29.  LIST of other considerations regarding leadership
 
  1.  Who can be a leader?  Answer:  anyone; you cannot not lead! 
 
  2.  Lead:  with or against; to or away; speed up or slow down; loud or silent. 
 
  3.  Why anyone?  Answer:  learned; no instincts for "How" of human social interaction
 
  4.  How good?  good enough to be effective, to have influence?  Can you keep an open mind?
 
  5.  Who are the most influential people in your life?  The dead (at least 5,000 years worth of influence).
 
  6.  Who are the most important people in your life (family, friends, teachers, authors, entertainers)
 
  7.  Who are your first leadership mentors?  Parents (the ultimate mentor position).
 
  8.  What is your GPA:  your Goals Per Action?  Do you have goals?  Do you actions serve your goals?
 
  9.  What is the biggest difference between you and I?  I've had more time to learn from my mistakes.
 
10.  LEADERSHIP - art of transforming vision into action
 
11.  LEADING - act of connecting:  "follow me" model, show your GPA:  meeting Goals Per Action?
 
12.  LEAD - role of champion
 
13.  LEADERSHIP Codes of Loyalty, Reward & Recognition, Quality, Leadership
 
14.  LEADERSHIP as Empowerment, as Solving the Paradox of Universal Sovereignty
 
15.  Leaders/co-leaders serve the organization.  Gary Wills says "best leaders are not those who ignore public opinion & charge blindly ahead but those who understand the public mood, build consensus, & make sure that when they lead, people will follow them.
 
16.  LEARNING TEAMING:  Peter Senge says "the team that became great didn't start off great -- it learned to produce extraordinary results."  Hence:  "The 5th Discipline:  The Art & Practice of the Learning Organization"
 
17.  What is, who are, when is leadership/leaders?
 
18.  Paul Stoltz, Adversity Quotient, pp. 154-180:  The LEADing sequence: 
 
Listen
Explore
Analyze, and
Do.
 
19.  Leaders need Vision (concept) -  lists (road map, i.e., know how to organize) -  collaboration of negotiables (action)
 
20.  Leaders need to understand social change and social roles (to play/change as appropriate)
 
21.  Leaders need to understand Hannah Arendt (in The Human Condition):  because human action is irreversible, we need to be able to forgive, and because human action is unpredictable, we need to be able to keep promises to keep chaos at bay. 
 
22.  3 stories to illustrate the coordination problem:  coordinating independent actors in the teeth of their autonomy: 
 
(1) Sir Gawain & the Loathely Lady (King Arthur & Knight of Tarn Wathelan;
 
(2) "Schindler's List's" 9 year old man;
 
(3) "Its A Wonderful Life's" roping the moon:  acting on the vision together
 
23.  Sovereignty requires empathy and acceptance of the other(s).  Arthur's knowledge of sovereignty saved him; Gawain's feeling (out of empathy) solved the problem and brought transformation.  From Everyday Blessings:  The Inner Work of Mindful Parenting, Myla and Jon Kabat-Zinn.
 
24.  Frankl:  Enjoy life; when you can't, derive meaning from your pain and suffering.  How?  Follow Jon Kabat-Zinn in Full Catastrophe Living.
 
25.  The question:  what can any leadership group do to "re-enchant" education and life in the organization, be it office, school, home, neighborhood?
 
27.  What kind of action will you take?  Will you walk your talk?  What will be your GPA:  Goals Per Action?  Will succeed through learned optimism or fail through learned helplessness?
 
24.  The answer is in your vision, on your lists, how well you collaborate, how much you are willing to put on the table as negotiable AND on how seriously you take the statement:  "Hope is not a method," but action is?