The achievement of organizational and unit goals, objectives, and missions. It involves moving a group of employees in the proper direction to achieve these desired outcomes. At times, this means influencing others to do what they otherwise would not do.

1. LEADERS AND LEADERSHIP:
WHAT DO PEOPLE SEE WHEN
THEY SEE YOU COMING
Presented by
Anthony B. Purcell
Assistant Vice President and Chief of Police
University of Alabama at Birmingham
May 17, 2013

2. LEADERSHIP
How would you complete this
sentence?
Leadership is…

3. LEADERSHIP
The achievement of organizational
and unit goals, objectives, and
missions. It involves moving a
group of employees in the proper
direction to achieve these desired
outcomes. At times, this means
influencing others to do what
they otherwise would not do.

4. LEADERSHIP
This means that all of us are Leading
or Influencing in some areas while in
other areas we are being lead or
influenced.
 Lead Yourself Exceptionally Well
 Lighten Your Leader’s Load
 Be Willing To Do What Others Won’t
 Do More Than Manage----Lead!
[The 360 Degree Leader, Maxwell]

5. LEADERSHIP
We never know who or how much we
influence.
It is a mysterious thing we call influence.
Everyone of us continually exerts
influence…
either to heal, to bless,
to leave a mark of beauty…
or to wound, to hurt, to poison, or to stain
other lives.

6. LEADERSHIP
The best investment in the future is a
proper influence today.
The issue is not whether you will
influence someone.
“What needs to be settled is what
kind of an influence you will be.”

7. LEADERS and LEADERSHIP
Know the difference between managing
and leading:
 Process of assuring that the program
and objectives of the organization are
implemented.
Remember: Leaders cast vision and
motivate people!
 Important to remember, people don’t
want to be managed, they want to be
led!

8. Managing versus Leading
 Knowing how to do a job is the
accomplishment of labor.
 Showing others is the
accomplishment of a teacher.
 Making sure the work is done by
others is the accomplishment of a
manager.
 Inspiring others to do better work is
the accomplishment of a leader.

9. UAB Police Department
Vision and Mission Statements
Vision Statement
“This Department will be the vanguard
of safety for our University
community by: doing anything for
anybody at anytime!”

10. UAB Police Department
Vision and Mission Statements
Mission Statement
“To provide high quality accessible
service to the University community
that helps foster safety and security
on campus by being responsive to
the changing needs of our
customers.”

11. Measurement of Success
 “The test of police efficiency is the
absence of crime and disorder, not
the visible evidence of police action
in dealing with it.” (Sir Robert Peel,
1899)
 As leaders, the true measure of our
success is engrained in the above
statement.

12. LEADERS and LEADERSHIP
 Organizations evaluate leaders by seven
criteria:
 Business literacy – do you know the territory
 People skills – capacity to connect and engage
 Conceptual skills – understanding paradoxes
and complexities
 Track record – Job history
 Taste – capacity to judge others in relation to
the other six characteristics

13. LEADERS and LEADERSHIP
 Organizations evaluate leaders by seven
criteria (continued):
 Judgment – Handling strategic implications
and consequences of any decision and what
you take into account in making any decision,
especially the tough ones.
 Character – Is this a person I can trust?
(Success Strategies, Dr. Warren Bennis)

14. LEADERS and LEADERSHIP
 Four Very Important Thoughts!!
 “Think like your boss’s boss”
 “Effective leadership is the only
competitive advantage that will endure.
That’s because leadership has two sides:
(a) what a person is – character, and (b)
what a person does – competence
 “Did you care enough to ask the question”
 “What do people think when they see you
coming”? [Note: It is the other person’s
perspective that counts!]

15. LEADERS and ACCOUNTABILITY
 Defined As:
 Responsible – ability to answer for one’s acts
or decisions
 Answerable – subject to taking blame or
responsibility; capable of being refuted
 Explicable – capable of being explained
 Ownership – acknowledge
 Transparent – readily understood, clear

16. LEADERS and LEADERSHIP
 Your microphone is always on!
 We do not have the same starting points, nor do we
run/learn at the same pace!
 We do not speak the same language, even if we all
speak English!
 What is insignificant to you can be extremely
significant to someone else!
 If someone else can make the decisions---let him/her!
 If you don’t have to make a decision---don’t!
[Stephen M. Gower]

17. LEADERS and LEADERSHIP
 Leadership is about “risk-takers”!
 Always remember that “Serving the
Public First” is our most important
goal.
 Leadership is about coaching – select
the right players, let them play, and
know when to take them off the
field.
 Success comes from failures: “Both
come from risk-taking.”

18. LEADERS AND LEADERSHIP
 Coping with Change and Adversity (Problem-Solving
Skills)
 Wake up with an attitude of gratitude – Yesterday is
history; tomorrow is a mystery; today is a gift; that’s
why it is called the ‘present’. (Eleanor Roosevelt)
 Don’t take everything personally – When a crisis
emerges, start moving in the direction of solving it.
(Dr. Roberta R. Greene)
[Caution: Beware of anger---if you are an anger
person, you are not in control of your life.]
 Challenge yourself everyday – Challenge yourself to
be resilient---a resilient person takes responsibility
and says, “How I respond to this is what counts”!

19. LEADERS and LEADERSHIP
 Reinvent Yourself Daily: (Problem-
Solving Skills)
Develop a moral compass by which to
live
Take responsibility for your actions
Recognize the value of friendship and
how to be a good friend
Be honest
Deal with guilt
Know the importance of optimism
Understand the value of faith

20. LEADERS and LEADERSHIP
 Reduce your expectations of others: (Problem-
Solving Skills)
 Reduce your expectations of others while
increasing your own expectations
 Think positive; not negative
 Write your goals and create a plan to achieve
them
 Be animated; move towards your goals
 Persistence is essential; never stop learning
 Stay focused; avoid being distracted by other
people and their plans for you
 Create paths; don’t always follow the trails made
by others; be a risk taker
 Motivate yourself and those around you; you
don’t need rank to lead!

21. LEADERS and LEADERSHIP
 Continue to make good choices (Problem-Solving
Skills)
 Choose to be well! Holistic wellness includes, but
is not limited to:
• Spiritual
• Familial
• Personal
• Occupational
• Financial
• Nutritional
• Physical
• Emotional
Note: Remember, the reason people are working
is to achieve their personal goals.

22. LEADERS and LEADERSHIP
 Start accepting reality (Problem-Solving Skills)
 Challenge – understand the changing nature of
your work and develop excellent work habits
 Choice – we become a product of the choices we
make in life
 Change – encourage others to welcome and
accept change and mentor those around you
 Courage – be a person with vision and celebrate
the success of others
 Control – speak honorably about your
organization and fellow workers
 Commitment – commit yourself to excellence in
all that you do

23. LEADERS and LEADERSHIP
 Accept change and adapt quickly (Problem-
Solving Skills)
 Coping with change:
• don’t take it personally
• go with the flow
• don’t go it alone
• don’t focus on the negative
• break it up in smaller segments
• learn from it
• balance your life---to control the change YOU can
control
• know it will end! (this too shall pass)
[Note: Leaders must occasionally consider changing
what they do, rather than merely changing the
way they do what they have always done!
[Dr. James T. Reese]

24. LEADERS and LEADERSHIP
 Be HUMBLE
 H-Honesty (admit mistakes and tell the truth)
 U-Universe (ability to see that there’s something
greater than yourself)
 M-Modesty (support others/lift them up)
 B-Belief (strong convictions and a vision to move an
organization forward)
 L-Listening (critical to success)
 E-Empathy (understanding and anticipating how
other people will feel)
[Success Strategies, Diane Amundson]

25. LEADERS and LEADERSHIP
 Ethical behavior and personal integrity are essential
components of success in any profession, especially
law enforcement.
 It is virtually impossible to excel in a leadership role
without understanding that the main ingredients of
successful leadership are visions and decisions.
 Decisions must necessarily follow visions or nothing
is gained.
[Dr. James T. Reese]

26. LEADERS and LEADERSHIP
 Focusing on the “where” of your life is more
important than anything else
 Most people do not take the time to find out who they
are, therefore they run through life in a constant state
of internal confusion and they don’t even know why
they are confused.
 You need to define who you are, and more
importantly you need to define where you want to be.
 When you define yourself, your life, and “the where,”
you gain tremendous power over daily obstacles.
(Success Strategies, Roger G. Williams)

27. LEADERS and LEADERSHIP
 The F.I.V.E.-O Model (Principle Values)
 F- Faith: Believe in yourself and something larger
than you.
 I – Identification: If I cannot identify with you I may
not emulate your behavior.
 V – Value: Either intrinsic or financial value, you
make decisions based upon what you value.
 E – Exposure: To know something exists
 O – Opportunity: To have a positive chance to try,
believing that you continue to act in ways that result
in success.
(Success Strategies, Eric L. Evans)

28. LEADERS and LEADERSHIP
 The mind must hold something—replace negative
thoughts with gratitude!
 Take responsibility
 Turn to your allies
 Do not believe everything you think
 Create an arsenal of resources (facts are powerful)
 Celebrate incrementally:
 What do I do!
 What do I drop!
 What do I delegate!

29. LEADERS and LEADERSHIP
 Let’s Go Clogging!
 Care for yourself
 Laugh at yourself
 Obligate yourself to volunteering
 Go into the gain forest
 Gather around yourself positive people
 Inoculate yourself against excessive expectations
 Navigate yourself through wasteland thinking
 Go for it!
[Stephen M. Gower]

30. LEADERS and LEADERSHIP: A Risk
Management Perspective
 Rule 1: You must have a rising standard of quality
over time, and well beyond what is required
by any minimum standard.
 Rule 2: People running systems should be highly
capable.
 Rule 3: Leaders have to face bad news when it
comes, and take problems to a level high
enough to fix those problems.
 Rule 4: You must have a healthy respect for the
dangers and risks of your particular job.

31. LEADERS and LEADERSHIP: A Risk
Management Perspective
 Rule 5: Training must be constant and rigorous, and
it must focus on the HR/LF (high-risk, low-
frequency) events faced in every job
description in your operations.
 Rule 6: All the functions of repair, quality
control and technical support must fit
together.
 Rule 7: The organization and members thereof must
have the ability and willingness to learn from
mistakes of the past. Analysis of past data is
the foundation for most risk management.
[Admiral Hyman Rickover]

32. LEADERS and LEADERSHIP
 What do I love to practice? Skill is gained through
practice. Studies have shown that masters are simply
people who’ve practiced a skill intensely for 10,000
hours or more. That requires loving – not liking,
loving – what you do. If you really want to excel, go
where you’re passionate enough to practice.

33. LEADERS and LEADERSHIP
 Where could I work less and achieve more? To
maximize time spent practicing your passions,
minimize everything else. These days you can find
machines or human helpers to assist with almost
anything. Get creative with available resources to find
more time in your life and life in your time.
 How can I keep myself absolutely safe? Ask this
question just to remind yourself of the answer: You
can’t. Life is inherently uncertain. The way to cope
with that reality is not to control and avoid your way
into a rigid little demi-life, but to develop courage.
Doing what you long to do, despite fear, will
accomplish this.

34. LEADERS and LEADERSHIP
 So, say I have everything that I want…then what? We
can get so obsessed with acquiring fabulous lives that
we forget to live. When we ask ourselves this
question, we almost always discover that our “perfect
life” past-times are already available. Sharing joy
with loved ones, spending time in nature, finding
inner peace—you can do all these things right now.
Begin!

35. LEADERS and LEADERSHIP
 First – Must believe in yourself (one
person can make a change)
 How do you handle adversity (popularity
vs. respect) – don’t confuse the two
 Look for something positive in adversity,
and “watch what you say”!
 Stay the course. If it is meant to be---it
will happen.
 Long-range goals keep you from being
frustrated by short term failures.
 Don’t have a NEGATIVE attitude and
always be willing to help others!

36. LEADERS and LEADERSHIP
 Invest in Relational Chemistry
 Be prepared every time you take your leader’s
time…the leader’s time is limited
 Know when to push and when to back off
 Become a “go-to” player
 Be better tomorrow than you are today

37. LEADERS and LEADERSHIP
 Circle of Success:
 Caring – Take an interest in people
 Learning – Get to know people
 Appreciating – Respect people
 Contributing – Add value to people
 Verbalizing – Affirm people
 Leading – Influence people
 Succeeding – Win with people
(The 360 Degree Leader, John C. Maxwell)

38. Leaders and Leadership
Accountability Systems: Weaknesses in Leadership
Assessment
 Who knows when a leader is failing to effectively
lead his/her subordinates? The unwillingness to
confront a problem employee is the #1 complaint of a
leader by the subordinates
 Failing to confront marginal/inconsistent leadership
 Failing to confront evil/destructive leadership

39. The Art of Translation
Encoding Decoding
Senders----------Messages---------Receivers
1. The Key Translation Skill is not Encoding or
Decoding, but re-coding MESSAGES!
2. The Tool of Translation: Paraphrasing!
“Let me make sure I understand you, what I HEAR
you saying is…
3. Axiom of Communication Excellence: “The first
thing you want to say can be the worst thing you
say!
[Communication Excellence, Dr. Brian Polansky]

40. Two Steps to Increasing Your Emotional Intelligence
STEP ONE – Developing High Self Awareness
 Examine the nature of Your Appraisals.
 Use “I – THINK” Statements.
 Regularly Engage in Conversations with Yourself.
BIG Tip of the Day – REGOGNIZE: “It is your
appraisal, NOT someone’s behavior or some event
that causes your reaction.
 Three Parts to Your Emotional System:
a) Your Cognitive Processes---Mentally
b) Your Physical Reactions---Physical
c) Your Behaviors---Ethical
NOT “Why Me” but “How Can I”

41. LEADERS and LEADERSHIP
 Habit #1: Be Proactive
 Habit #2: Begin With The End In Mind
 Habit #3: Put First Things First
 Habit #4: Think “Win-Win”
 Habit #5: Seek First To Understand, Then
To Be Understood
 Habit #6: Synergize
 Habit #7: Sharpen The Saw
[The Seven Habits of Highly Effective
People, S. Covey]

42. LEADERS and LEADERSHIP
 A good leader can’t get too far ahead
of his followers…and you have to be
a bit of a psychologist to effectively
close the gap between what you
know and what others need to know.
 Common sense is: “the simple
knack of seeing something the
way it really is and doing
something the way it should be
done.” [Mark Twain]

43. LEADERS and LEADERSHIP
During these moments leaders can take
the time to understand faulty thinking and
actions and suggest some common sense
approaches that have gotten them better
results, such as asking better questions,
uncovering some crucial details,
questioning assumptions, and seeing how
things may be interrelated below the
surface. Mentoring common sense during
these receptive moments is a powerful
positive influence.

44. LEADERS and LEADERSHIP
 Tactic 1: Reprogram Your Brain
Before leaders can be their best, they
have to get rid of their worst. The
problem: erroneous thinking---has to be
deleted and replaced by the solution---
critical thinking.
 Tactic 2: Stockpile Common Sense
This means the leader must increase his
own store of common sense by taking
reasonable risks to make nonfatal
mistakes, learning to explore and vary
innovative approaches to problem solving,
studying how things work from

45. LEADERS and LEADERSHIP
Tactic 2: Stockpile Common Sense (cont.)
inside-out, identifying ordinary
creativity in new and unusual ways,
going below the surface to uncover
inter-relationships, and asking smart
questions to get the most useful
information.
Always write down a good common
sense technique when you see it
being applied successfully.

46. LEADERS and LEADERSHIP
 Tactic 3: Work the Three Crucibles of
Success
 Thinking quotient – Successful intelligence
in blending logic, creativity, and practical
sense to get results, with the resolve to be
a perpetual learner.
 Determination quotient – Includes
determination, commitment, intrinsic
motivation, goal setting, and intense
power of focus to maintain drive in the
right direction.
 Social quotient – Involves the essential
social skills of likeability and good
communication to be an effective
interpersonal magnate.

47. LEADERS and LEADERSHIP
 Tactic 4: Express Positive Emotionality
Combating the imbalance of negative
emotionality in the workplace.
Tactic 5: Savor Interruptions
Interruptions are usually made by people
who are experiencing a problem and may
not have the level of common sense
needed to solve the problem. Sometimes
they just need a little clarification or
airtime. “These are extreme teachable
moments where people are at their
listening peak.”

48. LEADERS and LEADERSHIP
 Tactic 6: Model Balance
Treating people equally and fairly.
When you are balanced, your views
are very appealing to others. That is
because they are grounded in
common sense, which everyone
desires. Remember: “the best
leadership is practiced not so much
in words as in attitude and in
action.”

49. LEADERS and LEADERSHIP
 Tactic 7: Practice Good Timing
“In anything timing is everything” [The Art
of War].
 Tactic 8: Ask Good Questions
(Most Valuable Verbal Skill)
When all is said and done, it is the
questions that prompt productive change,
not the answers. The most useful
information comes from good questions
and smart leaders learn the art of asking
great questions.

50. LEADERS and LEADERSHIP
 Tactic 9: Be Reasonable
“Reason and Judgment are the paramount
qualities of a good leader.” Common sense
actions are often those we associate with
what we expect from any reasonable
person under similar circumstances.
 Tactic 10: Practice Reverence
“The first responsibility of a leader is to
define reality. The last is to say thank you.
In between, the leader is a servant.”
Showing such respect is practicing the
epitome of common sense and it is
guaranteed to draw long-term, loyal
followers

51. LEADERS and LEADERSHIP
and be returned tenfold. There is nothing
more admirable than a humble, quiet
achiever who respects the lesser but
important achievement of others.
 Tactic 11: Always Follow Up!
There are never any results without
following something through to its
conclusion. Follow-up and follow-through
must be priorities that always stay in
focus. “If you don’t enforce accountability,
it never gets done.”

52. LEADERS and LEADERSHIP
 Tactic 12: Allow Time to Laugh
“Laughter is healing for the soul”!
 Remember, “The highest form of
leadership is to give yourself to
others. You become a servant to
others. We must learn to accept
that.”

53. LEADERS and LEADERSHIP
 Know your job description thoroughly
 Be a team player
 Accept responsibility (be accountable all the time)
 Do your job with consistent excellence (passion)
 Do more than expected
 Offer creative ideas for change and improvement
 Be a good listener
 Possess a genuine love for people
 Make those who work with you more successful
 Prepare relentlessly (Get a first hand view)
 The best indicators not only measure performance, but
instead enhance performance
 Always error on the Side of Over Communicating (research
reveals that an individual must hear something seven
times, before s/he learns it)

54. LEADERS and LEADERSHIP
 See through other people’s eyes
 Love people more than procedures
 Do “win-win” or don’t do it
 Include others in your journey
 “Deal wisely with difficult people”
 Initiate and accept responsibility for
growth
 Develop and follow a statement of purpose
 Develop a system of accountability for
results, beginning with yourself
 Know and do the things that give a high
return

55. LEADERS and LEADERSHIP
 Communicate the strategy and vision of
the organization
 Make the difficult decisions that will make
a difference
 Become a change-agent and understand
timing
 Realize that people are your most valuable
asset
 Place a priority on developing people
 Be a model for others to follow
 “Your greatest joy comes from watching
others grow and develop.”

56. LEADERSHIP:APPLYING THE PRINCIPLES
 On a Personal Level – What You Can Do
To Become a Better Leader
 Understand that you must literally battle
and discipline yourself to become a better
leader. The most powerful tool at your
disposal – modeling.
 Taking the Path of Most Resistance –
developing conscious competence through
self-mastery and discipline. “You cannot
change human nature, but you can
change human action.” [Lincoln]

57. LEADERSHIP:APPLYING THE PRINCIPLES
 Seeking Corrective Vision – seeking
feedback and accountability from others.
 Taking Thoughts Captive – developing
structure to follow through on good
thoughts.
 Invade the culture by understanding and
utilizing the principle of “emotional bank
accounts.”
 Invasion Strategies – Management by
Walking Around (MBWA)
 Encouragement Strategies
 Confrontation Strategies

58. LEADERSHIP:APPLYING THE PRINCIPLES
 On an Agency Level – Creating a System
That Reinforces Leadership
 Rethinking Training Paradigms: in-service
training and/or skills based training
 Rethinking Accountability Paradigms:
encourage/reinforce good leadership,
confront marginal managers,
confront/discipline/remove evil managers
(to NOT confront is to confirm), don’t
select supervisors and managers who do
not have the raw material – that are self-
centered, evil, etc.

59. LEADERSHIP: APPLYING THE PRINCIPLES
 Rethinking Communications Paradigms:
Leaders must aggressively and
continuously maintain an environment of
open communication to combat fear of the
unknown. We should attend to those
around us in word—good thoughts are
worthless.
1. MBWA – watch those bank accounts
2. Diffuse the power of the problem
employee
3. Feedback-Feedback-Feedback
4. Deal with misunderstandings
5. Fight rumors – talk with people

60. LEADERSHIP: APPLYING THE PRINCIPLES
 Rethinking Motivations Paradigms – an
agency has a spirit! Leaders cultivate an
environment of recognition and motivation
which makes the spirit alive and healthy.
Leaders attend to those around them in
deeds-they back up their words with
action. Leaders leave a legacy.
1. Eliminate fear
2. Remember the geese (Gung Ho!)
3. The power of positive reinforcement
4. Valuing differences-building a team
5. Caring for the wounded

61. LEADERSHIP: APPLYING THE PRINCIPLES
 Leadership as an abnormal or normal
human behavior – Poor supervisory skills
(being selfish, showing favoritism, not
dealing with issues) are normal human
behavior.
 Effective leadership skills (a servant
perspective, mentoring, patience, etc.) are
abnormal behavior and contrary to basic
human behavior. We see this affirmed in
our agency experience and by the
organizational response to leadership and
to ineffective/destructive management.

62. LEADERSHIP: ETHICAL BEHAVIOR
 The Three C’s of Leadership:
 Character – Doing right versus wrong
is obvious.
 Competence – Crucial to building the
trust on all levels within an
organization. Effective leaders
continuously develop new skills while
honing old ones.
 Commitment – To the mission and to
the people (Mission first, people
always!).

63. LEADERSHIP: ETHICAL BEHAVIOR
 Power and Leadership
 Power is a more potent commodity than
money. It can be earned, bestowed, taken
by force, stolen, purchased, and bartered.
 Power can be inspiring and corrupting.
 Power, if not corrupt, must be linked to
positive values and ethics.
 We acquire and surrender power every
day.
 It is hazardous to assume people with
power are smarter.

64. LEADERSHIP: ETHICAL BEHAVIOR
 People with power over others should
strive to deserve it.
 The misuse of power leads to the misuse
of empowerment.
 With empowerment comes upward and
downward responsibility and
accountability.
 Empowerment creates instant
partnerships.
 Power and empowerment are tools of
leadership, and, like colors on a palette,
they can be used to create a positive or
negative image.

65. LEADERSHIP: ETHICAL BEHAVIOR
 Readily recognize an ethical problem or
dilemma (Document as necessary)
 Identify various options to address the
particular issue involved (talk about
ethical dilemmas!)
 Make a rational and ethically sound choice
of which option to choose (set an example
by your own conduct)
 Let people know where you stand, how
you will deal with unethical conduct.

66. LEADERSHIP: ETHICAL BEHAVIOR
 Take prompt action based upon that
choice (back up your words—take
corrective, disciplinary action).
 Enroll informal leaders.
 Accept responsibility for the outcome.
 Learn from and share your experiences.
Remember: Safeguard your INTEGRITY, it
is the only thing you have!

67. LEADERSHIP: ETHICAL BEHAVIOR
 Questions for Ethical Dilemmas:
1. What alternatives do I have?
2. What are the consequences of
these alternatives?
3. What solution would do the most
good/least harm?
4. Is the solution legal?
5. What is the “right” thing to do?

68. LEADERSHIP: SOME HELPFUL QUOTES
 “The price of excellence is always
discipline.”
 “The price of mediocrity is always
disappointment.”
 “If you always do what you’ve always
done, you’ll always get what you’ve
always got.”
 “Ability without integrity has no value.”
 A wise man once said, “If it is
predictable…it is preventable.”

69. LEADERSHIP: SOME HELPFUL QUOTES
 “Then shall thou enquire, and make
search, and ask diligently. [Deuteronomy
13:14]
 “They eat before you eat, they sleep
before you sleep.”
 “Greater love hath no man than this, that
a man lay down his life for his friends.
[John 15:13]
 “If you want to manage somebody,
manage yourself. Do that well, and you
will be ready to stop managing and start
leading.”

70. Leadership: Some Helpful Quotes
 Everything rises and falls on leadership. It really
does. If you don’t believe it, just put together a group
of people without a leader, and watch them.
 Without a Leader, Vision is Lost
 Without a Leader, Decisions are Delayed
 Without a Leader, Agendas are Multiplied
 Without a Leader, Conflicts are Extended
 Without a Leader, Morale is Low
 Without a Leader, Production is Reduced
 Without a Leader, Success is Difficult
[The 360 Leader, John C. Maxwell]

71. LEADERSHIP: SOME HELPFUL QUOTES
 “I do not know what your future
holds. Some of you will, perhaps,
occupy some remarkable positions.
But I do know this: the only ones
among you who will really be happy,
are those of you who have sought,
and found, how to serve.” [Albert
Schweitzer]

72. LEADERS AND LEADERSHIP
THANK YOU!!