Group items tagged

he Zanders, are a team of transformational leaders that practice globally. Each chapter has a catch word- short and to the point- to be remembered easily in the heat of the moment. Two of my favorites include "Giving an A" and Rule #6. The first is an argument to give everyone an A not as an expectation to live up to but a possibility to be lived into. If you already have the A where can the freed up energy take you. Rule #6 is a reminder not to take oneself so seriously.

Could lead codices prove 'the major discovery of Christian history'? By Chris Lehmann Share retweet EmailPrint..By Chris Lehmann chris Lehmann - Wed Mar 30, 11:36 am ET British archaeologists are seeking to authenticate what could be a landmark discovery in the documentation of early Christianity: a trove of 70 lead codices that appear to date from the 1st century CE, which may include key clues to the last days of Jesus' life. As UK Daily Mail reporter Fiona Macrae writes, some researchers are suggesting this could be the most significant find in Christian archeology since the Dead Sea scrolls in 1947. The codices turned up five years ago in a remote cave in eastern Jordan-a region where early Christian believers may have fled after the destruction of the Temple in Jerusalem in 70 CE. The codices are made up of wirebound individual pages, each roughly the size of a credit card. They contain a number of images and textual allusions to the Messiah, as well as some possible references to the crucifixion and resurrection. Some of the codices were sealed, prompting yet more breathless speculation that they could include the sealed book, shown only to the Messiah, mentioned in the Book of Revelation. One of the few sentences translated thus far from the texts, according to the BBC, reads, "I shall walk uprightly"--a phrase that also appears in Revelation. "While it could be simply a sentiment common in Judaism," BBC writer Robert Pigott notes, "it could here be designed to refer to the resurrection." But the field of biblical archaeology is also prey to plenty of hoaxes and enterprising fraudsters, so investigators are proceeding with due empirical caution. Initial metallurgical research indicates that the codices are about 2,000 years old--based on the manner of corrosion they have undergone, which, as Macrae writes, "experts believe would be impossible to achieve artificially." Beyond the initial dating tests, however, little is confirmed a

Credo by William Sloan Coffin, a collection of thoughts over topics ranging from faith and hope to war and the end of life.  He urges ministers to be leaders-to "be as pastoral as possible but never surrender ethical initiative" (153).  He argues leadership doesn't mean being friends with everyone or that everyone will like you-"Jesus knew that 'love your enemies' didn't mean 'don't make any'" (152).  He says good leaders take risks, evaluate potential outcomes and then move forward-"If you choose, you're sometimes wrong; but if you never choose, you're always wrong" (72).

This is an unlikely choice, but I picked it because it represents Judas' opinion about how well Jesus is doing as a leader. (And I happened to hear it yesterday.) And having just read the Drucker, I can't help but think about the haunting complexity of what it means that organizational success is about the leader prioritizing the task, not the leader. What does that mean in this context? I have an easy, possibly snarky UU answer to that question, which is almost certainly wrong.

Judas is shown in Superstar as also making the classic mistake for mistaking the leader for the cause--you know, it's about the church, not about the pastor.

This is a twenty minute "lecture" on leadership from Benjamin Zander, the conductor of the Boston Philharmonic discussing the "possibilities of the impossible" regarding classical music appreciation and leading an orchestra.

A link to an article where Cronin describes leaders as "inventors, risk-takers and entrepreneurs. Leaders are individuals who can help create options and opportunities, who can help clarify problems and choices, who can build moral and coalitions, who can inspire others and provide a vision of the possibilities." These leaders possess a "contagious self-confidence, optimism and idealism that allow them to attract and mobilize others to undertake tasks these people never dreamed they could undertake."

Cronin uses a Thoreau quote to describe perception of self. "What a man thinks about himself," wrote Thoreau, "that is what determines, or rather indicates his fate."

Dr. Kraemer is in essence promoting hs book entitled From Values to Action: The Four Principles of Values-Based Leadership. I chose to book mark the article because it reminded me of our study on authentic leadership and whether or not it was possible.

Congregations are struggling so much that a whole industry has arisen to provide pastors with the "secrets" of being a successful leader in their field.

spiritual, visionary, passionate teacher = leader. interesting article about how one person can have a big impact

A Leadership Blog Tag line is "Building a Community of Leaders"

This is a promising site, so I thought I'd share.

This video is GREAT stuff for any would-be leader. The basic lesson is that folks are driven by autonomy, mastery, and purpose, not profit so incentive pay only seems to work for repetitive physical, rather than cognitively challenging, tasks. What a great way to teach -- this 10 minute video is better than hours of lecture.

From time to time, I have read about Massachusetts Senator Scott Brown or watched him on the news. With a healthy sense of "Is this guy for real?" I wondered... I saw an expose on the Senator on 60 minutes as he talked about his new book. Tough background. Charisma all over the place. Brown is a narcissistic leader, a very productive one. "A vision to change the workd and create meaning for people, perserverance, sense of humor..." (Northouse pg 280) It will be interesting to see what other leadership qualities emerge during his time in the Senate.

Todd Sears had been openly gay as a student at Duke University in Durham, N.C. So he didn't expect the need to be secretive about being "out" after he graduated in 1998 to work on Wall Street. But soon after he started his entry-level job as a financial analyst for an investment bank, he heard someone at a nearby desk say a derogatory word toward gays. He soon learned the traditional Wall Street work environment, with its stereotypically rigid culture, was anything but welcoming to the lesbian, gay, bisexual and transgender (LGBT) community. He conceived of the idea of gathering the major Wall Street banks in an event for the LGBT community and 10 years later he finally pulled it off.

Judge Sumi puts a stop on the law that will end collective bargining for many union workers in Wisconsin. She is demonstrating leadership and being brave against those that think that they are above the law!

Because not everyone will serve in urban/suburban settings.

What if leaders were judged based on "evidence of demand," the term coined by author Tammy Erickson? What if the organizations we serve developed internal collaboration hubs specifically designed to capture peer feedback and serve as a reputation-development tool. Would we be proud of our reputations? Would our website demonstrate evidence of demand: upcoming team commitments based on others' desire to work for us and with us?

Article highlights some of the neuroscience behind leadership. Essentially, the way a leader delivers a message is more important than the message itself, and science proves it. The effects of activating neural circuitry in followers' brains can be very powerful. In a recent study, researchers observed two groups: One received negative performance feedback accompanied by positive emotional signals-namely, nods and smiles; the other was given positive feedback that was delivered critically, with frowns and narrowed eyes. In subsequent interviews conducted to compare the emotional states of the two groups, the people who had received positive feedback accompanied by negative emotional signals reported feeling worse about their performance than did the participants who had received good-natured negative feedback. In effect, the delivery was more important than the message itself. And everybody knows that when people feel better, they perform better. So, if leaders hope to get the best out of their people, they should continue to be demanding but in ways that foster a positive mood in their teams. The old carrot-and-stick approach alone doesn't make neural sense; traditional incentive systems are simply not enough to get the best performance from followers. Here's an example of what does work. It turns out that there's a subset of mirror neurons whose only job is to detect other people's smiles and laughter, prompting smiles and laughter in return. A boss who is self-controlled and humorless will rarely engage those neurons in his team members, but a boss who laughs and sets an easygoing tone puts those neurons to work, triggering spontaneous laughter and knitting his team together in the process. A bonded group is one that performs well.