Chapter Three The Jewish Question To illustrate the history of the Jewish people from its earliest beginnings down through the ages to the present day, as seen and depicted by the Jewish mind itself, we give the following account from the Chicago Tribune, July 4, It was listened to almost in silence by aboutpeople, the vast majority being Jews.
Leaders must know when to adapt. This is where self-awareness plays a big part. In a word, they need balance. Extreme is almost never the answer.
Anything can be taken too far. A leader must be able to where to be on any given continuum in any given situation.
Steadiness comes to mind. Or as the Romans termed it: Knowing what the tensions or the dichotomies are is the first step avoiding the trap of extremes. Willink and Babin offer twelve. The bottom line that leaders build on is the first dichotomy: To care about your people more than anything—but at the same time, lead them.
But you also have to make decisions that will allow you to continue the mission for the greater good of everyone on the team.
Getting it right is caring. Own it All, but Empower Others The next tension is between micromanagement and hands-off leadership styles. You have to have to take ownership, but at the same time, give ownership. You have to empower your team to lead, to take ownership.
So you have to give them ownership. Resolute, but Not Overbearing When and where do you hold the line? They must set high standards, but they cannot be domineering or inflexible on matters of little strategic importance. It can be expended foolishly, by leaders who harp on matters that are trivial and strategically unimportant.
Prioritizing those areas where standards cannot be compromised and holding the line there while allowing for some slack in other, less critical areas is a wise use of leadership capital. Instead of continuing to invest in one subpar performer, once a concerted effort has been made to coach and train that individual to no avail, the leader must remove the individual.
The more discipline a team exercises, the more freedom that team will have to maneuver by implementing small adjustments to existing plans. It was about collaborating with the rest of the team and determining how we could most effectively accomplish our mission.
There were many times in my Navy career when, in an effort to prove my leadership, I failed to follow. And rather than strengthen me as a leader in the eyes of the team, it undermined my leadership. If you try to create a solution for every single potential problem that might arise, you overwhelm your team, you overwhelm the planning process, you overcomplicate decisions for the leader.
Therefore, it is imperative that leaders focus on only the most likely contingencies that might arise for each phase of an operation. Choose at most the three or four most probable contingencies for each phase, along with the worst case scenario. Be humble or get humbled.
Humility has to be balanced by knowing when to make a stand. Staying humble is the key to developing trust with the chain of command. It was most often because they were not humble: When you find that you are not managing well one of these tensions, the tendency can be to overcompensate.
This is a common error: This is ineffective and can make the situation worse.Essay School Uniforms Should be Mandatory in All Schools - Many schools in United States require their students to wear uniforms.
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