An Inspiring Leader
If your actions inspire others to dream more, learn more,
do more and become more, you are a leader.
- John Quincy Adams
A leader is not one who says, "Follow me."
A leader is one who says, "I'll go first."
- Neale Donald Walsch
A genuine leader is not a searcher for consensus but a molder of consensus.
- Martin Luther King, Jr.
Leaders are those who empower others.
- Bill Gates
It is amazing how much you can accomplish
when it doesn't matter who gets the credit.
- Anonymous
I cannot trust a man to control others who cannot control himself.
- Robert E. Lee
Your example is far more influential and inspiring
than any words of instruction, or threats,
or even words of encouragement.
- Jonathan Lockwood Huie
*******
The Ultimate Test
The ultimate test of a man's conscience
may be his willingness to sacrifice something today
for future generations whose words of thanks will not be heard.
- Gaylord Nelson
Let us be protectors of creation,
protectors of God’s plan inscribed in nature,
protectors of one another, and of the environment.
- Pope Francis
The love of money is the root of all evil:
which while some coveted after, they have erred from the faith,
and pierced themselves through with many sorrows.
But thou, O man of God, flee these things;
and follow after righteousness, godliness, faith, love, patience, meekness.
- Timothy 6:10-11
Jesus preached more and taught more
about helping the poor and the sick and the hungry
than he did about heaven and hell.
Shouldn't that tell us something?
- John Grisham
Inasmuch as ye have done it unto one of the least of these my brethren, ye have done it unto me.
- Matthew 25:40
LEADERSHIP
-
shivaathervedi_3
- Posts: 354
- Joined: Wed May 16, 2018 7:29 pm
-
shivaathervedi_3
- Posts: 354
- Joined: Wed May 16, 2018 7:29 pm
Why We Admire Zelensky
Sign up for the Russia-Ukraine War Briefing. Every evening, we'll send you a summary of the day's biggest news. Get it sent to your inbox.
Why do we admire Volodymyr Zelensky? The question almost answers itself.
We admire him because, in the face of unequal odds, Ukraine’s president stands his ground. Because he proves the truth of the adage that one man with courage makes a majority. Because he shows that honor and love of country are virtues we forsake at our peril. Because he grasps the power of personal example and physical presence. Because he knows how words can inspire deeds — give shape and purpose to them — so that the deeds may, in turn, vindicate the meaning of words.
We admire Zelensky because he reminds us of how rare these traits have become among our own politicians. Zelensky was an actor who used his celebrity to become a statesman. Western politics is overrun by people who playact as statesmen so that they may ultimately become celebrities. Zelensky has made a point of telling Ukrainians the hard truth that the war is likely to get worse — and of telling off supposed well-wishers that their words are hollow and their support wanting. Our leaders mainly specialize in telling people what they want to hear.
We admire Zelensky because of who and what he faces. Vladimir Putin represents neither a nation nor a cause, only a totalitarian ethos. The Russian dictator stands for the idea that truth exists to serve power, not the other way around, and that politics is in the business of manufacturing propaganda for those who will swallow it and imposing terror on those who will not. Ultimately, the aim of this idea isn’t the mere acquisition of power or territory. It’s the eradication of conscience.
We admire Zelensky because he has restored the idea of the free world to its proper place. The free world isn’t a cultural expression, as in “the West”; or a security concept, as in NATO; or an economic description, as in “the developed world.” Membership in the free world belongs to any country that subscribes to the notion that the power of the state exists first and foremost to protect the rights of the individual. And the responsibility of the free world is to aid and champion any of its members menaced by invasion and tyranny. As it goes for Ukraine, so, eventually, it will go for the rest of us.
We admire Zelensky because he embodies two great Jewish archetypes: David in the face of Goliath and Moses in the face of Pharoah. He is the canny underdog who, with skill and wits, makes up for what he lacks in fearsomeness and brawn. And he is the prophet who revolts against the diminishment and entrapment of his people — and determines to lead them through trials toward a political culture based on self-determination, freedom and ethics.
We admire Zelensky because he fights. Fighting is not supposed to be a virtue in civilized societies that value dialogue, diplomacy and compromise. But the world isn’t always civilized: There are things for which civilized persons and nations must be prepared to fight if they aren’t to perish. Zelensky and the Ukrainian people have reminded the rest of the free world that a liberal and democratic inheritance that is taken for granted by its citizens runs the risk of being taken at will by its enemies.
We admire Zelensky because he rouses the better angels of our nature. His leadership has made Joe Biden a better president, Germany a better country, NATO a better alliance. He has shaken much of the United States out of the isolationist stupor into which it was gradually falling. He has forced Europe’s political and mercantile classes to stop looking away from Russia’s descent into fascism. He reminds free societies that there can still be a vital center in politics, at least when it comes to things that matter.
We admire Zelensky because he maintains a sense of human proportion befitting a democratically elected leader. Note the contrast between his public encounters with journalists, cabinet members, foreign leaders and ordinary citizens, and the Stalinist antics of the Putin court. In the ostentatious trappings of Russian power we see the smallness of the man wielding it: the paranoia and insecurity of a despot who knows he may someday have to sell his kingdom for a horse.
We admire Zelensky because he models what a man should be: impressive without being imposing; confident without being cocksure; intelligent without pretending to be infallible; sincere rather than cynical; courageous not because he is fearless but because he advances with a clear conscience. American boys in particular, raised on preposterous notions of what manhood entails, should be steered toward his example.
We admire Zelensky because he holds out the hope that our own troubled democracies may yet elect leaders who can inspire, ennoble, even save us. Perhaps we can do so when the hour isn’t quite as late as it is now for the people of Ukraine and their indomitable leader.
https://www.nytimes.com/2022/04/19/opin ... 778d3e6de3
Re: LEADERSHIP
The Quiet Magic of Middle Managers
Nobody writes poems about middle managers. Nobody gets too romantic about the person who runs a department at a company, or supervises a construction crew, or serves as principal at a school, manager at a restaurant or deacon at a church. But I’ve come to believe that these folks are the unsung heroes of our age.
Amid a wider national atmosphere of division, distrust, bitterness and exhaustion, these managers are the frontline workers who try to resolve tensions and keep communities working, their teams united and relationships afloat. At a time when conflict entrepreneurs (see: Tucker Carlson) and demagogues are trying to rip society apart, I’m beginning to think that these members of the managerial class, spread across the institutions of society, are serving as the invisible glue that gives us a shot at sticking together.
So how do these managers work their magic? When I hear people in these roles talk about their work and its challenges, I hear, at least among the most inspiring of them, about the ways they put people over process, about the ways they deeply honor those right around them. A phrase pops into my mind: “Ethical leadership.” This is not just management. Something more deeply humanistic is going on. Let me give you a few features of ethical leadership:
Knowing that moral formation is part of the job. Here we turn to the gospel of Ted Lasso. When Lasso was asked about his goal for his soccer team, he replied: “For me, success is not about the wins and losses. It’s about helping these young fellas be the best versions of themselves on and off the field.” The lesson is that if you help your people become the best versions of themselves, the results you seek will take care of themselves.
Creating a moral ecology. I love talking about my old boss Jim Lehrer. When I was starting out at “PBS NewsHour” and I said something he thought was smart, his eyes would crinkle with pleasure. When I said something he thought was crass, his mouth would turn down in displeasure. For 10 years I chased the eye crinkles and tried to avoid the mouth downturns.
Jim never had to say anything to me, but with those kinds of slight gestures he taught us how to do our jobs. He communicated: This is how we do things on the “NewsHour”; these are our standards. Jim is gone, but the standards and moral ecology he helped create live on. Morally healthy communities habituate people to behave in certain ways and make it easier to be good.
Being hyperattentive. The poet Mary Oliver wrote: “This is the first, wildest and wisest thing I know: that the soul exists, and that it is built entirely out of attentiveness.” The leaders we admire are paying close attention to those who work with them. They are not self-centered but cast the beam of their care on others, making them feel seen and lit up. In how you see me, I come to see myself. If you cast a just and loving attention on people, they blossom.
Knowing that people are watching more closely than you might think. We like to believe that it’s our fancy pronouncements that have a big impact on others. But what usually gets communicated most deeply is the leader’s smallest gestures — the casual gifts of politeness, the little compliment or, on the other hand, the cold shoulder of thoughtlessness.
The Anglo-Irish statesman Edmund Burke wrote, “The law touches us but here and there, and now and then. Manners are what vex or soothe, corrupt or purify, exalt or debase, barbarize or refine us, by a constant, steady, uniform, insensible operation, like that of the air we breathe in. They give their whole form and color to our lives. According to their quality, they aid morals, they supply them, or they totally destroy them.”
Generativity. The economists tell us that people are basically self-interested, but there comes a time in the lives of many managers when the capacity to guide and foster the next generation is more rewarding than just serving themselves. And yet they do this mentoring with respect, not condescension. The most generative leaders don’t see themselves as doing things “for” people. They know that “with” is more powerful than “for.” The chaplain Samuel Wells once observed that modern societies often “attempt to construct a world that works perfectly well without love.” But, he adds, mature love between equals is walking “with” and not doing “for.”
The absence of a heroic sense. Albert Schweitzer was genuinely heroic. In 1905, he decided to leave his successful careers in music and academia to become a missionary doctor serving the poor in Africa. But he never thought that he was doing anything special, and he never hired people who thought of their work in those terms. If you’re going to last in a life of sacrificial service, he concluded, you have to treat it as something as normal as doing the dishes. He wrote, “Only a person who feels his preference to be a matter of course, not something out of the ordinary, and who has no thought of heroism but only of a duty undertaken with sober enthusiasm, is capable of becoming the sort of spiritual pioneer the world needs.”
The same humility is observed in the best organizations — the willingness to do the uncelebrated work, day after day.
Preserving the moral lens. People in most professions are driven by mixed motives. Doctors want to heal the sick but are pressured to speed through enough patients to make the practice profitable. Lawyers defend their clients but also have to rack up billable hours. In day-to-day life it is easy for the utilitarian lens of metrics to eclipse the moral lens that drew us to our work in the first place. Ethical leaders push against the creeping pressures of utilitarianism, so that the people around them remember the ideals that drove them into their work in the first place.
A posture of joy. We assume we are being judged on our competence, but mostly we are judged on our warmth. Ethical leaders communicate a joyfulness in what they do and attract followers in part by showing pleasure. Look at the example set by the great Russian martyr Aleksei Navalny. He was funny and teasing, even in the most brutal circumstances.
America’s founding fathers understood that when private virtue fails, then relationships fail and the constitutional order crumbles. The crucial struggle of our time is not merely the global macro struggle between democracy and authoritarianism; it’s the day-to-day micro-contest between the forces that honor human dignity and those that spread dehumanization.
The democratic fabric is held together by daily acts of consideration that middle managers are in a position to practice and foster. The best of them don’t resolve our disputes but lift us above them so that we can see disagreements from a higher and more generous vantage point. Democracy is more than just voting; it is a way of living, a way of living generously within disagreements, one that works only with ethical leaders showing the way.
https://www.nytimes.com/2024/04/11/opin ... ciety.html
Nobody writes poems about middle managers. Nobody gets too romantic about the person who runs a department at a company, or supervises a construction crew, or serves as principal at a school, manager at a restaurant or deacon at a church. But I’ve come to believe that these folks are the unsung heroes of our age.
Amid a wider national atmosphere of division, distrust, bitterness and exhaustion, these managers are the frontline workers who try to resolve tensions and keep communities working, their teams united and relationships afloat. At a time when conflict entrepreneurs (see: Tucker Carlson) and demagogues are trying to rip society apart, I’m beginning to think that these members of the managerial class, spread across the institutions of society, are serving as the invisible glue that gives us a shot at sticking together.
So how do these managers work their magic? When I hear people in these roles talk about their work and its challenges, I hear, at least among the most inspiring of them, about the ways they put people over process, about the ways they deeply honor those right around them. A phrase pops into my mind: “Ethical leadership.” This is not just management. Something more deeply humanistic is going on. Let me give you a few features of ethical leadership:
Knowing that moral formation is part of the job. Here we turn to the gospel of Ted Lasso. When Lasso was asked about his goal for his soccer team, he replied: “For me, success is not about the wins and losses. It’s about helping these young fellas be the best versions of themselves on and off the field.” The lesson is that if you help your people become the best versions of themselves, the results you seek will take care of themselves.
Creating a moral ecology. I love talking about my old boss Jim Lehrer. When I was starting out at “PBS NewsHour” and I said something he thought was smart, his eyes would crinkle with pleasure. When I said something he thought was crass, his mouth would turn down in displeasure. For 10 years I chased the eye crinkles and tried to avoid the mouth downturns.
Jim never had to say anything to me, but with those kinds of slight gestures he taught us how to do our jobs. He communicated: This is how we do things on the “NewsHour”; these are our standards. Jim is gone, but the standards and moral ecology he helped create live on. Morally healthy communities habituate people to behave in certain ways and make it easier to be good.
Being hyperattentive. The poet Mary Oliver wrote: “This is the first, wildest and wisest thing I know: that the soul exists, and that it is built entirely out of attentiveness.” The leaders we admire are paying close attention to those who work with them. They are not self-centered but cast the beam of their care on others, making them feel seen and lit up. In how you see me, I come to see myself. If you cast a just and loving attention on people, they blossom.
Knowing that people are watching more closely than you might think. We like to believe that it’s our fancy pronouncements that have a big impact on others. But what usually gets communicated most deeply is the leader’s smallest gestures — the casual gifts of politeness, the little compliment or, on the other hand, the cold shoulder of thoughtlessness.
The Anglo-Irish statesman Edmund Burke wrote, “The law touches us but here and there, and now and then. Manners are what vex or soothe, corrupt or purify, exalt or debase, barbarize or refine us, by a constant, steady, uniform, insensible operation, like that of the air we breathe in. They give their whole form and color to our lives. According to their quality, they aid morals, they supply them, or they totally destroy them.”
Generativity. The economists tell us that people are basically self-interested, but there comes a time in the lives of many managers when the capacity to guide and foster the next generation is more rewarding than just serving themselves. And yet they do this mentoring with respect, not condescension. The most generative leaders don’t see themselves as doing things “for” people. They know that “with” is more powerful than “for.” The chaplain Samuel Wells once observed that modern societies often “attempt to construct a world that works perfectly well without love.” But, he adds, mature love between equals is walking “with” and not doing “for.”
The absence of a heroic sense. Albert Schweitzer was genuinely heroic. In 1905, he decided to leave his successful careers in music and academia to become a missionary doctor serving the poor in Africa. But he never thought that he was doing anything special, and he never hired people who thought of their work in those terms. If you’re going to last in a life of sacrificial service, he concluded, you have to treat it as something as normal as doing the dishes. He wrote, “Only a person who feels his preference to be a matter of course, not something out of the ordinary, and who has no thought of heroism but only of a duty undertaken with sober enthusiasm, is capable of becoming the sort of spiritual pioneer the world needs.”
The same humility is observed in the best organizations — the willingness to do the uncelebrated work, day after day.
Preserving the moral lens. People in most professions are driven by mixed motives. Doctors want to heal the sick but are pressured to speed through enough patients to make the practice profitable. Lawyers defend their clients but also have to rack up billable hours. In day-to-day life it is easy for the utilitarian lens of metrics to eclipse the moral lens that drew us to our work in the first place. Ethical leaders push against the creeping pressures of utilitarianism, so that the people around them remember the ideals that drove them into their work in the first place.
A posture of joy. We assume we are being judged on our competence, but mostly we are judged on our warmth. Ethical leaders communicate a joyfulness in what they do and attract followers in part by showing pleasure. Look at the example set by the great Russian martyr Aleksei Navalny. He was funny and teasing, even in the most brutal circumstances.
America’s founding fathers understood that when private virtue fails, then relationships fail and the constitutional order crumbles. The crucial struggle of our time is not merely the global macro struggle between democracy and authoritarianism; it’s the day-to-day micro-contest between the forces that honor human dignity and those that spread dehumanization.
The democratic fabric is held together by daily acts of consideration that middle managers are in a position to practice and foster. The best of them don’t resolve our disputes but lift us above them so that we can see disagreements from a higher and more generous vantage point. Democracy is more than just voting; it is a way of living, a way of living generously within disagreements, one that works only with ethical leaders showing the way.
https://www.nytimes.com/2024/04/11/opin ... ciety.html
Testament to Greatness
Last night, I learnt a BIG lesson in ethical leadership, when Mumbai's Heart Stopped Dancing.
In the vibrant heart of Maximum City: Mumbai, during the joyous nights of Navratri when the city traditionally loses itself in the rhythmic celebration of Garba, something extraordinary happened. The music stopped. The dancers stood still. A wave of silence swept across the city's festive venues.
_Ratan Tata_, the titan of Indian industry, had passed away, and Mumbai chose to pause its celebrations - a gesture so profound in its spontaneity that it speaks volumes about what true leadership means.
This wasn't just the passing of a business leader; *this was the loss of a man who embodied the soul of ethical leadership*.
Consider the contrast: When _Steve Jobs_, undeniably a visionary, passed away, America continued its regular rhythm. But when Ratan Tata departed, _Mumbai's millions voluntarily halted their celebrations_. The difference lies not in their achievements, but in how they touched the hearts of common people.
What makes this gesture so remarkable is its authenticity. It wasn't mandated by any authority or prompted by official declarations. It was the pure, unprompted response of a population that recognized true greatness - not in wealth or power, but in character and compassion.
In an era where billionaires compete to host the most extravagant weddings and corporate success is measured in the grandeur of celebrations, this moment offers a profound lesson. *True legacy isn't built on the parties you throw, but on the lives you touch. It's not measured in the applause you command, but in the tears you inspire when you're gone*.
Ratan Tata's legacy wasn't just about building a business empire; it was about building trust, fostering dignity, and maintaining unwavering ethical standards. He showed that greatness isn't about being the richest or the most powerful - it's about being the most human. His leadership style wasn't about commanding attention but about earning respect through consistent actions that put people first.
To today's leaders who measure success in headlines and hashtags, this moment serves as a powerful reminder: When the music stops, will people pause to remember you? Will they feel the loss not of your wealth or position, but of your presence as a human being who made their world better?
The true measure of a leader isn't in the grandeur of the celebrations they host, but in the sincerity of the silence that falls when they depart. It's not about the parties thrown in your honor, but about the moments when people voluntarily stop their own celebrations to honor your memory.
This spontaneous tribute to Ratan Tata reminds us that real leadership transcends balance sheets and boardrooms. It lives in the hearts of people who may never have met you but whose lives were touched by your values, your decisions, and your way of being.
In a world increasingly driven by spectacle and show, this moment stands as a testament to what truly matters: not the noise we make while present, but the silence we inspire when gone. Not the celebrations we host, but the respect we earn. Not the wealth we accumulate, but the legacy of goodness we leave behind.
For aspiring leaders, this is perhaps the most important lesson: Aim not to be remembered for your parties, but to be mourned for your principles. Strive not to be celebrated for your success, but to be remembered for your service. Work not to be the richest in the room, but to be the most respected in people's hearts.
Because when the final measure is taken, true greatness isn't counted in the millions spent on celebrations, but in the millions of hearts that pause to remember a life well-lived in service of others. RIP RATAN TATA @followers @highlight The Unknown Planet
Shared as received. Beautifully written.
In the vibrant heart of Maximum City: Mumbai, during the joyous nights of Navratri when the city traditionally loses itself in the rhythmic celebration of Garba, something extraordinary happened. The music stopped. The dancers stood still. A wave of silence swept across the city's festive venues.
_Ratan Tata_, the titan of Indian industry, had passed away, and Mumbai chose to pause its celebrations - a gesture so profound in its spontaneity that it speaks volumes about what true leadership means.
This wasn't just the passing of a business leader; *this was the loss of a man who embodied the soul of ethical leadership*.
Consider the contrast: When _Steve Jobs_, undeniably a visionary, passed away, America continued its regular rhythm. But when Ratan Tata departed, _Mumbai's millions voluntarily halted their celebrations_. The difference lies not in their achievements, but in how they touched the hearts of common people.
What makes this gesture so remarkable is its authenticity. It wasn't mandated by any authority or prompted by official declarations. It was the pure, unprompted response of a population that recognized true greatness - not in wealth or power, but in character and compassion.
In an era where billionaires compete to host the most extravagant weddings and corporate success is measured in the grandeur of celebrations, this moment offers a profound lesson. *True legacy isn't built on the parties you throw, but on the lives you touch. It's not measured in the applause you command, but in the tears you inspire when you're gone*.
Ratan Tata's legacy wasn't just about building a business empire; it was about building trust, fostering dignity, and maintaining unwavering ethical standards. He showed that greatness isn't about being the richest or the most powerful - it's about being the most human. His leadership style wasn't about commanding attention but about earning respect through consistent actions that put people first.
To today's leaders who measure success in headlines and hashtags, this moment serves as a powerful reminder: When the music stops, will people pause to remember you? Will they feel the loss not of your wealth or position, but of your presence as a human being who made their world better?
The true measure of a leader isn't in the grandeur of the celebrations they host, but in the sincerity of the silence that falls when they depart. It's not about the parties thrown in your honor, but about the moments when people voluntarily stop their own celebrations to honor your memory.
This spontaneous tribute to Ratan Tata reminds us that real leadership transcends balance sheets and boardrooms. It lives in the hearts of people who may never have met you but whose lives were touched by your values, your decisions, and your way of being.
In a world increasingly driven by spectacle and show, this moment stands as a testament to what truly matters: not the noise we make while present, but the silence we inspire when gone. Not the celebrations we host, but the respect we earn. Not the wealth we accumulate, but the legacy of goodness we leave behind.
For aspiring leaders, this is perhaps the most important lesson: Aim not to be remembered for your parties, but to be mourned for your principles. Strive not to be celebrated for your success, but to be remembered for your service. Work not to be the richest in the room, but to be the most respected in people's hearts.
Because when the final measure is taken, true greatness isn't counted in the millions spent on celebrations, but in the millions of hearts that pause to remember a life well-lived in service of others. RIP RATAN TATA @followers @highlight The Unknown Planet
Shared as received. Beautifully written.