europe with the prospect of actual success, it was necessary to integrate all those countries which were inhabited by Germans, or were areas which had belonged to the German Reich for over a thousand years and which, in terms of their national substance and economy, were indispensable to the preservation of the Reich, that is, for its political and military defense. Only the resolution of all these tasks could result in the creation of that state which was capable, at home and abroad, of waging the fight for its defense and for the preservation of the European family of nations.

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

All apostolic ministry in some sense involves this return to the founding message as well as purpose. The missional task that follows is to reinterpret it radically into various contexts. To use the words of leadership gurus Jim Collins and Jerry Porras, the key to dynamic entrepreneurialism is to “preserve the core and stimulate progress.”15 Thus, there is both a continuity and a discontinuity in the revitalization process, involving both a conservative dimension and a radical one. Radical traditionalism involves a rediscovery of the founder’s vision, but it must be matched with spectacular innovations that are as yet undreamed of.16 As such, it is the apostolic intrapreneur’s (the Petrine apostle) basic method of renewal.

Over time, as we betray ourselves, we come to see ourselves in various self-justifying ways. We end up carrying these self-justifying images with us into new situations, and to the extent that we do, we enter new situations already in the box. We don’t see people straightforwardly, as people. Rather, we see them in terms of the self-justifying images we’ve created. If people act in ways that challenge the claim made by a self-justifying image, we see them as threats. If they reinforce the claim made by a self-justifying image, we see them as allies. If they fail to matter to a self-justifying image, we see them as unimportant. Whichever way we see them, they’re just objects to us. We’re already in the box.

Friday, January 30 God Has a Plan For I know the thoughts and plans that I have for you, says the Lord, thoughts and plans for welfare and peace and not for evil, to give you hope in your final outcome. JEREMIAH 29:11 AMP When Jeremiah wrote this, Israel was already in captivity in Babylon. Things looked pretty bleak, and many held no hope of returning to the land God had given them generations before under Joshua’s leadership. It was because they refused to listen to the prophets, telling them to repent of their sin of consistently turning away from God’s plan and living the way they wanted to, that they were in this predicament. After the majority of the Jews were taken to Babylon, Jeremiah wrote them a letter telling them to accept where they were. Since they were going to be there the full seventy years God had predicted, they were to settle down, build houses, establish communities, plant gardens, marry, die, celebrate their special days—in other words, live life to the fullest while they were there. The sooner they accepted God’s punishment, the sooner they could begin living again. The letter concluded with a reminder that God had not forgotten them. He still had plans for His people. Good plans, not evil. He wanted to give them hope that this punishment wasn’t for forever. God still has a plan for each one of His children. They are still plans for peace and good, hope-filled plans. Father, thank You for the thoughts and plans You have for each of Your children. Help us to live life to the fullest in the hope of those plans.

Dr. Prem, a world renowned speaker delivers flawless speeches on various topics including leadership, public speaking, business management and global healthcare. Dr. Prem is well informed and his speeches are well researched.

Skills Mistakes: Leadership Too Weak, Communication Too Poor Undervaluing and underinvesting in the human side of innovation is another common mistake. Top managers frequently put the best technical people in charge, not the best leaders. These technically oriented managers, in turn, mistakenly assume that ideas will speak for themselves if they are any good, so they neglect external communication. Or they emphasize tasks over relationships, missing opportunities to enhance the team chemistry necessary to turn undeveloped concepts into useful innovations. Groups that are convened without attention to interpersonal skills find it difficult to embrace collective goals, take advantage of the different strengths various members bring, or communicate well enough to share the tacit knowledge that is still unformed and hard to document while an innovation is under development. It takes time to build the trust and interplay among team members that will spark great ideas. MIT researchers have found that for R&D team members to be truly productive, they have to have been on board for at least two years. At one point, Pillsbury realized that the average length of time the company took to go from new product idea to successful commercialization was 24 to 26 months, but the average length of time people spent on product teams was 18 months. No wonder the company was falling behind in innovation.

The two revolutions, therefore, taken together, must be understood as a centuries-long process of fundamental change in which the triumphant Western worldview of colonial days is replaced by a planetary understanding of the meaning of human existence that so transcends particular national differences as to enable the human species to create a planetary peace in the absence of an imperial power to enforce its particular institutions on anyone. In short, a coming to maturity of the human species. A transformation of this profound a depth must necessarily take form in the actions of the most capable nation on the planet, and Revel, after surveying the various claimants to leadership, decided that the United States fulfilled the basic requirements such a role entailed. He acclaimed the United States as the prototype nation in a process of world transformation. He cited many factors present in the United States but absent or improperly developed in other nations as justification for his choice. The United States had a continuing pattern of growth and economic prosperity unmatched by any other nation, a technological excellence unrivaled by anyone else, and a high level of basic research that would continue to provide increasingly sophisticated insights into the nature of basic scientific and social problems. Revel also felt that the United States was culturally oriented toward the future, whereas the European countries were directed toward the past, and the Communists were mired in theoretical and doctrinal considerations, rendering them incapable of confronting rapid and continued change. The

A living association blends technical aims and procedures with personal desires and group interests. As a result, various elements in the association have a stake in its continued existence. Moreover, the aims of the organization may require a certain permanence and stability. There is a need to accommodate internal interests and adapt to outside forces, in order to maintain the organization as a “going concern,” minimize risks, and achieve long-run as well as short-run objectives.

Wieland hosted a “quilt-in” at her New York City loft and invited friends, including Canadian expatriates, to help sew La raison avant la passion as a gift for Trudeau.58 The following year, she hosted a huge party attended by Canadian expatriates, various New York artists and writers, and Trudeau himself. Throughout the late 1960s, Wieland had both an artistic and personal relationship with Trudeau. This was unusual because very few artists, if any, had such a close relationship with the prime minister and because what appears to be Wieland’s fascination with Trudeau was, I would argue, far more complex than simple adoration. It seems clear that Wieland had initially been both fascinated by Trudeau-the-person and supportive of his campaign for Liberal leader. She formed a group in New York City, for example, called Canadians Abroad for Trudeau, and, in a 1986 interview, she told Barbara Stevenson that she had initially supported his leadership campaign.59 After Trudeau became prime minister in 1968, however, Wieland’s opinion shifted as she increasingly expressed skepticism towards him and his governing philosophy to the point that, by 1986, she referred to him as a “psychopath.”60 Wieland

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

Sun Tzu's definition of speed is often misconstrued and shown through quick responses such as; doors being immediately kicked in upon arrival. You see knee jerk reactions to the report of a single gunshot and immediate entry made without knowing anymore than the fact that a gun went off. You see it in tactical responses and approaches to various calls for service where the possibility of danger exists.

To make our meetings more effective, we need to have multiple types of meetings, and clearly distinguish between the various purposes, formats, and timing of those meetings.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

Do you sense a depression in the body of Christ in America, as if something is badly wrong? We’re losing influence within our culture as the anti-Christian sentiment grows, yet you’d never know it in most churches—the smoke, lights, loud music and preaching rolls on as if all is well…Too often people come to the church, are deeply disappointed and as a result are turned off from the gospel. The church promises solutions but only offers lip service. We’ve become excellent at giving people a show on Sunday but lousy at showing them how to actually live…I recently spoke with two businessmen friends about why it’s hard to find a good church. Both are successful financially and are passionate believers. On the surface, they’re what every pastor needs. Yet after being active in a local church, they both became disillusioned with what they saw and how they were treated. As they recounted stories of how pastors felt threatened by their powerful personalities and positions, I felt sorry for my friends (for never experiencing the community they sought) and for the insecure leaders they served. Countless other mature Christians have been so wounded by leadership that they stay home on Sunday and “go to church” by watching Charles Stanley or Jack Hayford. They get a good message, some good music and an opportunity to “tithe” to that ministry. Sometimes this is a transitional period. Too often it’s not. But this isn’t Christian community. Aren’t we supposed to assemble with other believers? Aren’t we supposed to bring a hymn or a Scripture or a prophetic word when we meet? In larger churches this need is met in small groups or in various ministries of the church. There are many examples of healthy churches where this happens. But too often it isn’t…Until this happens, people—like my businessmen friends—will feel as if they’re drifting. They’ll never really find their place in the body of Christ. And sooner or later, they will ‘vote with their feet’ by going somewhere else—or worse still, nowhere.

An effective technology advocate is someone who possesses strong communication skills and who has the respect of his or her colleagues.  The technology advocate needs to be able to communicate with both the Office of Technology & Information Systems and their colleagues about various technology projects and plans. The building technology advocate will facilitate communication between your department and the staff at his or her building.  A technology advocate does not need to be the most tech-savvy person in the building, but a good understanding of technology is vital for success in the position.

Insecurity is gender neutral. Insecurity comes at various levels with power and position.

Lamentations The book of Lamentations in the English Bible takes its name from the Greek and Latin versions, which translate the Hebrew qinoth “dirges, laments.” The Hebrew Bible names a book by the first word or phrase. Lamentations is one of the “megilloth,” or five scrolls that are read during various of the annual festivals. Lamentations has traditionally been read in observation of Tish b’av (ninth of the month ‘Av), the anniversary of the destruction of Jerusalem. While Tish b’av is a later development, it is a likely extension of the communal mourning over Jerusalem reflected in Jer 41:5; Zec 7:3–5; 8:19. Historical Setting Lamentations focuses on the trauma experienced by the kingdom of Judah at the hands of Nebuchadnezzar and the Babylonians. In 604 BC Nebuchadnezzar’s military confronted the western states, and Babylonian power was brought to bear on Judah. In less than a decade the devastation of Judah had begun with the first deportation. Typical of ancient Near Eastern warfare, if time permitted, cities fortified as Jerusalem was were often “softened” by siege warfare. This protracted strangulation of a city deprived the defenders and citizenry of food and often of water. Thirst and starvation would decimate the besieged population. Though from an earlier period, the art and inscriptions of the Assyrian palaces provide insight into the horrors of the siege. They also show the intensity of devastation once the defenses were broken down. There was no theory of “separation of church and state” in the ancient Near East. The city-state was viewed as the realm of a patron deity. Palace and temple were intimately connected functionally and were often closely situated physically. One implication of this view is that in order to vanquish a city-state, not only must the military be defeated and the royal court put out of commission (either by killing the king or rendering him unfit to reign—often by mutilation), but the temple and its accoutrements were to be looted and put out of commission. Putting the god under submission was just as important as putting the king and his military under submission. When the kingdom of Judah fell to the Babylonian Empire (586 BC), the temple and the palace were destroyed, along with the rest of the capital city, and the leadership and much of the population were carried away captive.

I’d also designate twelve additional days as “growth days,” holding intensive sessions with leadership teams to help them think through various growth or operations initiatives.

God creates man and woman to cherish their shared equality while complementing their various differences..Most people view marriage as a means of self-fulfillment accompanied by sexual satisfaction..The husband is the head of his wife? Wives should submit to their husbands? Are you serious?.In our limited understanding, we hear [these] words and we recoil in disgust..As soon as we hear the word submission alongside the previous picture of headship, we immediately think in terms of inferiority and superiority, subordination and domination..God made clear from the start that men and women are equal in dignity, value and worth..[submission] means to yield to another in love..The three persons of the Trinity are equally diving..Yet the Son submits to the Father..this doesn't mean that God the Father is dominating and that God the Son is cruelly forced into compulsory subordination. Rather, the Son gladly submits to the Father in the context of close relationship..submission is not a burden to bear..Onlookers will observe a wife joyfully and continually experiencing her husband's sacrificial love for her..the world will realize that following Christ is not a matter of duty. Instead, it is a means to full, eternal, and absolute delight..the first sin occurred..as a response to a gender-specific test..the man sits silently by-- like a wimp..the man has the audacity to blame his wife..the first spineless abdication of a man's responsibility to love, serve, protect, and care for his wife..Sure, through a job a man provide[s] for the physical needs of his wife, but..that same job often prevents him from providing for her spiritual, emotional, and relational needs..He never asks how she feels, and he doesn't know what's going on in her heart. He may think he's a man because of his achievements at work and accomplishments in life, but in reality he's acting like a wimp who has abdicated his most important responsibility on earth: the spiritual leadership of his wife..The work of Satan in Genesis 3 is a foundational attack not just upon humanity in general but specifically upon men, women, and marriage..For husbands will waffle back and forth between abdicating their responsibility to love and abusing their authority to lead. Wives, in response, will distrust such love and defy such leadership. In the process they'll completely undercut how Christ's gracious sacrifice on the cross compels glad submission in the church..Headship is not an opportunity for us to control our wives; it is a responsibility to die for them..[Husbands], don't love our wives based upon what we get from them..Husbands, love your wives not because of who they are, but because of who Christ is. He loves them deeply, and our responsibility is to reflect his love..the Bible is not saying a wife is not guilty for sin in her own life. Yet the Bible is saying a husband is responsible for the spiritual care of his wife. When she struggles with sin, or when they struggle in marriage, he is ultimately responsible..If we are harsh with our wives, we will show the world that Christ is cruel with his people..God's Word is subtly yet clearly pointing out that God has created women with a unique need to be loved and men with a unique need to be respected..Might such a wife be buying into the unbiblical lie that respect is based purely upon performance? So wives, see yourselves in a complementary, not competitive, relationship with your husband..we cannot pick and choose where to obey God.

Grandfather Louis became the colony’s number one teacher. He was asked again and again by the younger birds to tell them the story of the First Great Change. He was initially reluctant, fearing that he would sound like an old-timer boasting about past successes—real or imagined. But eventually, he saw the importance of telling the chicks more about the specific steps the colony had taken, and were taking, to cope with change and the various acts of leadership by many that had helped the colony move forward. Although Louis never said so explicitly, he felt the most remarkable change of all was in how so many members of the colony had grown less afraid of change. The army of volunteers was now an irresistible force of change.

When he wrote the testament in December 1922, his anxious concern on this score was visible in every line of the document. It showed up in his proposal that the Central Committee’s membership be enlarged to fifty or one hundred as a means of containing its inner conflicts and thus of preventing a “schism” that could jeopardize the continued stability of the party and the Soviet system. It was reflected in his comment on the antagonistic relations between Stalin and Trotsky as the prime source of the danger of a split in the Central Committee, and in his consideration of the qualifications of various possible candidates for succession to the supreme leadership.

The proper social role of the highly able Endogenous personality is not as leader. Indeed, the Endogenous personality should be excluded from leadership as he will tend to lack the desire to cooperate with or care for the feelings of others. His role should be as an intuitive/ inspired ‘adviser’ of rulers. Adviser-of-rulers is a term which should be taken to include various types of prophet, shaman, genius, wizard, hermit, and holy fool – the Socrates of the early Platonic dialogues is an historical example, as is Diogenes, the Cynic, of Sinope (c.412-323 BC), who lived in a barrel and is supposed to have snubbed Alexander the Great (without being punished), or even the Fool character in Shakespeare plays. These are extremes; but the description of Endogenous personality and of an ‘inner orientation’ also applies to most historical examples of creative genius. The Endogenous personality – therefore – does not (as most men) seek primarily for social, sexual or economic success; instead the Endogenous personality wants to live by his inner imperatives. The way it is supposed-to-work, the ‘deal’, the ‘social contract’; is that the Endogenous personality, by his non-social orientation, is working for the benefit of society as a whole; at the cost of his not competing in the usual status competitions within that society. His ‘reward’ is simply to be allowed, or – better – actively enabled, to have the minimal necessary sustenance, psychological support (principally being ‘left alone’ and not harassed or molested; but ideally sustained by his family, spouse, patron or the like) to be somehow providedwith the time and space and wherewithal to do his work and communicate the outcome. For the Endogenous personality, this is its own reward.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

The Al Saud are in effect a hereditary political party in a one-party system with thousands of members, different wings promoting different agendas, and various individuals competing for leadership positions. Balancing rival factions and maintaining consensus within the royal family has always been an important part of a Saudi king’s job description.

Like most young men in politics, I went through various oscillations of feeling before I “found myself.” [Roosevelt later wrote] At one period I became so impressed with the virtue of complete independence that I proceeded to act on each case purely as I personally viewed it, without paying any heed to the principles and prejudices of others. The result was that I speedily and deservedly lost all power of accomplishing anything at all; and I thereby learned the invaluable lesson that in the practical activities of life no man can render the highest service unless he can act in combination with his fellows, which means a certain amount of give-and-take between him and them.108

I hated all of these pursuits, except photography and horseback riding, and little did the organizers know, I was already versed in a variety of social and leadership skills. After these confidence-building challenges, the various units headed off on separate expeditions. As the individual group developed the capacity to face challenges, the instructor would ask his allotted unit to make its own decisions. I was teamed with a group of five older boys between the ages of eighteen and twenty. Our Portuguese-French instructor was a twenty-three-year-old named Jules – the moment I’d set eyes on him, I was enthralled by his handsome ruggedness, and I had made it a point to join his team no matter what it took. Meanwhile, my “gaydar” also detected a half-Chinese and part Hispanic-American teammate called Kim. He, too, was checking out our instructor, and me. I befriended Kim and roomed with him on camping trips. Singapore, being a conservative society, did not condone homosexuality, let alone at this super ‘macho’ outpost. During a swimming sojourn, I decided to pretend to drown to get the instructor to come to my rescue. Sure enough, when I feigned suffocation in the ocean, Jules headed my direction. While swimming to pull me ashore, I reached to brush his groin, as if by accident. I did this several times and felt his growing penis with every touch. By the time he’d pulled me aground, he had sprouted a full erection behind his speedo. When he gave me the kiss of life, I jabbed my tongue into his mouth. Taken aback, he withdrew contact before resuming the revitalization process. This time, he lingered when his mouth was on mine. He played it cool, since our patrol was watching the entire incident. He ordered my teammates back to their respective duties when he carried me to the tent I shared with Kim. Although he knew I was capering with him, no words were exchanged throughout the entire process; neither did he make any attestation that he was aroused by what had transpired. Before leaving the tent, he uttered, “I’ll check in later to make sure you are okay…” He trailed off when Kim entered. My dearest ex, I’m sure you are intrigued to hear the rest of my story. You will… eventually. LOL! For now, I bid you adios, because my significant other is calling me to dinner.☺   Love and hugs. Your loving ex, Young XOXOXO

Whether in the name of Just War, Witch-Hunt or the Inquisition, at various points of history for various poppycock reasons the cross had been the weapon of mass destruction in the hands of the orthodox church.

At this point, the notion of apostolic succession became very important. What was argued was simply that, if Jesus had some secret knowledge to communicate to his disciples—which in fact he did not—he would have entrusted that teaching to the same apostles to whom he entrusted the churches. If those apostles had received any such teaching, they in turn would have passed it on to those who were to follow them in the leadership of the various churches. Therefore, had there been any such secret teaching, it should be found among the direct disciples of the apostles, and the successors of those disciples, the bishops. But the truth was that those who could now—that is, in the second century—claim direct apostolic succession unanimously denied the existence of any such secret teaching. In conclusion, the Gnostic claim that there is a secret tradition with which they have been entrusted is false.

Meetings are ineffective because they lack contextual structure. Too many organizations have only one kind of regular meeting, often called a staff meeting. Either once a week or twice a month, people get together for two or three hours of randomly focused discussion about everything from strategy to tactics, from administrivia to culture. Because there is no clarity around what topics are appropriate, there is no clear context for the various discussions that take place.

He discovered that their task wasn’t to eliminate waste at all — it was to find the waste and learn about its various causes. Once they learned about the sources of variation and waste, the actions would be obvious.

When Xi Jinping took command in 2012, some of us anticipated that he might turn foreign policy in a more conciliatory direction by centralizing the policy process and curbing the scrum of interest groups that had characterized Hu Jintao’s oligarchy. Xi’s personal authority was, and is, more than sufficient to restrain the various groups that had been promoting their own interests by overreaching under Hu’s collective leadership.

Ranjeet Kumar Shukla is a prominent figure in Indian politics and entrepreneurship. He has made significant contributions to both fields and is widely respected for his leadership, business acumen, and philanthropy. This article will delve into his background, achievements, and his contributions to Indian society. Early Life Ranjeet Kumar Shukla was born on January 25th, 1976, in Hajipur, Bihar. He received his education from the University of Allahabad, Uttar Pradesh. After completing his studies, he began his career as a businessman in Hajipur. He quickly rose through the ranks and became a successful entrepreneur. However, he felt the need to give back to society and decided to enter politics. Political Career Shukla joined the Indian National Congress and became a vital member of the party. He played an important role in many of the party's campaigns, including Bharat Jodo Yatra, which aimed at uniting the country. Shukla's contributions to the Congress are vast, and he is well-regarded as a spokesperson for the party. His eloquence and persuasiveness have made him a prominent figure in Indian politics. Entrepreneurship A part from his political career, Shukla is also an accomplished entrepreneur. He founded Adityavarnamiti Real Estates Pvt Ltd and Vijay Babanagari The Horizon City Pvt Ltd, both of which are well-known real estate companies in India. Shukla's leadership and business acumen have been critical to the success of these companies. He has shown that he can excel in both politics and business. Philanthropy Shukla is also a philanthropist and is actively involved in various social and charitable activities aimed at helping the underprivileged sections of society. He believes in giving back to society and has worked tirelessly to make a positive impact on the lives of people. Shukla's charitable work has earned him widespread respect and admiration. Conclusion In conclusion, Ranjeet Kumar Shukla is a multifaceted personality with a successful career in politics, entrepreneurship, and philanthropy. His contributions to the Indian National Congress, his business ventures, and his philanthropic efforts have made him a well-respected figure in India. His story is a testament to the power of hard work, determination, and dedication in achieving success in various fields. Ranjeet Kumar Shukla is an inspiration to many young Indians who aspire to make a difference in their society.

it stands as one of the best examples of both the characteristics and challenges to the approach to which they aspired, which demonstrates an important approach to collaboration that we will continue to examine as we look more closely at the various manifestations of strategic leadership.

The stories in this book show how these skills are developed across varying contexts and can be used in various forms of leadership. They are also part of my foundational research and are based on live interviews I conducted with each person individually. They explore the paradox of self-realization and illustrate my point that true leadership and social justice flourish deep within the practice of individual awareness and healing.

Buying more and more of the best land, sometimes owning multiple estates spread across several states, extended plantation families - fathers who provided sons and sons-in-law with a start - created slaveholding conglomerates that controlled hundreds and sometimes thousands of slaves. The grandees' vast wealth allowed them to introduce new hybrid cotton seeds and strains of cane, new technologies, and new forms of organization that elevated productivity and increased profitability. In some places, the higher levels of capitalization and technical mastery of the grandees reduced white yeomen to landlessness and forced smallholders to move on or else enter the wage-earning class as managers or overseers. As a result, the richest plantation areas became increasingly black, with ever-larger estates managed from afar as the planters retreated to some local country seat, one of the region's ports, or occasionally some northern metropolis. Claiming the benefits of their new standing, the grandees - characterized in various places as 'nabobs,' 'a feudal aristocracy,' or simply 'The Royal Family' - established their bona fides as a ruling class. They built great houses strategically located along broad rivers or high bluffs. They named their estates in the aristocratic manner - the Briars, Fairmont, Richmond - and made them markers on the landscape. Planters married among themselves, educated their sons in northern universities, and sent their wives and daughters on European tours, collecting the bric-a-brac of the continent to grace their mansions. Reaching out to their neighbors, they burnished their reputations for hospitality. The annual Christmas ball or the great July Fourth barbecue were private events with a public purpose. They confirmed the distance between the planters and their neighbors and allowed leadership to fall lightly and naturally on their shoulders, as governors, legislators, judges, and occasionally congressmen, senators, and presidents.

5.   Lack of imagination. Without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently. 6.   Selfishness. The leader who claims all the honor for the work of his followers is sure to be met by resentment. The really great leader claims none of the honors. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. 7.   Intemperance. Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it. 8.   Disloyalty. Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership. Disloyalty marks one as being less than the dust of the earth, and brings down on one’s head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life. 9.   Emphasis of the “authority” of leadership. The efficient leader leads by encouraging, and not by trying to instil fear in the hearts of his followers. The leader who tries to impress his followers with his “authority” comes within the category of leadership through force. If a leader is a real leader, he will have no need to advertise that fact except by his conduct—his sympathy, understanding, fairness, and a demonstration that he knows his job. 10. Emphasis of title. The competent leader requires no “title” to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation.

RULING CLASS. For Marxists the ruling class is the economically dominant class, and the economically dominant class is the class that owns and controls the means of production. With economic power comes political power, and Karl Marx saw the ruling class as controlling the state. Furthermore, the ruling class is intellectually dominant, which Marx expressed as, “The ideas of the ruling class are, in every age, the ruling ideas.” The notion of a ruling class can obscure or oversimplify complexities of class rule. For example, as Marx himself notes in discussing various actual historical examples, the ruling class may be split into different sections, or may be difficult to determine, and the Soviet Union raised the question of whether or not its leadership constituted a new ruling class not defined in terms of its property ownership. The state itself may develop its own autonomy and interests separate from those of the dominant economic class, a complicating factor explored by Nico Poulantzas and Ralph Miliband. The issue of the ruling class’s ideas being the ruling ideas is a further issue of debate within Marxism, with Antonio Gramsci’s notion of hegemony, and the Frankfurt School’s focus on ideology raising the question of the extent to which ideology is instrumental in maintaining class rule.

Pretty normal for a high-achiever to be shut out by superiors for various self-serving reasons. Keep achieving anyways.

The first thing you’re going to need in order to handle nonstop organizational change is an overall design within which the various and separate changes are integrated as component elements. In periods of major strategic change, such a design may have been announced to the organization by its leadership. When that happens, you’re fortunate. Even if you don’t entirely agree with the logic of the larger change, you benefit from the coherence it gives to the component changes.

The flip side of the coin was the positive imagination of Ashkenazi immigrants as diligent and productive members of the middle class holding great value to the state-building enterprise. The fusion of ability, class, and ethnicity thus worked either way. American immigrants in particular were exempted from selection policies. Immigrants from Poland received privileged treatment when they were competing with Moroccans for scarce absorption resources in 1956. The state and the Jewish Agency leadership also deliberated on various occasions about how to actively promote Western immigration and/or “middle-class immigration,” especially after the liberal bourgeois General Zionists had participated in the government for the first time in December 1952, and in subsequent years.115 This happened at a time when great effort was made to restrict the bulk of Moroccan immigration.

Additionally, as identified by Tuckman (1965) and widely accepted by scholars who study team development and empirically validated by my own personal experience, all teams go through the following four stages: Forming – initial introductions and a honeymoon period of discovery. Storming – a period during which team members learn about each other and their various opinions, strengths and weaknesses. This period is usually accompanied by constructive conflict and arguments. This is normal and should be expected. It is vital for team members to express themselves or they will never get to the next stage. They could be vying for roles as the right people for each role is yet to be determined. Norming – after the constructive debates, team members adjust to each other and their roles which may be an outcome of the storming period. The rules of team engagement are established during this phase and the team is well on its way to the next stage of development. Performing – this is the coveted phase that every team which has successfully gone through the previous three phases get to. There is significant interdependence and trust between team members. Everyone knows who is covering for whom. Mentor/mentee relationships are well established and the team is a consistent winner.

People can easily become unsettled as their traditional way of doing business begins to erode and a new model emerges. It’s a lot to manage, from a personnel perspective, and the need to be present for your people—which is a vital leadership quality under any circumstances—is heightened even more. It’s easy for leaders to send a signal that their schedules are too full, their time too valuable, to be dealing with individual problems and concerns. But being present for your people—and making sure they know that you’re available to them—is so important for the morale and effectiveness of a company. With a company the size of Disney, this can mean traveling around the world and holding regular town hall–style meetings with our various business units, communicating my thinking and responding to concerns, but it also means responding in a timely way and being thoughtful about any issues brought to me by my direct reports—returning phone calls and replying to emails, making the time to talk through specific problems, being sensitive to the pressures people are feeling. All of this became an even more significant part of the job as we embarked on this new, uncertain path.

Several forms of thinking play a crucial role in preparing and readying us for conflict, violence or crisis.  These include the “if – then or when-then thinking; when X happens, then I will do… Y”. Positive self-talk and visualizing the situation are positive tools that develop patterns in your mind (like any other form of training) in an effort to anticipate threats as we explore the situation, make an situational assessment and plan  an adaptable response to a predator we can’t fully anticipate. We need to become students of human behavior, both normal and aberrant, to rapidly recognize the difference between the two and be ready to instantly respond correctly and accurately.  Inherent in this understands the various dimensions of aberrant behavior between deviant, dangerous, suspicious, under the influence, and psychiatric.

Presently the Rothschilds control, among other things; Shell, BP, Deutsche Bank, Barclays, ABN Amro, Fortis, Unilever, IBM, World Bank Group and International Monetary Fund, ING, Federal Reserve, Bank of England, Arrow Fund Curacao, J.P Morgan and many other banks and influential organizations. The participation of the Rothschild dynasty in various competitive companies misleads even experts. A perfect example of this is when Henry Coston elaborately described the all out struggle between American Standard Oil (of the Rockefeller family) and British Royal Dutch-Shell for market leadership in 1920s France.[17] The struggle for control lasted into the late Fifties.[18] However, he essentially overlooked one important detail; that both oil giants belonged to the Rothschilds! Coston failed to understand that this sham of a fight served only one purpose: to bring in enormous profits while covering up the real power behind it.[19]

Leaders move among the various stages each day. But effective leaders move among the right stages at the right times.

No discussion of this pattern would be complete without mentioning one fateful little tweak we have introduced into the set of rules that governs these types of organizations. This tweak is what makes the difference between a simple hierarchy and a bureaucracy. Whereas a traditional hierarchy appoints individuals from outside the organization to the various leadership roles, a classic bureaucracy relies upon internal promotion. It allows its members to move up through the ranks as a reward for successful completion of their assigned duties within the organization. This small innovation, which is generally credited to the Chinese, can generate significant improvements in organizational efficiency. A traditional hierarchy relies quite heavily upon negative sanctions in order to keep members “in line” at every tier. These sanctions tend to accumulate in force as one moves downward through the hierarchy, so that those at the very bottom often get “dumped on.” As a result, the overall quality of life of subordinates generally deteriorates as one moves down the organizational hierarchy. As they say in the corporate world, “Shit rolls downhill.” Bureaucratic forms of organization, however, turn this into a virtue. The prospect of moving up is used as an incentive to improve performance at every level. There is something vaguely diabolical about the incentive structure that is offered to subordinates, of course, because it organizes things in such a way that the only chance to reduce the amount that you get “dumped on” in the long term is to let people dump on you for now. But there can be no doubt that this incentive structure works.

and then filling the Oval Office with laughter the next. It was the only way to get through the job—to intentionally inject some fun and joy into it. But in the White House that day, my friend Bob Trono found nothing joyful or humorous about his meeting with the president. “Who’re we waitin’ on?” Bush asked, after he entered the Roosevelt Room five minutes before the scheduled start time. Someone answered that Comey was downstairs in the Situation Room. “Jim can catch up when he gets here,” Bush said. “Let’s get going.” Bob could feel the perspiration trickle down his neck. The meeting marched through the departments, as various principals gave the president their

The mindset assessment asks questions that measure characteristics such as awareness, helpfulness, accountability, alignment, collaboration, self-correction, coordination, inclusivity, generosity, transparency, results focus, openness, appreciation, recognition, empowerment, initiative, engagement, and safety. Looking at these various elements and averaging results across industries, we have found that people rate their colleagues in their organizations at an average of 4.8 on the continuum and themselves at 6.8, which is to say that individuals rate themselves as 40 percent better than the rest of the people in their organizations across these characteristics.

It was only years after the war that the Irgun position was somewhat vindicated. In fact, for all the noble talk, the British had been doing almost nothing on behalf of Europe’s doomed Jews. Even as the various factions were arguing the point in Palestine, Jewish leaders, increasingly aware of the horrifying facts, were strenuously urging that the RAF begin bombing the rail lines leading to Auschwitz. It was an eminently achievable task, since English planes were already bombing Warsaw, two hundred miles farther from their base. The English leadership refused without explanation. It does not take much of a cynic to guess that they saw an advantage in cutting down the possible number of postwar Jewish refugees to Palestine.

The world is my home, its people my family and my family is my responsibility. And this responsibility does not allow me to sleep at night, when I visualize the gloomy destination toward which the world is heading, with its biases, prejudices, hatred, misunderstandings and conflicts. These primeval elements of the human mind are quite vividly taking over the conscience of humanity, the devastating implications of which are already beginning to manifest in various corners of the society. So, my whole life is my vessel to empower the conscience of humans from all corners of the world with the exuberant tools of self-awareness, so that they could dive within the deepest fathoms of their soul on their own and discover the jewels of peace, contentment and progress.

In a more recent study, a group of academic scholars from around the world led by Professor Robert House conducted thousands of interviews across sixty-two countries during which they tested and calibrated Hofstede’s data on the power distance scales again.2 This project is often referred to as the Globe Project. House and his colleagues looked at the degree to which inequality in a society is both supported and desired and considered the impact on egalitarian versus hierarchical leadership preferences in various countries.

It's true that Paul wrote in one letter that women should not teach men. It's also true that Paul lauded in many letters the numerous women who worked alongside him in various ministry capacities, including teaching, which bolsters the scholarly argument that his instruction was specific to the one church he was writing. In short, the biblical case for a blanket ban on women serving in Church leadership is thin and unconvincing-as evidenced by the fact that many of America's most conservative denominations observe no such ban.

The combination of national sin and unconquered inhabitants results in dominance and oppression by various pagan peoples, just as God predicted. During this time the Israelites go through repeated cycles of sin and oppression, but, fortunately, of repentance as well. And for each time the people come to their senses God raises up a leader to deliver them. Each of these “judges” leads only a few tribes within the now-loose federation of Israel. Although the total time of their collective leadership amounts to some 450 years, the overlapping of their individual leadership probably puts the figure closer to 335 years.

By understanding the various dimensions of power and embracing its potential, you can make it the driving force behind your ambitions. Harness the magnetic nature of power, feed your ambition, and develop your skills in manipulation to shape the life you desire. Always remember, however, that power comes at a price – be prepared to face the consequences of your actions as you ascend to the throne of your dreams.

dreams. By understanding the various dimensions of power and embracing its potential, you can make it the driving force behind your ambitions. Harness the magnetic nature of power, feed your ambition, and develop your skills in manipulation to shape the life you desire. Always remember, however, that power comes at a price – be prepared to face the consequences of your actions as you ascend to the throne of your dreams.