Vast Leadership Quotes

If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick.

One of the biggest problems I see when working with folks and their horses is that the vast majority of people have been trained to always look for the bad things their horses do. Because they’re always looking for the bad, they easily overlook the little tries and sometimes have trouble seeing the good in their horse, even when the good jumps up and bites them in the butt.

... If instead of colonies you send troops, the cost is vastly greater, and the whole revenues of the country are spent in guarding it so that the gain becomes a loss, and much deeper offense is given since in shifting the quarters of your soldiers from place to place the whole country suffers hardship, which as all feel, all are made enemies and enemies who remaining, although vanquished, in their own homes, have power to hurt. In every way, therefore, this mode of defense is as disadvantageous as that by colonizing is useful.

Our destiny is to join a tremendously creative team effort, under unimaginably splendid leadership, on an inconceivably vast plane of activity, with ever more comprehensive cycles of productivity and enjoyment.

What Michelle didn’t yet know was that there is a vast difference between playing and leading. The point guard position in basketball is one of the great tutorials on leadership, and it ought to be taught in classrooms. Anyone can perfect a dribble with muscle memory;

If we let ourselves get lost in the shuffle of daily life, as we hurry along we end up knowing more about our shoes from looking down than about the stars—or life’s unseen possibilities—from pausing for a few moments here and there to gaze upward and beyond … and adjust our course accordingly. My

Your eternal destiny is not cosmic retirement; it is to be part of a tremendously creative project, under unimaginably splendid leadership, on an inconceivably vast scale, with ever-increasing cycles of fruitfulness and enjoyment — that is the prophetic vision which ‘eye has not seen and ear has not heard.’

Considering the timespan of human evolution and the vast potential of humankind -- as evidenced by great genius and leadership, inventions and discoveries, works of art and literature -- it is lamentable that the economic and political systems of 'advanced' cultures are still based on the unenlightened rationales that 'more is better' and 'might makes right.' In the name of 'survival of the fittest' and ensuring 'vital interests,' our economic system creates an ever-widening gap between rich and poor as it dismantles the environment upon which we all depend. Even 'lower' animals generally do not foul their own nests.

The soldier in the field and the crew member aboard a warship inevitably see a war from a limited perspective. Their goal is to carry out their mission or their appointed task, and trust that their commanders are aware of the larger situation and the vast matrix of facts, positions, options, and dangers. Leadership is a role and a task that should never be aspired to lightly. Neither should loyalty be given without reason. Even if the primary reason is nothing more than the soldier's oath and duty, a true leader will work to prove worthy of a deeper trust. But leadership and loyalty are both two-bladed weapons. Each can be twisted from its intended purpose. The consequences are never pleasant.

It was the flexibility, the originality, and the independence of thought—combined, of course, with our vast resources—that made American business grow so rapidly. If the seeds of growth are made sterile, if men become passive followers instead of developing qualities of leadership—and courage—we may find someday that our way of life has been superseded.

Vast libraries are written on “leadership” and virtually nothing on “followership

Many companies are adopting small, autonomous multifunctional teams working in sprints to vastly accelerate decisions and adjustments.

that the truly contented man is not the possessor of vast riches. The crown of happiness goes to the person who has the skill to gain money fairly, use it honorably, and not mistake gold for a god of power and light.

women are obtaining undergraduate degrees at a far higher rate than men, and women are earning professional and doctorate degrees at a rate greater or nearly equal to that of men, but they are still vastly underrepresented in top leadership positions.

If the people merely have the right to vote, but no right of extensive participation, in other words, if they are awakened only at election time but go into hibernation afterwards, this is token democracy. Reviewing our experience with people's democracy since the founding of the PRC, we have made it clear that in such a vast and populous socialist country, extensive deliberation under the leadership of the CPC on major issues affecting the economy and the people's quality of life embodies the unity of democracy and centralism. Chinese socialist democracy takes two important forms: in one the people exercise their right to vote in elections, and in the other, people from all sectors of society undertake extensive deliberations before major decisions are made. In China, these two forms do not cancel one another out, nor are they contradictory; they are complimentary. They constitute institutional features and strengths of Chinese socialist democracy.

Invariably an organization takes on the personality of its top leader, providing that individual is in touch with the members of the organization. If the leader is petty, the subordinates will be petty. But if the leader is encouraging, optimistic, and courteous, then the vast majority of the workers in the organization will be as well.

Theodore Hesburgh said, “The very essence of leadership is that you have a vision. It’s got to be a vision you can articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet.” An “uncertain trumpet” is usually the result of an individual who either lacks a vision or is trying to lead with someone else’s dream. There is a vast difference between a person with a vision and a visionary person.

On July 6, 2015, the Bureau received a referral from the inspector general of the intelligence community, a congressionally created independent office focused on finding risks and vulnerabilities across the nation’s vast intelligence community. The referral raised the issue of whether Secretary of State Hillary Clinton had mishandled classified information while using her personal email system. On July 10, the FBI opened a criminal investigation.

If I am unwilling to step up and look beyond the stunted reach of my own agendas, if I am unwilling embrace the truth even though it may run frustratingly contrary to my most innate desires, if I am unwilling to respect my fellowman even though our disagreements may be irritatingly vast...if I am so lifelessly entrenched in the bane of my own immaturity that I am ignorantly unwilling to do these things and rather choose to play the fool dressed in the garb of wisdom and other such assorted notions, 'common sense' will always be a phrase but never a standard.

Micromanagement fails because no one person can control multiple people executing a vast number of actions in a dynamic environment, where changes in the situation occur rapidly and with unpredictability. It also inhibits the growth of subordinates: when people become accustomed to being told what to do, they begin to await direction. Initiative fades and eventually dies. Creativity and bold thought and action soon die as well. The team becomes a bunch of simple and thoughtless automatons, following orders without understanding, moving forward only when told to do so. A team like that will never achieve greatness.

Many people hear the word autistic, and they think of easily recognizable traits. They think of tics. Outbursts. They think of obsessions with trains. They don’t see the shy kid who’s fascinated with color and glass. They don’t think of the girl with few friends who shows strong leadership skills. But the autism spectrum is as vast and varied as those glass jars Ellis collects. No two situations are the same, and at the end of the day, ASD or not, Ellis is his own person. He’s his own unique person just like everybody else. He’s not broken. He doesn’t need to be fixed. None of us are perfect, but I love my son just as he is. And you do, too. Don’t you?

When Dr Sarabhai gave shape to a vision to develop rockets in India, he was questioned, along with the political leadership, on the relevance of such a programme when a vast majority in the country was battling the demons of hunger and poverty. Yet, he was in agreement with Jawaharlal Nehru that India could only play a meaningful role in the affairs of the world if the country was self-reliant in every manner, and should be able to apply advanced technologies to alleviate real-life problems. Thus our space programme was never simply a desire to be one among an elite group of nations, neither was it a matter of playing catch-up with other countries. Rather, it was an expression of the need for developing indigenous capabilities in telecommunications, meteorology and education.

Some people compared the Trumpian response to COVID-19 to the Soviet government’s response to the catastrophic accident at the Chernobyl power plant in 1986. For once, such a comparison was not far-fetched. The people most at risk were denied necessary, potentially lifesaving information, and this was the government’s failure; there was rumor and fear on the one hand and dangerous oblivion on the other. And, of course, there was unconscionable, preventable tragedy. To be sure, Americans in 2020 had vastly more access to information than did Soviet citizens in 1986. But the Trump administration shared two key features with the Soviet government: utter disregard for human life and a monomaniacal focus on pleasing the leader, to make him appear unerring and all-powerful. These are the features of autocratic leadership.

In any case, we should expect that in due time we will be moved into our eternal destiny of creative activity with Jesus and his friends and associates in the “many mansions” of “his Father’s house.” Thus, we should not think of ourselves as destined to be celestial bureaucrats, involved eternally in celestial “administrivia.” That would be only slightly better than being caught in an everlasting church service. No, we should think of our destiny as being absorbed in a tremendously creative team effort, with unimaginably splendid leadership, on an inconceivably vast plane of activity, with ever more comprehensive cycles of productivity and enjoyment. This is the “eye hath not seen, neither ear heard” that lies before us in the prophetic vision (Isa. 64:4). This Is Shalom When Saint Augustine comes to the very end of his book The City of God, he attempts to address the question of “how the saints shall be employed when they are clothed in immortal and spiritual bodies.”15 At first he confesses that he is “at a loss to understand the nature of that employment.” But then he settles upon the word peace to describe it, and develops the idea of peace by reference to the vision of God—utilizing, as we too have done, the rich passage from 1 Corinthians 13. Thus he speaks of our “employment” then as being “the beatific vision.” The eternal blessedness of the city of God is presented as a “perpetual Sabbath.” In words so beautiful that everyone should know them by heart, he says, “There we shall rest and see, see and love, love and praise. This is what shall be in the end without end. For what other end do we propose to ourselves than to attain to the kingdom of which there is no end?” And yet, for all their beauty and goodness, these words do not seem to me to capture the blessed condition of the restoration of all things—of the kingdom come in its utter fullness. Repose, yes. But not as quiescence, passivity, eternal fixity. It is, instead, peace as wholeness, as fullness of function, as the restful but unending creativity involved in a cosmoswide, cooperative pursuit of a created order that continuously approaches but never reaches the limitless goodness and greatness of the triune personality of God, its source. This, surely, is the word of Jesus when he says, “Those who overcome will be welcomed to sit with me on my throne, as I too overcame and sat down with my Father on his throne. Those capable of hearing should listen to what the Spirit is saying to my people” (Rev. 3:21

It's evident that with Beethoven the Romantic Revolution had already begun, bringing with it the new Artist, the artist as Priest and Prophet. This new creator had a new self-image: he felt himself possessed of divine rights, of almost Napoleonic powers and liberties — especially the liberty to break rules and make new ones, to invent new forms and concepts, all in the name of greater expressivity. His mission was to lead the way to a new aesthetic world, confident that history would follow his inspirational leadership. And so there exploded onto the scene Byron, Jean Paul, Delacroix, Victor Hugo, E. T. A. Hoffmann, Schumann, Chopin, Berlioz — all proclaiming new freedoms. Where music was concerned, the new freedoms affected formal structures, harmonic procedures, instrumental color, melody, rhythm — all of these were part of a new expanding universe, at the center of which lay the artist's personal passions. From the purely phonological point of view, the most striking of these freedoms was the new chromaticism, now employing a vastly enriched palette, and bringing with it the concomitant enrichment of ambiguity. The air was now filled with volcanic, chromatic sparks. More and more the upper partials of the harmonic series were taking on an independence of their own, playing hide-and-seek with their sober diatonic elders, like defiant youngsters in the heyday of revolt.

Fascism rested not upon the truth of its doctrine but upon the leader’s mystical union with the historic destiny of his people, a notion related to romanticist ideas of national historic flowering and of individual artistic or spiritual genius, though fascism otherwise denied romanticism’s exaltation of unfettered personal creativity. The fascist leader wanted to bring his people into a higher realm of politics that they would experience sensually: the warmth of belonging to a race now fully aware of its identity, historic destiny, and power; the excitement of participating in a vast collective enterprise; the gratification of submerging oneself in a wave of shared feelings, and of sacrificing one’s petty concerns for the group’s good; and the thrill of domination. Fascism’s deliberate replacement of reasoned debate with immediate sensual experience transformed politics, as the exiled German cultural critic Walter Benjamin was the first to point out, into aesthetics. And the ultimate fascist aesthetic experience, Benjamin warned in 1936, was war. Fascist leaders made no secret of having no program. Mussolini exulted in that absence. “The Fasci di Combattimento,” Mussolini wrote in the “Postulates of the Fascist Program” of May 1920, “. . . do not feel tied to any particular doctrinal form.” A few months before he became prime minister of Italy, he replied truculently to a critic who demanded to know what his program was: “The democrats of Il Mondo want to know our program? It is to break the bones of the democrats of Il Mondo. And the sooner the better.” “The fist,” asserted a Fascist militant in 1920, “is the synthesis of our theory.” Mussolini liked to declare that he himself was the definition of Fascism. The will and leadership of a Duce was what a modern people needed, not a doctrine. Only in 1932, after he had been in power for ten years, and when he wanted to “normalize” his regime, did Mussolini expound Fascist doctrine, in an article (partly ghostwritten by the philosopher Giovanni Gentile) for the new Enciclopedia italiana. Power came first, then doctrine. Hannah Arendt observed that Mussolini “was probably the first party leader who consciously rejected a formal program and replaced it with inspired leadership and action alone.” Hitler did present a program (the 25 Points of February 1920), but he pronounced it immutable while ignoring many of its provisions. Though its anniversaries were celebrated, it was less a guide to action than a signal that debate had ceased within the party. In his first public address as chancellor, Hitler ridiculed those who say “show us the details of your program. I have refused ever to step before this Volk and make cheap promises.” Several consequences flowed from fascism’s special relationship to doctrine. It was the unquestioning zeal of the faithful that counted, more than his or her reasoned assent. Programs were casually fluid. The relationship between intellectuals and a movement that despised thought was even more awkward than the notoriously prickly relationship of intellectual fellow travelers with communism. Many intellectuals associated with fascism’s early days dropped away or even went into opposition as successful fascist movements made the compromises necessary to gain allies and power, or, alternatively, revealed its brutal anti-intellectualism. We will meet some of these intellectual dropouts as we go along. Fascism’s radical instrumentalization of truth explains why fascists never bothered to write any casuistical literature when they changed their program, as they did often and without compunction. Stalin was forever writing to prove that his policies accorded somehow with the principles of Marx and Lenin; Hitler and Mussolini never bothered with any such theoretical justification. Das Blut or la razza would determine who was right.

A vast nonprofit-industrial complex and elite racial leadership class has arisen since the 1960s to define the parameters of acceptable political action and debate. As riots and rebellions return to the United States, the dominant praxis of contemporary anti-oppression politics has largely refused to question the alienated governance structures that create the need for "race leaders" in the first place rather than already-existing popular assemblies and other forms of decentralized decision making, within and when needed, between groups directly attacked by antiblack state violence, rape and sexual assault, deportations, surveillance, and extreme racial inequality. Original pamphlet: Who is Oakland. April 2012. Quoted in: Dangerous Allies. Taking Sides.

The Multiplier approach to management isn’t just an enlightened view of leadership. It is an approach that delivers higher performance because it gets vastly more out of people and returns to them a richly satisfying experience.

Thus, we should not think of ourselves as destined to be celestial bureaucrats, involved eternally in celestial “administrivia.” That would be only slightly better than being caught in an everlasting church service. No, we should think of our destiny as being absorbed in a tremendously creative team effort, with unimaginably splendid leadership, on an inconceivably vast plane of activity, with ever more comprehensive cycles of productivity and enjoyment. This is the “eye hath not seen, neither ear heard” that lies before us in the prophetic vision (Isa. 64:4).

Creativity is a unique characteristics that a person can posses from his or her own knowledge when he or she is creating changes in society that can benefit a vast amount of people.

It is, indeed, one of the basic moral blindspots of American conservatism that its intellectual and leadership energy have never been focused in a proactive way on America's racial-caste legacy. This represents a fundamental moral crisis of modern American conservatism.... American conservatives typically ignored the authoritarian and violent racial-caste practices and values arrayed against black Americans in southern states where the vast majority of blacks live. On the other hand, American conservatives have, throughout this century, often embraced freedom movements elsewhere in the world --in Europe, Latin America, East Asia-- but always firmly resisting a proactive embrace of the black American civil rights movement as a bona fide freedom movement fully worthy of their support. So it is in the shadow of this dismal record of mainstream American conservatism vis-a-vis black Americans' long and arduous quest for equality of status that new black conservatives have emerged.

Our team at Start With Why is working hard to build a world where the vast majority of people wake up inspired to go to work, feel safe when they are there and return home at the end of the day fulfilled by the work they do. We are working hard to ensure that every employee has a Golden Circle on their desk and every organization can clearly articulate their higher purpose, cause or belief. This book is just one of the things we are doing to help bring our WHY to life. We know we can’t do this alone. Thank you for joining the movement, for helping us share the WHY. Inspire on

Message to Extraterrestrial Civilizations First Draft [Complete Text] Attention, you who have received this message! This message was sent out by a country that represents revolutionary justice on Earth! Before this, you may have already received other messages sent from the same direction. Those messages were sent by an imperialist superpower on this planet. That superpower is struggling against another superpower for world domination so that it can drag human history backwards. We hope you will not listen to their lies. Stand with justice, stand with the revolution! [Instructions from Central Leadership] >This is utter crap! It’s enough to put up big-character posters27 everywhere on the ground, but we should not send them into space. The Cultural Revolution leadership should no longer have any involvement with Red Coast. Such an important message must be composed carefully. It’s probably best to have it drafted by a special committee and then discussed and approved by a meeting of the Politburo. Signed: XXX Date: XX/XX/196X Second Draft [omitted] Third Draft [omitted] Fourth Draft [Complete Text] We extend our best wishes to you, inhabitants of another world. After reading the following message, you should have a basic understanding of civilization on Earth. By dint of long toil and creativity, the human race has built a splendid civilization, blossoming with a multitude of diverse cultures. We have also begun to understand the laws governing the natural world and the development of human societies. We cherish all that we have accomplished. But our world is still flawed. Hate exists, as does prejudice and war. Because of conflicts between the forces of production and the relations of production, wealth distribution is extremely uneven, and large portions of humanity live in poverty and misery. Human societies are working hard to resolve the difficulties and problems they face, striving to create a better future for Earth civilization. The country that sent this message is engaged in this effort. We are dedicated to building an ideal society, where the labor and value of every member of the human race are fully respected, where everyone’s material and spiritual needs are fully met, so that civilization on Earth may become more perfect. With the best of intentions, we look forward to establishing contact with other civilized societies in the universe. We look forward to working together with you to build a better life in this vast universe.

Message to Extraterrestrial Civilizations First Draft [Complete Text] Attention, you who have received this message! This message was sent out by a country that represents revolutionary justice on Earth! Before this, you may have already received other messages sent from the same direction. Those messages were sent by an imperialist superpower on this planet. That superpower is struggling against another superpower for world domination so that it can drag human history backwards. We hope you will not listen to their lies. Stand with justice, stand with the revolution! [Instructions from Central Leadership] This is utter crap! It’s enough to put up big-character posters everywhere on the ground, but we should not send them into space. The Cultural Revolution leadership should no longer have any involvement with Red Coast. Such an important message must be composed carefully. It’s probably best to have it drafted by a special committee and then discussed and approved by a meeting of the Politburo. Signed: XXX Date: XX/XX/196X Second Draft [omitted] Third Draft [omitted] Fourth Draft [Complete Text] We extend our best wishes to you, inhabitants of another world. After reading the following message, you should have a basic understanding of civilization on Earth. By dint of long toil and creativity, the human race has built a splendid civilization, blossoming with a multitude of diverse cultures. We have also begun to understand the laws governing the natural world and the development of human societies. We cherish all that we have accomplished. But our world is still flawed. Hate exists, as does prejudice and war. Because of conflicts between the forces of production and the relations of production, wealth distribution is extremely uneven, and large portions of humanity live in poverty and misery. Human societies are working hard to resolve the difficulties and problems they face, striving to create a better future for Earth civilization. The country that sent this message is engaged in this effort. We are dedicated to building an ideal society, where the labor and value of every member of the human race are fully respected, where everyone’s material and spiritual needs are fully met, so that civilization on Earth may become more perfect. With the best of intentions, we look forward to establishing contact with other civilized societies in the universe. We look forward to working together with you to build a better life in this vast universe.

When I first began writing novels the greatest threat to America and the world appeared to be fundamentalist Islamic terrorists intent on waging a Holy War to establish a Caliphate. So these tended to be my villains. I dutifully took care to explain each time that radicalized Jihadists vowing to wipe all non-Muslims from the face of the Earth and create rivers of blood in the streets didn’t represent the vast majority of peace-loving Muslims. Since there were only small pockets of Jihadists, and over a billion Muslims, nothing could be more obvious. Still, in today’s world, one needed to state this explicitly. But then I began researching the leadership of China, and I was astonished by what I found. I had always thought the country was largely harmless. A promising market for American goods, and a wonderful supplier to American consumers. But the more I researched, the more clear and ominous their endgame became. It wasn’t as if it wasn’t all there to find, in their own words. Still, their reputation within the US tended to be excellent. China was ten times the threat of Russia, yet many Americans thought just the opposite.

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.

Regrettably, the vast majority of the world's leadership was not concerned with the well-being of its citizenry. The elites looked after their own, filling both their pockets and those of their associates, while the young died in senseless wars and families died of plagues and famines that could have been avoided.

For most of us, the vast majority of what we do in life is not sexy. Our daily grind isn’t glamorous or newsworthy, it’s just making stuff out of steel. But faithful leaders don’t need things to glitter for their work to produce gladness. Faithful leaders find meaning in the mundane knowing that their faithfulness in their daily hard work pleases the Lord. They know that behind the simple things we do is an eternal mission, a purpose, and an impact worth our faithfulness.

Daniel Roth of North Coast Container has established himself as an executive leader. Through his rich resume and vast experience, he inspires growth in large organizations, focusing on predictive data analytics, manufacturing, project management, and business development. Mr. Roth is the Senior Vice President of Sales and General Manager for Stavig Industries LLC. He holds his MBA from Portland State University and applies his business and leadership acumen to embracing opportunities for himself and his clients.

Islam is in a formative period struggling to consolidate the vast reach won by both inspiration and force at its founding. Two centuries along, the faith of Muhammad hangs like an intricate veil: a religion still searching for institutional wholeness, a set of lessons to live by.

Your leadership skill-set might be what we have been waiting for, to bring order and finality to major challenges that affect the global village. The vast hydroelectric generation capacity in Africa, particularly the Great Lakes region and along the Nile River, still remains unutilized potential not benefiting the people of Africa most of whom continue to live in darkness and depleting the forests looking for wood fuel and more fertile farming land.

In 2000 Martin Seligman took on the presidency of the American Psychological Association. For his presidential address he challenged the profession to shift its focus away from simply describing, studying, and diagnosing the negative aspects of the human condition and to begin devoting more attention to the positive aspects of what it means to be human. Of course, his message was simply a more mainstream embodiment of Abraham Maslow’s ideas from the mid-twentieth century of personal fulfillment as the richest arena of psychology. But since Seligman’s call to action, positive psychology has blossomed into a full-fledged component of the field. The research generated by this change in perspective has been conducted at both the basic and applied levels. It has added to our understanding of a myriad of psychological constructs and has been used to improve the lives of many. Positive psychology is a vast discipline, but a sampling of its relevant aspects includes happiness, psychological well-being, flow/optimal experience, meaning, passion, purpose, authentic leadership, strengths, values, character, and virtue. Graduate education programs in these areas have emerged across the world and continue to expand. How

A leader needs a balanced approach to time lest it become his bondage and downfall. Without a grip on time, the leader works under unnecessary strain. Even when the leader has done the utmost to fulfill daily obligations, vast areas of work always remain. Every call for help is not necessarily a call from God, for it is impossible to respond to every need. If the leader sincerely plans his day in prayer, then executes the plan with all energy and eagerness, that is enough. A leader is responsible only for what lies within the range of control. The rest he should trust to our loving and competent heavenly Father.

Different Strokes for Different Folks “First things first—differences abound! Race, creed, color, gender, national origin, handicap, age, familial status, socio-economics, education, politics, religion, geography, and job status. Does that list look like a poster ad for the ACLU? Add in our vastly different life experiences and things really start to get interesting.

We tend to think of prophets as those who foretold the future when in fact, the vast majority of Old Testament prophecy is forth telling, not foretelling. The prophets were covenant enforcers; they reminded the people of what God had said and done in the past, most often referencing what we know today as the book of Deuteronomy, and they were straightforward in their presentation of truth. No white washing, no meandering about the truth; most of the time, their prophecy was simple, unvarnished truth about the people’s actions and hearts.

Disruption causes vast sums of money to flow from existing businesses and business models to new entrants.

Your eternal destiny is not cosmic retirement; it is to be part of a tremendously creative project, under unimaginably splendid leadership, on an inconceivably vast scale, with ever-increasing cycles of fruitfulness and enjoyment — that is the prophetic vision which ‘eye has not seen and ear has not heard.’ ” Huh?

The authors are from Australia, and in the vast Outback region ranchers are unable to control their livestock using fences. It’s just too big to keep the fences intact. The alternative approach is to simply provide accessible wells where the animals learn to find relief for their thirst. The ranchers know that if the well is the only place of refreshment and survival, the animals will naturally stay close.1

In the book The Shaping of Things to Come, by Alan Hirsch and Michael Frost, the authors provide a metaphor of how the blessing of the gospel naturally attracts others. The authors are from Australia, and in the vast Outback region ranchers are unable to control their livestock using fences. It’s just too big to keep the fences intact. The alternative approach is to simply provide accessible wells where the animals learn to find relief for their thirst. The ranchers know that if the well is the only place of refreshment and survival, the animals will naturally stay close.1

What these highly qualified individuals often do not have is sufficient experience in leading others to achieve demanding goals. Yes, they themselves are star performers. Yes, they have worked with others throughout their careers. But performing a task while working with people is vastly different from leading people effectively day by day. We have observed that star performers often race ahead of the people problems they leave in their wake, until they reach a point where their continued success depends on leadership skills they do not possess.

I had a sort of leadership against the Gang—you know it was called the Gang—a sort of compromise of scoundrelly projects and base ambitions and vast public emotional stupidities and catch-words—the Gang that kept the world noisy and blind year by year, and all the while that it was drifting, drifting towards infinite disaster.

The U.S. civilian leadership was shirking its responsibility to develop a high-level strategic approach to the most significant political and diplomatic challenge of this conflict. It was yet another example of America’s almost instinctive reflex to lead with the military in moments of international crisis. Civilian officials, as much as they may mistrust the Pentagon, are often the first to succumb. They seem remarkably adverse to exploring the panoply of tools they could bring to bear—let alone to putting in the work to develop a comprehensive strategic framework within which military action would be a component, interlocking with others. What is it, I found myself wondering, that keeps a country as powerful as the United States from employing the vast and varied nonmilitary leverage at its disposal? Why is it so easily cowed by the tantrums of weaker and often dependent allies? Why won’t it ever posture effectively itself? Bluff? Deny visas? Slow down deliveries of spare parts? Choose not to build a bridge or a hospital? Why is nuance so irretrievably beyond American officials’ grasp, leaving them a binary choice between all and nothing—between writing officials a blank check and breaking off relations? If the obstacle preventing more meaningful action against abusive corruption wasn’t active U.S. complicity, it sure looked like it.

You are made up of the results of many decisions. If you don’t change anything, you will have the same results. The applications of the concept of interconnectedness are so vast and powerful that you can alter your destiny by making the right decisions, even if they are painful.

In international affairs, true strength is found in the pursuit of peace, not power." "Diplomacy is the art of finding common ground in the vast diversity of our global landscape." "Global progress depends on leaders who see beyond borders and build bridges of understanding." "The world’s greatest challenges are solved not by isolation, but by the unity of nations working together." "International affairs demand a balance of vision and pragmatism, of ideals and realities." "In the global arena, dialogue is the most powerful weapon for resolving conflicts and fostering peace." "True global leadership embraces the diversity of voices, recognizing that every culture adds value to our shared future." "The key to a stable world lies in our ability to collaborate across borders and find solutions that benefit all." "To navigate international affairs is to dance in the delicate balance between national interests and global responsibility." "Sustainable development is a collective commitment that transcends borders, cultures, and politics.

Many people hear the word autistic, and they think of easily recognizable traits. They think of tics. Outbursts. They think of obsessions with trains. They don’t see the shy kid who’s fascinated with color and glass. They don’t think of the girl with few friends who shows strong leadership skills. But the autism spectrum is as vast and varied as those glass jars Ellis collects. No two situations are the same, and at the end of the day, ASD or not, Ellis is his own person. He’s his own unique person just like everybody else. He’s not broken. He doesn’t need to be fixed.

He who is doing the talking is doing the learning.” This is the essence of the Socratic method of facilitation. Our adult learners bring with them vast amounts of knowledge and experience. Letting them share their wisdom with the group is what makes adult learning such a rewarding experience for us.

We can look to Mexico, where a vision for social change has been powerfully affirmed by the Maya people of Chiapas. They named their vision "Zapatismo," in memory of Mexican revolutionary Emiliano Zapata, and startled the world with an armed uprising on January 1, 1994. That day, and ever since, the Zapatistas have posed the basic problem: how to establish both identity and democracy? How to achieve a new life of dignity for indigenous people while also creating a Mexico of justice for everyone? Always the Zapatistas have said they do not want one without the other. At a 1996 meeting of Chicanas/os with some of the Zapatista leadership, Comandante Tacho began his presentation by saying: "We don't want power. What we want is decent homes, enough to eat, health care for our children, schools." At first I thought to myself: how can you gain those things without power? Then I realized that by power he meant domination. The Zapatista vision does not find the answer to injustice in the replacement of one domination by another, but in a vast change of the political culture from the bottom up that will create a revolutionary democracy.

This can have devastating consequences for the fast-growing company. Over a short period of time, say a year, the number of employees can leap from 50 to 150 in a startup, or from 150 to 500 or more during a later phase of rapid growth when the business model is promising and the funding is in the bank. Seemingly overnight, the new employees can vastly outnumber their predecessors, and this dynamic can permanently redefine the corporate culture. Brent Gleeson, a leadership coach and Navy SEAL combat veteran, writes, “Organizational culture comes about in one of two ways. It’s either decisively defined, nurtured and protected from the inception of the organization; or—more typically—it comes about haphazardly as a collective sum of the beliefs, experiences and behaviors of those on the team. Either way, you will have a culture. For better or worse.”2

Since the fall of Kiev in 1240, the western lands of Galicia and Volhynia had served as the stage for major developments in Ukrainian history. However, by the end of the i6th century, the focus of events shifted back to the east, to the lands of the Dnieper basin that had long been partially depopulated. In that vast frontier, which at that time was specifically referred to as Ukraina - the land on the periphery of the civilized world - the age-old struggle of the sedentary population against the nomads flared up with renewed intensity, fueled by the bitter confrontation between Christianity and Islam. The oppressive conditions that obtained in the settled western areas provided numerous recruits who preferred the dangers of frontier life to serfdom. As a result, a new class of Cossack-frontiersmen emerged. Initially, the Cossacks concentrated on pushing back the Tatars, thereby opening up the frontier to colonization. But as they honed their military and organizational skills and won ever more impressive victories against the Tatars and their Ottoman Turkish over lords, Ukrainian society came to perceive the Cossacks not only as champions against the Muslim threat, but also as defenders against the religion, national and socioeconomic oppression of the Polish szlachta. Gradually, moving to the forefront of Ukrainian society, the Cossacks became heavily involved in the resolution of these central issues in Ukrainian life and, for the next several centuries, provided Ukrainian society with the leadership it had lost as a result of the Polonization of the Ukrainian nobility.

He attacked the FBI’s leadership with demeaning names: “nut job,” “phony,” “ignorant fool,” “major sleazebag.” 14 His most aggressive assaults often came in response to specific investigations, acts of retaliation and intimidation aimed at undermining FBI inquiries into his administration’s ties to Russia. To Trump, anyone who was not with him was against him, including a vast array of government employees who were supposed to be loyal to the facts and the truth and the law—and not to the Trump White House.

Consider the effect of trust on coordination in a team: without trust, it is often impossible to get anything worthwhile done. With trust, work proceeds more quickly, and vast simplifications are often possible.

Lewis was interested in bringing into existence industrial unions like his own, in which he had always believed. Roosevelt was interested in bringing into American labor unions as many voters as possible and in capturing their leadership to be used to build up a powerful labor faction which could control the Democratic party and which he and his allies could control through the vast power of the government and the vast powers of the labor leaders, along with the immense financial resources that so great a labor movement would have. The Communists were interested in getting into the unions, into key positions as union officers, statisticians, economists, etc., in order to utilize the apparatus of the unions to promote the cause of revolution. I think we have to be fair in saying at this point that neither Roosevelt nor Lewis realized the peril to which they were exposing both the unions and the country. This thing called revolutionary propaganda and activity is something of an art in itself. It has been developed to a high degree in Europe where revolutionary groups have been active for half a century and where Communist revolutionary groups have achieved such success during the past 25 years.

That we, with all our extraordinary and still largely unexplored potential, were born on a fragile ball of life hurtling through the vastness of space…could anything be more miraculous?

Although Levels 1 through 6 are available to us in virtually all of our joint choice-making situations, unfortunately we take on either Level 1 or Level 6 responsibility in the vast majority of cases.

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.

While AI may be able to process vast amounts of data and perform complex tasks, it will never be able to replicate the unique qualities of human emotional intelligence (EI). EI is what makes us human, and it's what allows us to connect with others on a deeper level, to empathize, to inspire, and to lead. As leaders, we must embrace the power of AI while never forgetting the value of EI

The Trump administration is an unmitigated catastrophe, and the responsibility rests entirely at his feet, the predictable outcome of assigning organizational leadership to a man of weak morals. What is more regrettable is that his faults are amplifying our own. I believe firmly that whatever benefits we may have gained from individual Trump policies are vastly outweighed by the incalculable damage he has done to the fabric of our republic. I cannot yet say who will turn the ship, but four more years of Trump could very well sink it.

There was a hush and everybody was holding their breath,” Frances Perkins recalled. After what seemed a long-drawn moment of tension, he reached the rostrum, handed off his crutches, gripped the lectern edges with his powerful, viselike grip, tilted back his head, and “across his face there flashed a vast, world-encompassing smile.

An old man walking a lonesome road, Came at the evening, cold and gray, To a chasm vast and wide and steep, With waters running cold and deep. The old man crossed in the twilight dim, The rolling stream had no fears for him; But he turned when safe on the other side, And built a bridge to span the tide. “Old man,” said a fellow traveler near, “you are wasting your strength with building here. Your journey will end with the passing day, You never again will pass this way. You’ve crossed the chasm, deep and wide— Why would you build this bridge at eventide?” The builder lifted his old gray head, “Good friend, in the path I have come,” he said, “There followeth after me today, A youth whose feet must pass this way. The chasm that was nought to me, To that fair-haired youth may a pitfall be. He too must cross in the twilight dim— Good friend, I am building this bridge for him.

Without cultural change, we are hopeless to change existing results.5 Of all changes, cultural change is the most difficult. It is essentially changing the collective DNA of an entire group of people. To understand how to change culture, it is helpful to know how change works in general. Changing Church Culture Change is extremely difficult. One of the most vivid and striking examples of this painful reality is the inability of heart patients to change even when confronted with grim reality. Roughly six hundred thousand people have a heart bypass each year in the United States. These patients are told they must change. They must change their eating habits, must exercise, and quit smoking and drinking. If they do not, they will die. The case for change is so compelling that they are literally told, “Change or die.”6 Yet despite the clear instructions and painful reality, 90 percent of the patients do not change. Within two years of hearing such brutal facts, they remain the same. Change is that challenging for people. For the vast majority of patients, death is chosen over change. Yet leadership is often about change, about moving a group of people to a new future. Perhaps the most recognized leadership book on leading an organization to change is John Kotter’s Leading Change. And when ministry leaders speak or write about leadership, they often look to the wisdom found in the book of Nehemiah, as it chronicles Nehemiah’s leadership in rebuilding the wall around Jerusalem. Nehemiah led wide-scale change. Nehemiah never read Kotter’s book, and he led well without it. The Lord well equipped Nehemiah for the task of leading God’s people. But it is fascinating to see how Nehemiah’s actions mirror much of what Kotter has observed in leaders who successfully lead change. With a leadership development culture in mind, here are the eight steps for leading change, according to Kotter, and how one can see them in Nehemiah’s leadership. 1. Establish a sense of urgency. Leaders must create dissatisfaction with an ineffective status quo. They must help others develop a sense of angst over the brokenness around them. Nehemiah heard a negative report from Jerusalem, and it crushed him to the point of weeping, fasting, and prayer (Neh. 1:3–4). Sadly, the horrible situation in Jerusalem had become the status quo. The disgrace did not bother the people in the same way that it frustrated Nehemiah. After he arrived in Jerusalem, he walked around and observed the destruction. Before he launched the vision of rebuilding the wall, Nehemiah pointed out to the people that they were in trouble and ruins. He started with urgency, not vision. Without urgency, plans for change do not work. If you assess your culture and find deviant behaviors that reveal some inaccurate theological beliefs, you must create urgency by pointing these out. If you assess your culture and find a lack of leadership development, a sense of urgency must be created. Leadership development is an urgent matter because the mission the Lord has given us is so great.

the vast majority of exchanges are win-win—otherwise they would not have taken place, since they are voluntary.

These operations were victorious but also extremely humbling; the takeaways—both good and bad—vast. The Battle of Ramadi provided a litany of lessons learned, which we were able to capture and pass on. The greatest of these was the recognition that leadership is the most important factor on the battlefield, the single greatest reason behind the success of any team. By leadership, we do not mean just the senior commanders at the top, but the crucial leaders at every level of the team—the senior enlisted leaders, the fire team leaders in charge of four people, the squad leaders in charge of eight, and the junior petty officers that stepped up, took charge, and led. They each played an integral role in the success of our team.

On the other hand, Russia’s natural resources are enormous. No other country can boast of so large a variety of minerals, and only the United States is richer in resources. The empire had about twenty percent of the world’s coal supplies, located primarily in the Donets (Ukraine) and Kuznets (in mid Siberia) basins. Its huge oil and gas reserves may have exceeded half the world’s total supply. And there were vast supplies of iron, manganese, copper (of relatively low quality), lead, zinc, aluminum, nickel, gold, platinum, asbestos, and potash. Well endowed by nature, Russia seemed destined for a long period of leadership on the world scene. But because it failed to discard its archaic social and political system, Russia could not take advantage of the advances

In two years of research the best example of self-disruption I can find is Netflix. Netflix’s transition to streaming from DVD rental by mail was not nearly as smooth as many would like to remember it, but in hindsight it appears genius. Netflix was founded in 1997 as a DVD mail service and pretty rapidly rose to take huge market share from local video stores who could not compete with its vast range of titles. People soon appreciated the appeal of no late fees, the ability to have several movies out at the same time, as well as its unlimited consumption tariff. Always keen to keep abreast of the latest technology, in 2007 Netflix spent about $40 million to build data centres and to cover the cost of licensing for the initial streaming titles (Rodriguez, 2017). When internet speeds allowed, it introduced streaming as an additional service for its existing subscribers. Monthly fees remained the same, but those with more expensive tariffs were given access to more hours of streamed content. While it added something for free, it also helped give people a reason to upgrade to more expensive plans. Growth was impressive, the video libraries of streamed content rose, the share price rose impressively from $3 in 2007 to over $42 in 2011, and life was good. In September 2011 Netflix made a very bold move. It created two tariffs, and moved all its US subscribers onto two separate plans: the original DVD-by-mail service was to be called Qwikster; the other was a streaming service for a lower monthly fee. The market was shocked, and by December the stock price was below $10 and the company was in pieces. The company rapidly lost higher revenue DVD subscribers and within nine months profits were down by 50 per cent (Steel, 2015). And yet slowly things changed. First, the lower prices suddenly appealed to a much wider market, bringing in far more paying customers, allowing Netflix to buy more content and to slowly raise prices. Then Netflix started making its own original content, clearing out global streaming rights, and then at a flick of a switch it was able to expand globally. If Netflix had not disrupted itself it would be a very different company. It would rely on a massive physical distortion system, with very high costs. It would probably have lost out massively to YouTube and would have withered away as a mail-order DVD supplier. Instead, Netflix’s share price is now nearly $200, five times more than it was when it bravely self-disrupted, it operates in 190 countries, makes nearly $9 billion in revenue from over 110 million customers (Feldman, 2017). Today DVDs represent only 4 per cent of Netflix’s users. It seems that in 2011, when Wall Street was demanding the resignation of Reed Hastings for reinventing the business, they were wrong. From this you can see the pressure this approach places on leaderships, the confidence you need to have, the degree to which this antagonizes the market and everyone around you. This move takes balls. The confidence, conviction, and aggression, to change before you have to create your own future, is remarkable.

While we recognize the deep roots white supremacy has in the consciousness of most white people, we do not believe that only a handful of exemplary white people can be won to fighting white supremacy. We believe an end to this whole rotten system is in the ultimate interests of the vast majority of humanity, including the majority of white people. Accordingly, we reject the notion of the "white solidarity organization" that acts under the leadership of this or that people of color organization. The abdication [by] white people of the responsibility of thinking for themselves does not magically erase the colonial dynamic that exists between white people and people of color. The evasion of struggle over questions of principle for fear of being unpopular or criticized by people of color can only be called the politics of guilt. Moreover, the decision to take leadership from a particular organization is itself an intervention in the internal affairs of the community in which the organization is based. There is no escape from he logic of this society other than a revolutionary commitment to change it.

When Jeff couldn’t figure out how to organically scale Amazon to provide the vast assortment of products he envisioned, the idea of the third-party marketplace was formed. The world was full of people already selling everything under the sun. Jeff hired me to figure out a way to cohabitate with them under the umbrella of the Amazon brand (see Chapter 7, “Think Big”). Long story short, we eventually figured out how to sell everything without carrying a huge load of inventory or the risk that goes with it.

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Hardly anyone has weakened democracy from within as much as the 45th president of the United States, Donald Trump. But it would be uninteresting, predictable, and unjust to write about his failings without even briefly illuminating the other side of the coin. The polarization of American society is certainly not only or even primarily his work. Left-wing politics has contributed its share too, by being increasingly disconnected from the priorities and needs of large parts of the population and full of self-righteousness. Also, if one disregards Trump’s narcissistic self-dramatization and an erratic political style that shows little respect for democratic institutions, one sees an administration that made three important course corrections: the economic decoupling from dictatorships, especially China; the growing pressure on Europe to fund and strengthen NATO; and a critical stance against the abusive market-dominating practices of Google, Apple, Amazon, Microsoft, Meta, and, most importantly, Chinese surveillance tools and platforms. These policies have all been continued in Joe Biden’s presidency. In style and language, their differences are vast; in substance, strikingly few. Underplaying Trump’s leadership on these fronts does no favors to a substantive critique of his democracy-damaging legacy. From the beginning of his presidential bid, Donald Trump used aggressive and incendiary language, presented simplistic worldviews, and pointedly depicted his opponents as the enemy (US, the good guys, versus THEM, the bad guys). This is the emotional fuel of polarization. His rapid rise was based in part on relativizing racism, and throughout his term, Trump downplayed any cases of police violence against blacks, including the murder of George Floyd in 2020, as isolated incidents. He called protests against racism “un-American.” Deeply associated with Donald Trump’s administration are the terms “fake news” and “alternative facts.” And it is here that lie the most dangerous, democracy-damaging legacies of his time in office. Fake news has been around as long as news has been around. For thousands of years, it spread as rumors in the marketplaces and gossip behind closed doors. Today, it spreads globally within seconds on social media. So fake news is not new. It’s just become more dangerous. And it becomes a problem for democracy when social groups, political parties, or NGOs accuse the other side of falsifying facts and label facts that do not serve their own agenda as fake. Trump not only reinforced this tendency, he elevated it in his political communications and campaigns.