“Not everybody can be famous but everybody can be great because greatness is determined by service…

You only need a heart full of grace and a soul generated by love.”– Dr. Martin Luther King, Jr.i

Leadership Tool Kit

By:

John Fee

Gannon University Small Business Development CenterApril 2017

TABLE OF CONTENTS

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What is Leadership?

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Definitions

Leadership is the process of influencing others to achieve group or organizational goals. – Chuck Williamsii

Leadership is the antidote to folly. – Margaret Tuchmaniii

Leadership is the ability to connect people to meaningful goals without hierarchical power to compel compliance. – Stephen Denningiv

Leadership is communicating to people their worth and potential so clearly that they come to see it themselves. – Stephen R. Coveyv

The great leader is seen as servant first. – Robert Greenleafvi

Leadership is the capacity to translate vision into reality. – Warren Bennisvii

Leadership is an invisible strand as mysterious as it is powerful, it pulls and it bonds. It is a catalyst that creates unity out of disorder. Yes, it defies definition. No combination of talents can guarantee it. No process or training can create it where the spark does not exist. – General Electricviii

The qualities of leadership are universal; they are found in the poor and the rich, the humble and the proud, the common man and the brilliant thinker; they are qualities that suggest paradox rather than pattern. But wherever they are found, leadership makes things happen. – Unknownix

Leadership is articulating shared values and developing a vision for the future. – Rushworth Kidderx

Leadership is reflective…read widely, discuss problems thoroughly, understand nuances and shades of gray. Be cautious, cerebral, thoughtful and calm. – David Brooks.xi

Leadership is a transformational journey. – Major General Perry Smithxii

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Ten Skills from Dr. Kozak xiii

1. Knowing One’s Self: (Physical and Personality Inventory)2. Managing Stress: Health and Fitness; Change (MegaTrends, Innovation and

Adaptation); Uncertainty/Ambiguity3. Group Dynamics: Types of People (MBTI, SDI, Learning Styles); Understanding

and Managing Excessive Group Conflict and Concurrence4. Leadership: Functions and Styles5. Critical and Creative Thinking6. Effective Communications: Speaking and Writing7. Negotiations, Compromise, Bargaining, Advocacy: Media and Legislative Relations8. Decision-making: Environment, Process and Behavior9. Quantitative and Qualitative Analysis: Utility, Strengths, Weaknesses and

Limitations10. Ethics and Judgement

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Thirty Fundamentals of Leadership from Gen. Perry Smith xiv

Trusting Teaching Communicating creatively Work constantly Avoiding the role of chief problem solver Building stamina Managing and using time effectively Maintaining technical competence Dealing with incompetence Taking care of people Providing vision Controlling ambition and egos Planning and conducting meetings Motivating Being visible and approachable Using humor well Being decisive Observing themselves Practicing reliability Maintaining open-mindedness Maintaining high standards of dignity Giving power away and making it stick Being generous and magnanimous Nurturing the leadership-follower relationship Welcoming criticism and fighting paranoia Maintaining a sense of outrage Learning from failure Building a robust brain trust Seeking and embracing diversity Demonstrating integrity

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Traits, Qualities, Properties Associated With Leadershipfrom Rosenbach and Taylor xv

Inspirational charisma Intelligence Learning/renewal World-mindedness/ a sense of history and breadth Coalition building Motivation/moral building Stamina, energy, tenacity, courage Character/integrity/honesty/morality Risk-taking/entrepreneurship Ability to persuade Understanding power Sense of direction Concentration on achieving goals and results Flexibility A sense of humor A scheme of priorities Competence and credibility Transformational consequences Reasonableness

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The Nine Natural Laws of Leadership from Warren Blank xvi

1. A leader has willing followers – allies.2. “Leadership” is a field of interactions – a relationship between leaders and

followers – allies.3. Leadership occurs as an event.4. Leaders use influence beyond formal authority.5. Leaders operate outside the boundaries of organizationally defined procedures.6. Leadership involves risk and uncertainty.7. Not everyone will follow a leader’s initiative.8. Consciousness – information processing capacity – creates leadership.9. Leadership is a self-referral process. Leaders and followers process information

from their own subjective, internal frame of reference.

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The Leadership Challenge from Kouzes and Posner xvii

Challenging the Process1. Search for Opportunities2. Experiment and Take Risks

Inspiring a Shared Vision3. Envision the Future4. Enlist Others

Enabling Others to Act5. Foster Collaboration6. Strengthen Others

Modeling the Way7. Set the Example8. Plan Small Wins

Encouraging the Heart9. Recognize Individual Contribution10. Celebrate Accomplishments

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Leadership Skills

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Major General Perry Smith’s and Brigadier General Jeff Foley’s Leadership Models xviii

Major General Smith

Hire the very best people Guide them so that they understand and fully support the mission Train them rigorously Grant them your trust by giving them lots of responsibility and authority Give them credit for the success of the organization Take personal responsibility for the setbacks Have fun and never postpone joy Constantly thank people for their good work

Brigadier General Foley

Be a leader of character Create an effective leadership environment Establish a vision Develop a plan Establish and stay focused on priorities Seek assistance from advisors and counselors Be a perpetual optimist Maintain a sense of humor Embrace those in need

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Ethical Decision-Making/Making Tough Choices from Rush Kidder xix

Four right vs. right decisions

Truth vs, Loyalty Individual vs. Community Short-term vs. Long-term Justice vs. Mercy

Decision-making principles

Ends-based thinking – UtilitarianismThe greatest good for the greatest number

Rule-based thinking – Kant’s categorical imperative“For ever more” – same decision as rule

Care-based thinking – the Golden RuleDo unto others – how would you like to be treated?

Nine checkpoints for ethical decision-making (Kidder, p. 178):1. Recognize that there is a moral issue2. Determine the actor3. Gather the relevant facts4. Test for right-versus-wrong issues5. Test for right-versus-right paradigms6. Apply the resolution principles7. Investigate the “trilemma” options8. Make the decision9. Revisit and reflect on that decision

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Stephen R. Covey’s Four Roles of Leadership xx

Modeling (conscience): Set a good example Pathfinding (vision): Jointly determine the course. Aligning (discipline): Set up and manage systems to stay on course. Empowering (passion): Focus talent on results, not methods, then get out of

people’s way and give help as requested.

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Stephen R. Covey’s Four Roles of Leadership xxi

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Colin Powell’s Thirteen Rules xxii

1. It ain’t as bad as you think. It will look better in the morning.2. Get mad, then get over it.3. Avoid having your ego so close to your position that when your position falls,

your ego goes with it.4. It can be done!5. Be careful when you choose. You may get it.6. Don’t let adverse facts stand in the way of a good decision.7. You can’t make someone else’s choices. You shouldn’t let someone else make

yours.8. Check small things.9. Share Credit.10. Remain calm. Be kind.11. Have a vision. Be demanding.12. Don’t take counsel of your fears or naysayers.13. Perpetual optimism is a force multiplier.

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Fourteen Points of Quality Improvement from Dr. W. Edwards Deming xxiii

1. Create Constancy of Purpose Toward Improvement2. Adopt a New Quality Philosophy3. Cease Dependence on Inspection4. Minimize “Total” Cost, Which Is More Than Just Price5. Improve Constantly6. Institute Training On The Job7. Institute Leadership8. Drive Out Fear9. Break Down Barriers Between Departments10. Replace Slogans, Exhortations, and Targets11. Institute Positive Leadership12. Remove Barriers13. Institute Vigorous Program of Education, Re-Training and Self-Improvement14. The Transformation is Everybody’s Job

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Leadership Essentials by Mrs. Marianne Kozak xxiv

Self Knowledge Integrity/Ethics Servant Leadership Communication Awareness Curiosity Humor/humility

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Principled Negotiation from Fisher and Ury xxv

These four points (of principled negotiation) define a straightforward method of negotiation that can be used under almost any circumstance:

Separate the people from the problem Focus on interests, not positions Invent multiple options looking for mutual gains Insist that the result be based on some objective standard

“The more attention that is paid to positions, the less attention is devoted to meeting the underlying concerns of the parties.”

Generating a Best Alternative To a Negotiated Agreement requires three distinct operations:

1. Inventing a list of actions, you might conceivably take if no agreement is reached.2. Improving some of the more promising ideas and converting them into practical

alternatives.3. Selecting, tentatively, the one alternative that seems best.

Examples of good questions or lead-ins that can be posed to move past positional negotiation are:

“Please correct me if I’m wrong…” “We appreciate what you’ve done for us…” “Our concern is fairness…” “We would like to settle this based on standards…” “Trust is a separate issue…” “Could I ask a few questions to see whether the facts are right…” “What’s the principle behind your action?” “Let me see if I understand what you are saying…”

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Developing Leadership

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Keeping Abreast of New Mega Trends From Sarwant Singh xxvi

Mega Trends are defined as: “global, sustained and macroeconomic forces of development that impact business, economy, society, cultures and personal lives, thereby defining our future and its increasing pace of change.”

“Mega Trends will affect us personally, professionally and socially and will change the way we think, communicate, move, do business and interact with customers, peers, suppliers, colleagues and even communities. The implications of these Mega Trends are not limited in scale – they have the power to change a large city and they have the power to affect the life of a single individual. They can affect revenues, costs and profitability for businesses as well as affect commuting trends, social networking, location of houses and even career choice for individuals…knowledge of these Mega Trends is only a part of the exercise. The entire methodology becomes meaningful only when we see the complete ‘Macro to Micro’ methodology – to analyze implications of these ‘Macro’ Mega Trends and convert them to ‘Micro’ opportunities in the here and now.”

The Macro to Micro process consists of five steps:1. Identify the Mega Trend2. Build scenarios3. Evaluate implications to the industry4. Evaluate implications to your products and to technologies that make up that

product5. Identify customers’ current unmet needs

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Elements of the Transition in Roles From Manager to Leaderfrom Dr. Kozak xxvii

Administering to Administering toProcesses and Things is: People is:

Management LeadershipTask oriented Goal orientedDirects Inspires/EmpowersIndustrious ThoughtfulAction oriented Results orientedEfficient EffectiveShort-term planner Long-term plannerImplementation oriented Policy orientedProgram oriented Mission orientedRecruits talent Attracts talentWorks in present Works in futureObserves operations Studies environmentAgency perspective National and International perspectiveProduct oriented Process orientedConsulted ConsultsRecommends DecidesProvides staff work Utilizes staff workChampions MediatesDetails ConceptsLooks in Looks outRepresents function, unity, agency Represents institutionSees parts Sees wholeOperates in internal politics Operates in internal & external politicsOverseer DelegatorImmersed AboveFunction Network/SystemKeeping you here Getting you thereTools Tool KitHas subordinates Has followersSteady performance Managing growth curve/catching 2nd

wave

In sum, leadership is: ethics, values, managing organizational life from growth to decline and then a new curve.

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Shifting Leadership Paradigm from Dr. Kozak xxviii

Quality Paradigm(Theory Y)

Bureaucratic Paradigm(Theory X)

Collegial, participatory Hierarchical, unilateralProduct/mission emphasized Control/accountability emphasizedTeam building/cooperation Territoriality/turf battling/perk-chasingTaking care of your people Taking care of yourselfTending to morale, harmony Morale neglected, disharmonySpecialized talents/diversity utilized Expertise/responsibilities mismatchTrust, empowerment Mistrust, harshness, dishonestyExcellence in delivery and Performance enshrined

Style over substance and form over content

First things first Suboptimization/goal displacement (forgetting why you’re there)

Passion for action, results, excellence Wheel spinning, mediocrity, blindspots, gaps

Leadership is power shifting from right to left, from X to Y

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Leadership Lessons Learned From the Study of the U.S. Presidency from Dr. Kozak xxix

Leadership is: Comprehensive development of self Vision, empowerment, action Enabling of others Getting things done The intangible factor that achieves excellence in organizations Making things happen; making things come true Contagious enthusiasm and self-confidence The ability to get people to do things that they ordinarily wouldn’t do –

and do it well The ability to inspire Working creatively together for the common good People skills – not position

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Eight Ingredients of Successful Communities (Or Organizations)from John Gardner xxxi

Wholeness incorporating diversity A shared culture Good internal communication Caring, trust and teamwork Group maintenance and government Participation and the sharing of leadership tasks Development of young (new) people Links with the outside world

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Leading on the Creative Edge from Dr. Roger Firestien xxxii

“The only competitive edge you have is how you harness the creative energies of the people who work with and for you to develop new approaches to problems and implement systems that work.”

“The behavior of the leader is the single most important factor in determining whether the people who work for him will be creative.”

Pluses, Potentials, and Concerns (PPC) is designed to provide a structure for critically evaluating ideas in such a way that both the idea and the person proposing the idea are built up” (Firestien, p.108). There are seven steps to applying the PPC:

1. State the idea in the form of an idea phrase2. List at least three good things about the idea3. List the potentials4. List the concerns5. Overcome your concerns about the idea6. Develop action steps to implement the solution7. Review action steps and develop a plan

“In our organizations we need to create an environment that’s happy, an environment where people are positively reinforced and where they’re feeling good about themselves.”

Praise and recognition are of the utmost importance to foster creativity. He lists six guidelines for their effective use:

1. Make the praise specific2. Make the praise immediate3. The system of positive feedback in use should take account of achievability4. A good portion of the positive feedback should come from top management

attention5. Positive reinforcements should be unpredictable and intermittent6. Recognitions should be smaller and more frequent

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Ten Commandments of Power Politics from Seth Taft xxxiii

1. Never do anything you will regret if you lose.2. Never tell a lie; then you won’t have to remember what you said.3. Nothing is off the record.4. Be sure all your words are sweet and tender, for some day you may have to eat

them.5. The best way to keep a secret is not to have one.6. Decide all questions at the last feasible moment, for that is when you will know

the most.7. Run your life on time. Being late is discourteous; it loses friends and

opportunities, and reporters don’t wait.8. Speak well of your antagonists; you’ll need their help later on.9. Test what you say by how it would look on the front page tomorrow morning.10. Use “credit” as a commodity; give it out where you need it.

P.S. Meetings are risky unless you: (a) know what will happen, or (b) don’t care.P.P.S. Gracefully accept credit for what you didn’t do, since you’ll often get no credit for what you did do.P.P.P.S. There’s no magic in ten.

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Leadership Lessons from Tom Kennedy xxxiv

Leadership aspects: Have a dream or vision Set goals and objectives Plan

Take 10 to 25 minutes at the beginning of each day and ask yourself, “what would I do if I knew that I wouldn’t fail?”

Be a: Leader Technician Manager Entrepreneur

If you don’t always have the answer; don’t worry, you don’t need them.

Leaders are successful because of the people you meet and the books you read.

Successful people help others.

You can have anything you want in life if you help others get what they want.

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Leadership Lessons from Dr. Sigley xxxv

Leadership aspects: Always interpersonal

o Let people know you care about themo Trust most importanto People fear change – be openo Transparency – even negative things

Influenceo Motivate, empowero Power “with” not power “over”o Give a little awayo Make people feel goodo Allow to set goals and dream

Goal achievemento “Common” key wordo Where going and why?o Always be authentico Can’t ignore descento Find your next leaderso Do something you love and allow others to do the sameo Allow for rest and caring for yourself

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Inspire and Continue to Lead

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The “ABC” and “PC” Words from Dr. Kozak xxxvi

“A”AccommodationAdjustment

“B”BalanceBridgeBipartisanship

“C”Compromise

“P”PrinciplesPrudencePatiencePersistenceProfessionalism

“C”ConvictionsConciliatoryConcessionsCompromiseCoalitionConsensus

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Winners versus Whiners from Dr. Kozak xxxvii

The Language of Whiners The Language of Winners

I guess. Yes!That looks okay. That looks terrific.I’m feeling fine. I’m feeling great.

No problem. My pleasure.I don’t mind helping you. I’d love to help you.

I’ll try to… I will…I’ve never done it that way before. I can’t wait to do it that way.

My boss prevents me from… I’ll figure out a way to…You make me angry. I make myself angry.

We’ve tried that before. Maybe that idea needs another chance.It can’t be done. It’ll be a challenge.

I shouldn’t have… It would’ve been better had I not…I have to… I plan to…

I’m not appreciated. It’s fun to do a great job.How can you say that about me? What do I do that makes you say that?

We’re not as good as… We’re as good as we think we are.You never… I’d like to ask you to…

I don’t know how to… Up to now I’ve not been able to…I’m too stupid, weak, fat, short, afraid to… When I put my mind to it…

I failed! I just learned one more way not to…No one tells you anything around here. I need to stay informed.

We’re understaffed. The amount of work we do is amazing.Let somebody else deal with it. Here’s my chance to shine.

Isn’t it five o’clock yet? You mean it’s quitting time already?

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Killer Phrases from Dr. Kozak xxxviii

1. A good idea, but…2. Against company policy.3. All right in theory.4. Be practical.5. Costs too much.6. Don’t start anything yet.7. It needs more study.8. It’s not budgeted.9. It’s not good enough.10. It’s not part of your job.11. Let’s make a survey first.12. Let’s sit on it for awhile.13. That’s not our problem.14. The boss won’t go for it.15. The old timers won’t use it.16. Too hard to administer.17. We have been doing it this way for a long time and it works.18. Why hasn’t someone suggested it before if it’s a good idea?19. Ahead of the times.20. Let’s discuss it.21. Let’s form a committee.22. We’ve never done it that way.23. Who else has tried it?

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Debate and Dialogue from Mark Gerzon xxxix

Track 1: Debate Track 2: Dialogue

Assuming there is a right answer, and you have it

Assuming that many people have pieces of the answer and that together they craft a new solution

Combative: participants attempt to prove the other side wrong

Collaborative: participants work together toward common understanding

About winning About exploring common ground Listening to find flaws and make

counter-arguments Listening to understand, find

meaning and agreement Defending assumptions as truth Revealing assumptions for re-

evaluation Critiquing the other side’s position Re-examining all positions Defending one’s own views against

those of others Admitting that others’ thinking can

improve on one’s own Searching for flaws and

weaknesses in other positions Searching for strengths and value

in others’ positions Seeking a conclusion or vote that

ratifies your position Discovering new options, not

seeking closure

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Supervisory Practices from Dr. Kozak xl

I. Planning and Organizing1. Establishing and communicating goals for the group as a whole2. Establishing challenged objectives for employees3. Defining specific performance standards expected from employees4. Clarifying who is responsible for what within groups5. Involving employees in establishing the goals and standards that are set

for their jobs

II. Monitoring and Controlling6. Using your time effectively7. Following up on important issues and actions8. Meeting regularly with employees to review their performance9. Discussing performance difficulties with employees and soliciting

suggestions for overcoming them10. Encouraging employees to discuss problems and complaints as they

encounter them

III. Leadership and Motivation11. Demonstrating personal commitment to achieving goals12. Demanding that employees achieve high levels of performance13. Using recognition, praise, and other similar methods to reward employees

for excellent performance14. Recognizing employees for good performance more often than criticizing

them for poor performance15. Encouraging employees to be original and innovative in their thinking16. Being supportive and helpful to employees in their day-to-day activities

IV. Team Building and Communication17. Being open and candid in your dealings with the group rather than being

reserved and cautious18. “Leveling” with individuals and describing how you feel about their

performance19. Encouraging employees and others to express their feelings and positions

– including disagreements20. Making an effort to work out conflicts that arise within the work group21. Conducting team meetings in a way that builds trust and mutual respect

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V. Problem-Solving and Decision-Making22. Making clear-cut decisions when they are needed23. Getting to the heart of problems, rather than dealing with less important

issues24. Involving employees and others as appropriate in generating ideas;

suggestions, and alternatives to complex problems25. Understanding the financial implications of your decisions

VI. Forgotten Skill26. Mentoring

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Nine Ways To Inspire People from Jeff Boss xli

1. Focus on relationships. One of the first quotes I heard upon entering my current career was, “Nobody cares how much you know, until they know how much you care.” Looking back on my special operations career, the SEALs never performed a single mission without outside support of other governmental agencies or counterparts. Everything was networked, it was all “who you knew” (much like everything else in the world).

2. Leave ego behind. If you really want to influence people, let your actions speak for themselves. It’s a timeless adage that still holds true today, but if you are that awesome at something then you don’t need to tell anyone because they already know.

3. Identify winning. When you know what winning (i.e. the end-state) looks like, all you have to do is zig and zag to get there. To realize the utmost potential and minimize wasted effort, identify exactly what you’re going after and make sure your people do, too. Redundancies arise when communication falters.

4. Use high-powered talent. Overseas, there were times when we only employed a handful of operators because that was all that the mission called for. Similarly, once you narrow down the desired end-state, work backwards to identify who best belongs where. If the same names arise again and again, it’s time to consider succession planning.

5. Set them free. Open the reigns and let the human need for autonomy and relevance flourish. People want to do well and succeed, but what often stifles opportunity is process. Daniel Pink, in his bestselling book Drive, calls this “the purpose motive.” Instead, give people a direction, a timeline and the authority to act.

6. Listen actively. There are two types of listeners: those who seek to understand, and those who seek to be understood. The former ignores their own biases as they patiently wait to understand the other’s viewpoint, whereas the latter nervously wait for you to stop talking so they can talk.

7. Curb your enthusiasm. Overly excited, positive, depressed or negative people tend to serve as social hand grenades, which is why emotional intelligence (EI) is so important. EI is one’s ability to interpret emotions both in oneself and others, and consists of four parts: self-awareness, social awareness, self-management and relationship management. Curbing your enthusiasm falls smack in the middle of all four because nobody wants to be around any grenade when the pin is pulled.

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8. Build your resilience. Displaying just how much you can handle -- physically, mentally, emotionally -- can be awe-inspiring to others. Everybody likes hearing stories of the parent who lifted a car to save a child, or the uncommon rags-to-riches success story. When you do more, you become more.

9. Speak up. People need to know two things: where you stand on a given topic, and where they stand with you. Animosity and jealousy form when people are uncertain as to how others value them. I’m of the belief that most news is good news because there’s always something to be learned no matter what. Always take something away that makes you a better you.

You want to inspire others to focus on the one source you can manage best: you. Specifically, your actions. Aim to practice at least one of the above items every day and you’ll be amazed at the inspiration that ensues.

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Five Keys to Inspiring Leadership from Gwen Moran xlii

1. Face Challenges2. Win Trust3. Be Authentic4. Earn Respect5. Stay Curious

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Creating A Climate for Creativity from Dr. Roger Firestien xliii

1. Challenge2. Freedom3. Idea Support4. Trust/Openness5. Dynamism/Liveliness6. Playfulness/Humor7. Debates8. Conflicts9. Risk-Taking10. Idea Time

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Inspiring Your People from Maj. Gen. Perry Smithand Brig. Gen. Jeff Foley xliv

Listening Engagement Accountability Empathy Gratitude Accepting Failure Optimism Celebrate

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Embrace Failure

Failure is an option here. If things aren’t failing, you aren’t innovating enough.– Elon Musk, Founder/CEO of SpaceX, Co-Founder/CEO of Tesla, Co-Founder of

PayPalxlv

I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the game winning shot, and I missed. I have failed over and over and over again in my life. And that is why I succeed.

- Michael Jordanxlvi

So the reality is that you just have to say, ‘I’m more committed to my vision than I’m committed to your doubt or my fear,’ and just go for it…

- James Canfield, author of Chicken Soup for the Soulxlvii

Fear of failure is one of the major causes of stress for leaders, but you should welcome an occasional setback.

- Smith and Foleyxlviii

Reward worthy failure.- Bill Gatesxlix

Mistakes can be stepping stones to success. Change your attitude about mistakes from trial and error to trial and learn.

- Roger Firestienl

A failure is merely a result that you didn’t anticipate. Anything worth doing is worth doing poorly first.

- Roger Firestienli

The way to succeed is to double your failure rate- Thomas Watson, Jrlii

The greatest mistake a man can make is to be afraid of making one.- Elbert Hubbardliii

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Famous Failures from Online College liv

Business GurusThese businessmen and the companies they founded are today known around the world, but as these stories show, their beginnings weren't always smooth. Today’s business-minded students can learn what it takes to be successful in business by completing online business degrees.Henry Ford: While Ford is today known for his innovative assembly line and American-made cars, he wasn't an instant success. In fact, his early businesses failed and left him broke five times before he founded the successful Ford Motor Company.R. H. Macy: Most people are familiar with this large department store chain, but Macy didn't always have it easy. Macy started seven failed business before finally hitting big with his store in New York City.F. W. Woolworth: Some may not know this name today, but Woolworth was once one of the biggest names in department stores in the U.S. Before starting his own business, young Woolworth worked at a dry goods store and was not allowed to wait on customers because his boss said he lacked the sense needed to do so.Soichiro Honda: The billion-dollar business that is Honda began with a series of failures and fortunate turns of luck. Honda was turned down by Toyota Motor Corporation for a job after interviewing for a job as an engineer, leaving him jobless for quite some time. He started making scooters of his own at home, and spurred on by his neighbors, finally started his own business.Akio Morita: You may not have heard of Morita but you've undoubtedly heard of his company, Sony. Sony's first product was a rice cooker that unfortunately didn't cook rice so much as burn it, selling less than 100 units. This first setback didn't stop Morita and his partners as they pushed forward to create a multi-billion-dollar company.Bill Gates: Gates didn't seem like a shoe-in for success after dropping out of Harvard and starting a failed first business with Microsoft co-founder Paul Allen called Traf-O-Data. While this early idea didn't work, Gates' later work did, creating the global empire that is Microsoft.Harland David Sanders: Perhaps better known as Colonel Sanders of Kentucky Fried Chicken fame, Sanders had a hard time selling his chicken at first. In fact, his famous secret chicken recipe was rejected 1,009 times before a restaurant accepted it.Walt Disney: Today Disney rakes in billions from merchandise, movies and theme parks around the world, but Walt Disney himself had a bit of a rough start. He was fired by a newspaper editor because, "he lacked imagination and had no good ideas." After that, Disney started a number of businesses that didn't last too long and ended with bankruptcy and failure. He kept plugging along, however, and eventually found a recipe for success that worked.

Scientists and ThinkersThese people are often regarded as some of the greatest minds of our century, but they often had to face great obstacles, the ridicule of their peers, and the animosity of society. Students who complete online science degrees can learn skills in scientific inquiry and advance their education in disciplines like biochemistry, biology, quantum physics, and more.

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Albert Einstein: Most of us take Einstein's name as synonymous with genius, but he didn't always show such promise. Einstein did not speak until he was four and did not read until he was seven, causing his teachers and parents to think he was mentally handicapped, slow and anti-social. Eventually, he was expelled from school and was refused admittance to the Zurich Polytechnic School. It might have taken him a bit longer, but most people would agree that he caught on pretty well in the end, winning the Nobel Prize and changing the face of modern physics.Charles Darwin: In his early years, Darwin gave up on having a medical career and was often chastised by his father for being lazy and too dreamy. Darwin himself wrote, "I was considered by all my masters and my father, a very ordinary boy, rather below the common standard of intellect." Perhaps they judged too soon, as Darwin today is well-known for his scientific studies.Robert Goddard: Goddard today is hailed for his research and experimentation with liquid-fueled rockets, but during his lifetime his ideas were often rejected and mocked by his scientific peers who thought they were outrageous and impossible. Today rockets and space travel don't seem far-fetched at all, due largely in part to the work of this scientist who worked against the feelings of the time.Isaac Newton: Newton was undoubtedly a genius when it came to math, but he had some failings early on. He never did particularly well in school and when put in charge of running the family farm, he failed miserably, so poorly in fact that an uncle took charge and sent him off to Cambridge where he finally blossomed into the scholar we know today.Socrates: Despite leaving no written records behind, Socrates is regarded as one of the greatest philosophers of the Classical era. Because of his new ideas, in his own time he was called "an immoral corrupter of youth" and was sentenced to death. Socrates didn't let this stop him and kept right on, teaching up until he was forced to poison himself.Robert Sternberg: This big name in psychology received a “C” in his first college introductory psychology class with his teacher telling him that, "there was already a famous Sternberg in psychology and it was obvious there would not be another." Ouch! Sternberg showed him, however, graduating from Stanford with exceptional distinction in psychology, summa cum laude, and Phi Beta Kappa and eventually becoming the President of the American Psychological Association. This should inspire students at traditional and accredited online colleges to always strive to succeed, no matter what anyone says along the way.

InventorsThese inventors changed the face of the modern world, but not without a few failed prototypes along the way. Students interested in designing innovative new machines and systems can sharpen their skills by completing online engineering degrees.Thomas Edison: In his early years, teachers told Edison he was "too stupid to learn anything." Work was no better, as he was fired from his first two jobs for not being productive enough. Even as an inventor, Edison made 1,000 unsuccessful attempts at inventing the light bulb. Of course, all those unsuccessful attempts finally resulted in the design that worked.Orville and Wilbur Wright: These brothers battled depression and family illness before starting the bicycle shop that would lead them to experimenting with flight. After numerous attempts at

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creating flying machines, several years of hard work, and tons of failed prototypes, the brothers finally created a plane that could get airborne and stay there.

Public FiguresFrom politicians to talk show hosts, these figures had a few failures before they came out on top.Winston Churchill: This Nobel Prize-winning, twice-elected Prime Minster of the United Kingdom wasn't always as well regarded as he is today. Churchill struggled in school and failed the sixth grade. After school he faced many years of political failures, as he was defeated in every election for public office until he finally became the Prime Minister at the ripe old age of 62.Abraham Lincoln: While today he is remembered as one of the greatest leaders of our nation, Lincoln's life wasn't so easy. In his youth he went to war a captain and returned a private (if you're not familiar with military ranks, just know that private is as low as it goes.) Lincoln didn't stop failing there, however. He started numerous failed business and was defeated in numerous runs he made for public office.Oprah Winfrey: Most people know Oprah as one of the most iconic faces on TV as well as one of the richest and most successful women in the world. Oprah faced a hard road to get to that position, however, enduring a rough and often abusive childhood as well as numerous career setbacks including being fired from her job as a television reporter because she was "unfit for tv."Harry S. Truman: This WWI vet, Senator, Vice President and eventual President eventually found success in his life, but not without a few missteps along the way. Truman started a store that sold silk shirts and other clothing–seemingly a success at first–only go bankrupt a few years later.Dick Cheney: This recent Vice President and businessman made his way to the White House but managed to flunk out of Yale University, not once, but twice. Former President George W. Bush joked with Cheney about this fact, stating, "So now we know –if you graduate from Yale, you become president. If you drop out, you get to be vice president."

Hollywood TypesThese faces ought to be familiar from the big screen, but these actors, actresses and directors saw their fair share of rejection and failure before they made it big. Students interested in careers in acting could benefit from online liberal arts degrees that expose them to multiple disciplines and give them a broad knowledge base to draw from when considering how to play a role.Jerry Seinfeld: Just about everybody knows who Seinfeld is, but the first time the young comedian walked on stage at a comedy club, he looked out at the audience, froze and was eventually jeered and booed off of the stage. Seinfeld knew he could do it, so he went back the next night, completed his set to laughter and applause, and the rest is history.Fred Astaire: In his first screen test, the testing director of MGM noted that Astaire, "Can't act. Can't sing. Slightly bald. Can dance a little." Astaire went on to become an incredibly successful actor, singer and dancer and kept that note in his Beverly Hills home to remind him of where he came from.

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Sidney Poitier: After his first audition, Poitier was told by the casting director, "Why don't you stop wasting people's time and go out and become a dishwasher or something?" Poitier vowed to show him that he could make it, going on to win an Oscar and become one of the most well-regarded actors in the business.Jeanne Moreau: As a young actress just starting out, this French actress was told by a casting director that she was simply not pretty enough to make it in films. He couldn't have been more wrong as Moreau when on to star in nearly 100 films and win numerous awards for her performances.Charlie Chaplin: It's hard to imagine film without the iconic Charlie Chaplin, but his act was initially rejected by Hollywood studio chiefs because they felt it was a little too nonsensical to ever sell.Lucille Ball: During her career, Ball had thirteen Emmy nominations and four wins, also earning the Lifetime Achievement Award from the Kennedy Center Honors. Before starring in I Love Lucy, Ball was widely regarded as a failed actress and a B movie star. Even her drama instructors didn't feel she could make it, telling her to try another profession. She, of course, proved them all wrong.Harrison Ford: In his first film, Ford was told by the movie execs that he simply didn't have what it takes to be a star. Today, with numerous hits under his belt, iconic portrayals of characters like Han Solo and Indiana Jones, and a career that stretches decades, Ford can proudly show that he does, in fact, have what it takes.Marilyn Monroe: While Monroe's star burned out early, she did have a period of great success in her life. Despite a rough upbringing and being told by modeling agents that she should instead consider being a secretary, Monroe became a pin-up, model and actress that still strikes a chord with people today.Oliver Stone: This Oscar-winning filmmaker began his first novel while at Yale, a project that eventually caused him to fail out of school. This would turn out to be a poor decision as the the text was rejected by publishers and was not published until 1998, at which time it was not well-received. After dropping out of school, Stone moved to Vietnam to teach English, later enlisting in the army and fighting in the war, a battle that earning two Purple Hearts and helped him find the inspiration for his later work that often center around war.

Writers and ArtistsWe've all heard about starving artists and struggling writers, but these stories show that sometimes all that work really does pay off with success in the long run. Students who would like to prepare for careers as artists in various fields would benefit from online art and design degrees that teach them marketable skills.Vincent Van Gogh: During his lifetime, Van Gogh sold only one painting, and this was to a friend and only for a very small amount of money. While Van Gogh was never a success during his life, he plugged on with painting, sometimes starving to complete his over 800 known works. Today, they bring in hundreds of millions.Emily Dickinson: Recluse and poet Emily Dickinson is a commonly read and loved writer. Yet in her lifetime she was all but ignored, having fewer than a dozen poems published out of her almost 1,800 completed works.

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Theodor Seuss Giesel: Today nearly every child has read The Cat in the Hat or Green Eggs and Ham, yet 27 different publishers rejected Dr. Seuss's first book To Think That I Saw It on Mulberry Street.Charles Schultz: Schultz's Peanuts comic strip has had enduring fame, yet this cartoonist had every cartoon he submitted rejected by his high school yearbook staff. Even after high school, Schultz didn't have it easy, applying and being rejected for a position working with Walt Disney.Steven Spielberg: While today Spielberg's name is synonymous with big budget, he was rejected from the University of Southern California School of Theater, Film and Television three times. He eventually attended school at another location, only to drop out to become a director before finishing. Thirty-five years after starting his degree, Spielberg returned to school in 2002 to finally complete his work and earn his BA.Stephen King: The first book by this author, the iconic thriller Carrie, received 30 rejections, finally causing King to give up and throw it in the trash. His wife fished it out and encouraged him to resubmit it, and the rest is history, with King now having hundreds of books published the distinction of being one of the best-selling authors of all time.Zane Grey: Incredibly popular in the early 20th century, this adventure book writer began his career as a dentist, something he quickly began to hate. So, he began to write, only to see rejection after rejection for his works, being told eventually that he had no business being a writer and should given up. It took him years, but at 40, Zane finally got his first work published, leaving him with almost 90 books to his name and selling over 50 million copies worldwide.J. K. Rowling: Rowling may be rolling in a lot of Harry Potter dough today, but before she published the series of novels she was nearly penniless, severely depressed, divorced, trying to raise a child on her own while attending school and writing a novel. Rowling went from depending on welfare to survive to being one of the richest women in the world in a span of only five years through her hard work and determination.Monet: Today Monet's work sells for millions of dollars and hangs in some of the most prestigious institutions in the world. Yet during his own time, it was mocked and rejected by the artistic elite, the Paris Salon. Monet kept at his impressionist style, which caught on and in many ways was a starting point for some major changes to art that ushered in the modern era.Jack London: This well-known American author wasn't always such a success. While he would go on to publish popular novels like White Fang and The Call of the Wild, his first story received six hundred rejection slips before finally being accepted.Louisa May Alcott: Most people are familiar with Alcott's most famous work, Little Women. Yet Alcott faced a bit of a battle to get her work out there and was was encouraged to find work as a servant by her family to make ends meet. It was her letters back home during her experience as a nurse in the Civil War that gave her the first big break she needed.

MusiciansWhile their music is some of the best selling, best loved and most popular around the world today, these musicians show that it takes a whole lot of determination to achieve success.Wolfgang Amadeus Mozart: Mozart began composing at the age of five, writing over 600 pieces of music that today are lauded as some of the best ever created. Yet during his lifetime, Mozart didn't have such an easy time, and was often restless, leading to his dismissal from a

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position as a court musician in Salzberg. He struggled to keep the support of the aristocracy and died with little to his name.Elvis Presley: As one of the best-selling artists of all time, Elvis has become a household name even years after his death. But back in 1954, Elvis was still a nobody, and Jimmy Denny, manager of the Grand Ole Opry, fired Elvis Presley after just one performance telling him, "You ain't goin' nowhere, son. You ought to go back to drivin' a truck."Igor Stravinsky: In 1913 when Stravinsky debuted his now famous Rite of Spring, audiences rioted, running the composer out of town. Yet it was this very work that changed the way composers in the 19th century thought about music and cemented his place in musical history.The Beatles: Few people can deny the lasting power of this super group, still popular with listeners around the world today. Yet when they were just starting out, a recording company told them no. The were told "we don't like their sound, and guitar music is on the way out," two things the rest of the world couldn't have disagreed with more.Ludwig van Beethoven: In his formative years, young Beethoven was incredibly awkward on the violin and was often so busy working on his own compositions that he neglected to practice. Despite his love of composing, his teachers felt he was hopeless at it and would never succeed with the violin or in composing. Beethoven kept plugging along, however, and composed some of the best-loved symphonies of all time–five of them while he was completely deaf.

AthletesWhile some athletes rocket to fame, others endure a path fraught with a little more adversity, like those listed here.Michael Jordan: Most people wouldn't believe that a man often lauded as the best basketball player of all time was actually cut from his high school basketball team. Luckily, Jordan didn't let this setback stop him from playing the game and he has stated, "I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the game winning shot, and I missed. I have failed over and over and over again in my life. And that is why I succeed."Stan Smith: This tennis player was rejected from even being a lowly ball boy for a Davis Cup tennis match because event organizers felt he was too clumsy and uncoordinated. Smith went on to prove them wrong, showcasing his not-so-clumsy skills by winning Wimbledon, U. S. Open and eight Davis Cups.Babe Ruth: You probably know Babe Ruth because of his home run record (714 during his career), but along with all those home runs came a pretty hefty amount of strikeouts as well (1,330 in all). In fact, for decades he held the record for strikeouts. When asked about this he simply said, "Every strike brings me closer to the next home run."Tom Landry: As the coach of the Dallas Cowboys, Landry brought the team two Super Bowl victories, five NFC Championship victories and holds the records for the record for the most career wins. He also has the distinction of having one of the worst first seasons on record (winning no games) and winning five or fewer over the next four seasons.

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Raison d’etre for a Public Administrator(The Public Administrator’s Leadership Mission Statement)

By: John Feelv

Gannon UniversityMaster in Public Administration Program

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The U.S, and the World abounds with public administrators. At the end of last year, there were roughly 22,000,000 Americans employed by some level of government in the United States (Jeffrey 2015). According to the U.S. Census Bureau, the total population in the United States in 1790 was only 4,000,000. The U.S. has clearly become a massive administrative state. Administrators administrate in many different ways and in and among many different “subsystems.” As Stillman articulates, “bureaucracy is not an automated assembly line, devoid of human beings, lifeless and machinelike. Quite to the contrary our public bureaucracy is composed of identifiable clusters of individuals”. These five clusters of subsystems are labeled as: political appointees, professional careerists, general civil servants, unionized workers and contractual employees (Stillman 2010, p. 173).

For a profession that wasn’t even recognized in the beginning of the twentieth-century, it has blossomed into one of the most well-studied and debated practices today. Woodrow Wilson, in his landmark essay, The Study of Administration, wrote, “The field of administration is a field of business. It is removed from the hurry and strife of politics” (Stillman 2010, p. 10). That seems out of touch with today’s reality; however, Wilson recognized the urgent “need to know more about administration” (Stillman 2010, p. 6). Central to the idea of being an administrator, is protecting the public good. A career in business is to carve out a niche and make money, and certainly there is that element of a career in the public service, but there is an undercurrent of something more. Whether elected, appointed, or hired, administrators have a piece of the public trust and thus should be held to a higher standard as workers in our capitalist system. What Marx failed to see in his arguments that socialism would take over, is largely the benevolence of free government, supported and extended by the keepers of the public good – the public administrators. Effective public service is both an art and science.

The public can be angry, euphoric, moody, stupid, ignorant, enlightened and so on, but the administrator needs to trudge on. “Stay the course,” as President George HW Bush loved to say. As much as we the people want a pure democracy, we don’t want an unruly, unbridled one. We find comfort in some level of support and oversight from our government. How should these administrators be guided? Putting aside policies, what are the characteristics that make “good” administrators, public officials, bureaucrats, etc.? Understanding that “to err is human” and faults exist within all of us, what should be at the core of our public servants? What should be their reason for being – or “raison d’etre” as the French say. Based upon the trials and tribulations of Mayor Ed Rendell in Philadelphia from 1992 to 1996, this paper focuses on those qualities that need to be at the forefront of a “good” public administrator – not a perfect one – but a good one. What is a “good” administrator’s mission statement? The following discussion hopes to shed light on just that.

Ed Rendell was the Democratic mayor of Philadelphia from 1993 until 2001. He later served as Governor of Pennsylvania for eight years. His time as a newly elected mayor – from 1993-1996, following scathing political defeats – is the backdrop for what it means to be a public administrator and in shaping a philosophy for public administration. There are eight key aspects that should make up every public administrator’s being and guide his/her actions. These are: compassion, commitment, embracing one’s own and others’ cultures and

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backgrounds, leadership/persona, an intuitionist view of morality, communication, collaboration and “metis”/epistemological modesty.

Compassion

Mayor Rendell spent many nights in hospital rooms consoling the families of fallen Philadelphia police officers – possibly the last thing he wanted to do after a hard day’s work, but he viewed it as his duty. An administrator should have a genuine compassion for the people whom they represent or administer. In the little and big things that he did, Rendell showed this compassion. On a large scale, he worked tirelessly for the people of Philadelphia to rebuild the city. On a smaller scale, he just cared. “When Cohen wanted to stop using campaign funds to pay a worker who he felt didn’t have enough to do, Rendell felt pain and anguish…and gave him a personal check so he might be able to finish college” (Bissinger 1997, p. 242). William Robertson, also showed this as the head of Los Angeles’ Bureau of Street Services in many of his actions, including when he encouraged his employees to get counseling after the murder of a worker (Stillman 2010).

Administrators need to keep compassion in the midst of their daily pressing duties. Public servants are entrusted with health, safety and some times life and death decisions on behalf of the people they represent. In the case of the Columbia disaster, seven crew members died as the shuttle disintegrated reentering the earth’s atmosphere. Linda Ham, the mission manager and others had a “preoccupation with meeting designated launch schedules” (Stillman 2010, p. 111), and ignored major safety concerns raised by engineers of the dangers of the foam strikes on the shuttle body. This is certainly not a deliberate act of malice, but the lives of the astronauts and the overall health of the space program were lost in the pressures of daily deadlines and the billions of dollars at stake. Another tragic example of this is the Centralia Mine Disaster in 1946 when 111 miners died in an explosion (Stillman 2010). Scores of administrators convinced themselves to look the other way regarding the safety of the mine, despite repeated calls by inspectors and others of the mine’s imminent danger. Again, there is no deliberate act of malice. However, there is a lack of underlying compassion that can have devastating consequences.

It is easy in life and in work to focus on tasks at hand and to try to advance one’s own agenda. As a public administrator, it is so important to try to be open to information and to act as you want to have acted if it were your own loved one involved. Would Dick Cheney have felt the same way about the absolute need to invade Iraq if he was sending his own child to the front lines? Would he have visited the CIA numerous times to do “advocacy and not intelligence work” (Stillman 2010, p. 202)? What about the case of Kristen being killed by her ex-boyfriend who should have been in jail for violating probation and the fact that one area of law enforcement was ignorant of what was happening in another? “The system failed her completely. There is no such thing as a routine case. I don’t live that, but I believe that. All bureaucrats should be reminded of that” (Stillman 2010, p. 71). Yes, they should.

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Finally, we are all born with an innate sense of compassion. “Our natural empathy towards others is nicely captured by Adam Smith in The Theory of Moral Sentiments…” When we see a stroke aimed and just ready to fall upon the leg or arm of another person, we naturally shrink back our leg, our own arm; and when it does fall, we feel it in some measure and are hurt by it as well as the sufferer” (Brooks 2011, p. 284). Public administrators need to recommit to this sentiment of compassion on a daily basis.

Commitment

“The elected official does not derive his position ‘from above’ but ‘from below’” (Weber, M., as cited in Stillman 2010, p. 57), and therefore he needs to show an intense commitment to those who have put him there. While bureaucrats can have more of a “technical focus,” political appointees “must adapt their behavior…by recognizing that if they are to accomplish anything in their jobs, they must move quickly” (Stillman 2010, p. 174). Rendell’s Chief of Staff, David Cohen’s trip to Germany to try to save the Meyer-Werft deal at the old Navy Shipyard is an example of an elected and appointed officials intense commitment to their city. William Robertson worked to secure $100,000 annually for each of the 87 neighborhood councils. His willingness to attend scores of these local meetings at night “was Robertson’s way of showing the councils that they are important and have a role to play in shaping service delivery” (Stillman 2010, p. 90).

Public administrators need to be tenacious advocates and workers for their constituents. Knowing that Intergovernmental relations has turned from cooperation to opportunism over the last few decades (Stillman 2010), where one level of government has to compete with other levels and areas, it is all the more important. Administrators must be intensely driven but have self control. After her meltdown on the tennis court, Erica in The Social Animal developed a “mindsight,” or a “form of self-monitoring which established the right distance between herself and the world” (Brooks 2011, p. 131). There can be a fine line between being an intense competitive advocate and a crazy “psychotic” - as Rendell was once described (Bissinger 1997).

Assistant District Attorney Mike McGovern in Philadelphia showed the kind of commitment to the city personally and professionally that sets an example for all administrators. He was a tireless force at putting criminals behind bars. “The story McGovern told always had basically the same demarcations and the same outline: the story of a city he had been born in and had grown up in and loved terrorized by a strain of killers…he did exceedingly well, not simply because it was the posture of a prosecutor to loathe crime but also because he knew firsthand its effects on the psyche of the city” (Bissinger 1997, p. 83). McGovern’s commitment went beyond work, as well. Even when all the forces (including his insistent wife) were pushing him to move to the suburbs, McGovern refused to leave the city to live – demonstrating an intense commitment to those who put him where he was.

A final aspect of commitment is commitment to those around you. David Cohen showed a deep commitment to Ed Rendell and to the city of Philadelphia. He worked all hours

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of the day and night and did everything the mayor wanted. What was more, he was the “yin” to the mayor’s “yang,” or vice versa. That partnership and loyalty was awe-inspiring and contagious. “My advice, if anybody wants to be mayor of a big city, is to get yourself a David Cohen. Because another David Cohen doesn’t exist, get yourself three people you can depend on…I really envy David” (Bissinger 1997, p. 240).

Embracing one’s own and others’ culture and background

“Through most of human history, people have tried to understand their world through reductive reasoning. The problem with this approach is that it has trouble explaining dynamic complexity, the essential feature of a human being, a culture, or a society…Emergent systems exist when different elements come together and produce something that is greater than the sum of their parts” (Brooks 1997, p. 108-109). Rendell understood this (perhaps in the unconscious). He could be a Jew born in New York City and effectively represent all of Philadelphia. He was not just one part of himself but every piece that brought him to where he was. So, too are all others. Rendell understood his heritage when negotiating hard with the unions, “I’m Jewish, so I don’t have the slightest chance of national office. If I walk out of here voted out, I walk with my head high because I’ve done the right thing” (Bissinger 1997, p. 131). He also understood the influence of his father and his father’s death on his hard-charging determination. “Jesse [his father] taught Ed to seize the intensity of the moment as if there might never be another one” (Bissinger 1997, p. 14). Rendell also knew that he always wanted to please. “At the end of certain meetings, right at the moment when everyone was brimming and smiling because the mayor had said exactly what they all wanted to hear, he issued what appeared to be a benign caveat…’check with David’” (Bissinger 1997, p. 242).

As Brooks writes, “cultural subculture shaped decisions and behavior more than most economists or leaders realized” (Brooks, 1997, p. 154). Rendell was able also to effectively work with those with vastly different backgrounds then his own, including John Street, the head of the City Council (and future mayor of Philadelphia), Bernard Meyer the head of Meyer-Weft Shipbuilding and so many others. Rendell was instinctively in-tune with Philadelphia and Philadelphians. As John Gaus wrote, “ecology deals with all interrelationships of living organisms and their environment. Thus, an ecological approach to public administration builds from the ground up; from the elements of a place…to the people who live there” (Stillman 2010, p.78). Rendell was a master ecologist of public administration. From walking among the citizens in the neighborhoods hearing their complaints, to riding a Metro liner to lobby in D.C. to sitting with other mayors and elected officials, Rendell could effectively soak in information and craft policy understanding a multitude of backgrounds.

Another example of cultural differences affecting decisions and the importance of administrators understanding people come from varying backgrounds, is Erica in Brooks’ book. She was Hispanic and Asian, and, “Erica had a different personality depending on what home she visited” (Brooks 2011, p. 139). People are complex. While it is fair to generalize about cultures and backgrounds – they both are emergent systems. Take the example of Fifi Mazzccua, who “had been in the face of tragedies that had left a son in prison for murder and a

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grandson dead in a shoot-out in the streets, given the rigor of days spent taking care of four great-grandchildren under the age of seven, despite diabetes and diverticulitis and complications from a hernia…” (Bissinger 1997, p. 224). Her world intersected with the white preacher, Robin Hynicka and the refuge he created at church. Their relationship and the piece of society that was created there is another example of the complex ecology that makes up a place and its people. It further highlights the need for administrators to accept and try to incorporate this diversity in their decision making.

Leadership/Persona

Rendell said, “I think cities are run by the perception of them and the mood people have about them almost more than the substance” (Bissinger 1997, p. 223). In putting on a “show” or as he called it “a bread and circus,” Rendell was at his greatest. As a P.T. Barnum-style leader, “he knew that with hope, however precarious its foundation, there was the possibility of a miracle” (Bissinger 1997, p. 224). Rendell took a city massively in debt and in immense despair, to a city of hope and opportunity. A great leader is someone who can do this – a quality for which all public administrators should strive. Rendell’s approval ratings were astronomical and he became “America’s Mayor.” As Mike McGovern said, “Realistically, I feel the heart of the problems still exist. The infrastructure, the flight of the middle class, the breakdown of the neighborhoods, the loss of jobs, the lack of a decent education system. But as contradictory as it sounds, I still have a lot of hope and optimism” (Bissinger 1997, p. 374).

Rendell’s success and the sentiment that “he had been its best mayor in nearly thirty years and perhaps the best ever” was not because he did everything right. Between 1990-1994, the city lost 61,000 people (Bissinger 1997, p. 342). He had failed at much. However, Rendell had created a persona of a leader that rang true. By communicating well with people, “feeling their pain,” struggling with them for a better day and being the blunt “fighter” that embodied Philadelphia’s spirit, he endeared himself to the people.

In an interview, Mayor Masiello, the longtime mayor of Buffalo was asked what he liked the most about being mayor and he said, “I’m always the Mayor.” When asked what he liked least, he said, “I’m always the Mayor” (Masiello 1999). Rendell, too, was always the Mayor.

An alternate example of how someone with immense intelligence and experience did not lead effectively was Bernadine Healy at the American Red Cross. Healy, despite being a physician, educated at Harvard and coming with a vast resume filled with corporate experience, failed at the Red Cross and was forced out after two years, largely because of her confrontational and detached management style. In a hint of irony, at the news conference when it was announced that she was leaving, the Board President said, “She was one of the finest leaders the Red Cross has ever had. It will have to rest there” (Stillman 2010, p. 338).

Leadership also puts an emphasis on Elton Mayo’s findings at the Western Electric Company in the workings of informal groups. Even at the high levels of manager or CEO or Mayor, decisions and ultimate success can rest with creating a positive social environment

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(Stillman 2010). He emphasizes that beyond the technical aspects of the job, pay scale, break times, etc., the inner-workings and “bonding” of a group have perhaps the greatest impact on its success. Having a strong leader, like Rendell at the helm who can create this kind of environment is a key.

An intuitionist view of morality

Brooks writes about the differences between Level 1 and Level 2 cognition. Level 1 is the unconscious – the drives and desires. Level 2 is the side of reason. Many rationalists believe that Level 1 is the enemy and life is a struggle to reason out everything. In reality, “there are several problems with the rationalist theory of morality. In the first place, most of our moral judgements, like Erica thrashing about that night in agony [after her affair], are not cool, reasoned judgments, they are deep and often hot responses” (Brooks 2011, p. 280). The intuitionist view “puts emotion and unconscious intuition at the center of moral life, not reason; it stresses moral reflexes, alongside individual choice” (Brooks 2011, p. 282).

This is not to say that reason is pointless. It is important. However, public administrators need to have an intuitionist’s awareness that there are not necessarily “right” and “wrong” answers that can be reasoned out. Back in the 1960s, Robert McNamara served both Presidents Kennedy and Johnson as Secretary of Defense. He was a successful executive at Ford Motor Company and had surrounded himself with a “whiz kid” staff that emphasized quantitative decision making. Using cost/benefit analyses and other numbers-based formulas, practically all decisions would be made. They tried to use “pure reason” and then plug in numbers to formulas they created to arrive at strategies and policies. “McNamara…looked at the figures and concluded optimistically after only forty-eight hours in the country that ‘every quantifiable measurement…shows that we are winning the war.’ But the statistics somehow failed to convey an accurate picture of the problem. For the missing element that guided McNamara and others was the qualitative dimension” (Clemons 2009, p. 42).

The public administrator’s way to deal with issues is one of “muddling through” or a policy of incrementalism. Rarely, if ever do public servants have the time or resources to attack the “root” of a problem, as opposed to its “branches.” Charles Lindblom, a Yale economist described these two types of decision making processes (Stillman 2010). In theory, you would think going to the root of every problem would be ideal. That is what Lindblom calls the rational comprehensive approach. In reality, it is just not possible. With that being the fact, an intuitionist mentality and awareness equips an administrator better as he copes with important decisions.

The policy implications of this intuitionist view are vast. In a rationalist’s view, there is a “right” and “wrong” that can be reasoned out. A moral decision can be arrived upon with great moral reflection and reasoning. However, as Brooks states, “[Researchers] have found there’s relatively little relationship between moral theorizing and noble behavior”. Likewise, “it has been hard to find any correlation between moral reasoning and proactive moral behavior” (Brooks 2011, p. 281). Despite this, the rationalist would argue that with deep reasoning, an

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acceptable “right” decision can be made. The implications of this in policy, however, is that whatever policy you believe in, it is the “right” one. If anyone disagrees, they are “wrong” and should go back and re-reason it to come up with the “right” policy. The intuitionist is more likely to argue there is not necessarily a “right” answer but an answer that is “right” for you based upon the path that is was arrived upon. This view (if followed honestly) gives a much more plausible way to find consensus among differing opinions. It starts with the idea that one person isn’t “right” and “wrong,” “moral” or “immoral;” just that answers are different. “This means that the dilemma of being alive yields to no one true answer” (Brooks 2011, p. 287). The intuitionist view allows people with differing viewpoints to see that – in this struggle of forces of the unconscious – one can arrive at different decisions, understanding that reason and choice are a part of it.

Communication

“One of the major vehicles for achieving coordination and compromise, in the view of Simon, Smithburg, and Thompson, is the communications network” (Stillman 2010, p. 240). In today’s administration, communication is vital more than ever. According to James Garnett, there are a multitude of communication processes and players, including public officials and the news, professional communicators, public executives and employees and boundary spanners and external audiences. The crucial issues in communication are gaining and maintaining credibility and linking diverse audiences (Stillman 2010).

An effective communicator was William Robertson in Los Angeles. He was able to instill confidence and credibility to his office through his communications with his subordinates, the citizens and other managers. Robertson went to neighborhood council meetings, encouraged grief counseling when necessary, empowered his subordinates to be able to step in to do his job and worked on the streets with his crew in the midst of a horrible storm.

There are many examples of poor communication and its negative effects on administration. At Columbine, the teams were unable to speak to each other as the high school was being cleared. Despite the quick reactions of the responders and the heroism of the men and women who went into that awful scene, “the absence of linked communications greatly increased the difficulty of establishing and maintaining effective incident command” (Stillman 2010, p. 269). The Blast in Centralia, the death of Kristen and the unpreparedness of New Orleans for Hurricane Katrina all highlight what can happen when dangers are communicated but not heard.

Collaboration

Public administrators exist in a massive network of other public administrators. Most anything that an administrator has to do will cross over into another department, another jurisdiction or out of government all together. Collaboration is the process of coming together to do something. “When placed within the context of an American public ethos, collaboration can be understood as a process that is rooted in two competing political traditions: classic

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liberalism (viewing collaboration as a process that aggregates private preferences into collective choices) and civic republicanism (viewing collaboration as an integrative process that treats differences as the basis for deliberation in order to arrive at ‘mutual understanding’” (Stillman 2010, p. 286).

Ann Marie Thompson and James Perry articulate five key dimensions of collaboration. These are (Stillman 2010, p. 291-296):

Collaborative Governing Collaborative Administration Reconciling Individual and Collective Interests Forging Mutually Beneficial Relationships Building Social Capital Norms

In the “Government as Catalyst,” “Professors Jain, Mandviwalla and Banker illustrate the important public management dimensions involving local government efforts to promote technological innovation for its citizens” (Stillman 2010, p. 301). Namely, Mayor Street and the city of Philadelphia undertook the huge effort of collaborating to become the first large American city to institute a municipal wireless network. The study showed how collaboration in public management effectively intertwined state and federal entities, as well as the private sector. Whether the plan would become a success is not known in the study, but it demonstrates the importance of collaboration.

There are numerous other examples of collaboration gone wrong. The World Trade Center response and the competing interests of the port authority police, fire and the heavy-construction managers showed that even after picking up the pieces of the terrorist attack on 9/11, there could still be “turf battles.” Collaboration is such an important piece of any productive administration and public administrator.

“Metis”/Epistemological modesty

One of the most important characteristics of a public administrator should be “metis.” Metis is a Greek term which is hard to put into words, but it resembles “A state of wisdom that emerges from the conversation between Level 1 and Level 2…A person with metis possesses a mental map of her particular reality” (Brooks 1997, p. 249). The philosopher Isaih Berlin describes a conception of metis as it is achieved “not by a specific inquiry and discovery, but in an awareness, not necessarily explicit or conscious, of certain circumstances of human life and experience…wisdom is not scientific knowledge, but a special sensitiveness to the contours of the circumstances in which we happen to be placed; it is a capacity for living without falling foul of some permanent condition or factor which cannot either be altered or fully described and calculated; an ability to be guided by rules of thumb…This inexpressible sense of cosmic orientation is the ‘sense of reality,’ the ‘knowledge’ of how to live” (Brooks 2011, p. 250).

Epistemological modesty is an attitude towards life. “Epistemological modesty is a disposition for action” (Brooks 1997, p. 246). We can’t fully know ourselves. We know that we

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can try to reason. However, there is no one method for solving problems. It is important to be rational but that is only part of the equation. In this theorem, one is patient, trying to internalize different dynamics, internalizing perceptions, noticing patterns and being aware of his weaknesses. They know that they don’t know everything…or much of anything.

Each public administrator should hope to have both of these traits in droves. Examples abound of times when administrators think they know everything and don’t – “Death of a Spy Satellite Program” highlights what happens when administrators get “in too deep.” After billions of dollars were invested in the development of an electro-optical satellite technology that wasn’t viable, no administrator had the courage or the epistemological modesty to recognize that they didn’t have the answers and the plug should be pulled (Stillman 2010). In New Orleans, no administrator had the epistemological modesty to recognize that when that storm was coming was unknown, but the city was in imminent danger. No one effectively saw beyond incrementalism and stood and fought for targeted money that was needed to protect New Orleans from a Category 4 Hurricane (Stillman 2010).

In pop culture, metis can be likened to “the force” in the movie Star Wars. One main difference between this fabricated concept in the movie and the reality of metis, is the force is only “awakened” or known by Jedi knights – a very small number of citizens. In our world, metis is attainable by everyone. The concepts, though are similar. George Lucas through Yoda, the Jedi master explains the force: “Size matters not. Look at me. Judge me by my size, do you? Hmm? Hmm. And well you should not. For my ally is the Force, and a powerful ally it is. Life creates it, makes it grow. Its energy surrounds us and binds us. Luminous beings are we, not this crude matter. You must feel the Force around you; here, between you, me, the tree, the rock, everywhere, yes. Even between the land and the ship” (IMDb 2016).

In general, and certainly in the work of public administrators, this metis can define life and give it meaning. For Ed Rendell, he was one with his city. Obviously, Rendell is a flawed man, as all of us are. He had too quick a temper, a tendency to “over step” the line and conduct himself inappropriately at times, and his adversaries would provide a short-comings list a mile long. That being said and understood, the pulse of Philadelphia flowed through him – like the force. His ability to lead and govern came from that. As the Meyer-Werft deal was dead and Rendell sat dejected at the table, “at times such as this, he understood the wrenching futility of it all. But he would never stop trying. Because he was the mayor and this was his city” (Bissinger 1997, p. 364).

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For public administrators who are looking for a “reason to be” – a mission statement for leadership to help guide their actions – the works of Buzz Bissinger, David Brooks and Richard Stillman offer keen insights. The public servant, one who has earned the public’s trust, should be guided by a set of principles and seek to govern and administer in a way that honors the people who they serve. The eight facets of the “good” public administrator philosophy are: compassion, commitment, embracing one’s own and others’ cultures and backgrounds, leadership/persona, an intuitionist view of morality, communication, collaboration and “metis”/epistemological modesty. By following these ideals, the administrator has a much better chance to make a real difference and positively touch the souls around them. They have that ability to connect with their communities and connect with themselves. “What had been there at the start was there at the end, the tangle of sensations, perceptions, drives, and needs…Harold had achieved an important thing in his life. He had constructed a viewpoint. Other people see life primarily as a chess match played by reasoning machines. Harold saw life as a never ending interpenetration of souls” (Brooks 2011, p. 376).

References:

Bissinger, H. G. (1997). A Prayer for The City. New York, NY: Random House.

Brooks, D. (2011). The Social Animal. New York: NY: Random House.

Clemons, R. (2009). Public Policy Praxis: A Case Approach for Understanding Policy and Analysis. New York, NY: Routledge.

IMDb (2016). Star Wars: Episode V Quotes. Retrieved from: http://www.imdb.com/title/tt0080684/quotes.

Jeffrey, T. (2015). “Government Employees Outnumber Manufacturing Employees,” CNSNews. Retrieved from: http://cnsnews.com/news/article/terence-p-jeffrey/21955000-12329000-government-employees-outnumber-manufacturing.

Masiello, A. (1999). Personal Interview. Buffalo, NY.

Stillman II, RJ (2010). Public Administration: Concepts and Cases. Boston, MA: Wadsworth, Cengage Learning.

United States Census Bureau (2016). “Pop Culture – 1790.” Retrieved from: https://www.census.gov/history/www/through_the_decades/fast_facts/1790_fast_facts.html.

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Leadership Quotes

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Twenty Five Inspiring Quotes from Dr. Martin Luther King, Jr. lvi

1. Our lives begin to end the day we become silent about things that matter.2. I believe that unarmed truth and unconditional love will have the final word in reality.

That is why right, temporarily defeated, is stronger than evil triumphant.3. The ultimate measure of a man is not where he stands in moments of comfort and

convenience, but where he stands at times of challenge and controversy. The true neighbor will risk his position, his prestige and even his life for the welfare of others.

4. Nothing in all the world is more dangerous than sincere ignorance and conscientious stupidity.

5. I have decided to stick to love…Hate is too great a burden to bear.6. Never, never be afraid to do what’s right, especially if the well-being of a person or

animal is at stake. Society’s punishments are small compared to the wounds we inflict on our soul when we look the other way.

7. Forgiveness is not an occasional act; it is a constant attitude.8. Ten thousand fools proclaim themselves into obscurity, while one wise man forgets

himself into immortality.9. I have a dream…10. When you are right you cannot be too radical; when you are wrong, you cannot be too

conservative.11. All progress is precarious, and the solution of one problem brings us face to face with

another problem.12. People fail to get along because they fear each other; they fear each other because

they don’t know each other; they don’t know each other because they have not communicated with each other.

13. The time is always right to do the right thing.14. Life’s most persistent and urgent question is, ‘What are you doing for others?15. If I cannot do great things, I can do small things in a great way.16. Lightning makes no sound until it strikes.17. We are prone to judge success by the index of our salaries or the size of our

automobiles rather than by the quality of our service and relationship to mankind.18. Change does not roll in on the wheels of inevitability, but comes through continuous

struggle.19. Whatever affects one directly, affects all indirectly. I can never be what I ought to be

until you are what you ought to be. This is the interrelated structure of reality.20. Not everybody can be famous but everybody can be great because greatness is

determined by service… You only need a heart full of grace and a soul generated by love.

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21. Almost always the creative, dedicated minority has made the world better.22. The soft-minded man always fears change. He feels security in the status quo, and he

has an almost morbid fear of the new. For him, the greatest pain is the pain of a new idea.

23. I came to the conclusion that there is an existential moment in your life when you must decide to speak for yourself; nobody else can speak for you.

24. We cannot walk alone.25. You will change your mind; You will change your looks; You will change your smile,

laugh, and ways but no matter what you change, you will always be you.

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Inspirational Leadership Quotes

Everybody has a leader inside.- Robert Reichlvii

Leaders create leaders who create leaders.- Carol McCalllviii

All that is necessary for the triumph of evil is that good men do nothing.- Edmund Burkelix

Few of us can do great things, but all of us can do small things with great love.- Mother Teresalx

Identity is destiny.- Stephen R. Coveylxi

There is nothing so powerful as an idea whose time has come.- Victor Hugolxii

The brain said, “I’m the smartest organ in the body.” The heart said, “Who told you?” lxiii

Back of every noble life there are principles that have fashioned it.- George Lorimerlxiv

Being powerful is like being a lady; if you have to tell people you are, you aren’t.- Margaret Thatcherlxv

Thee lift me and I’ll lift thee and we’ll ascend together.- Quaker Proverblxvi

We must become the change we seek in the world.- Gandhilxvii

Anger is an acid that can do more harm to the vessel in which it stands than to anything on which it is poured.

- Gandhilxviii

The difference between what we are doing and what we are capable of doing would solve most of the world’s problems.

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- Gandhilxix

Arguably the most important element of being a successful leader is being a person of character.

- Smith & Foleylxx

Labor to keep alive in your breast the little spark of celestial fire called conscience.- George Washingtonlxxi

It is one of the most beautiful compensations of this life that no man can sincerely try to help another without helping himself.

- Ralph Waldo Emersonlxxii

If you want your life to be a magnificent story, then begin by realizing that you are the author and every day you have the opportunity to write a new page.

- Mark Houlahanlxxiii

Get the right people on the bus (and the wrong people off the bus) and then figure out where to drive it.

- Jim Collinslxxiv

People do not care how much you know until they know how much you care.- John C. Maxwelllxxv

The happiness of life is made up of minute fractions…a smile, a kind look, or a beautiful compliment.

- Samuel Taylor Coleridgelxxvi

Spare me the grim litany of the realist; give me the unrealistic aspirations of the optimist any day.

- Colin Powelllxxvii

If you don’t know where you are going, any path will get you there.- Smith & Foleylxxviii

Strange as it sounds, great leaders gain authority by giving it away.- James Stockdalelxxix

We must all hang together, or assuredly we shall all hang separately.- Benjamin Franklinlxxx

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A leader is a man who has the ability to get other people to do what they don’t want to do, and like it.

- Harry S. Trumanlxxxi

A good leader inspires people to have confidence in the leader; a great leader inspires people to have confidence in themselves.

- Steve Jobslxxxii

Ethics is not about definitions. Ethics is not a blind impartiality, doling out right and wrong according to some stone-cold cannon of ancient and immutable law. It’s a warm and supremely human activity that cares enough for others to want right to prevail.

- Rushworth Kidderlxxxiii

Leadership, especially in democratic organizations and nations, is not about tactics…it is about articulating shared values and developing a vision for the future.

- Rushworth Kidderlxxxiv

Changing things is central to leadership, and changing them before anybody else is creativeness.

- Anthony Jaylxxxv

Judge a person by his questions and not by his answers.- Voltairelxxxvi

The best way to have a good idea is to have lots of ideas.- Linus Paulinglxxxvii

No stimulus to creative effort is as effective as a good pat on the back.- Ernest Bengerlxxxviii

it is the leader who has the single most important influence on an organizations environment for creativity.

- Roger Firestienlxxxix

To win is a better way to negotiate – a way that avoids your having to choose between the satisfactions of getting what you deserve and of being decent. You can have both.

- Fisher & Uryxc

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I sought my God and my God I could not find. I sought my soul and my soul eluded me. I sought my brother to serve him in his need, and I found all three – my God, my soul and thee.

- Anonymousxci

Size matters not. Look at me. Judge me by my size, do you? Hmm? And well you should not. For my ally is the Force, and a powerful ally it is. Life creates it, makes it grow. Its energy surrounds us and binds us. Luminous beings are we, not this crude matter. You must feel the Force around you; here, between you, me, the tree, the rock, everywhere, yes…Do or do not, there is no try.

- Yoda (written by George Lucas)xcii

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THE EIGHT BEATITUDES OF JESUS

"Blessed are the poor in spirit, for theirs is the kingdom of heaven.

Blessed are they who mourn, for they shall be comforted.

Blessed are the meek, for they shall inherit the earth.

Blessed are they who hunger and thirst for righteousness, for they shall be satisfied.

Blessed are the merciful, for they shall obtain mercy.

Blessed are the pure of heart, for they shall see God.

Blessed are the peacemakers, for they shall be called children of God.

Blessed are they who are persecuted for the sake of righteousness, for theirs is the kingdom of heaven."

Gospel of St. Matthew 5:3-10xciv

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Leadership Reading List

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Allison, M. and Kaye, J. (2015). Strategic Planning for Nonprofit Organizations. Hoboken, NJ: John Wiley & Sons.

Bissinger, H. G. (1997). A Prayer for The City . New York, NY: Random House.

Boss, J. 2014, June 13. Nine Ways to Inspire People. Entrepreneur Magazine. Retrieved from: https://www.entrepreneur.com/article/234617.

Brooks, D. (2011). The Social Animal. New York: NY: Random House.

Clemons, R. (2009). Public Policy Praxis: A Case Approach for Understanding Policy and Analysis. New York, NY: Routledge.

Clinton, W., 2004. My Life. New York, NY: Random House.

Collins, J., 2015. Good to Great. Middletown, DE: David Campbell.

Covey, S. 2004. The 8 th Habit: From Effectiveness to Greatness. New York, NY: Free Press.

Denning, S. 2007. The Secret Language of Leadership. San Francisco, CA: Josey-Bass, A Wiley Imprint.

Firestien, R., 2004. Leading on the Creative Edge. Innovation Resources, Inc. printed by Roger L. Firestien.

Fisher, R. and Ury, W., 2011. Getting to Yes, Negotiating Agreement Without Giving In. New York, NY: Penguin Group.

Gardner, J. 2009. On Leadership. New York, NY: Free Press.

Greenleaf, R., 2008. The Servant as Leader. Atlanta, GA: Greenleaf Center for Servant Leadership.

Kidder, R., 2009. How Good People Make Tough Choices. New York, NY: Harper.

Kozak, D. 2016. Leadership: Some Thoughts, Reflections & a Tool Kit. Erie, PA: Gannon University.

Kozak, D. 2016. A Leadership Survival Kit: More Rules & Tools for Leaders. Erie, PA: Gannon University.

Kozak, M. 2016, November 10. Leadership Essentials. Lecture. Erie, PA: Gannon University.

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MacKenzie, G., 1996. Orbiting the Giant Hairball. New York, NY: Penguin Group.

Phillips, R. 2015. Community Development. New York, NY: Routledge.

Singh, S. 2012. New Mega Trends; Implications for our Future Lives. New York, NY: Palgrave Macmillan.

Smith, P. and Foley, J. 2013. Rules & Tools for Leaders, 4 th Edition. New York, NY: Penguin Group.

Stillman II, RJ (2010). Public Administration: Concepts and Cases. Boston, MA: Wadsworth, Cengage Learning.

Tuckman, B. 1985. The March of Folly: From Troy to Vietnam. New York, NY: Random House.

Williams, C. 2016. MGMT, 8th Edition. Boston, MA: Cengage Learning.

Woodward, B 2012. The Price of Politics. New York, NY: Simon & Schuster.

Woodward, B. and Bernstein, C., 2014. All the President’s Men. New York, NY: Simon & Schuster.

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i LaLonde, J. 2016. Martin Luther King, Jr.: 25 Leadership Quotes. Retrieved from: http://www.jmlalonde.com/25-leadership-quotes-martin-luther-king-jr/.ii Williams, C. 2016. MGMT, 8th Edition. Boston, MA: Cengage Learning.iii Tuchman, B. 1985. The March of Folly: From Troy to Vietnam. New York, NY: Random House.iv Denning, S. 2007. The Secret Language of Leadership. San Francisco, CA: Josey-Bass, A Wiley Imprint.v Covey, S. 2004. The 8 th Habit: From Effectiveness to Greatness. New York, NY: Free Press.vi Greenleaf, R., 2008. The Servant as Leader. Atlanta, GA: Greenleaf Center for Servant Leadership.vii Covey, S. 2004.viii Kozak, D. 2016. Leadership: Some Thoughts, Reflections & a Tool Kit. Erie, PA: Gannon University.ix Ibid.x Kidder, R., 2009. How Good People Make Tough Choices. New York, NY: Harper.xi Brooks, D. 2012. The Social Animal. New York, NY: Random House.xii Smith, P. and Foley, J. 2013. Rules & Tools for Leaders, 4 th Edition. New York, NY: Penguin Group.xiii Kozak, 2016. Tool Kit.xiv Smith & Foley, 2013.xv Kozak, D. 2016. A Leadership Survival Kit: More Rules & Tools for Leaders. Erie, PA: Gannon University.xvi Kozak, 2016. Survival Kit.xvii Ibid.xviii Smith & Foley, 2013.xix Kidder, R. 2009.xx Covey, S. 2004.xxi Ibid.xxii Kozak, 2016. Tool Kit.xxiii Kozak, D. 2016. Survival Kit.xxiv Kozak, M. 2016, November 10. Leadership Essentials. Lecture. Erie, PA: Gannon University.xxv Fisher, R. and Ury, W., 2011. Getting to Yes, Negotiating Agreement Without Giving In. New York, NY: Penguin Group.xxvi Singh, S. 2012. New Mega Trends; Implications for our Future Lives. New York, NY: Palgrave Macmillan.xxvii Kozak, D. 2016. Tool Kit.xxviii Ibid.xxix Kozak, D. 2016, September 29. Leadership Lessons Learned from the Study of the U.S. Presidency. Lecture. Erie, PA: Gannon University.xxx Kozak, M. 2016.xxxi Gardner, J. 2009. On Leadership. New York, NY: Free Press.xxxii Firestien, R., 2004. Leading on the Creative Edge. Innovation Resources, Inc. printed by Roger L. Firestien.xxxiii Kozak, D. 2016. Tool Kit.xxxiv Kennedy, T. 2016, December 8. Leadership. Lecture in Dr. Kozak’s class. Erie, PA: Gannon University.xxxvSigley. 2016, December 8. Leadership. Lecture in Dr. Kozak’s class. Erie, PA: Gannon University.xxxvi Kozak, D. 2016. Survival Kit.xxxvii Ibid.xxxviii Ibid.

xxxix Ibid.xl Kozak, D. 2016. Tool Kit.xli Boss, J. 2014, June 13. Nine Ways to Inspire People. Entrepreneur Magazine. Retrieved from: https://www.entrepreneur.com/article/234617.xlii Moran, G. Five Keys to Inspiring Leadership, No Matter Your Style. Entrepreneur Magazine. Retrieved from: https://www.entrepreneur.com/article/227012.xliii Firestien, R. 2004.xliv Smith & Foley 2013.xlv Musk, E. 2016. Entrepreneurship. As quoted in presentation to students of ACES program. Erie, PA: Gannon University.xlvi Aronson, B. 2016. Famous Failures: 23 Famous Failures to Inspire You. Brad Aronson’s Blog. Retrieved from: http://www.bradaronson.com/famous-failures/.xlvii Ibid.xlviii Smith & Foley, 2013.xlix Ibid.l Firestien, R., 2004.li Ibid.lii Ibid.liii Ibid.liv Online College 2016. 50 Famously Successful People Who Failed At First. Onlinecollege.org. Retrieved from: http://www.onlinecollege.org/2010/02/16/50-famously-successful-people-who-failed-at-first/.lv Fee, J. 2016, June. Raison d’etre for a Public Administrator. Elements of Public Administration class essay. Erie, PA: Gannon University.lvi LaLonde, J. 2016.lvii Kozak, D. 2016. Tool Kit.lviii Ibid.lix Covey, S., 2004.lx Ibid.lxi Ibid.lxii Ibid.lxiii Ibid.lxiv Ibid.lxv Ibid.lxvi Ibid.lxvii Ibid.lxviii Ibid.lxix Ibid.lxx Smith & Foley, 2013.lxxi Ibid.lxxii Ibid.lxxiii Ibid.lxxiv Ibid.lxxv Ibid.lxxvi Ibid.lxxvii Ibid.

lxxviii Ibid.lxxix Ibid.lxxx Ibid.lxxxi Ibid.lxxxii Ibid.lxxxiii Kidder, R., 2009.lxxxiv Ibid.lxxxv Firestien, R., 2004.lxxxvi Ibid.lxxxvii Ibid.lxxxviii Ibid.lxxxix Ibid.xc Fisher & Ury 2011.xci Covey, S., 2004.xcii Yoda Quotes, 2016. Top Ten Yoda Quotes. Retrieved from: http://www.yodaquotes.net/page/3/.xciii All Posters, 2016. Irish Blessing. Retrieved from: http://www.allposters.com/-sp/Irish-Blessing-Art-Print-Poster-Posters_i8843776_.htm.xciv The Holy Bible. Retrieved from: http://www.jesuschristsavior.net/Beatitudes.html.