Leadership and Warfare II Flashcards

Question

Find time and space to think and recharge.

Answer 1

Lincoln moved with his family to a complex for disabled veterans from June until mid-October 1862 to escape the crush of White House activity and visitors and reflect on how to approach emancipation. (p. 215) He attended more than 100 theater performances while president, finding there “respite and renewal.” (p. 228) Teddy Roosevelt used physical activity to keep “mental balance,” playing tennis, hiking, boxing, and then turning to literature when injury kept him from sports. (p. 264)

Answer 2

Finding the perfect person for a job can be a herculean task, and attempts to standardize the process are often doomed from the outset. President Clinton has learned that people are unpredictable: “Sometimes people with academic education seem to lack the street smarts, and then [they] surprise you with an amazing amount of toughness.” What’s important, he explains, is casting a wide net and considering a broad applicant pool—especially those who’ve been historically overlooked in your field.

Answer 3

When on the march, always stick close to sources of sustenance, and camp in high places that are facing the sun. When on dry, even land, identify an accessible position with rising ground on both the right and the rear. This means that you can see danger approaching while escaping safely behind where you’re stationed. Once you’ve positioned your army, you must search any nearby ponds, hollow basins filled with reeds, or woods as your enemy may have spies positioned here. Look at the birds when they suddenly rise upwards, as it often means soldiers are in ambush beneath them. However, if birds gather on any singular spot, it means it’s unoccupied. If envoys from the enemy are sent across to you in a friendly manner, it means they’re seeking a truce. If your enemy’s troops line up before you but don’t advance, you must be cautious. It could mean that they are planning a surprise flank attack. If your and your opponent’s armies are of a similar size, then no direct attack can be made. Here, all you can do is cultivate your existing strength, observe your enemy, and obtain reinforcements.

Answer 4

Double or triple your goals and use a company-wide brainstorming session to solicit ideas. You need to train your mindset to become positive. Attending influential seminars, like the Tony Robbins seminar, helped Lerner to surmount something as big as his father's death, as well as to improve his mental clarity.

Answer 5

Power might not change you, but it does change how people act around you. Generally, people become more manipulative around powerful people and seek to be more liked. They hide their flaws and, consciously or unconsciously, try to mimic the power person’s behavior and opinions. This creates a problem for powerful individuals because they will have a harder time judging people’s character. This is important because your power depends in large part on the people you surround yourself with. So you must find ways to reliably vet the people around you without counting only -or too much- on your own analyses.

Answer 6

LBJ signed the Voting Rights Act in the same room where Lincoln had signed a bill freeing fugitive slaves, declaring “the struggle for equality must move toward a different battlefield. It is nothing less than granting every American Negro his freedom to enter the mainstream of American life.” (p. 337) With the conclusion of the coal strike, Teddy Roosevelt wrote a 3,000-word letter recounting the episode in detail, to explain the circumstances so it wouldn’t be used to justify warrantless expansion of executive power in the future. (p. 271)

Answer 7

Tzu builds on these approaches to war by suggesting that there are five essential features of victory: The victorious know when and when not to fight. They know how to manage both superior and inferior forces (e.g., it’s possible to defeat a greater force with careful strategic planning). Victory is dependent on an army that shares the same focused spirit throughout its ranks. The victorious know to attack their enemy when they are unprepared. Victory comes only to those whose strategic plans aren’t interfered with by a sovereign power.

Answer 8

Today’s employees have more options and knowledge, which gives them more power against employers. Grant interviews David Solomon from Goldman Sachs, who candidly admits Goldman is hiring outside of Ivy League because those people tend to stay longer in the company. To me, the difference was all in entitlement. Ivy League graduates thought they were entitled to Goldman and to any other top employers or opportunity. Graduates from average colleges instead felt like they had made it in Goldman and were grateful for the opportunity (and unexpected financial windfall).

Answer 9

Tzu builds on his distinction of the six types of terrain by arguing that there are nine varieties of ground: Dispersive ground: This is when you are fighting on your own territory. It’s called dispersive, as if your troops are located near their loved ones. In the face of an upcoming battle, they are likely to disperse into their homes. Facile ground: When you’ve marched into hostile territory but haven’t gotten far, this ground variety makes it easy for your troops to retreat. Contentious ground: Such ground offers both sides an equal advantage and, thus, must be contended for. Open ground: It allows for both sides to have an equal liberty of movement. Ground of intersecting highways: This land intersects between your territory, your enemy’s territory, and the ground of a third territory that adjoins both. Serious ground: This is when your army has penetrated deep into hostile country, upping the stakes of your approach. Difficult ground: This refers to all terrain that is difficult to traverse, such as forests, marshes, and cliffs. Hemmed-in ground: This includes all ground that can only be reached through narrow passes, making you vulnerable to enemy attack. Desperate ground: This is any ground on which you can only be saved from defeat by engaging in battle immediately. For each of the types of ground, Tzu offers a tactical approach: On dispersive ground, don’t fight. On facile ground, don’t stop. On contentious ground, don’t attack. On open ground, don’t block the enemy’s path. On the ground of intersecting highways, join up with your allies. On serious ground, gather and plunder. On difficult ground, keep steady in your march. On hemmed-in ground, resort to using strategy. On desperate ground, fight.

Answer 10

The only thing that is going to get users to come back and use your product time and time again is a quality product that users find useful and that they actually like using. Yet many entrepreneurs focus on growth at the expense of retention. That strategy might work for a while but eventually, you’ll wake up one day and everyone is gone. If you focus on retention from day one and you succeed in getting users to come back again and again, growth will follow naturally because people will tell their friends about your product.

Answer 11

“We have new and complex problems. We don’t really know what they are. Why not establish a new agency to take over the new duty rather than saddle it to an old institution?” —FDR (p. 294)

Answer 12

Never sign a paper (contract, deal, etc.) under pressure. Do not close a deal if you don’t understand the terms of the contract. Beware of toxic terms! Whenever you can take some money off the table (especially life-changing money), do it. Risks are necessary to achieve truly impactful success, but you still need to be smart. So, temper those risks with sound decision making. Don’t let all the money ride.

Answer 13

So you’ve got lots of different problems, and you don’t know where to start. How do you decide which ones to deal with now and which ones to leave alone? For President Clinton, the question to ask is one of severity, and he uses a medical metaphor to drive the point home. “One thing I always advise people who are making a lot of decisions is you have to decide whether your problem is more like a scab on your knee from a fall or an abscessed tooth.” An abscessed tooth requires immediate medical attention, but a scab can heal on its own—and will get worse if you scratch it.

Answer 14

If a message is conveyed through a story, it is more likely to be shared. Stories are more memorable and engaging than facts and figures, and they are more likely to be passed on to others. An example of a message conveyed through a story would be a brand's marketing campaign that tells the story of a customer's experience with the product. This type of content is more likely to be shared because it is conveyed through a story, which makes it more memorable and engaging.

Answer 15

Modeling generous behavior isn’t just about being viewed as altruistic. In the workplace, as in life, who gets credit (and for what) matters. “A good leader will share credit when something good happens,” President Clinton says. Giving credit where credit is due contributes to the impression among colleagues that an organization is fair and rewards hard work. (On the other hand, leaders who claim other ideas as their own create an atmosphere of jealousy, desperate striving, and dysfunction.) To ensure a healthy workplace culture, encourage your colleagues to credit others, elevate the quiet, diligent performers, and remember that credit is not a zero-sum game—there’s plenty to go around.

Answer 16

“What convinces is conviction. You simply have to believe in the argument you are advancing.” —LBJ (p. 335)

Answer 17

Appear at points that the enemy must hasten to defend; march swiftly to places where you are not expected. The general that is skillful in attack whose opponent does not know what to defend; and he is skillful in defense whose opponent does not know what to attack. In making tactical dispositions, the highest pitch you can attain is to conceal them; Military tactics are like unto water; for water in its natural course runs away from high places and hastens downward. So in war, the way is to avoid what is strong and to strike at what is weak. Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing. Therefore, just as water retains no constant shape, so in warfare there are no constant conditions. He who can modify his tactics in relation to his opponent, and thereby succeed in winning, may be called a heaven-born captain.

Answer 18

He who exercises no forethought but makes light of his opponents is sure to be captured by them. Humble words and increased preparations are signs that the enemy is about to advance. Violent language and driving forward as if to the attack are signs that he will retreat. Peace proposals unaccompanied by a sworn covenant indicate a plot. To begin by bluster, but afterward to take fright at the enemy's numbers, shows a supreme lack of intelligence.

Answer 19

"Second order thinking" is a concept that refers to a type of reasoning that takes into account the potential unintended consequences of a decision or action. It involves considering not just the immediate effects of a decision, but also the downstream effects that may result from that decision. Second order thinking is contrasted with "first order thinking", which only considers the direct and obvious consequences of a decision. By taking into account the indirect and less obvious consequences of a decision, second order thinking can provide a more comprehensive and nuanced understanding of the situation. For example, if a company is considering investing in a new technology, first order thinking would consider the direct benefits of the investment, such as increased efficiency and cost savings. Second order thinking, on the other hand, would consider the indirect effects of the investment, such as the impact on the company's existing business models, the potential for new competitors to emerge, and the longer-term effects on the company's overall strategy. The concept of second order thinking highlights the importance of considering the potential consequences of a decision and the need to be aware of the interconnections and feedback loops that exist in complex systems. It emphasizes the need for a long-term perspective and a deep understanding of the system being considered. In conclusion, second order thinking is a type of reasoning that takes into account the potential indirect and unintended consequences of a decision or action, and provides a more comprehensive and nuanced understanding of the situation.

Answer 20

Next time you have to give a public presentation or speech, try casually workshopping some of the material beforehand by weaving it into conversations with friends. You’ll likely be able to tell when your audience seems disengaged and when they’re enraptured—plus you’ll gain a level of comfort with the material that’ll help you deliver your speech in a more conversational tone.

Answer 21

To determine your net promoter score all you need to do it ask your users, “On a scale of 1 to 10, how likely are you to recommend or tell your friends about this product?” and you take the promoters, a promoter being someone who ranks it at 8, 9, or 10, and subtract those from the detractors, or someone who says 1, 2, or 3. I actually argue you shouldn’t subtract promoters from detractors because the only thing that matters is what percent of your users are promoters. Net promoter score allows you to quantify the number of customers that love your product enough to tell their friends about it. This is incredibly powerful because customers don’t tend to lie in these kinds of surveys, so if at least 50% of your customers aren’t giving you an 8, 9, or 10, well guess what? Your product isn’t good enough. If you now go out there and start spending money on marketing, what you’re literally doing is saying, “Potential customers, come check out my shitty product that you’re not going to tell your friends about.”

Answer 22

Empathy is the ability to understand and share the feelings of others. Goodwin argues that this trait is essential for effective leadership, as it allows leaders to connect with their followers and create a sense of unity and purpose. Empathy also helps leaders to make decisions that take into account the needs and concerns of others. For example, Lincoln was known for his ability to understand and empathize with the struggles of ordinary Americans, which helped him to unite the country during the Civil War.

Answer 23

There’s a pot of gold in them if you look closely enough. As companies grow, the decision makers and CEOs often become disconnected from their users, as layers of employees are hired to address issues. Make sure you remain connected to your users.

Answer 24

Being able to tell whether your counterpart is bluffing? That’s more art than science. Still, you’ll be better equipped to discern their true intentions if you convince your negotiation partner that you’re genuinely interested in what drives them. Asking open-ended questions (like those that start with “how” or “why”) is more likely to elicit genuine responses, and you can work to deactivate a counterpart’s negative feelings by addressing whatever makes them suspicious, aggravated, or distrustful. By building a natural rapport and listening intently, you can identify when they’re being honest with you (and when they’re not)

Answer 25

Hanlon's Razor is a principle that states: "Never attribute to malice that which is adequately explained by stupidity." The principle was named after Robert J. Hanlon, who was credited with coining the phrase in the 1980s. The principle is a form of skepticism that encourages individuals to question assumptions and avoid making overly negative or cynical assumptions about the motivations of others. It suggests that before attributing a problem or negative outcome to intentional malicious behavior, it is important to consider other explanations, such as incompetence, lack of information, misunderstandings, or simple mistakes. The idea behind Hanlon's Razor is that in many situations, people are more likely to be acting out of ignorance or mistake rather than malice, and it is important to avoid jumping to conclusions about negative motives without sufficient evidence. By assuming the best about others and avoiding negative assumptions, individuals can avoid misunderstandings, improve relationships, and build trust. In conclusion, Hanlon's Razor is a principle that encourages individuals to question assumptions, avoid negative assumptions about the motivations of others, and to assume that mistakes and ignorance are more likely to be the cause of problems than malicious intent. It is a useful tool for promoting understanding and avoiding unnecessary conflict in personal and professional relationships.

Answer 26

“It is hardly an exaggeration to say that books were the chief building blocks of [Teddy Roosevelt’s] identity.” (p. 264)

Answer 27

Ambiguity, or “a blizzard of conflicting facts” as President Clinton puts it, can make a quandary seem unsolvable. Getting comfortable with this uncertainty is key to avoiding decision paralysis. Researchers have found that in high-risk, high-ambiguity professions—like firefighting— leaders are able to successfully navigate uncertain situations by constantly recalibrating their strategies and assumptions as new information surfaces. They take pragmatic action and rely on others’ expertise as the situation unfolds.

Answer 28

Once you’ve calculated how much start-up capital you’ll need, double it. One of the most common mistakes people make is massively underestimating the amount of money they need to start a business and get traction.

Answer 29

Concentration of force means massing combat power at a single point, instead of spreading it thinly over many points. The idea is to have a decisive advantage over the enemy at the most important location. Concentration of force is an important principle to keep in mind, because dispersion of force is what happens when troops maneuver. When on the march, troops get dispersed because roads have capacity limits, making it necessary for some troops to take a different route. Terrain can also make it hard to maneuver large bodies of troops through, making it necessary to have several paths of travel for a large force. So, the trick is to maneuver effectively and quickly, probably using different approach routes, but still having the troops mass at the same place and time for a decisively overwhelming attack. Add in the factor that all the troops on the march need supplies (food, fuel, ammunition) and you start to see how complicated this can get.

Answer 30

Thus, though we have heard of stupid haste in war, cleverness has never been seen associated with long delays. In all history, there is no instance of a country having benefited from prolonged warfare.

Answer 31

A general who understands the advantages that coincide with numerous tactical approaches knows how to manage their troops. Those unversed in a variety of tactics will be doomed to defeat. There are five possible faults a general may fall prey to that will affect their chances of being victorious: Recklessness, which leads to destruction. Cowardice, which leads to capture. A quick temper, easily provoked by insults. A thin skin, sensitive to shame. Over-solicitude for their army, which leads to excessive worry.

Answer 32

- Be the smartest in the world at something.

Answer 33

“It’s valuable to have a diverse set of opinions if you have a diverse set of challenges,” President Clinton says. Studies by academics have found that companies with diverse management made more money, while studies by psychologists have found that diverse juries were better able to size up a defendant’s guilt or innocence. Diverse teams also tend to process facts more carefully and are more innovative. When putting together a team, President Clinton recommends aiming for the widest variety of experiences, perceptions, and preferences.

Answer 34

Craft a clear, compelling story about how your organization will evolve over a predetermined length of time. You could include the key results you’d like to achieve, the expected benefits to your stakeholders, and the strategies your organization must embrace in order to get there. For that same STEM organization, a vision statement might say something like, “Within three years, our programs will be inclusive, equitable, and nationally acclaimed. We will provide an environment that holds students in high regard while fostering academic excellence.”

Answer 35

If the people you’ve hired are reluctant to challenge your opinions, “then you may be losing their most creative contributions,” President Clinton says. He recommends making it clear to your team that they won’t face retaliation for speaking their mind. Consider President Clinton’s very first staff meeting at the start of his presidency in 1993: He remembers sitting down with his team and telling them, “I want you to know that you will never be fired, transferred, iced out, [or] in any way hurt by disagreeing with me or anybody else.” In fact, President Clinton sees good-spirited debate as key to a team’s success. “If you don’t want that,” he says, “then you might as well run your operation with a computer and artificial intelligence.”

Answer 36

"First principles thinking" is a problem-solving and decision-making approach that emphasizes the importance of understanding the fundamental building blocks of a problem or situation. It involves breaking down complex problems into their most basic components and then reasoning from there, rather than relying on assumptions, rules of thumb, or conventional wisdom. The approach is based on the idea that, by understanding the first principles or fundamental truths that underlie a problem, one can arrive at a deeper and more accurate understanding of the problem and potential solutions. This allows for a more rigorous and systematic approach to problem-solving and decision-making, as opposed to relying on intuition or heuristics that may not be applicable in every situation. First principles thinking has been popularized by Elon Musk, who has credited the approach as a key factor in his success in fields as diverse as electric vehicles, rockets, and solar energy. In these fields, first principles thinking has allowed Musk and his teams to challenge conventional wisdom and develop innovative solutions to complex problems. In essence, first principles thinking is a way of thinking that prioritizes a deep understanding of the fundamentals over assumptions and conventional wisdom, and encourages rigorous and systematic thinking in problem-solving and decision-making. An example of first principles thinking can be seen in the field of renewable energy. Conventional wisdom in the energy industry for many years was that renewable energy sources such as wind and solar power would always be more expensive and less reliable than traditional fossil fuel sources. However, some companies and individuals who were committed to the idea of renewable energy took a first principles approach to the problem. Instead of accepting the conventional wisdom, they looked at the fundamental components of energy production, such as the cost of materials and labor required to build and maintain wind turbines and solar panels. They found that by optimizing these basic components and making improvements in technology, the cost of producing renewable energy could be significantly reduced. This first principles thinking led to the development of more efficient and cost-effective wind and solar technologies, which have now become competitive with traditional fossil fuel sources. As a result, renewable energy has become a viable alternative to fossil fuels, and the renewable energy industry has grown rapidly in recent years. This example demonstrates how first principles thinking can be used to challenge conventional wisdom and develop innovative solutions to complex problems. By focusing on the fundamental components of a problem, it can be possible to arrive at a deeper understanding of the problem and develop more effective solutions.

Answer 37

Assuming leadership in the depths of the Depression, FDR told Americans that they had not failed, and offered a new compact between government and citizens. (p. 278) LBJ’s detailed vision for his presidential agenda coalesced as he sat with several aides on his bed the night that John F. Kennedy was assassinated. It was rooted in his core belief, instilled by his father, that government existed to help those who needed it. LBJ distilled his agenda to two initial goals: a tax cut to revive the economy and civil rights legislation, and used narrative stories to sell them to skeptics. (p. 317)

Answer 38

“‘Everyone likes a compliment,’ Lincoln observed; everyone needs praise for the work they are doing.” (p. 224)

Answer 39

Adam Grant starts “Power Moves” making the case that “power has changed”. It used to be hierarchical and it could last for a long time. Today it’s much more fragile, much more distributed, and much harder to defend. It’s easier for start-ups to acquire power, but it’s harder to hold onto it. Today’s power is the power of networks and ideas. A Snapchat star and an Instagram celebrity have more reach than a corporate VP of communication. And the startups keep disrupting old businesses.

Answer 40

Use informal words, phrases, and sentences. Write your speech for the ear, and read it out loud to make sure it doesn’t feel clunky or jargon-heavy. And practice talking about sections of your presentation when you’re with friends or family—it’s a good way of seeing how adept you are at holding forth without access to written notes and will help you discover your natural voice.

Answer 41

Many of today’s billion-dollar companies succeeded by growing on top of other platforms. Are you testing integrations with emerging and established platforms? No matter how great your product is, you have to be able to guage how you’re going to grow faster. Having a unique product is great, but knowing how to leverage a highly visible marketing channel (like Facebook) to get it in front of a greater number of users is crucial.

Answer 42

In a rapidly changing world, it is often more valuable to be a generalist who is able to adapt to new situations and learn new skills quickly, rather than a specialist who may be limited by their narrow focus. Generalists are able to make connections between fields that specialists may not be able to see, leading to innovative thinking and problem-solving. Exploration and interdisciplinary learning are important for developing a range of skills and knowledge. The path to success is not always a straight line, and detours and side projects can lead to valuable learning experiences and opportunities. The traditional model of education, which emphasizes early specialization and intense focus on a single subject, may not be the most effective way to prepare students for success in the modern world. In some fields, such as sports and music, generalists have been shown to outperform specialists. The benefits of being a generalist extend beyond just career success and can also lead to a more fulfilling and well-rounded life.

Answer 43

President Clinton says he goes out of his way to choose teams that know more than he does about the subjects at hand. But in order to assemble such rock-star groups, it helps to get a sense of your own strengths and weaknesses as a leader. You could try taking a self-assessment online that analyzes your strategic, ethical, and initiative-taking qualities, or you could reach out to your colleagues to help you understand your competencies (as well as the skills you still need to hone). Requesting feedback may seem scary, but the more often you do it, the less stressful it becomes. Try posing specific questions, asking for examples, and reaching out to both peers and managers.

Answer 44

If a message elicits a strong emotional response, such as awe or anger, it is more likely to be shared. Emotional content is more likely to be shared because it is more memorable and more likely to be talked about. Strong emotions can also drive people to take action, such as sharing the message with others. An example of a message that elicits a strong emotional response would be a viral video of a heartwarming moment. This type of content is more likely to be shared because it elicits feelings of joy and positivity.

Answer 45

To secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself. The general who is skilled in defense hides in the most secret recesses of the earth; he who is skilled in attack flashes forth from the topmost heights of heaven. Hence the skillful fighter puts himself into a position that makes defeat impossible and does not miss the moment for defeating the enemy.

Answer 46

He will win who knows when to fight and when not to fight. He will win who knows how to handle both superior and inferior forces. He will win whose army is animated by the same spirit throughout all its ranks. He will win who, prepared himself, waits to take the enemy unprepared. He will win who has the military capacity and is not interfered with by the sovereign.

Answer 47

Lincoln spent a few hours in the mornings meeting with ordinary people who lined up outside his office—time he described as “public opinion baths.” (p. 368) His visits with rank-and-file troops made him realize that the labor which slaves provided the South was a military advantage, so emancipating them would aid the war effort as well. (p. 214) Lincoln’s accessibility also earned him broad respect and loyalty. (p. 236) Goodwin has helped make famous Lincoln’s success leading a “team of rivals.” In the case of the Emancipation Proclamation, dissenting views from his cabinet led him to delay issuing it until momentum was swinging more in the Union army’s direction. (p. 218) FDR similarly encouraged disagreements among deputies to air different viewpoints, then he’d lead them to reconciliation. (p. 296) He also briefed different stakeholders before announcing policies to build consensus. (p. 284)

Answer 48

The USP metric is one I came up with on my own and it really was inspired by Seth Godin and his Purple Cow concept. If a product is really going to grow and achieve explosive growth, it’s got to be unique, special, remarkable, which means it’s got to grow through word-of-mouth. Now, in order for something to grow by word-of-mouth, there has to be something so unique about your product that nearly every user who interacts with it comes away with the same message within seconds. I realized that there had to be a way to measure this kind of word-of-potential. Our USP early on was the fact that we were so integrated with Facebook that the user literally only had to click once and they had a profile complete with photos. But we still weren’t sure if our USP was strong enough, so we asked our users. “In one sentence, how would you describe this product to your friends?” Now, if you’ve truly got a unique selling proposition at least half of the responses will say the same exact thing. In those early days, nearly all of the respondents said they would describe our product as “the Facebook dating app.” So we knew we had a strong USP. When our usage metrics started to decline, we probably got 80 different answers when we asked 80 different people. So you can definitely can measure how unique your product is with that one simple question, “How would you describe this product to your friends?” If half of the users say the same thing, you’re sitting in really good shape. Your product is unique and it’s going to take off. So what does retention ultimately say about your product? It basically tells you everything you need to know in terms of what users feel about your product.

Answer 49

How you organize your speech plays a significant role in how well it’s received. But before you can figure out a structure, it helps to understand the core insight of your talk. Ask yourself: What is the central issue you’re hoping to address? Once you’ve found that, use bullet points to outline the subthemes you want to explore.

Answer 50

Sometimes an army is exposed to calamities, not arising from natural causes, but from faults for which the general is responsible. These are: flight; insubordination; collapse; ruin; disorganization; rout. Regard your soldiers as your children, and they will follow you into the deepest valleys; look on them as your own beloved sons, and they will stand by you even unto death. If we know that our own men are in a condition to attack, but are unaware that the enemy is not open to attack, we have gone only halfway toward victory. If we know that the enemy is open to attack, but are unaware that our own men are not in a condition to attack, we have gone only halfway toward victory. If we know that the enemy is open to attack, and also know that our men are in a condition to attack, but are unaware that the nature of the ground makes fighting impracticable, we have still gone only halfway toward victory. If you know the enemy and you know yourself, your victory will not stand in doubt;

Answer 51

If a message is easy to remember or has practical value, it is more likely to be shared. People are more likely to share things that are useful or helpful to others. This could be information, a product, or a service. An example of a message with practical value would be a recipe for a healthy meal. This type of content is more likely to be shared because it is useful and helpful to others.

Answer 52

Focus on identifying and selling the benefits of your product, not the features. A feature is what something is; the benefit is how it improves lives. Make your product a “Purple Cow”—something different, exciting, and remarkable —that will be noticed by everyone.

Answer 53

In war, it’s best to conquer your opponent’s territory entirely and intact. Thus, raising it to the ground is pointless. Likewise, it’s better to recapture an army than to kill them. The best strategy in war is to defeat your enemy without ever fighting them. Consequently, Tzu states that there are five approaches to war that vary in effectiveness. From most to least effective, they are: Defeat your enemy via stratagem alone, without coming into battle. Anticipate your enemy’s plans, and prepare a pre-emptive counterattack. Isolate your opponent from their allies. Attack your enemy in the field. Besiege a walled city.

Answer 54

There are four themes in "The Perfect Weapon" that I found especially useful and illuminating. The first theme focuses on identifying the appropriate level of increasing transparency from governments about what’s going on in cyberspace. This includes giving perspective on emerging threats as well as what governments are doing about them. The second theme is about the role of offensive and defensive cyber activities and how that is changing in today’s environment due to innovation in automation and software-based advanced analytics. The third theme is about cyber activities potentially escaping the “grey zone” through escalated actions and subsequently entering the traditional world via the use of force to trigger an armed conflict. Finally, the last theme touches on the need for a strategic partnership between government and industry in order to achieve a more effective way to leverage the benefits of the digital age, while still managing the serious risks that are growing by the day. The first theme about the need for greater transparency is well past due in my opinion, but there has been progress recently. There should be no expectation of total transparency, but there must be greater transparency than ever before. A lack of transparency breeds uncertainty and increases the chance of misinterpretation, miscalculations and mistakes that can lead to escalation. More transparency leads to better stability, increased trust and the chance for cooperation, as has been the case for non-proliferation, countering terrorism, anti-piracy and other examples of international efforts of mutual interest, even with countries like Russia and China. The second theme about the changing role between cyber offense and defense is a fairly new one. Historically, offense had the advantage over defense (although that is not the case in just about every other form of warfare). It has been said that in cyber the defender has to be right everywhere and all the time while the attacker only has to be right once to break through and succeed. Innovation in technology is changing that argument. Sanger is absolutely right in how he addresses this issue, explaining the foolishness of going on offense without a good defense as a precondition. However, I disagree with his characterization that it will take another decade to achieve a good defense. It is available with today’s technology. On the offensive side of this theme, while I do agree that a good defense should be priority number one for any responsible nation, I disagree with the book’s cautionary tale about using offense as a tool for persistent engagement with cyber adversaries and defending forward instead of waiting to respond to something after the fact. Here’s a little secret that’s not in "The Perfect Weapon:" While it’s true that cyber adversaries such as Russia, China, Iran and North Korea are catching up to the offensive capabilities of the U.S. and its allies, guess whose cyber defenses are much worse than the U.S.? All of them, and the U.S. has only recently begun to leverage this situation to its advantage in disrupting or undermining its adversaries’ ability to use their cyber offense against it. I consider the third theme the most worrisome of all the cyber threats. This theme is about escalation control and the risk of cyber activities escaping the “grey zone” and entering the traditional world of use of force and triggering armed conflict. Sanger does an excellent job describing how this festering form of persistent warfare is being played out in the realm that stays beneath the historical red line that would trigger an armed response. Having personally experienced the world of managing cyber escalation at senior governmental levels, I can tell you the risks are a very real concern and require some new and innovative approaches (for which Sanger advocates). Of personal concern about the risk of escalation, I believe there is a real and growing danger. The use of loosely controlled third party actors and organizations (e.g. “research” companies, surrogates, “patriotic” hackers, front companies, criminal organizations, etc.) to do a nation’s cyber bidding is on the rise in nations like Russia, China, Iran and even non-state terrorist organizations. This is a recipe for disaster and increases the chance of a miscalculation or misinterpretation in response. It even risks a mistake that escalates the situation out of the “grey zone” where the traditional triggers for use of force and armed response are vague and largely undefined, and into the realm of physical conflict. Use of these third parties is also dangerous because of the lack of clarity about their technical skills and their possibly suspicious motivations. Finally, the last theme is one of the most important in terms of what to do about the dangers going forward. This theme is about the requirement for a strategic partnership between government and industry in order to achieve a more effective way to leverage the benefits of the digital age while managing the serious risks that are growing by the day. I share Sanger’s view that the best relationship to have between responsible nations and the industry that supports cyber activities in those nations, directly or indirectly, is one of a strategic partnership. This enables both partners to leverage the innovation that is increasingly industry-led. Unfortunately, Sanger points out that building these kinds of strategic partnerships is becoming more and more difficult because of both historical (Snowden) and current (Google/Microsoft and others’ cultural anti-government movements) trends. In fact, I wouldn’t find it surprising to discover that adversaries like Russia, China, Iran and North Korea have learned from the 2016 U.S. election interference activities (weaponizing stolen information and using deceptive techniques) and are already exploiting these two trends in order to exacerbate the divide between government and industry. They are likely already using social media platforms to further accelerate the separation in order to slow U.S. and allied technology innovation and create an opportunity for their own innovation to catch up to and surpass the U.S. and its partners. To summarize, this is THE book that best explains what has happened in the fast-moving and complex cyber age over the past decade and a half. It gives us uniquely clear insight, using understandable, plain language, about the enormous challenges the human race now faces regarding the cyber activities of governments, industry, criminal organizations, other cyber actors and, increasingly, a blurry mixture of each of these group

Answer 55

Both men and women use a double standard when assessing dominance and drive, and both genders are much more critical of driven and powerful women. Among the solutions Adam Grant proposes: Negotiate by giving more options Ask leaders for advice to ingratiate them

Answer 56

Think about who you’re addressing: Are they friends? Strangers? Professional acquaintances? Do they share any traits with you or with each other? Always consider writing in such a way that will resonate most with your audience.

Answer 57

Rapidity is the essence of war. Take advantage of the enemy's unreadiness, make your way by unexpected routes, and attack unguarded spots. Carefully study the well-being of your men, and do not overtax them. Concentrate your energy and hoard your strength. Keep your army continually on the move, and devise unfathomable plans. You will not succeed unless your men have tenacity and unity of purpose, and above all, a spirit of sympathetic cooperation. By altering his arrangements and changing his plans, the skillful general keeps the enemy without definite knowledge. By shifting his camp and taking circuitous routes, he prevents the enemy from anticipating his purpose. Success in warfare is gained by carefully accommodating ourselves to the enemy's purpose. If the enemy shows an inclination to advance, lure him on to do so; if he is anxious to retreat, delay on purpose that he may carry out his intention.

Answer 58

“The dogmas of the quiet past are inadequate to the stormy present. As our case is new, so we must think anew, and act anew.” —Lincoln, speaking to Congress, Jan. 1863 (p. 231)

Answer 59

Without harmony in the state, no military expedition can be undertaken; without harmony in the army, no battle array can be formed. An army without its baggage train is lost; without provisions it is lost; without bases of supply it is lost. Ponder and deliberate before you make a move. He will conquer who has learned the artifice of deviation. Such is the art of maneuvering. In battle, a courageous spirit is everything. A clever general, therefore, avoids and army when its spirit is keen, but attacks it when it is sluggish and inclined to return. When you surround an enemy, leave an outlet free. This does not mean that the enemy is to be allowed to escape. The object is to make him believe that there is a road to safety, and thus prevent his fighting with the courage of despair.

Answer 60

Whether you’re fighting with a large or small army makes no difference. What counts is the way your soldiers are organized. While direct methods of battle are often necessary, it’s the indirect methods that will secure your victory. Indirect tactics could include relentlessly attacking your enemy’s flanks or falling on their rear. When properly applied, indirect tactics are inexhaustible. The direct and indirect modes of attack follow on to each other like a moving circle. Considering the power of your army as a whole before identifying individuals with certain talents, you are best able to use the “energy” of your forces. By keeping your enemy on the move, they will walk straight into a unit of your best-picked soldiers, lying in wait for them. Furthermore, the victorious are adept at self-restraint and know when to attack at the right moment. By making your army look as if it is chaotically organized, when in reality it is sharply structured, you gain the upper hand. Always mask your strength with weakness.

Answer 61

Her detailed case studies of such leadership are instructive. Goodwin frames Lincoln as transformational leadership, Teddy Roosevelt in terms of crisis management, FDR as turnaround leadership, and LBJ as visionary leadership. They’re applicable for people not just in the context of government, but in organizations of all sorts.

Answer 62

Leaders must be able to work well with others and build strong, collaborative relationships in order to achieve their goals. This may involve building a team of advisors and seeking out the expertise of others. For example, Johnson was known for his ability to work well with others and was able to build strong relationships with members of Congress and other key figures in order to pass important legislation.

Answer 63

Leaders must be able to persuade others to support their vision and follow their lead. This may involve using effective communication skills, building relationships, and appealing to the shared values and interests of others. For example, Roosevelt was able to persuade Americans to support his policies and follow his lead through his effective use of radio broadcasts and public appearances.

Answer 64

It’s the CEO’s job to keep them hungry.

Answer 65

You could assess how people relate to power along these lines: Dominance / power: they want to win and dominate others Friendliness: they seek to make people around them comfortable Achievement: getting things done, very effective in business, but less so in government as they tend to be hard-drivers who walk all over people

Answer 66

(most important in execution, the key): Learn how to validate an idea with as little time and financial investment as possible. There are a variety of means and methods to validate an idea without making a huge investment. Choose the one that best suits your business. Lerner offers examples of possible methods, including using “newsjacking” to boost organic user acquisition — combining current events with some data relevant to your industry. Whatever technique you choose, keep testing. The earlier you fail, the sooner you’ll learn. Another tip on testing is the use of robust analytics. According to Lerner, building product and testing features without them is like driving blindfolded — it won’t end well.

Answer 67

HOW WILL YOU KNOW if you’re succeeding? You can have a detailed plan, but if you’re not clear about how you’re measuring results, you’re “going to lose your way,” President Clinton says. To measure success, you need to understand the benchmarks that matter the most to you. Do you put your faith in numbers or in more qualitative feedback, like comments from other stakeholders? Then there are the more philosophical ways of judging a life well lived. President Clinton recommends asking yourself, “When I get to the end, how will I know if I did it right?” When he was a young man, before he went into politics, he thought about how he would measure his life in middle and old age, if he was fortunate enough to live that long. He thought of asking himself questions like, “Are people better off when [I] quit than when I started? [Do] kids have a brighter future? Are we coming together or being torn apart?” Questions like these can be hard to come by in corporate and political contexts, but in many cases they’re more revealing than focusing on what’s happening in the moment. “We think too narrowly sometimes about how we measure success,” President Clinton says. Next time, try taking the long view instead.

Answer 68

Adam Grant says that it’s not true that power corrupts. It just gives you more latitude to influence more people. So it always depends on who is looking for that power. Power makes you more of what you already are

Answer 69

Your mindset as a leader affects your ability to navigate ever-shifting responsibilities, relationships, and goals at your organization. Some mindsets are inherently limiting, while others can help launch your venture into the stratosphere. Generally speaking, leaders who are open minded, optimistic about human potential, and focused on future accomplishments can inspire the best in their colleagues. The key, often, is humility: A leader with a learning mindset, for example, has a drive to stay sharp, increase their competence, and seek out feedback. Instead of seeing a subordinate who openly disagrees with them as a threat, these leaders welcome such interactions as opportunities to grow.

Answer 70

Timing, along with long-term vision, is everything,n. Don’t confuse “timing” with the notion of being first because, in some cases, being first can actually work against you.

Answer 71

The best people always work on the best opportunities, not on the biggest problems. Focus on building solutions to problems, rather than building new products or features.

Answer 72

No town should be attacked which, if taken, cannot be held, or if left alone, will not cause any trouble. In the wise leader's plans, considerations of advantage and of disadvantage will be blended together. The art of war teaches us to rely not on the likelihood of the enemy's not coming, but on our own readiness to receive him; not on the chance of his not attacking, but rather on the fact that we have made our position unassailable. There are five dangerous faults that may affect a general, of which the first two are: recklessness, which leads to destruction; and cowardice, which leads to capture. Next there is a delicacy of honor, which is sensitive to shame; and a hasty temper, which can be provoked by insults. The last of such faults is oversolicitude for his men, which exposes him to worry and trouble, for in the long run the troops will suffer more from the defeat, or at best, the prolongation fo the war, which will be the consequence.

Answer 73

“The nation asks for action, and action now.” —FDR, March 1933 inauguration (p. 278)

Answer 74

First, secure yourself against defeat. Then, wait for your enemy to provide you with an opportunity to conquer them. This may mean knowing how to overthrow your enemy for a while but not actually doing so. It’s a matter of biding your time and waiting for the opportune moment. A clever general is, thus, one who wins their battles with ease and makes no mistakes. They first create plans to ensure victory before engaging in warfare. Such military planning is comprised of five methods: To understand and measure the battle terrain. To estimate the enemy’s numbers. To estimate the enemy’s strength. To estimate the enemy’s chances against you. To estimate your chances of victory.

Answer 75

Make a mental list of all of the stories you feel most comfortable telling. More likely than not, they’re the ones you’ve recounted many times already. Eventually, you master the hills and valleys of the narrative, weed out the boring parts, determine which elements to emphasize, and figure out the punch line. Delivering a speech is no different; practice until it’s muscle memory

Answer 76

"Inversion" is a thinking tool that involves reversing the usual way of thinking about a problem or situation. Instead of considering the problem in its normal form, inversion involves considering the problem in a inverted or opposite form, and then working backwards to solve it. For example, instead of thinking about how to achieve a desired outcome, inversion would involve considering what actions or conditions would prevent that outcome from happening, and then working to avoid or remove those actions or conditions. In this way, inversion can help identify potential roadblocks and obstacles that may need to be overcome in order to achieve the desired outcome. Inversion can also be used to generate new ideas and approaches to problem-solving. By thinking about a problem in an inverted form, it can force you to think outside of the box and consider alternative solutions that may not have been obvious otherwise. Inversion can be applied to a wide range of problems and situations, from personal and professional challenges, to complex strategic and organizational problems. For example, in a business context, instead of thinking about how to increase sales, inversion would involve considering what factors might cause sales to decrease and then working to avoid or mitigate those factors. In conclusion, inversion is a powerful thinking tool that can help individuals and organizations overcome obstacles and generate innovative solutions to problems. By reversing the normal way of thinking about a problem, it can provide a new perspective and lead to breakthrough insights and ideas.

Answer 77

Leaders must have a clear vision of where they want to take their organization or country and be able to inspire others to follow them towards this goal. For example, Lincoln had a clear vision of a united and democratic America, and he was able to inspire others to follow him in his efforts to preserve the Union and end slavery.

Answer 78

Being a public company, our stock had a value and I could very clearly see how much that stock was worth. When our story broke and we became a very hot story, the stock became what’s called liquid, meaning all of a sudden everyone was trading it. If you wanted to sell it you could do that very easily whereas before, it literally didn’t trade. I mean when I say it didn’t trade, it didn’t trade in the 10 or 12 days prior to the story breaking. The next day, $2.5 million worth of shares were traded. On paper, my net worth was about $112 million at its peak. At the time, I was 32. Now the Facebook movie hadn’t come out yet but I am thinking to myself, “Hey, I have the fastest growing dating site in the world. No one realizes how big this Facebook thing is going to be. Why should I sell out at $100 million because I’m going to be worth a billion.” Fortunately, I did have a few friends, advisers, and mentors who told me, “Don’t be an idiot. You don’t need to sell it all but take some money off the table. It’s going to be no harm and you’re going to say thank you. At least take a few million dollars off the table.” So I went to the bank and told them I wanted to sell some shares. They said, “Cliff, we would never get this deal done.” I told them, “No, just a few million dollars”. They say, “Cliff, your stock was worthless last week. Your company, no one has ever heard off. This might disappear tomorrow. We need the strongest message possible and if we go to the investors saying you wanted to sell some shares personally the story will die.” Well, I listened to them. But our stock continued to trade up for several more months. It turned out it was a complete lie and the bankers were completely self-motivated. They didn’t even try to tell the investors because they knew at the time they could bully me. I absolutely could have taken money off the table and of course, I continued to hold my shares as the site ultimately stopped growing and declined over the next few years. By the time I finally woke up, it was pretty much too late and nearly the entire stake was lost.

Answer 79

War is costly. The longer you wage a battle, the greater the expenditures of supplies, armor, and weapons. If you lay siege to an area for a protracted length of time, your soldiers will become weak, their weapons will become dulled, and you will run out of money. Consequently, to engage in warfare intelligently, you should attack quickly and avoid any delays. If, however, a battle goes on for longer than desired, a wise general orders their troops to pillage from the enemy. This will sustain your army for longer than when relying exclusively on your own resources. It also incentivizes your troops to defeat the enemy, as they’ll reap the rewards of their loot.

Answer 80

Showing others how their efforts fit into a larger context can help them appreciate the work they’re doing. (It’s also important to acknowledge the labor behind their significant contributions.) President Clinton recommends making people feel like they’re on a “special mission”— one that can tie them together. “When you do that, then you’ve got everybody looking for ways to knit the cooperation together tighter,” he says. By emphasizing the impact your work will have on the world, you can also make that work more meaningful, memorable, and fun.

Answer 81

- You can’t improve what you don’t measure.

Answer 82

If you know the enemy and you know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.

Answer 83

Being open to evolving your position or approach as a leader is crucial, especially when circumstances have dramatically changed. Hardheadedness can be self-defeating: “Refusal to change your position in the face of changed circumstances can put your whole enterprise at risk,” President Clinton says. “I think it shows strengths, not weaknesses, when you change position for the right reason.” Real-world scenarios back this up: One study out of Harvard University in Massachusetts found that, within a group of entrepreneurs participating in a pitch competition, those who changed their minds mid-pitch after being informed of contradictory evidence were six times more likely to advance to the final round.

Answer 84

If a message is seen or experienced in a public setting, it is more likely to be shared. When people see others reacting positively to something, they are more likely to share it themselves. This is why word-of-mouth marketing can be so powerful. An example of a message that is seen or experienced in a public setting would be a billboard advertisement. If someone sees an advertisement on a billboard and reacts positively to it, they are more likely to share it with others because they saw it in a public setting.

Answer 85

Leaders should be open to learning from their past experiences and the experiences of others in order to make better decisions in the future. They should be willing to reflect on their successes and failures and use these lessons to guide their actions. For example, Roosevelt learned valuable lessons from his experiences as a rancher and naturalist, which he later applied to his presidency and his efforts to conserve natural resources and promote environmental protection.

Answer 86

Eleanor Roosevelt ruled that only female reporters could attend her weekly press conferences, forcing some publishers to hire their first female reporters and thus helping give birth to a generation of women journalists. (p. 289)

Answer 87

Leaders are able to think creatively and come up with new solutions to problems. They are open to trying new approaches and are not afraid to take risks. For example, Roosevelt was known for his ability to think creatively and come up with innovative solutions to address the challenges of the Great Depression, such as implementing the New Deal programs.

Answer 88

Artificial intelligence and robots will soon revolutionize the way we work and interact. Many will become jobless in occupations such as constructions, manual work, driving and, later on, technical skills such as coding as well. But a robot that can connect people, build relationships, negotiate agreements or simply lead a meeting where emotions are running high is a long way off. So the best bet for future employment is increasing your emotional intelligence.

Answer 89

Move not unless you see an advantage; use not your troops unless there is something to be gained; fight not unless the position is critical.

Answer 90

“When you’re negotiating,” President Clinton says, “you have to say, ‘Yes, this is good for us, but I think it’s good for you, too, and here’s why.’” Helping your counterpart define their vision of success gives them a sense that you want to understand their deepest motivations and makes it easier for both of you to find common ground. One pivotal piece of information that can drastically change the course of a discussion is called a “black swan,” as expert hostage negotiator and MasterClass instructor Chris Voss puts it. These revelations, unknown at the outset of a negotiation, can be game changers in terms of uncovering your counterpart’s motivations. Sometimes they’re unwittingly revealed, making it even more important for you to remain open to receiving information in its many forms.

Answer 91

It is critical and of the utmost importance to continuously improve and innovate, especially when it comes to user experience (UX). Ideas to do so can come from anyone. Here are two recommendations:

Answer 92

No matter your business strategy, never start charging for something that users are used to receiving for free. They will revolt and cause irrevocable damage with bad reviews. Being an entrepreneur requires the capacity to make tough but fair decisions for the good of the company. Sometimes you’ll make a mistake, but it’s more important to keep moving forward. Being a Leader.

Answer 93

If something is associated with a strong emotional response, it is more likely to be shared. This could be something that is tied to a specific event or time of year, or something that is associated with a particular emotion. For example, a message that triggers feelings of nostalgia is more likely to be shared than a message that is neutral. An example of a trigger would be a message that is tied to a specific event, such as a holiday. A message promoting a sale around Christmas time is more likely to be shared because it is tied to the holiday and relevant to the current time.

Answer 94

Worst-case analysis: When you want to guarantee something will work, you should ask yourself, “What's the worst that could happen?” Look for unambiguous information. When choosing which information to get, think about which piece will tell you what you want to know even in the worst case.

Answer 95

Something that is seen as valuable or "cool" is more likely to be shared. This could include something that is exclusive or hard to get, or something that is associated with a particular group or identity. People are more likely to share things that make them look good or that reflect positively on their identity. An example of social currency would be a limited edition fashion item that is only available to a select group of people. This item would be more likely to be shared because it is exclusive and considered valuable or "cool."

Answer 96

Harmony must be achieved between the ranks of your army before you can march into battle. Once your soldiers operate as a unified body, you can turn your attention to defeating your enemy. However, you mustn’t allow your soldiers to march for long periods of time. This will only weaken your army, and only a tenth of your soldiers will reach their destination. Further, you cannot march your army across territory that is unfamiliar. You must use the knowledge of local guides to use the natural advantages of the land. Before you make a move, you must first ponder and deliberate. This is the art of maneuvering. With your army operating as a single body, there is no space for the brave to advance alone or for the cowardly to retreat alone.

Answer 97

Probabilistic thinking refers to the process of considering and making decisions based on the likelihood or probability of potential outcomes. It is a way of thinking that recognizes that the future is uncertain and that many outcomes are possible, rather than assuming that a single outcome is certain to occur. Probabilistic thinking is often used in fields such as finance, risk management, and decision-making under uncertainty. For example, in finance, a probabilistic approach might involve considering the likelihood of different economic scenarios and the potential impact on investments. In risk management, a probabilistic approach might involve assessing the likelihood of various risks and developing strategies to mitigate them. An example of probabilistic thinking in everyday life is weather forecasting. Weather forecasters use mathematical models and historical data to predict the likelihood of different weather outcomes, such as precipitation, temperature, and wind speed. While the future weather is uncertain, the models can provide a probabilistic estimate of the likelihood of different outcomes, allowing individuals and organizations to make decisions based on the best available information. In conclusion, probabilistic thinking is a way of thinking that recognizes the uncertainty of the future and considers the likelihood of potential outcomes in decision-making. By taking a probabilistic approach, individuals and organizations can make more informed and effective decisions in the face of uncertainty.

Answer 98

Lerner advises entrepreneurs to make the unknown known by creating a worst-case scenario plan. Go through every potential problem scenario, and write down possible solutions. In doing this, you’ll u discover that the situation is rarely as bad as you initially thought.

Answer 99

Fighting with a large army under your command is nowise different from fighting with a small one: it is merely a question of instituting signs and signals. In all fighting, the direct method may be used for joining battle, but indirect methods will be needed in order to secure victory. Therefore the good fighter will be terrible in his onset, and prompt in his decision. Simulated disorder postulates perfect discipline; simulated fear postulates courage; simulated weakness postulates strength.

Answer 100

Since different people seek power, we should be watchful of who gets the power. Some people tend to be takers: they are in it for themselves. The givers tend to use their power to foster the common good instead. And there are Machiavellian leaders who, Adam Grant says, perform more poorly than givers. Machiavellian politicians, for example, were able to get fewer bills passed and Machiavellian fund managers had lower returns. How do you recognize if someone is a giver or taker? Ask them about their colleagues and people will have a tendency to project their own personalities onto others. So ask, for example, how common they think theft is within the compant

Answer 101

Moral law: That which inspires the population to be in complete agreement with their leader, willing to follow them under any circumstances. Heaven: The changeability of the environment, e.g., the seasons, times of day, and the weather. Earth: This comprises great distances and the variability of terrain. The commander: The importance of the virtues of wisdom, sincerity, benevolence, courage, and strictness. Method and discipline: The clear hierarchy and structure of an army, with clear divisions, subdivisions, and ranks. When creating your military strategy, you must refer to these five factors. This requires asking questions such as: Which of your leaders inspire moral law? Who stands to gain the most from how the heavens and earth lie? On which side are the officers and soldiers better trained? Tzu argues that, by asking such questions, you can predict who the winning side will be. Further, as war is based on deception, when your army is fit to attack, they must appear unfit. When you are busy deploying your soldiers, you must seem inactive. By deceiving your opponent, you attack them where they are unprepared and you can defeat them. This tactic is also championed in Robert Greene’s The 48 Laws of Power.

Answer 102

Practice your speech often enough that you can look up at the audience and not depend too much on your script. Additionally, President Clinton recommends thinking about your intonation, volume, and pitch. Pay attention to the way you move when you speak, and try to consciously bring your whole self into the presentation.

Answer 103

Using the right analogies can put your negotiations in perspective and may even spur your partners into taking action. Case in point: In 1999, the White House threw a celebration for the thirtieth anniversary of American astronaut Neil Armstrong’s walk on the moon, and President Clinton was able to keep (for a short time) a 3.6-billion-year-old rock that Armstrong and his fellow astronaut Buzz Aldrin had plucked off Earth’s only natural satellite. Afterward, during contentious meetings with officials from both major U.S. political parties, President Clinton often presented the moon rock and gave a short speech about how it symbolized our fleeting existence, and how we should make the most of that limited time. “Sometimes you just need space, a strategy for a time-out, so people can take a break and reorient themselves,” he says.

Answer 104

Tzu states that there are six types of terrain: Accessible ground: Ground that both you and your opponent can easily traverse. To be victorious, you must occupy this ground before your enemy. Entangling ground: Ground that is difficult to re-occupy once you abandon it. Thus, if you’re battling an enemy on such terrain and you lose, it will be difficult for you to return to attempt victory once more. Temporizing ground: Ground on which neither side has an advantage. Even if your enemy tempts you to engage in battle on such terrain, refrain. Narrow passes: Only enter such passes if you’re the first to occupy them and then strongly garrison them in wait of your opponent. If your opponent has gotten there before you, don’t enter. Precipitous heights: Try to occupy the highest sunny spots and wait for your enemy to march upwards to meet you. If your enemy has occupied such a spot before you, retreat, and entice them away. Positions at a great distance from your opponent: If both armies are of equal size and situated far from each other, a battle will not be easily provoked. Thus, it’s essential to avoid drawing out a long, weary march to meet your enemy, as your troops will be weary, and you will be at a disadvantage.

Answer 105

Effective leaders must be able to adapt and change their strategies in response to changing circumstances. This may involve adjusting their goals or the tactics they use to achieve them. For example, Roosevelt was known for his ability to adapt and change his approach in response to changing circumstances, such as the onset of the Great Depression and the outbreak of World War II.

Answer 106

Ideally with a theme like “new features” or with a specific goal in mind, and encourage the entire company to participate. Your best ideas won’t always come from the people who are being paid a lot of money to come up with them.

Answer 107

“What is something controversial? What is something taboo?” and a bunch of people in customer service said, “Huh, they always say in dating that blondes have more fun. Is there a way for us to measure that?” and then our data guy said, “Huh, yeah that’s easy! We can just see based on hair color how often people get liked or skipped and then run the data.” So we just looked at what would make the most interesting or controversial data point and that became our catchy clickbait headline. In the example above our headline was, “Wow blondes have 28% more fun, it’s true!” We also ran some numbers and found out that for guys, bald is beautiful. Bald actually isn’t a bad thing for guys, so that became one of our headlines that lead to a viral story. From then on it really became just wash, rinse, and repeat. We would brainstorm something controversial, taboo or interesting. We would run the data to see if anything interesting or catchy came up. If it did, we had a new headline.

Answer 108

Seven Practices of Effective Ministry Andy Stanley, Reggie Joiner, Lane Jones North Point Resources Overview: The seven practices are designed to provide a template that will help you determine which programs to start, what to stop, and how to improve what’s working. When implemented properly, these practices will energize every facet of your ministry. So what are these seven practices? (10-11) 1. Clarify the Win. When all is said and done, what is it that we want to look back on and celebrate? 2. Think Steps, Not Programs. Your programs should take people somewhere, not simply fill up their time. Ask yourself, “Where do we want our people to be? What do we want them to become? Is our programming designed to take them there? 3. Narrow The Focus. Focus is the key to achieving excellence and making an impact. Each ministry environment should be designed to do no more than one or two things well. 4. Teach More For Less. The less you say, the more you will communicate. Learn to say only what you need to say to the people who need to hear it. 5. Listen To Outsiders. The needs and interests of insiders have a tendency to determine the agenda for the organization. Focus your efforts on those you’re trying to reach, rather than those you’re trying to keep. 6. Replace Yourself. One day someone else will be doing what you are doing. Embrace the inevitable and prepare now for the future. 7. Work On It. To maintain your relevance, your sanity, and your effectiveness, you must carve out time in your schedule to step back and evaluate what you are doing and how you are doing it.

Answer 109

Before circumstances can change, the leader(s) might have to change. (28) * You need to know when you’re getting ahead, and your people need to know when to cheer. If you give people a clear goal, then most of the time they’ll work like dogs to get there. But if the goal is unclear, they’re forced to guess or, worse, decide for themselves what a win really is. (33) Study Notes, Seven Practices of Effective Ministry References cited by page number Page 2 of 27 * You have to decide where a win happens best for you. Is it your Sunday morning service or somewhere else? Once you know where it is, then you have to take the necessary steps to get there. (35) * Contrast these statements: Programs lead to life change versus programs can just become a way of life. (36) * The tendency in business, or in church work for that matter, is to mistake activity for progress. We think that just because people are busy and doing a lot of stuff that we are being successful. The fact of the matter is, if all that activity isn’t taking you where you want to go, then it’s just wasted time. (36)

Answer 110

* Narrow the focus. By that I mean you shouldn’t try to do everything; you should do a few things well. (39) * Pitchers don’t need to hit well; they need to pitch well. Every step you create needs to do what it does best and nothing more. Focus allows you to pursue excellence, to zero in on the target. Narrowing the focus seems so limiting, but when you think about it, it really frees you up to do more. You just do one thing really well. (40-41) * Consider this thought: “I went to church my entire childhood, and do you know what I learned? Not a thing. I know I heard a lot of things about God, but I don’t remember one of them. How good do you have to be to teach a child one thing? The problem wasn’t that they couldn’t teach me one thing. The problem was they tried to teach me everything. (44) * The first four practices are all about making changes to the organization. The last three require a personal change for the leader, and sometimes, that’s a little more difficult. (49) * Listen to people outside of the church for answers, not questions. (49) * One of the primary reasons that you have to listen to outsiders is this: if you don’t, you will be driven by the complaints and demands of the insiders. The question you have to answer is, “What can you learn from the people you’re trying to reach?” If you watch them and listen to them, they’ll tell you what they think and want. Then you have to figure out how to use that information. (51)

Answer 111

* If you want your church to stand the test of time, then you have to be replaced. In order to replace yourself, you have to see the good of the organization as more important than your own. You have to be able to resist the natural reaction to protect yourself and your position. Great leadership needs to be developed through a system of apprenticing replacements and duplication. It is a process – a process of mentoring and teaching another to do what you do and to do it well. While the other practices will take care of quality, this practice insures that you Study Notes, Seven Practices of Effective Ministry References cited by page number Page 3 of 27 will maintain quality over the long haul. You avoid burnout and help prevent people from becoming entrenched. (53-56) * If a leader spends all of his time working in the system, then how is he going to know when the system is the problem? It’s more than just measuring [success]. It’s carving out blocks of time to evaluate what you’ve measured to see what is working and what’s not. (58) * The ultimate goal which we are seeking in this study is to rediscover a passion for ministry that has been suffocated under a load of complexity. (60) * Churches are notorious for creating competing systems, wherein unclear direction and conflicting information threaten to cause a breakdown and paralyze the ministry. Instead of replacing old systems, we tend to just download and add whatever is new to what already exists. Soon our capacity becomes fragmented and we find ourselves confronted with the signs of ineffectiveness: some ministries seem routine and irrelevant; the teaching feels too academic; calendars are saturated with mediocre programs; staff members pull in opposite directions; volunteers lack motivation; departments viciously compete for resources; and it becomes harder and harder to figure out if we are really being successful. (65)

Answer 112

As long as the “win” is unclear, you force your team to guess what a win looks like. Without clear direction, they are forced to chart their own course or follow whoever seems to have the best plan at the moment. (72) o If the win is unclear, you may force those in leadership roles to define winning in their own terms. (73)

Answer 113

o A program is a system of services, opportunities, or projects, usually designed to meet a social need. When you “think programs,” your inclination tends to be to create something in order to meet specific needs that have surfaced in your attendee base or target group. (89) o When you “think steps” there is a fundamental difference in your perspective. Now the primary goal is not to meet someone’s need, but rather to help someone get where they need to go. A step is a series of actions that systematically take a person somewhere. (89) o When you think programs you start by asking, “What is the need?” The first question is logically followed by a second question: “How are we going to meet that need?” The result is program-oriented ministry – it is designed to meet a need. When you think steps you start by asking, “Where do we want people to be?” That question is followed by a second, more strategic question: “How are we going to get them there?” The result is a ministry that works as a step – it has been created to lead someone somewhere. (89)

Answer 114

Here are just a few (96): Study Notes, Seven Practices of Effective Ministry References cited by page number Page 9 of 27 o You encourage your teams to depend on each other. o You discourage individuals from becoming territorial. o You erase the hard lines that exist between departments. o You uncover anything that is not working. o You become more intentional about simplifying what you do. o You position leaders to constantly think in terms of the big picture.

Answer 115

o The more you focus each environment, the greater the relevance. [Target accuracy] o The more you focus each environment, the better the connection. [Relational strength] o The more you focus each environment, the higher the quality. [Excellence comes when you stop doing too much] o The more you focus each environment, the stronger the impact. [Focus breeds specificity which yields results]

Answer 116

o Decide what you are going to say – what is important for our people to learn o Decide to say one thing at a time – the “teach less for more concept” not only means we prioritize the core information we try to teach, but that we also say less each time we meet. Too much information may, in fact, have a canceling effect…with every additional idea you introduce, you diminish the effectiveness of the prior ideas you have already presented. Focus on just one truth or principle and you enhance the potential of every listener to “get it.” o Decide how you are going to say it – communication is really about engaging the mind and heart of the listener, and so it is important to appeal to a variety of learning styles. o Say it over and over again – what is worth remembering is worth repeating.

Answer 117

* A key thing to remember about creating margin in your organization is that it isn’t enough to evaluate. You also have to celebrate. (180) * If you want a behavior repeated then you need to reward it. Few things are more rewarding for a volunteer than hearing his or her name shared as part of someone’s life-changing story. (181) * The critical question that we must a

Answer 118

Ricks begins the book with a brief biographical account of the first four presidents of the United States, focusing particularly on their classical backgrounds and educations. George Washington was the only one who never attended university due to his pursuit of a military career but was nevertheless a great admirer of Cato, a conservative Roman senator who opposed Julius Caesar’s overthrow of the republican government. Unlike his predecessor, John Adams received a prestigious higher education at Harvard University, where he became inspired by the writings of Cicero, who was also a defender of republican values in the period preceding the establishment of the Roman Empire. Thomas Jefferson, the third president, was educated at the College of William and Mary and diverged from the Romanesque leanings of his peers by preferring to study Greek philosophy, particularly the works of Epicurus, whose religious skepticism and empirical approach to epistemology influenced many Enlightenment thinkers. Finally, a true product of the Enlightenment, James Madison received his education at Princeton University and was primarily attracted to contemporary philosophers like Montesquieu, from whom Madison and the other Founding Fathers adopted the ideas of separating governmental powers and creating a system of checks and balances.

Answer 119

In the second part of the book, Ricks investigates how the Founders applied their classical backgrounds to the challenge of leading the American colonies to independence and sovereignty. According to Ricks, it was Adams who argued that “the principles of the revolution […] were that all men are equal, and that power is delegated to leaders by the people” (p. 116). He drew on the example of ancient Greece to illustrate how the British had violated these principles in America, explaining that “the Greeks planted colonies, and neither demanded nor pretended any authority over them, but they became distinct independent commonwealths” (p. 116). Guided by this first principles approach, Jefferson accepted the responsibility of drafting the Declaration of Independence in 1776, finally presenting the document as a revolutionary manifesto that would sever America from the European monarchical tradition: We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.—That to secure these rights, Governments are instituted among Men, deriving their just powers from the consent of the governed,—That whenever any Form of Government becomes destructive of these ends, it is the Right of the People to alter or to abolish it, and to institute new Government, laying its foundation on such principles and organizing its powers in such form, as to them shall seem most likely to effect their Safety and Happiness (p. 299).

Answer 120

Though his first principles thinking enjoyed considerable success in the political arena, Adams was not a visionary on the battlefield. He advocated a short, violent war and frequently expressed his impatience with Washington, who employed a very different strategy. In fact, rather than searching for novel solutions to the military challenge from first principles, Washington instead took the analogical approach of adopting an innovative strategy developed by the Roman general Fabius in the Second Punic War against Hannibal’s Carthaginian army. As Ricks explains, “it is that there existed a strong strategic parallel between the circumstances of the ancient Roman situation and the American Revolution. In both cases, the defender was facing an invader from overseas who had to cross land and sea barriers in order to bring in additional supplies and troops. Those hurdles made attacking the invader’s supply lines and exhausting his troops an especially productive approach” because “supplies were harder for him to find, and replacements had to come from afar” (p. 156). Therefore, instead of facing the British with conventional military tactics—a strategy that would have almost certainly resulted in a quick victory for the better trained and equipped British regulars—the American militiamen adopted an early form of guerilla warfare that tired the British by stretching the conflict from 1775 to 1783.

Answer 121

With the Declaration of Independence providing a normative foundation for the new country and the War of Independence finally won, all that was missing was a practical system of government to unite the thirteen former colonies into a sovereign state. One proposal was the Articles of Confederation, under which the former colonies would become sovereign states loosely organized under a weak central government. Uncertain whether this arrangement would be sufficiently robust to serve as a long-term solution, Madison became even more skeptical of the confederal model through Socratic questioning, a “truth-finding method that questions the validity of one’s beliefs and assumptions in a disciplined, rigorous and thoughtful manner” (Verkerk and Grass 2019, p. 12). Though he does not use the term “Socratic questioning” in his book, Ricks describes how Madison effectively applied this critical thinking exercise to uncover first principles related to the challenge at hand. He began by examining the problems of ancient Greek confederacies and inquired: “What had brought down ancient republics? What made them so fragile? Were there gaps between their theory and practice? Did they have inherent flaws that caused them to fail? Were these avoidable? Was Montesquieu correct in thinking that republics had to be small? If so, could American government be structured in a different way that would make it more sustainable?” (p. 183-184). This initial exercise in Socratic questioning led Madison to embark on a quest for knowledge, during which he would travel to Europe and spend several years studying everything from political philosophy and natural history to travel books on China. The result of Madison’s tireless Socratic questioning and disciplined research to uncover the first principles of pragmatic statecraft was the Constitution that would become the supreme law of the United States of America. Quoting historian Noah Feldman, Ricks observes that Madison’s solution was truly an example of innovation through first principles thinking: Aristotle in his Politics had already engaged in comparisons between different sorts of constitutional arrangements, and Montesquieu had tried to offer a general theory of the relationships between the "spirits” of different polities and the way they were organized. But as a systematic effort to identify the core working elements of all the confederacies known to have existed, Madison’s document was unprecedented (p. 18

Answer 122

Despite his clear admiration of Madison’s problem-solving skills, Ricks avoids extending his praises so far as to be blindly uncritical of him and the other Founding Fathers. He correctly points out the stark contradictions between the first principles manifested in the Declaration of Independence— “that all men are created equal, that they are endowed by their creator with certain unalienable rights, that among these are life, liberty and the pursuit of happiness”—and the Constitution’s permission of slavery. According to Ricks, the grave error that would cause the unjustifiable suffering of generations of enslaved people, lead to a civil war, and result in social divisions that have plagued the country to the present day was the result of misguided analogical thinking. The Founding Fathers reasoned that, since the institution of slavery was present in the societies of ancient Greece and Rome, it could also be applied in the American context. This supposition, however, is an example of a false principle, “a scientifically unproven belief or assumption used as a norm to evaluate objects, behaviour and outcomes” (Verkerk and Grass 2019, p. 16). Unlike first principles, which are undeniably true and therefore universally applicable by definition, false principles can have detrimental consequences if incorrectly applied by analogy. In their hasty application of slavery to the American legal system, the Founding Fathers overlooked some key issues that should have suggested that the ancient institution was not in fact a universally applicable first principle. For example, in the two millennia that had elapsed since the model societies of ancient Greece and Rome first institutionalized slavery, Western culture and its views on moral and ethical norms had progressively evolved, making the practice much more controversial and divisive than it had been in the past. Moreover, slaves in ancient Greek and Roman societies were oftentimes debtors or prisoners of war rather than people born into a certain ethnic group—as was the case with American slaves—and thus could be seen as products of economic inequality rather than racial supremacy. While economic inequality doubtlessly creates societal tensions, racial supremacy results in a caste system based on biological differences that is much more difficult to overcome even after the institution of slavery has been abolished. The Founding Fathers’ collective mistake of overlooking such issues in their analogical thinking ultimately resulted in what Ricks rightly refers to as “the blot on the constitution” and the new republic’s “fatal contradiction” (p. 201, 267).

Answer 123

As his book is primarily directed towards an American audience, Ricks concludes it with a list of ten actionable ideas that he believes could help put the United States back on the track that, in his view, was originally intended by the Founding Fathers. As his epilogue reveals, Ricks’ own political thinking is heavily influenced by first principles: I. Don’t panic Concern and anxiety over the state of the union is not only normal but patriotic. It should come as a reassurance, however, that the Constitution was designed to be robust and flexible in times of political crises. Every era comes with its challenges, but Ricks reminds his readers that in spite of numerous obstacles it has stood the test of time. II. Curtail campaign financing Corporations are not people and therefore should not enjoy the right to make unrestricted campaign donations. Ricks argues that this practice, which has become a common aspect of the American political process, would have been denounced as corrupt and impermissible by the Founding Fathers. III. Re-focus on the public good Although the Constitution makes two explicit appeals for “the general welfare”, the United States is an outlier among developed countries in terms of its unequal access to public goods like healthcare and education. Ricks quotes Cicero’s assertion that “salus populi suprema lex esto”, or “welfare of the public is the supreme law”, when reminding his readers of the egalitarian spirit of the Founding Fathers

Answer 124

IV. Promote, cultivate, and reward virtue in public life—but don’t count on it The idea of civic virtue has two principal elements. The first is to be tolerant of fellow citizens whose opinions differ from one’s own, and the second is to be willing to serve one’s country without the expectation of reward. Fearing that there is a steady trend of decline in both of these principles in the United States, Ricks urges all Americans to reflect on their own civic virtue for the good of their communities and the country as a whole. V. Respect our core institutions—and push them There is a growing notion in the United States that government itself is the problem. Ricks dismisses such nihilistic thinking and argues instead that government is the essential medium for promoting the public good. It would be more constructive, he argues, for critics to produce their own definitions of the public good and then direct government towards those ends rather than advocating the abolition of a central government altogether. VI. Wake up Congress As the legislative branch of government, Congress was designed to balance the president’s executive powers. Despite its co-equal status, Ricks believes that a lack of energy in the House of Representatives and the Senate has resulted in Congress shying away from its rightful role as the voice of the people’s will. He encourages the election of more active and passionate lawmakers to fill the seats of Congress.

Answer 125

VII. Enrich the political vocabulary It is common to hear terms like “liberty”, “freedom”, and “equality” in American political discourse, but Ricks suggests that the classic lexicon needs to be carefully re-evaluated before being applied to contemporary issues. What does it really mean to “make America great again”? What is national greatness? When was America great? Why is it no longer great? Such are the kinds of Socratic questions citizens should ask themselves before submitting to the appeal of popular campaign slogans. Reclaim the definition of “un-American” As a continuation of the exercise of Socratic questioning, citizens would also do well to reflect on what the Founding Fathers considered to be “American”. Would they have viewed immigration bans as American? Would they have considered canceling controversial public speakers to be an American practice? Ricks believes that the process of enriching the political vocabulary cannot be complete without taking this introspective step. IX. Rehabilitate “happiness” Though “the pursuit of happiness” is subject to endless interpretation, Ricks argues that the Founding Fathers would have rejected the hedonism and vanity that have resulted from modern consumer culture. Americans should instead pursue happiness in civic virtues like good citizenship. X. Know your history While most of Ricks’ ideas urge his readers to respect the Founding Fathers and emulate their approaches to citizenship and politics, the author does not fail to remind Americans of the consequences of following faulty historical examples. For this reason, he believes it is the duty of all citizens to know their history.

Answer 126

Defend Democratic Institutions: Modern democratic structures need active protection to remain stable.

Answer 127

Beware Paramilitary Forces: Keep an eye on unofficial military-like groups that support authoritarian regimes.

Answer 128

One-Party State Risks: A single political party can easily evolve into an authoritarian regime.

Answer 129

Individual Agency: Your personal actions and words have a significant impact on the political environment.

Answer 130

Guard Freedom: Once freedom is lost, it is challenging to regain.

Answer 131

Act Early: Recognize the early signs of authoritarianism and take action before it's too late.

Answer 132

Democracy to Despotism: A democratic system can deteriorate into authoritarian rule if not carefully maintained.

Answer 133

Flares in the Night: The book serves as a series of warnings against complacency and apathy.

Answer 134

Stay Informed: Keep yourself educated on current events and historical context.

Answer 135

Local Politics: Pay attention to local government and issues as a way to counterbalance centralized power.

Answer 136

Contribute to Good Causes: Donate time or money to organizations that support democratic values.

Answer 137

Critical Thinking: Question the information you receive and be skeptical of sources that cannot be verified.

Answer 138

Network and Unite: Work together with like-minded individuals to have a stronger impact against authoritarian tendencies.

Answer 139

Dissent is Patriotic: Questioning your government is a part of maintaining a democratic society, not an act against it.

Answer 140

Truth Over Lies: Prioritize verified, factual information over false narratives.

Answer 141

Rule of Law: Maintain respect for laws and insist on their fair application.

Answer 142

Watch for Dangerous Language: Be aware of language that could be considered hate speech or incitement to violence.

Answer 143

Be Prepared to Take Risks: Standing against tyranny may involve personal risks.

Answer 144

Learn from History: Understand historical instances of authoritarian rule and resistance to avoid repeating mistakes.

Answer 145

Take Responsibility: Each individual has a role in maintaining a democratic society, and it's essential to fulfill that role.

Answer 146

Key points: Justice First: The welfare of the people is the ultimate law. No shortcuts. Moral Integrity: Uphold virtuous behavior and ethical governance. Similar to Socrates, Cicero believes that good ethics lead to good governance. Rule of Law: Laws aren’t mere guidelines; they're the skeleton of the state. Fair and consistent enforcement is critical. Public Welfare: The good of the many outweighs the good of the few. Resource allocation should prioritize general welfare. Oratory Skills: Effective communication is a must. Cicero himself was a master rhetorician. Wisdom and Expertise: Drawing from historical precedents, leaders should consult experts and make informed decisions. Accountability: Leaders should be responsible for their actions and subject to scrutiny. In essence, Cicero tells us that just and moral governance, underpinned by strong laws and public welfare, is the key to a successful state.

Leadership and Warfare II Flashcards

(171 cards)