- Servant Leadership - Purposeful Change
Performance improvement starts with the leader-follower relationship. 1 Timothy, Chapter 5 advocates the leader-follower relationship by urging Timothy to nurture his leader-follower relationships within the church. - Servant Leadership - Understanding Culture
Simply stated, organizational culture refers to the values, attitudes, and beliefs shared by a group of people. Culture has a profound effect on an organization and it adds structural stability to the group. It provides employees with a frame of reference that enables them to communicate effectively and to recognize right from wrong within the organizational framework. It is the leader’s assumptions of the right way to do things that gets communicated to the group. - Servent Leadership: Shaping Values
Through 1 Timothy, Paul provides his young partner in ministry with qualifications for those called to leadership – Self-discipline, Mentoring, and relationships. He also provides contemporary leaders with resources for success. Paul first gets across the importance of understanding how the leader’s behavior shapes organizational culture – leaders must recognize how their values affect their behavior, which in turns affects the organization. - Servent Leadership: Leading Leaders
Any organization that wants to retain the best of tomorrow's leaders must establish (or access) an effective team leadership development program. "If you meet the individual needs circle of the leader, which include personal growth, he or she will have a lot more to give to the task and the team." - Servent Leadership: A Leader’s Relationships
A leader's first task is not to keep the machinery moving but to help those under his charge to live and serve. Although 1 Timothy was an authoritative utterance to be implicitly obeyed, it was characterized by the graceful empowerment and loving freedom which would be expected in a letter to a friend or colleague. Paul salutes Timothy as his "own son in the faith." - Servant Leadership: Mentoring & Teaching Leaders
Paul also encourages leaders to give themselves wholly to godliness. (1 Timothy 4:15). Doing so brings about godliness in others. The effective leader will not be a force of just personality and power plays. Leaders cannot be power seeking controllers of others lives, when it is the Lord who is in control. Some people see experiences and challenges as learning opportunities and value others as role models and sources of feedback. - Servent Leadership: Self-Discipline
The most basic defining moment demands that leaders resolve the issue of self-discipline, which has serious implications for their future. In reading the lives of great men, I found that the first victory they won was over themselves. Self-discipline was their number one responsibility. - Servent Leadership: Aspiring to Leadership
Paul applies talent management later in the letter when he urges Timothy to accept his call to leadership. “Neglect not the gift that is in thee, which was given thee by prophecy, with the laying on of the hands of the presbytery.” (1 Timothy 4:14). - Servant Leadership: Communicating Knowledge and Insight
A leader that is willing to expend resources without clearly defined and articulated values is essentially creating a formula for failure. Enthusiasm, excitement, innovation, and zeal can be great traits with proper direction. Values constitute this direction. - Servant Leadership: Being Called to LEadership
Paul’s First and Second Letters to Timothy and his Letter to Titus are known as the “Pastoral Letters.” In these “Pastoral Letters” Paul reveals his concern for the future of the church and leadership within the Christian community. - Knowledge Management for Leaders
Knowledge Management refers to a range of practices used by many organizations to identify, create, represent, and distribute knowledge for reuse and learning across the organization. This includes Knowledge Acquisition, Knowledge Transfer, Knowledge Creation, Knowledge Sharing, and Knowledge Application. - Conflicting Values
Leaders project values into the organization through their perceptions, attitudes, and behavior. - The Power of Organizational Culture
The cultural subconscious of the organization sees strengths in differences. Do leaders shape culture, or are they shaped by it? The apostle Paul was a - Human Capital Management
Values play an important role in determining organizational effectiveness. However, many leaders overlook competency. - At The Heart of the Matter: A New Day in Christ - 2 Samuel 16.15 - 17.16
At The Heart of the Matter: A New Day in Christ - 2 Samuel 16.15 - 17.16 - Struggling in Triumph - Matthew 26:36-46
Struggling in Triumph - Matthew 26:36-46 - Sanctity of Life: Conditions and Crisis - 2 Kings 20.1-11
Sanctity of Life: Conditions and Crisis - 2 Kings 20.1-11 - Jesus, the True Vine (John 15:1-4)
Jesus, the True Vine (John 15:1-4) - Review - R. Haass, “Foreign Policy by Posse”
Haas asserts that the “Coalitions of the willing” are inherently flexible and offer a better way to respond to unforeseen situations. I agree with the idea that these types of coalitions are more flexible than the other multilateral approaches to foreign policy. The benefit of this type of coalition is that its creation is in response to a specific crisis. Since membership is voluntary, states only participate when it is vital to its national interest. The drawbacks for this type of coalition includes reactive vice proactive, time required to create, lack of clear political leadership and constant finances. This approach - Review - A. Carter, W. Perry, J. Steinbruner, “A New Concept of Cooperative Security”
A. Carter, W. Perry, J. Steinbruner, “A New Concept of Cooperative Security.” - Review - M. Owens, "The Political Economy of National Defense"
M. Owens, “The Political Economy of National Defense” - Review - H. Morgenthau Revised by K. Thompson, "The Future of Diplomacy"
Morgenthau purports that "a diplomacy that ends in war has failed its primary objective, which is the promotion of national interest by peaceful means." - Review - B. Posen and A. Ross, "Competing Visions for U. S. Grand Strateg"
B. Posen and A. Ross, “Competing Visions for U. S. Grand Strategy.” - Review - M. Owens, "The Political Economy of National Defense"
M. Owens, “The Political Economy of National Defense.” - Review - A. Carpenter: "Toward Strategic Independence: Protecting Vital American Interest"
A. Carpenter, “Toward Strategic Independence: Protecting Vital American Interest.” - Review - A. Carter, J. Deutch and P. Zelikow: "Catastrophic Terrorism: Tackling the New Danger"
A. Carter, J. Deutch and P. Zelikow, “Catastrophic Terrorism: Tackling the New Danger” - Review - D. E. Nuechterlein: "America Recommitted: United States National Interest In A Restructure"
D. E. Nuechterlein, “America Recommitted: United States National Interest In A Restructured World” - Review - Ross, Andrew: "The Theory and Practice of International Relations"
Ross, Andrew. “The Theory and Practice of International Relations” - Review - Lloyd, Richmond M. "Strategy and Force Planning Framework"
Lloyd, Richmond M. “Strategy and Force Planning Framework” - New Logic For Leaders During Military Operations Other Than War
What are some of the dangers of using the military instrument of power in Military Operations Other Than War (MOOTW) and how might they best be avoided? - Planning to Define the Outcome
How can planning proceed in the absence of clearly stated strategic objectives and of a clearly defined Desired End State (DES)? How does the military determine its “measures of success?” - Organizational Training Programs
Training programs are designed to create an environment within the organization that fosters the life-long learning of job related skills. Training is a key element to improving the overall effectiveness of the organization whether it’s basic skills to perform the job or advanced skills to improve current abilities. - Case Study - Supervision and Evaluation
Case Study - Supervision and Evaluation - Case Study - Selection Process
Case Study – Selection - Case Study - Recruiting
Case Study – Recruiting - Case Study - Assisting the Marginal Employee
Case Study – Assisting the Marginal Teacher - Case Study – Planning
Case Study - Planning - How Mentorship And New-Teacher Assessments Shape The Effective Inductions
New-teacher support systems: how mentorship and new-teacher assessments shape the framework of effective induction. - Putting People First For Organizational Success- The Rob Parson at Morgan Stanley Case Study
Morgan Stanley, a leading U.S. Investment Bank, was attempting to transform it’s work environment to one that fosters teamwork but promotes innovation as well. This vision was developed under the leadership of the new president John Mack and his executive team. President Mack was looking for people to “shake up the culture.” - American Societal Value System
Similar to the military value system, most of what American society believes to be right and wrong (i.e. morals) is defined by our laws. Centuries ago, our Founders boldly proclaimed to the world a distinctly American faith in democracy; a faith rooted in the self-evident truths that "all men are created equal and endowed by their Creator”, this statement alone denotes Judeo-Christian roots. - US Military Value System
The US military has a responsibility to itself and society to set and adhere to high moral standards. This requires the kind of moral courage that is critical to successful leadership. It also models a healthy value system for a society that may be in danger due to its own abandonment of such traditional values. - Core issue: Moral, Immoral, or Amoral
Many organizations focus more on ethics rather than morals. Ethics is an intellectual approach to moral issues that asks questions such as how one ought to behave in a specific situation (for example, is abortion morally permissible?) Wether or not the claim necessitates a specific ethical stance is a matter of debate. - Capitalizing on Information Age Leadership for Military Transformation
War is primarily a contest of human will that is won or lost in the minds of warfighters and leaders. Though traditional American technological-centricity and contemporary American information-centricity are means to overall enhancement of military operations, they fail to capitalize on the most critical military resource - the human warfighter. - Recognizing Value Systems
Paul reminds leaders of the importance of understanding differences, "Honor widows that are widows indeed." (1 Timothy 5:3). - Leadership is the Relationship
Leadership is an ongoing relationship between the leader and superiors, leaders and colleagues, leaders and consumers, and especially between leaders and followers. - Aspiring to Leadership
To optimize an organization’s ability to achieve sustained excellence, it must recognize the need for proactive talent management and have a systematic way of accomplishing the activity. - Communicating Knowledge and Insight
A leader that is willing to expend resources without clearly defined and articulated values is essentially creating a formula for failure. Enthusiasm, excitement, innovation, and zeal can be great traits with proper direction. Values constitute this direction. - A Leader's Calling
Paul's First and Second Letters to Timothy and his Letter to Titus the “Pastoral Letters.” In these “Pastoral Letters” Paul reveals his concern for the future of the church and leadership within the Christian community. - Ethics and Values: A Leader's Imperative
Ethics and Values: A Leader's Imperative - Removing Internal Barriers to Values-Formation
Imagine a conversation between an enlightened leader and a supervisor still caught the ways of command-and-control. - Values Happen
An organization that is willing to expend resources without clearly defining and articulating their values is essentially creating a formula for failure. Enthusiasm, excitement, innovation, and zeal can be great traits with proper direction. - Articulating Moral Identity
When we articulate our moral feelings we give them a forum where they can be discussed but most importantly, we are forced to confront our own understanding of those morals in relation to our values. - Diverstiy from the Top-Down
What is the difference between diversity strategies that engage the workforce and those that don't? Businesses that truly support diversity link it to the company's vision and mission. - Leadership Insights from the American Revolution
In order to understand why is was difficult for the British to formulate a strategy that would have averted open rebellion in their thirteen North American Colonies, one must understand the state of the British Empire just prior to the revolution and why Parliament made certain decisions.
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