Weak Leader Quotes

Poem by Howard A. Walter (Character) I would be true, for there are those who trust me; I would be pure, for there are those who care; I would be strong, for there are those who suffer; I would be brave, for there is much to dare. I would be friend of all--- the foe, the friendless; I would be giving, and forget the gift; I would be humble, for I know my weakness; I would look up, and laugh, and love, and lift.

Real leaders are people who “help us overcome the limitations of our own individual laziness and selfishness and weakness and fear and get us to do better, harder things than we can get ourselves to do on our own.

We learn more from people who challenge our thought process than those who affirm our conclusions. Strong leaders engage their critics and make themselves stronger. Weak leaders silence their critics and make themselves weaker. This reaction isn’t limited to people in power. Although we might be on board with the principle, in practice we often miss out on the value of a challenge network.

Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.

I ignore polling as a method of government. I think that shows a certain weakness of mind - an inability to chart a course whichever way the wind blows, whichever way the media encourages the people to go, you follow. If you can't force or are unwilling to force your people to follow you, with or without threats, you are not a leader.

Swiftboating enters the English language as a verb that means attacking strength instead of weakness. In feminist and other social justice contexts, this has long been called trashing, attacking leaders for daring to write, speak, or lead at all. Taking away the good is even more lethal than pointing out the bad. p.189

And because I had been a hustler, I knew better than all whites knew, and better than nearly all of the black 'leaders' knew, that actually the most dangerous black man in America was the ghetto hustler. Why do I say this? The hustler, out there in the ghetto jungles, has less respect for the white power structure than any other Negro in North America. The ghetto hustler is internally restrained by nothing. He has no religion, no concept of morality, no civic responsibility, no fear--nothing. To survive, he is out there constantly preying upon others, probing for any human weakness like a ferret. The ghetto hustler is forever frustrated, restless, and anxious for some 'action'. Whatever he undertakes, he commits himself to it fully, absolutely. What makes the ghetto hustler yet more dangerous is his 'glamour' image to the school-dropout youth in the ghetto.These ghetto teen-agers see the hell caught by their parents struggling to get somewhere, or see that they have given up struggling in the prejudiced, intolerant white man’s world. The ghetto teen-agers make up their own minds they would rather be like the hustlers whom they see dressed ‘sharp’ and flashing money and displaying no respect for anybody or anything. So the ghetto youth become attracted to the hustler worlds of dope, thievery, prostitution, and general crime and immorality.

Disciplined runners consistently clear their heads and focus fully on the journey ahead.. .because their passion and zeal for the goal supersedes the strain. The goal beckons them onward. Passion doesn't negate weariness; it just resolves to press beyond it.

The less you say, the more weight your words will carry. Don’t argue. Never deign to deny. Meet insults with laughter. “You didn’t laugh at the Fjerdan captain,” I observed. “That wasn’t an insult. It was a challenge,” he said. “Know the difference.” Weakness is a guise. Wear it when they need to know you’re human, but never when you feel it. Don’t wish for bricks when you can build from stone. Use whatever or whoever is in front of you. Being a leader means someone is always watching you. Get them to follow the little orders, and they’ll follow the big ones. It’s okay to flout expectations, but never disappoint them.

While Dmitri, as the leader of Raphael’s Seven, could not accept such a weakness, the mortal he’d once been, the one who had loved a woman with a wide mouth and eyes of slanted brown . . . that man understood what it was to love so deeply it was a kind of beautiful madness.

Dr. Martin Luther King Jr.’s dream was a manifestation of hope that humanity might one day get out of its own way by finding the courage to realize that love and nonviolence are not indicators of weakness but gifts of significant strength.

Be a Strong Leader, Even If You Follow a Weak Leader

Strong leaders might like it when someone brings 'em a better idea. But weak ones never do.

Your thoughts carry you wherever you want to go. Weak thoughts don’t have the energy to carry you far!

This group had a kind of dark glamour within the castle. They were a motley collection; a mixture of the weak seeking protection, the ambitious seeking some shared glory, and the thuggish gravitating toward a leader who could show them more refined forms of cruelty.

So how can a leader become great if they lack the natural characteristics necessary to lead? The answer is simple: a good leader builds a great team that counterbalances their weaknesses.

A strong leader accepts blame and gives the credit. A weak leader gives blame and accepts the credit.

God ultimately raises up leaders for one primary reason: His glory. He shows His power in our weakness. He demonstrates His wisdom in our folly. We are all like a turtle on a fence post. If you walk by a fence post and see a turtle on top of it, then you know someone came by and put it there. In the same way, God gives leadership according to His good pleasure.

Confident and courageous leaders have no problems pointing out their own weaknesses and ignorance.

Good leaders know who they are—their strengths, weaknesses, passions, talents, and values. And, developing leaders always starts with self-awareness.

Our leaders, our government is us, all of us, so if they’re venal and weak it’s because we are.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

Although most people never overcome the habit of berating the world for their difficulties, those who are too weak to make a stand against reality have no choice but to obliterate themselves by identifying with it. They are never rationally reconciled to civilization. Instead, they bow to it, secretly accepting the identity of reason and domination, of civilization and the ideal, however much they may shrug their shoulders. Well-informed cynicism is only another mode of conformity. These people willingly embrace or force themselves to accept the rule of the stronger as the eternal norm. Their whole life is a continuous effort to suppress and abase nature, inwardly or outwardly, and to identify themselves with its more powerful surrogates—the race, fatherland, leader, cliques, and tradition. For them, all these words mean the same thing—the irresistible reality that must be honored and obeyed. However, their own natural impulses, those antagonistic to the various demands of civilization, lead a devious undercover life within them.

[Robin Stewart] was your man. True for you, you had withdrawn the crutch from his sight, but still it should have been there in your hand, ready for him. For you are a leader-don't you know it? I don't, surely, need to tell you?-And that is what leadership means. It means fortifying the fainthearted and giving them the two sides of your tongue while you are at it. It means suffering weak love and schooling it till it matures. It means giving up you privicies, your follies and your leasure. It means you can love nothing and no one too much, or you are no longer a leader, you are led.

If you focus on people’s weaknesses, they lose confidence.

Humility does not mean weakness, but its opposite. Leaders with mana understand the strength of humility. It allows them to connect with their deepest values and the wider world.

Leaders are dangerous. One person is weak; the people are strong.

To be humble is to be teachable. Meek, not weak. The most humble people are the most aggressive leaders. Aggressive because to be truly taught, is to sincerely do. To lead. To start. To achieve. Willingly and urgently doing the work to make change.

I am the guide and the guided. I am the father of the orphans and the destitute, and the guaridan of the widows. I am the refuge of the weak person and the haven of every fearful one. I am the leader of the believers to paradise. I am the strong rope of Allah(swt); I am Allah's firmest handle and the word of Godwariness. I am the eye of Allah(swt), His truthful tongue and His hand.

I believed he had no human weaknesses or faults, and that, therefore, he could make no mistakes and that he could do no wrong. There on a Holy World hilltop, I realized how very dangerous it is for people to hold any human being in such esteem, especially to consider anyone some sort of "divinely guided" and "protected" person.

It is not to political leaders our people must look, but to themselves. Leaders are but individuals, and individuals are imperfect, liable to error and weakness. The strength of the nation will be the strength of the spirit of the whole people.

My littermates said I was too small...too weak. But I have proven them wrong. I've learned how to live for blood. Because that's the key. The only answer. I am leader of BloodClan. I am Scourge. And I have won!

The strong will always rule the weak.

The 'Dance of Love' is much more of a dialogue, one takes the lead and the other follows. One dictates a step and the other carries it out. One determines the direction, the other determines the distance travelled in a given figure. One sets the pace, the other reveals the grace. One understands the language of the other and knows what is coming next. The one leading leads with love and respect; never seeing the follower as being weak or inferior. And in the same manner, the one following follows with Trust and Submission; never feeling too big to be led or scared to jump. There is a blind assurance that someone is there to catch.

The lack of a clear set of values and beliefs, along with the weak culture that resulted, created the conditions for an every-man-for-himself environment, the long-term impact of which could yield little else than disaster. This is caveman stuff.

He thought I was strong, but he was willing to lay down his life to protect me. He thought I was beautiful, but he treated me as a precious gift instead of something to take for his own pleasure. He thought I was worth something, and he was worth everything to me. This man had endured lifetimes of suffering, but he could still love, and give, and dream of his future. He was a leader who would sacrifice himself for the weak, who used all his gifts — his intelligence, his cunning, his strength — to protect others. It was a privilege to love him, even to have a shot at giving him the things he needed.

The Nature of Political Terrorism The suicidal assassins of September 11, 2001, did not “attack America,” as political leaders and news media in the United States have tried to maintain; they attacked American foreign policy. Employing the strategy of the weak, they killed innocent bystanders, whose innocence is, of course, no different from that of the civilians killed by American bombs in Iraq, Serbia, Afghanistan, and elsewhere.

So many of our leaders are weak, and choose to take power from others rather than build strength in themselves. And then, having laid claim to what they have not earned, they wonder why everything around them spirals into chaos.

In time, as if by magic, we will realize that we have developed a deep bond with this person. The madness and excitement and spontaneity of the dopamine hit is replaced by a more relaxed, more stable, more long-term oxytocin-driven relationship. A vastly more valuable state if we have to rely on someone to help us do things and protect us when we’re weak. My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.

the job of the leader is to help disbelievers embrace your vision, the powerless to overcome their weaknesses and the hopeless to develop faith.

Visionaries will always meet opposition from weak minds but the seeds they plant always save the world

Being willing to listen to others and let them speak into our lives is a critical attitude leaders must have. It is not weakness to get good advice - it is strength to seek it out.

No one is perfect. We all have weaknesses and limitations. Some can't be fixed. But, at least, a leader shouldn't find herself blindsided...

The enlightened are servants of the rich and poor, helpers of the weak and powerful, friends of the lowly and eminent. They are servants of mankind.

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

I hate that leaders have the power to rule over the weak, transforming them into something they are not. But is that really true? Or just an excuse we use to be weak and not stand up for what is right?

In the United States, it is our weakness to confuse the numerical strength of an organization and the publicity attached to leaders with the germinating forces that sow the seeds of social upheaval in our community.

The spiritual leader will not procrastinate when faced with a decision, nor vacillate after making it. A sincere but faulty decision is better than weak-willed "trial balloons" or indecisive overtures. To postpone decision is really to decide for the status quo. In most decisions the key element is not so much knowing what to do but in living with the results.

I am telling you now that you did right with Robin Stewart and I am telling you that the error you made came later, when you took no heed of his call. It was too late then, I know it. But he should have been in your mind. He was your man. True for you, you had withdrawn the crutch from his sight, but still it should have been there in your hand, ready for him. For you are a leader—don’t you know it? I don’t, surely, need to tell you?—And that is what leadership means. It means fortifying the fainthearted and giving them the two sides of your tongue while you are at it. It means suffering weak love and schooling it till it matures. It means giving up your privacies, your follies and your leisure. It means you can love nothing and no one too much, or you are no longer a leader, you are the led.

Especially when we are afraid, angry, or confused, we may be tempted to give away bits of our freedom—or, less painfully, somebody else’s freedom—in the quest for direction and order. Bill Clinton observed that when people are uncertain, they’d rather have leaders who are strong and wrong than right and weak. Throughout history, demagogues have often outperformed democrats in generating popular fervor, and it is almost always because they are perceived to be more decisive and sure in their judgments. In times of relative tranquility, we feel we can afford to be patient. We understand that policy questions are complicated and merit careful thought. We want our leaders to consult experts, gather as much information as possible, test assumptions, and give us a chance to voice our opinions on the available options. We see long-term planning as necessary and deliberation as a virtue, but when we decide that action is urgently needed, our tolerance for delay disappears. In those moments, many of us no longer want to be asked, “What do you think?” We want to be told where to march. That is when Fascism gets its start: other options don’t seem enough.

When I come across one or other of my fellow Christians ignorant of astronomy, believing what is not so, I calmly look on, not thinking him the worse for mistaking the place or order of created things, so long as he holds nothing demeaning to you, Lord, the creator of all those things. But he is worse off if he holds that his error is a matter of religious faith, and persists stubbornly in the error. His faith is still a weak thing in its cradle, needing the milk of a mothering love, until the youth grows up and cannot be the play-thing, any more, of every doctrinal wind that blows. But one who ventures on the role of teacher, of leader and ruler of those under his spell, whose followers heed him not as a man only but as your very Spirit -- what are we to make of him when he is caught purveying falsehoods? Should we not reject and despise such madness?

When an attack on home soil causes cultural paroxysms that have nothing to do with the attack, when we respond to real threats to our nation by distrusting ourselves with imagined threats to femininity and family life, when we invest our leaders with a cartoon masculinity and require of them bluster in lieu of a capacity for rational calculation, and when we blame our frailty in 'fifth column' feminists - in short, when we base our security on a mythical male strength that can only increase itself against a mythical female weakness - we should know that we are exhibiting the symptoms of a lethal, albeit curable, cultural affliction (p. 295).

The reluctant leader doesn’t merely give accolades to others. It is her true joy to see others awaken to their potential and exceed their greatest dreams. It is the hope of every good teacher to have students who take their work further than the teacher was able to do. To be surpassed is the ideal. To be replaced is the goal, not a sign of failure.

The leader of another crack gang once told Venkatesh that he could easily afford to pay his foot soldiers more, but it wouldn’t be prudent. “You got all these niggers below you who want your job, you dig?” he said. “So, you know, you try to take care of them, but you know, you also have to show them you the boss. You always have to get yours first, or else you really ain’t no leader. If you start taking losses, they see you as weak and shit.

The Supreme Leader’s voice was flat. “You have compassion for her.” “No—never. Compassion? For an enemy of the Order?” “I perceive the problem,” Snoke intoned. “It isn’t her strength that is making you fail. It’s your weakness.” The rebuke hurt, but Ren didn’t show it.

Identify Risks and Weaknesses and transform them into strength through process improvement

To be strong I must first admit that I am weak. And that requires some of the greatest strength imaginable.

Don't confuse one leader's bluster for muster or another leader's meekness for weakness.

Critics work for you; they reveal your weaknesses. Critics work against you; they envy your strengths. Wisdom works for you; it counters your weaknesses. Faith works for you; it increases your strengths. Forgive those who hurt you; compassion is the offspring of blessings. Love those who hate you; love is the offspring of great blessings. Be grateful for whatever you have; much is made from little. Be grateful for the plenty you have; thankfulness makes room for more.

Because when a teacher appreciates you, you think "I am something!" In a society where people believe girls are weak, and not capable of anything except cooking and cleaning, you think "I have a talent." When a teacher tells you that all great leaders and scientists were once children, too, you think, "Maybe we can be the great ones tomorrow." In a country where so many people consider it a waste to send girls to school, it is a teacher who helps you believe in your dreams.

Self-awareness is knowing your strengths and your weaknesses. It’s knowing what energizes you and what drains you. It’s knowing how you lead when you’re calm versus how you lead when you’re stressed.

Modern business is set up to squeeze out women who “want it all”—which is mostly just code for demanding equal pay for equal work. But the more empowered women in the workforce, the better. The more that women mentor women, the stronger our answer is to the old-boys’ network that we’ve been left out of. We can’t afford to leave any woman behind. We need every woman on the front lines lifting each other up . . . for the good of all of us and the women who come behind us. It’s tough to get past my own fears, so I have to remind myself that this is an experiment, to boldly go where no grown-ass woman has gone before. When we refuse to be exiled to the shadows as we mature, we get to be leaders who choose how we treat other women. If I don’t support and mentor someone like Ryan, that’s working from a place of fear. And if I put my foot on a rising star, that’s perpetuating a cycle that will keep us all weak. The actresses in the generation

But for a younger generation of conservative operatives who would soon rise to power... They were true believers who meant what they said, whether it was 'No New Taxes' or 'We are a Christian Nation.' In fact, with their rigid doctrines, slash-and-burn style, and exaggerated sense of having been aggrieved, this new conservative leadership was eerily reminiscent of some of the New Left's leaders during the sixties. As with their left-wing counterparts, this new vanguard of the right viewed politics as a contest not just between competing policy visions, but between good and evil. Activists in both parties began developing litmus tests, checklists of orthodoxy, leaving a Democrat who questioned abortion increasingly lonely, any Republican who championed gun control effectively marooned. In this Manichean struggle, compromise came to look like weakness, to be punished or purged. You were with us or you were against us. You had to choose sides.

Sow the seeds of weakness and inferiority in the kids and they’ll grow up to be inferior, crawling, insignificant insects. Sow the seeds of courage and they’ll become brave-heart leaders who will one day change the course of human history.

George Washington Carver said we should be kind to others: “How far you go in life depends on your being tender with the young, compassionate with the aged, sympathetic with the striving, and tolerant of the weak and strong. Because someday in life, you will have been all of these.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

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

Maybe someday shedding tears in the workplace will no longer be viewed as embarrassing or weak, but as a simple display of authentic emotion. And maybe the compassion and sensitivity that have historically held some women back will make them more natural leaders in the future. In the meantime, we can all hasten this change by committing ourselves to both seek - and speak - our truth.

But what about the apparent absurdity of the idea of dignity, freedom, and reason, sustained by extreme military discipline, including of the practice of discarding weak children? This “absurdity” is simply the price of freedom—freedom is not free, as they put it in the film [300]. Freedom is not something given, it is regained through a hard struggle in which one should be ready to risk everything. Spartan ruthless military discipline is not simply the opposite of Athenian “liberal democracy,” it is its inherent condition, it lays the foundation for it: the free subject of Reason can only emerge through ruthless self-discipline. True freedom is not a freedom of choice made from a safe distance, like choosing between a strawberry cake and a chocolate cake; true freedom overlaps with necessity, one makes a truly free choice when one’s choice puts at stake one’s very existence—one does it because one simply “cannot do otherwise.” When one’s country is under foreign occupation and one is called by a resistance leader to join the fight against the occupiers, the reason given is not “you are free to choose,” but: “Can’t you see that this is the only thing you can do if you want to retain your dignity?

Being the best simply cannot be a Just Cause, because even if we are the best (based on the metrics and time frames of our own choosing), the position is only temporary. The game doesn’t end once we get there; it keeps going. And because the game keeps going, we often find ourselves playing defense to maintain our cherished ranking. Though saying “we are the best” may be great fodder for a rah-rah speech to rally a team, it makes for a weak foundation upon which to build an entire company. Infinite-minded leaders understand that “best” is not a permanent state. Instead, they strive to be “better.” “Better” suggests

A mixture of gullibility and cynicism had been an outstanding characteristic of mob mentality before it became an everyday phenomenon of masses. In an ever-changing, incomprehensible world the masses had reached the point where they would, at the same time, believe everything and nothing, think that everything was possible and that nothing was true. The mixture in itself was remarkable enough, because it spelled the end of the illusion that gullibility was a weakness of unsuspecting primitive souls and cynicism the vice of superior and refined minds. Mass propaganda discovered that its audience was ready at all times to believe the worst, no matter how absurd, and did not particularly object to being deceived because it held every statement to be a lie anyhow. The totalitarian mass leaders based their propaganda on the correct psychological assumption that, under such conditions, one could make people believe the most fantastic statements one day, and trust that if the next day they were given irrefutable proof of their falsehood, they would take refuge in cynicism; instead of deserting the leaders who had lied to them, they would protest that they had known all along that the statement was a lie and would admire the leaders for their superior tactical cleverness.

However, when those inside the bureaucracy work primarily to protect themselves, progress slows and the entire organization becomes more susceptible to external threats and pressures. Only when the Circle of Safety surrounds everyone in the organization, and not just a few people or a department or two, are the benefits fully realized. Weak leaders are the ones who only extend the benefits of the Circle of Safety to their fellow senior executives and a chosen few others. They look out for each other, but they do not offer the same considerations to those outside their “inner circle.” Without the protection of our leaders, everyone outside the inner circle is forced to work alone or in small tribes to protect and advance their own interests. And in so doing, silos form, politics entrench, mistakes are covered up instead of exposed, the spread of information slows and unease soon replaces any sense of cooperation and security.

The drug dealer, the ducking and diving political leader, the wife beater, the chronically “crabby” boss, the “hot shot” junior executive, the unfaithful husband, the company “yes man,” the indifferent graduate school adviser, the “holier than thou” minister, the gang member, the father who can never find the time to attend his daughter’s school programs, the coach who ridicules his star athletes, the therapist who unconsciously attacks his clients’ “shining” and seeks a kind of gray normalcy for them, the yuppie—all these men have something in common. They are all boys pretending to be men. They got that way honestly, because nobody showed them what a mature man is like. Their kind of “manhood” is a pretense to manhood that goes largely undetected as such by most of us. We are continually mistaking this man’s controlling, threatening, and hostile behaviors for strength. In reality, he is showing an underlying extreme vulnerability and weakness, the vulnerability of the wounded boy.

Two other issues are contributing to tension in Sino-American relations. China rejects the proposition that international order is fostered by the spread of liberal democracy and that the international community has an obligation to bring this about, and especially to achieve its perception of human rights by international action. The United States may be able to adjust the application of its views on human rights in relation to strategic priorities. But in light of its history and the convictions of its people, America can never abandon these principles altogether. On the Chinese side, the dominant elite view on this subject was expressed by Deng Xiaoping: Actually, national sovereignty is far more important than human rights, but the Group of Seven (or Eight) often infringe upon the sovereignty of poor, weak countries of the Third World. Their talk about human rights, freedom and democracy is designed only to safeguard the interests of the strong, rich countries, which take advantage of their strength to bully weak countries, and which pursue hegemony and practice power politics. No formal compromise is possible between these views; to keep the disagreement from spiraling into conflict is one of the principal obligations of the leaders of both sides.

—— The key to strong peer-to-peer interaction is a high level of trust. This is trust in the sense of safe vulnerability. The leaders need to create an environment where individuals get to know each other as people and gather insight into their personal story and working style. This needs to be supported by the leader’s role-modelling behaviour around admission of mistakes and weaknesses and fears . . . This is essential for safe conflict and safe confrontation, where the most important interaction often occurs.

For so long Marianne and Albrecht and many of their friends had known Hitler was a lunatic, a leader whose lowbrow appeal to people‘s most selfish, self-pitying emotions and ignorance was an embarrassment for their country. They had watched him make a masterwork of scapegoating Jews for Germany’s fall from power and persuade his followers that enlightenment, humanity, and tolerance were weaknesses — “Jewish” ideas that led to defeat. They had wrung their hands over his dangerous conflations, his fervor, and his lack of humanity.

The country was passing through turbulent times. British Raj was on its last legs. The World War had sucked the juice out of the British economy. Britain neither had the resources nor the will to hold on to a country the size of India. Sensing the British weakness and lack of resources to rule, different leagues of Indians sniffed different destinies in the air following the imminent exit of the British: a long stretch of Nehru Raj, Hindu Raj extending from Kashmir to Kerala not seen since Emperor Ashoka in third-century BCE before the emperor himself renounced Hinduism and turned a non-violent Buddhist, a Muslim-majority state carved out of two shoulders of India with a necklace-like corridor running through her bosom along Grand Trunk Road, balkanisation of the country with princes ruling the roost, and total chaos. From August 1946 onwards, chaos appeared to be the most likely destiny as it spurted in Bengal, Bihar, and United Provinces, ending in the carnage of minority communities at every place. The predicament of British government was how to cut their losses and run without many British casualties before the inevitable chaos spread to the whole country. The predicament of Muhammad Ali Jinnah, the leader of the Muslim League, was how to achieve his dream of Muslim-majority Pakistan carved out of India before his imminent demise from tuberculosis he suffered from, about which—apart from his doctor—only a handful of his closest relations and friends knew about. The predicament of Jawaharlal Nehru, the heir apparent of the Congress Party anointed by Gandhiji, was how to attain independence of the country followed by Nehru Raj while Gandhiji, a frail 77-year-old at the time, was still alive, for God only knew who would be the leader of the party once Gandhiji’s soul and his moral authority were dispatched to heaven, and Nehru couldn’t possibly leave the crucial decision in the hands of a God he didn’t particularly believe in. Time was of the essence to all the three.

Once I did find my voice, I saw that it was necessary to speak up in order to be as effective as possible in my role. Yet, many of the women around me still fell into the trap of being seen as ineffective or weak because they never took a vocal stand. No matter how brilliant and impressive these women may have been in one-on-one discussions, not speaking up in meetings hurt their chances of succeeding professionally. When women don't share their ideas with a large number of people, their contributions are easily over looked , and it's difficult for them to be seen as leaders. People naturally want to follow people who take a stand and voice their opinions with confidence.

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

Our leaders may proffer various explanations about protecting us from terrorism, but the fact is that these leaders are worshiping a monstrous deity. Through the Oligarchical Cartels, as well as Corporatism (such as the Rockefeller Corporations) and through the Queen of England personally, a deliberate depopulation policy is being enacted. They are using substances such as depleted uranium in various United States international conflicts which result in severe birth defects. This increases the death rate through various radiation induced diseases, causing the men and women to become infertile. The result is that the family is broken apart, and the species becomes weak. Therefore, reproduction is severely reduced.

People with responsibility are in danger of throwing up barriers between themselves and those for whom they are responsible. . . . They keep their distance because they are insecure. . . . It is important for people in authority to reveal themselves as they are and to share their difficulties and weaknesses. If they try to hide these, one day people will see their faults and become angry. After having put their leaders on a pedestal, they may throw them into the pit. Leaders have to be seen as fallible and human, but at the same time as trusting and trying to grow. If leaders are to be true servants of communion, they must themselves be in communion with other people as a person, not as a leader. They must set the example of sharing.

When leaders confront you, allow them. When leaders criticize you, permit them. When leaders annoy you, tolerate them. When leaders oppose you, debate them. When leaders provoke you, challenge them. When leaders encourage you, appreciate them. When leaders protect you, value them. When leaders help you, cherish them. When leaders guide you, treasure them. When leaders inspire you, revere them. When leaders fail you, pardon them. When leaders disappoint you, forgive them. When leaders exploit you, defy them. When leaders abandon you, disregard them. When leaders betray you, discipline them. When leaders regard you, acknowledge them. When leaders accommodate you, embrace them. When leaders favor you, esteem them. When leaders bless you, honor them. When leaders reward you, promote them. When your leaders are weak, uphold them. When your leaders are discouraged, comfort them. When your leaders are disappointed, strengthen them. When your leaders are defeated, encourage them. When your leaders are dejected, revitalize them. When your leaders are strong, approve them. When your leaders are brave, applaud them. When your leaders are determined, extol them. When your leaders are persevering, endorse them. When your leaders are fierce, exalt them. When your leaders are abusive, rebuke them. When your leaders are manipulative, chastise them. When your leaders are corrupt, punish them. When your leaders are evil, imprison them. When your leaders are tyrannical, overthrow them. When your leaders are considerate, receive them. When your leaders are compassionate, welcome them. When your leaders are appreciative, love them. When your leaders are generous, praise them. When your leaders are kind, venerate them. When your leaders are clever, keep them. When your leaders are prudent, trust them. When your leaders are shrewd, observe them. When your leaders are wise, believe them. When your leaders are enlightened, follow them. When your leaders are naive, caution them. When your leaders are shallow, teach them. When your leaders are unschooled, educate them. When your leaders are stupid, impeach them. When your leaders are foolish, depose them. When your leaders are able, empower them. When your leaders are open, engage them. When your leaders are honest, support them. When your leaders are impartial, respect them. When your leaders are noble, serve them. When your leaders are incompetent, train them. When your leaders are unqualified, develop them. When your leaders are dishonest, admonish them. When your leaders are partial, demote them. When your leaders are useless, remove them.

Holy anger has its roots in genuine love. Both are part of the nature of God. Jesus' love for the man with the withered hand aroused His anger against those who would deny him healing. Jesus' love for God's house made Him angry at the sellers and buyers who had turned the temple into a "den of robbers" (Matthew 21:13). Yet in both these cases and others, it was ultimately Jesus' love for those doing wrong that caused Him to be angry with them. His anger got their attention! Great leaders -- people who turn the tide and change the direction of events -- have been angry at injustice and abuse that dishonors God and enslaves the weak. William Wilberforce moved heaven and earth to emancipate slaves in England and eliminate the slave trade -- and he was angry!

The whole secret lies in confusing the enemy, so that he cannot fathom our real intent.’” To put it perhaps a little more clearly: any attack or other operation is CHENG, on which the enemy has had his attention fixed; whereas that is CH’I,” which takes him by surprise or comes from an unexpected quarter. If the enemy perceives a movement which is meant to be CH’I,” it immediately becomes CHENG.”] 4.    That the impact of your army may be like a grindstone dashed against an egg— this is effected by the science of weak points and strong. 5.    In all fighting, the direct method may be used for joining battle, but indirect methods will be needed in order to secure victory. [Chang Yu says: “Steadily develop indirect tactics, either by pounding the enemy’s flanks or falling on his rear.” A brilliant example of “indirect tactics” which decided the fortunes of a campaign was Lord Roberts’ night march round the Peiwar Kotal in the second Afghan war.76 6.    Indirect tactics, efficiently applied, are inexhausible as Heaven and Earth, unending as the flow of rivers and streams; like the sun and moon, they end but to begin anew; like the four seasons, they pass away to return once more. [Tu Yu and Chang Yu understand this of the permutations of CH’I and CHENG.” But at present Sun Tzu is not speaking of CHENG at all, unless, indeed, we suppose with Cheng Yu-hsien that a clause relating to it has fallen out of the text. Of course, as has already been pointed out, the two are so inextricably interwoven in all military operations, that they cannot really be considered apart. Here we simply have an expression, in figurative language, of the almost infinite resource of a great leader.] 7.    There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. 8.    There are not more than five primary colors (blue, yellow, red, white, and black), yet in combination they produce more hues than can ever been seen. 9.    There are

Putin was a former KGB intelligence officer who’d been stationed in East Germany at the Dresden headquarters of the Soviet secret service. Putin has said in interviews that he dreamed as a child of becoming a spy for the communist party in foreign lands, and his time in Dresden exceeded his imagination. Not only was he living out his boyhood fantasy, he and his then-wife also enjoyed the perks of a borderline-European existence. Even in communist East Germany, the standard of living was far more comfortable than life in Russia, and the young Putins were climbing KGB social circles, making influential connections, networking a power base. The present was bright, and the future looked downright luminous. Then, the Berlin wall fell, and down with it crashed Putin’s world. A few days after the fall, a group of East German protestors gathered at the door of the secret service headquarters building. Putin, fearing the headquarters would be overrun, dialed up a Red Army tank unit stationed nearby to ask for protection. A voice on the other end of the line told him the unit could not do anything without orders from Moscow. And, “Moscow is silent,” the man told Putin. Putin’s boyhood dream was dissolving before his eyes, and his country was impotent or unwilling to stop it. Putin despised his government’s weakness in the face of threat. It taught him a lesson that would inform his own rule: Power is easily lost when those in power allow it to be taken away. In Putin’s mind, the Soviet Union’s fatal flaw was not that its authoritarianism was unsustainable but that its leaders were not strong enough or brutal enough to maintain their authority. The lesson Putin learned was that power must be guarded with vigilance and maintained by any means necessary.

The root of all evil, the liberal insists, was precisely this interference with the freedom of employment, trade and currencies practiced by the various schools of social, national, and monopolistic protectionism since the third quarter of the nineteenth century; but for the unholy alliance of trade unions and labor parties with monopolistic manufacturers and agrarian interests, which in their shortsighted greed joined forces to frustrate economic liberty, the world would be enjoying today the fruits of an almost automatic system of creating material welfare. Liberal leaders never weary of repeating that the tragedy of the nineteenth century sprang from the incapacity of man to remain faithful to the inspiration of the early liberals; that the generous initiative of our ancestors was frustrated by the passions of nationalism and class war, vested interests, and monopolists, and above all, by the blindness of the working people to the ultimate beneficence of unrestricted economic freedom to all human interests, including their own. A great intellectual and moral advance was thus, it is claimed; frustrated by the intellectual and moral weaknesses of the mass of the people; what the spirit of Enlightenment had achieved was put to nought by the forces of selfishness. In a nutshell this is the economic liberal’s defense. Unless it is refuted, he will continue to hold the floor in the contest of arguments.

The great weakness of Christianity lies in the fact that it ignores rhythm. It balances God with Devil instead of Vishnu with Siva. Its dualisms are antagonistic instead of equilibrating, and therefore can never issue in the functional third in which power is in equilibrium. Its God is the same yesterday, to-day, and for ever, and does not evolve with an evolving creation, but indulges in one special creative act and rests on His laurels. The whole of human experience, the whole of human knowledge, is against the likelihood of such a concept being true. The Christian concept being static, not dynamic, it does not see that because a thing is good, its opposite is not necessarily evil. It has no sense of proportion because it has no realisation of the principle of equilibrium in space and rhythm in time. Consequently, for the Christian ideal the part is all too often greater than the whole. Meekness, mercy, purity and love are made the ideal of Christian character, and as Nietzsche truly points out, these are slave virtues. There should be room in our ideal for the virtues of the ruler and leader-courage, energy, justice and integrity. Christianity has nothing to tell us about the dynamic virtues; consequently those who get the world's work done cannot follow the Christian ideal because of its limitations and inapplicability to their problems. They can measure right and wrong against no standard save their own self-respect. The result is the ridiculous spectacle of a civilisation, committed to a one-sided ideal, being forced to keep its ideals and its honour in separate compartments.

Every American should own a Koran. There are no excuses. Every day you can switch on the television or the radio or open a newspaper and hear or read pronouncements about what Islam is and“what the Koran says. Most of it is wrong—very wrong. You owe it to yourself, your family, and all the Americans killed on 9/11 and since to know the truth. Do not take anyone’s word for it. Find out for yourself by reading the actual Koran. One of the most reliable and recognized versions is the The Holy Qur’an: Text, Translation and Commentary translated by Abdullah Yusuf Ali. Once you have a Koran and start to read it, take care to note the enormous differences between the half reportedly communicated to Mohammed in the beginning in Mecca, when he was weak and without followers, and the latter half, allegedly written after he returned from Medina with thousands of followers, the leader of a mighty military force. It is the post-Medina chapters of the Koran that are naturally favored by groups like Al Qaeda and the Islamic State. They are not in fact perverting religious texts but skillfully applying those alleged revelations that best support their cause.

Adorno and his colleagues identified nine a priori clusters of personality dimensions—many surprisingly similar to Dicks’s “High F Syndrome”—that made up the authoritarian personality: 1. Conventionalism: Rigid adherence to conventional middle-class values. 2. Authoritarian Submission: Submissive, uncritical attitude toward idealized moral authorities of the in-group. 3. Authoritarian Aggression: Tendency to be on the lookout for, and to condemn, reject, and punish, people who violate conventional values. 4. Anti-Intraception: Opposition to the subjective, the imaginative, the tender-minded. 5. Superstition and Stereotypy: The belief in mystical determinants of the individual’s fate; the disposition to think in rigid categories. 6. Power and “Toughness”: Preoccupation with the dominance-submission, strong-weak, leader-follower dimension; identification with power figures; overemphasis on the conventionalized attributes of the ego; exaggerated assertion of strength and toughness. 7. Destructiveness and Cynicism: Generalized hostility, vilification of the human. 8. Projectivity: The disposition to believe that wild and dangerous things go on in the world; the projection outward of unconscious emotional impulses. 9. Sex: Exaggerated concern with sexual “goings-on.

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

For years, the suspicion that Mr. Putin has a secret fortune has intrigued scholars, industry analysts, opposition figures, journalists and intelligence agencies but defied their efforts to uncover it. Numbers are thrown around suggesting that Mr. Putin may control $40 billion or even $70 billion, in theory making him the richest head of state in world history. For all the rumors and speculation, though, there has been little if any hard evidence, and Gunvor has adamantly denied any financial ties to Mr. Putin and repeated that denial on Friday. But Mr. Obama’s response to the Ukraine crisis, while derided by critics as slow and weak, has reinvigorated a 15-year global hunt for Mr. Putin’s hidden wealth. Now, as the Obama administration prepares to announce another round of sanctions as early as Monday targeting Russians it considers part of Mr. Putin’s financial circle, it is sending a not-very-subtle message that it thinks it knows where the Russian leader has his money, and that he could ultimately be targeted directly or indirectly. “It’s something that could be done that would send a very clear signal of taking the gloves off and not just dance around it,” said Juan C. Zarate, a White House counterterrorism adviser to President George W. Bush who helped pioneer the government’s modern financial campaign techniques to choke off terrorist money.

Thought Control * Require members to internalize the group’s doctrine as truth * Adopt the group’s “map of reality” as reality * Instill black and white thinking * Decide between good versus evil * Organize people into us versus them (insiders versus outsiders) * Change a person’s name and identity * Use loaded language and clichés to constrict knowledge, stop critical thoughts, and reduce complexities into platitudinous buzzwords * Encourage only “good and proper” thoughts * Use hypnotic techniques to alter mental states, undermine critical thinking, and even to age-regress the member to childhood states * Manipulate memories to create false ones * Teach thought stopping techniques that shut down reality testing by stopping negative thoughts and allowing only positive thoughts. These techniques include: * Denial, rationalization, justification, wishful thinking * Chanting * Meditating * Praying * Speaking in tongues * Singing or humming * Reject rational analysis, critical thinking, constructive criticism * Forbid critical questions about leader, doctrine, or policy * Label alternative belief systems as illegitimate, evil, or not useful * Instill new “map of reality” Emotional Control * Manipulate and narrow the range of feelings—some emotions and/or needs are deemed as evil, wrong, or selfish * Teach emotion stopping techniques to block feelings of hopelessness, anger, or doubt * Make the person feel that problems are always their own fault, never the leader’s or the group’s fault * Promote feelings of guilt or unworthiness, such as: * Identity guilt * You are not living up to your potential * Your family is deficient * Your past is suspect * Your affiliations are unwise * Your thoughts, feelings, actions are irrelevant or selfish * Social guilt * Historical guilt * Instill fear, such as fear of: * Thinking independently * The outside world * Enemies * Losing one’s salvation * Leaving * Orchestrate emotional highs and lows through love bombing and by offering praise one moment, and then declaring a person is a horrible sinner * Ritualistic and sometimes public confession of sins * Phobia indoctrination: inculcate irrational fears about leaving the group or questioning the leader’s authority * No happiness or fulfillment possible outside the group * Terrible consequences if you leave: hell, demon possession, incurable diseases, accidents, suicide, insanity, 10,000 reincarnations, etc. * Shun those who leave and inspire fear of being rejected by friends and family * Never a legitimate reason to leave; those who leave are weak, undisciplined, unspiritual, worldly, brainwashed by family or counselor, or seduced by money, sex, or rock and roll * Threaten harm to ex-member and family (threats of cutting off friends/family)

Across the river he could see the burnt and crushed buildings of Fredericksburg, the debris piled along the streets, the scattered ruins of people's lives, lives that were changed forever. His men had done that. Not all of it, of course. The whole corps had seemed to go insane, had turned the town into some kind of violent party, a furious storm that blew out of control, and he could not stop it. The commanders had ordered the provost guards at the bridges to let no goods leave the town, nothing could be carried across the bridges, and so what the men could not keep, what they could not steal, they had just destroyed. And now, he thought, the people will return, trying to rescue some fragile piece of home, and they will find this...and they will learn something new about war, more than the quiet nightmare of leaving your home behind. They will learn that something happens to men, men who have felt no satisfaction, who have absorbed and digested defeat after bloody stupid defeat, men who up to now have done mostly what they were told to do. And when those men begin to understand that it is not anything in them, no great weakness or inferiority, but that it is the leaders, the generals and politicians who tell them what to do, that the fault is there, after a while they will stop listening. Then the beast, the collective anger, battered and bloodied, will strike out, will respond to the unending sights of horror, the deaths of friends and brothers, and it will not be fair or reasonable or just, since there is no intelligence in the beast. They will strike out at whatever presents itself, and here it was the harmless and innocent lives of the people of Fredericksburg.

This conditioning of children to fear nonconformity and blindly obey ensures continued obedience as adults. The difficult task of learning how to make moral choices, how to accept personal responsibility, how to deal with the chaos of human life is handed over to God-like authority figures. The process makes possible a perpetuation of childhood. It allows the adult to bask in the warm glow and magic of divine protection. It masks from them and from others the array of human weaknesses, including our deepest dreads, our fear of irrelevance and death, our vulnerability and uncertainty. It also makes it difficult, if not impossible, to build mature, loving relationships, for the believer is told it is all about them, about their needs, their desires, and above all, their protection and advancement. Relationships, even within families, splinter and fracture. Those who adopt the belief system, who find in the dictates of the church and its male leaders a binary world of right and wrong, build an exclusive and intolerant comradeship that subtly or overtly shuns and condemns the “unsaved.” People are no longer judged by their intrinsic qualities, by their actions or capacity for self-sacrifice and compassion, but by the rigidity of their obedience. This defines the good and the bad, the Christian and the infidel. And this obedience is a blunt and effective weapon against the possibility of a love that could overpower the dictates of the hierarchy. In many ways it is love the leaders fear most, for it is love that unleashes passions and bonds that defy the carefully constructed edifices that keep followers trapped and enclosed. And while they speak often about love, as they do about family, it is the cohesive bonds created by family and love they war against.

IN ADDITION TO having become a distinctly Christian party, the GOP is more than ever America’s self-consciously white party. The nationalization of its Southern Strategy from the 1960s worked partly because it rode demographic change. In 1960, 90 percent of Americans were white and non-Hispanic. Only a few states had white populations of less than 70 percent—specifically Mississippi, South Carolina, Louisiana, and Alabama. Today the white majority in the whole country is down nearly to 60 percent; in other words, America’s racial makeup is now more “Southern” than the Deep South’s was in the 1960s. For a while, the party’s leaders were careful to clear their deck of explicit racism. It was reasonable, wasn’t it, to be concerned about violent crime spiraling upward from the 1960s through the ’80s? We don’t want social welfare programs to encourage cultures of poverty and dependency, do we? Although the dog-whistled resentment of new policies disfavoring or seeming to disfavor white people became more audible, Republican leaders publicly stuck to not-entirely-unreasonable arguments: affirmative action is an imperfect solution; too much multiculturalism might Balkanize America; we shouldn’t let immigrants pour into the U.S. helter-skelter. But in this century, more Republican leaders started cozying up to the ugliest fantasists, unapologetic racists. When Congressman Ron Paul ran for the 2008 GOP nomination, he appeared repeatedly with the neo-Nazi Richard Spencer, who was just coining the term “alt-right” for his movement. Senator Rand Paul employed as an aide and wrote a book with a former leader of the League of the South, an organization devoted to a twenty-first-century do-over of Confederate secession. After we elected a black president, more regular whistles joined the kind only dogs can hear. Even thoughtful Ross Douthat, one of the Times’s conservative columnists, admitted to a weakness for the Old South fantasy. During the debate about governments displaying Confederate symbols after nine black people were shot dead by a white supremacist in Charleston, he discussed “the temptation…to regard the Confederate States of America as the political and historical champion of all…attractive Southern distinctives….Even a secession-hating Yankee like myself has felt, at certain moments the pull of that idea, the lure of that fantasy.

Bluefur headed along the fern tunnel. Why wasn’t Goosefeather helping more? Why did ThunderClan seem to have the laziest, dumbest medicine cat? As she reached the end of the tunnel, she stopped. The medicine clearing was cool and green and empty. “Goosefeather!” Bluefur guessed he was sleeping in his den. Two eyes peered from the crack in the rock. Bluefur tensed. They were round and wild, and for a moment she thought a fox had got in. “Goosefeather?” she ventured shakily. The medicine cat padded out, his pelt ruffled. His eyes were still wild, but less startling in the daylight. “What is it?” “Featherwhisker sent me for herbs for my belly. I shared a bad mouse with Sweetpaw and Rosepaw last night.” “You as well?” He rolled his eyes. Bluefur nodded. “Evil omens everywhere.” Bluefur wondered if she’d heard the medicine cat correctly. He was muttering as he turned back into his den and still muttering as he came out and shoved a pawful of shredded leaves in front of her. “It was just a bad mouse,” she meowed, wondering why he was so upset. He leaned toward her, his breath stinky in her face. “Just a bad mouse?” he echoed. “Another warning, that’s what it was! I should have seen it coming. I should have noticed.” “How?” Bluefur backed away. “It didn’t taste bad.” She realized that his pelt wasn’t ruffled from sleep, but simply ungroomed. It clung to his frame as though the season were leaf-bare and he hadn’t eaten properly for a moon. She took another pace back. “It was just a bad mouse,” she repeated. He turned a disbelieving look on her. “How can you—you of all cats—ignore the signs?” he spat. “Me?” What did he mean? “You have a prophecy hanging over your head like a hawk. You’re fire, and only water can destroy you! You can’t ignore the signs.” “B-but…I’m just a warrior.” Was she supposed to have the insight of a medicine cat? That wasn’t fair. He should be giving her answers, not taunting her with the promise of a destiny she didn’t understand. She had wondered when Goosefeather would again speak to her about the prophecy, but now he was making even less sense than before. “Just a warrior?” His whiskers trembled. “Too many omens. Three cats poisoned, two only whiskers from StarClan, Leopardfoot nearly dead, her three kits hanging on to life like rabbits in a fox den.” He stared through her, seeming to forget she was there. “Why such a difficult birth for the Clan leader’s mate? The kits may not make it through another night. The tom is too weak to mew, let alone feed. I should help them, and yet how can I when the signs are clear?” What in the name of StarClan was he talking about? Forgetting the herbs, Bluefur backed out of the den. Only whiskers from StarClan.

This stuff is kind of gross,” he says, draining his cup and setting it down. “Yes, it is,” I say, staring at what remains in mine. I drink it in one gulp, wincing as the bubbles burn my throat. “I don’t know what the Erudite are always bragging about. Dauntless cake is much better.” “I wonder what the Abnegation treat would have been, if they had one.” “Stale bread.” He laughs. “Plain oatmeal.” “Milk.” “Sometimes I think I believe everything they taught us,” he says. “But obviously not, since I’m sitting here holding your hand right now without having married you first.” “What do the Dauntless teach about…that?” I say, nodding to our hands. “What do the Dauntless teach, hmm.” He smirks. “Do whatever you want, but use protection, is what they teach.” I raise my eyebrows. Suddenly my face feels warm. “I think I’d like to find a middle ground for myself,” he says. “To find that place between what I want and what I think is wise.” “That sounds good.” I pause. “But what do you want?” I think I know the answer, but I want to hear him say it. “Hmm.” He grins, and leans forward onto his knees. He presses his hands to the metal plate, framing my head with his arms, and kisses me, slowly, on my mouth, under my jaw, right above my collarbone. I stay still, nervous about doing anything, in case it’s stupid or he doesn’t like it. But then I feel like a statue, like I am not really here at all, and so I touch his waist, hesitantly. Then his lips are on mine again, and he pulls his shirt out from under my hands so that I am touching his bare skin. I come to life, pressing closer, my hands creeping up his back, sliding over his shoulders. His breaths come faster and so do mine, and I taste the lemon-syrup-fizz we just drank and I smell the wind on his skin and all I want is more, more. I push his shirt up. A moment ago I was cold, but I don’t think either of us is cold now. His arm wraps around my waist, strong and certain, and his free hand tangles in my hair and I slow down, drinking it in--the smoothness of his skin, marked up and down with black ink, and the insistence of the kiss, and the cool air wrapped around us both. I relax, and I no longer feel like some kind of Divergent soldier, defying serums and government leaders alike. I feel softer, lighter, and like it is okay to laugh a little as his fingertips brush over my hips and the small of my back, or to sigh into his ear when he pulls me against him, burying his face in the side of my neck so that he can kiss me there. I feel like myself, strong and weak at once--allowed, at least for a little while, to be both. I don’t know how long it is before we get cold again, and huddle under the blanket together. “It’s getting more difficult to be wise,” he says, laughing into my ear. I smile at him. “I think that’s how it’s supposed to be.

Another howl ruptured the quiet, still too far away to be a threat. The Beast Lord, the leader, the alpha male, had to enforce his position as much by will as by physical force. He would have to answer any challenges to his rule, so it was unlikely that he turned into a wolf. A wolf would have little chance against a cat. Wolves hunted in a pack, bleeding their victim and running them into exhaustion, while cats were solitary killing machines, designed to murder swiftly and with deadly precision. No, the Beast Lord would have to be a cat, a jaguar or a leopard. Perhaps a tiger, although all known cases of weretigers occurred in Asia and could be counted without involving toes. I had heard a rumor of the Kodiak of Atlanta, a legend of an enormous, battle-scarred bear roaming the streets in search of Pack criminals. The Pack, like any social organization, had its lawbreakers. The Kodiak was their Executioner. Perhaps his Majesty turned into a bear. Damn. I should have brought some honey. My left leg was tiring. I shifted from foot to foot . . . A low, warning growl froze me in midmove. It came from the dark gaping hole in the building across the street and rolled through the ruins, awakening ancient memories of a time when humans were pathetic, hairless creatures cowering by the weak flame of the first fire and scanning the night with frightened eyes, for it held monstrous hungry killers. My subconscious screamed in panic. I held it in check and cracked my neck, slowly, one side then another. A lean shadow flickered in the corner of my eye. On the left and above me a graceful jaguar stretched on the jutting block of concrete, an elegant statue encased in the liquid metal of moonlight. Homo Panthera onca. The killer who takes its prey in a single bound. Hello, Jim. The jaguar looked at me with amber eyes. Feline lips stretched in a startlingly human smirk. He could laugh if he wanted. He didn’t know what was at stake. Jim turned his head and began washing his paw. My saber firmly in hand, I marched across the street and stepped through the opening. The darkness swallowed me whole. The lingering musky scent of a cat hit me. So, not a bear after all. Where was he? I scanned the building, peering into the gloom. Moonlight filtered through the gaps in the walls, creating a mirage of twilight and complete darkness. I knew he was watching me. Enjoying himself. Diplomacy was never my strong suit and my patience had run dry. I crouched and called out, “Here, kitty, kitty, kitty.” Two golden eyes ignited at the opposite wall. A shape stirred within the darkness and rose, carrying the eyes up and up and up until they towered above me. A single enormous paw moved into the moonlight, disturbing the dust on the filthy floor. Wicked claws shot forth and withdrew. A massive shoulder followed, its gray fur marked by faint smoky stripes. The huge body shifted forward, coming at me, and I lost my balance and fell on my ass into the dirt. Dear God, this wasn’t just a lion. This thing had to be at least five feet at the shoulder. And why was it striped? The colossal cat circled me, half in the light, half in the shadow, the dark mane trembling as he moved. I scrambled to my feet and almost bumped into the gray muzzle. We looked at each other, the lion and I, our gazes level. Then I twisted around and began dusting off my jeans in a most undignified manner. The lion vanished into a dark corner. A whisper of power pulsed through the room, tugging at my senses. If I did not know better, I would say that he had just changed. “Kitty, kitty?” asked a level male voice. I jumped. No shapechanger went from a beast into a human without a nap. Into a midform, yes, but beast-men had trouble talking. “Yeah,” I said. “You’ve caught me unprepared. Next time I’ll bring cream and catnip toys.” “If there is a next time.

ON THE MODUS OPERANDI OF OUR CURRENT PRESIDENT, DONALD J. TRUMP "According to a new ABC/Washington Post poll, President Trump’s disapproval rating has hit a new high." The President's response to this news was "“I don’t do it for the polls. Honestly — people won’t necessarily agree with this — I do nothing for the polls,” the president told reporters on Wednesday. “I do it to do what’s right. I’m here for an extended period of time. I’m here for a period that’s a very important period of time. And we are straightening out this country.” - Both Quotes Taken From Aol News - August 31, 2018 In The United States, as in other Republics, the two main categories of Presidential motivation for their assigned tasks are #1: Self Interest in seeking to attain and to hold on to political power for their own sakes, regarding the welfare of This Republic to be of secondary importance. #2: Seeking to attain and to hold on to the power of that same office for the selfless sake of this Republic's welfare, irregardless of their personal interest, and in the best of cases going against their personal interests to do what is best for this Republic even if it means making profound and extreme personal sacrifices. Abraham Lincoln understood this last mentioned motivation and gave his life for it. The primary information any political scientist needs to ascertain regarding the diagnosis of a particular President's modus operandi is to first take an insightful and detailed look at the individual's past. The litmus test always being what would he or she be willing to sacrifice for the Nation. In the case of our current President, Donald John Trump, he abandoned a life of liberal luxury linked to self imposed limited responsibilities for an intensely grueling, veritably non stop two year nightmare of criss crossing this immense Country's varied terrain, both literally and socially when he could have easily maintained his life of liberal leisure. While my assertion that his personal choice was, in my view, sacrificially done for the sake of a great power in a state of rapid decline can be contradicted by saying it was motivated by selfish reasons, all evidence points to the contrary. For knowing the human condition, fraught with a plentitude of weaknesses, for a man in the end portion of his lifetime to sacrifice an easy life for a hard working incessant schedule of thankless tasks it is entirely doubtful that this choice was made devoid of a special and even exalted inspiration to do so. And while the right motivations are pivotal to a President's success, what is also obviously needed are generic and specific political, military and ministerial skills which must be naturally endowed by Our Creator upon the particular President elected for the purposes of advancing a Nation's general well being for one and all. If one looks at the latest National statistics since President Trump took office, (such as our rising GNP, the booming market, the dramatically shrinking unemployment rate, and the overall positive emotive strains in regards to our Nation's future, on both the left and the right) one can make definitive objective conclusions pertaining to the exceptionally noble character and efficiency of the current resident at 1600 Pennsylvania Avenue. And if one can drown out the constant communicative assaults on our current Commander In Chief, and especially if one can honestly assess the remarkable lack of substantial mistakes made by the current President, all of these factors point to a leader who is impressively strong, morally and in other imperative ways. And at the most propitious time. For the main reason that so many people in our Republic palpably despise our current President is that his political and especially his social agenda directly threatens their licentious way of life. - John Lars Zwerenz

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