Dating in Germany will either make it more so or raise the chance to finally get the partner you've been looking for all along. Dating for expats info. Living in Germany is an incredible opportunity to rediscover and reinvent yourself, including the romantic side of your life. Transcending cultural differences and customs is just a small step to achieve that. Online Dating Guide.

No matter who you ask, you will get the same answer: dating nowadays is hard. Population Studies, , — Bulletin of the World Health Organization, , — The determinants of mortality.

Cambridge, Population and Health Research Center Inc. Deaton A. Global patterns of income and health: facts, interpretations, and policies, Report of the knowledge network on urban settlement.

University Press, New York, Field M, Shkolnikov V. Russia: socioeconomic dimensions of the gender gap in United Nations Population Fund, In: Evans et al. Challenging inequities in health: from ethics to action. New International Migration Report WHO mortality database: tables [online database]. Abegunde D et al. Geneva, World Health: a vital investment for economic development Health Organization, European Observatory on Health Systems and Italian longitudinal study on ageing.

Rome, Consiglio Nazionale per le Ricerche, Marengoni A. Prevalence and impact of chronic diseases and multimorbidity in the Schoen C et al. Health ageing population: a clinical and epidemiological approach. Institutet, Gobierno de Chile. Ministerio de Salud. McWhinney I. The essence of general practice. In: Lakhani M, ed. A celebration of red. London, Royal College of General Practitioners, Asistencial, A Bayesian multinomial model to analyse spatial Is universal coverage a solution patterns of childhood co-morbidity in Malawi.

European Journal of Epidemiology, for disparities in health care? Findings from three low-income provinces of Thailand. Health Policy, — Over-diagnosis and co-morbidity of severe malaria Tangcharoensathien V et al. Knowledge-based changes to the Thai health system. Macinko J et al. Going to scale with community-based primary care: an analysis of Comorbidity: implications for the importance of primary care in the family health program and infant mortality in Brazil, — Annals of Family Medicine, , Gwatkin D et al.

Socio-economic differences in health nutrition and population. Journal Castro-Leal F et al. Relman AS. The new medical-industrial complex. New England Journal of Medicine, World Health Surveys. STATcompiler [online database].

Aid effectiveness and health. Making health systems work. Davidson R et al. Lifestyle and health. Swedish International Development Cooperation Agency. Washington DC, The World pharmameddevice. Strong K et al. Preventing chronic diseases: how many lives can we save? Medical technology industry at a glance.

World health survey: internal calculations. Ezzati M et al. Comparative risk assessment collaborating group. Estimates of global Press room: IMS health predicts 5 to 6 percent growth for global and regional potential health gains from reducing multiple major risk factors. Lancet, pharmaceutical market in , according to annual forecast. International prices and availability of pharmaceuticals in Essential public health functions: results of the Health Affairs, , — Health at a glance OECD indicators.

Paris, Organisation for Economic Moran M. Governing the health care state. A comparative study of the United Towards health security. A discussion paper Kingdom, the United States and Germany. Copenhagen, World Health Selective primary health care: an interim strategy for A comparative study of the United disease control in developing countries.

Manchester, Manchester University Press, — Buse K, Harmer AM. Seven habits of highly effective global public—private health Balancing health needs, services and technology. Stillman K, Bennet S. Introducing a human dimension to Thai health care: the case for family from three country studies. Development, US graduate medical education, Journal of the American Medical Association, the health sector in Malawi.

Washington DC, World Bank, Viewpoint: public versus private health care delivery: SourceOECD [online database]. Paris, Organisation for beyond slogans. Creese AL. User charges for health care: a review of recent experience. Geneva, Jindawatthana A, Jongudomsul P. Journal for Human Resources for Health Macq J et al.

Managing health services in developing countries: between the ethics forthcoming. Human Resources for Health Summary of the evidence on patient safety. Implications for research. Under-the-counter payments for health care: World Health Organization, Health Policy, , — Liamputtong P. Giving birth in the hospital: childbirth experiences of Thai women in Good Samaritan or exploiter of illness?

Coping strategies of northern Thailand. Health Care for Women International, , — Mozambican health care providers. Providing Ammar W.

Health system and reform in Lebanon. Beirut, World Health Organization health care under adverse conditions. Antwerp, ITGPress, Whitehead M, Dahlgren G. Concepts and principles for tackling social inequities in Ferrinho P et al.

Pilfering for survival: how health workers use access to drugs as a health: Levelling up part 1. Human Resources for Health, , Studies on Social and Economic Determinants of Population McIntyre D et al.

Commercialisation and extreme inequality in health: the Health No. Journal of International Development, , Policy relevant determinants of health: an international Sakboon M et al. Case studies in litigation between patients and doctors. Bangkok, perspective. The Foundation of Consumer Protection, The challenges of a changing world Ammar, W. Beirut, World Health Organization Bossyns P, Van Lerberghe W. Human Resources for Health, Macintosh M. Planning and market regulation: strengths, weaknesses and , —8.

Cheragi-Sohi S et al. What are the key attributes of primary care for patients? Social Determinants of Health, Pongsupap Y, Van Lerberghe W. Choosing between public and private or between Inglehart R, Welzel C.

Modernization, cultural change and democracy: the human hospital and primary care? Responsiveness, patient-centredness and prescribing development sequence. Cambridge, Cambridge University Press, Kickbush I.

Innovation in health policy: responding to the health society. Gaceta Health, , — Allen J et al. Ljubljana, Anand S. The concern for equity in health. Health, , — Road map for a health justice majority. Oakland, CA, American Environics, Gostin LO. Public health law in a new century. Welzel I. A human development view on value change trends — World Ottawa Charter for Health Promotion. First International Conference on World values surveys database. Health Promotion, Ottawa, 17—21 November Geneva, Department of Human worldvaluessurvey.

A global look at public perceptions of health problems, priorities and donors: the www. Kickbusch I. The contribution of the World Health Organization to a new public www. American Journal of Public Health, , Blumenthal D, Hsiao W. Privatization and its discontents — the evolving Chinese Globalization and perceptions of social inequality. International Labour Blank RH. The price of life: the future of American health care.

New York, Colombia Review, , Taylor, B, Thomson, K. Understanding change in social attitudes. Aldershot, England, Weissert C, Weissert W.

Governing health: the politics of health policy. Baltimore MD, Dartmouth Publishing, Johns Hopkins University Press, Gajdos T, Lhommeau B. Millenson ML. How the US news media made patient safety a priority.

BMJ, Davies H. Falling public trust in health services: Implications for accountability. Halman L et al. Changing values and beliefs in 85 countries. Leiden and Boston, Brill, European values studies Gilson L. Trust and the development of health care as a social institution. Science and Medicine, , — De Maeseneer J et al. Primary health care as a strategy for achieving equitable care: Nutley S, Smith PC. League tables for performance improvement in health care. Health consumer groups and the national policy Increasing socio-economic inequalities process.

Health Economics, , of health care, London, Routledge, Rao H. Marmot M. Achieving health equity: from root causes to fair outcomes. Lancet, organizations. American Journal of Sociology, , — Larkin M.

Public health watchdog embraces the web. Lancet, , Health care: the stories we tell. Framing review. Oakland CA, American Environics, — Lee K. Globalisation and the need for a strong public health response. The European Garland M, Oliver J. Oregon health values survey Decisions, McKee M, Figueras J. Set ting priorities: can Britain learn from Sweden? British Mullan F, Frehywot S. Non-physician clinicians in 47 sub-Saharan African countries. Medical Journal, , — Daniels N. Accountability for reasonableness.

Establishing a fair process for priority Lancet, , setting is easier than agreeing on principles. BMJ, , — Martin D. Fairness, accountability for reasonableness, and the views of priority Lehmann U, Sanders D. Community health workers: what do we know about them? The state of the evidence on programmes, activities, costs and impact on health outcomes of using community health workers. These root causes have to be tackled through intersectoral and cross-government action.

The basis Chapter 2 The central place of for this is the set of reforms that health equity in PHC 24 aim at moving towards universal Moving towards universal coverage 25 coverage, i.

Deeply life in rural Canada prompted Matthew Anderson unequal opportunities for health combined with — to launch a tax-based health insur- endemic inequalities in health care provision ance scheme that eventually led to countrywide lead to pervasive inequities in health outcomes 3.

Unfortunately, equally shocking lose-lose is causing increasing intolerance of the whole situations abound today across the world. More spectrum of unnecessary, avoidable and unfair than 30 years after the clarion call of Alma-Ata differences in health4.

They stem from inequitable method for fi nancing health-care ser- social stratification and political inequalities vices: out-of-pocket payments by the sick or their that lie outside the boundaries of the health sys- families at the point of service.

For 5. Income and social status matter, as do the people in low- and middle-income countries, over neighbourhoods where people live, their employ- half of all health-care expenditure is through out- ment conditions and factors, such as personal of-pocket payments.

Advanced Facilitation Strategies is a field guide that offers practical strategies and techniques for working with challenging everyday situations. These proven strategies and techniques are based on experience gleaned from hundreds of facilitated activities in organizations of all sizes and in all sectors.

Both novice and seasoned facilitators who have had firsthand experience designing and leading meetings will benefit from this reality-based playbook. Advanced Facilitation Strategies is filled with the information facilitators need to Become better at diagnosing facilitation assignments and creating effective process designs Broaden their repertoire of tools to make impromptu design changes whenever they are needed Learn to be more resilient and confident when dealing with dysfunctional situations and difficult people.

This indispensable resource includes successful strategies and methods, foundations, and resources for anyone who works with groups. The IAF Handbook of Group Facilitation provides an overview of the field for new and aspiring practitioners and a reliable reference for experienced group facilitators, including chapters on Creating positive ongoing client relationships Building trust and improving communications Facilitating group brainstorming sessions Drawing out the best in people Developing a collaborative environment Designing and facilitating dialogue Managing conflicting agendas Working with multicultural groups Using improvisation Understanding virtual meetings Facilitating team start-up Assessing group decision processes Building expertise in facilitation Reviewing core facilitation competencies Modeling positive professional attitudes.

Book Details Author : William J. Download The Handbook Of Training Technologies books , This important resource offers an understanding of the basicprinciples that underlie training methods and the use of technologytraining in the workplace.

The authors provide a primer for thefour pervading and more advanced technologies used in businesstraining—the Internet, computer-based training, knowledgemanagement systems, and decision support tools. Appropriate forthose who have little or no formal training in educationaltechnology, this book addresses such topics as the decision to use,the pros and cons for using, and presentation strategies for mediaas varied as the Internet, teleconferencing, videoconferencing,satellite distance learning, and electronic performance supportsystems.

Download Management Development books , This collection of the latest Info-lines on management development ensures you have the most in-depth information on every part of the MD process, including facilitation, developing a vision, strategic planning, developing leadership skills, managing change, resolving conflict, mentoring, writing performance appraisals, succession planning, knowledge management, and executive coaching.

Take Control of Your Project in the Final Stage of Software Development In software development, projects are won or lost during the project endgame—that final stage of software development between release for testing and release to customers. Software Endgames: Eliminating Defects, Controlling Change, and the Countdown to On-Time Delivery presents the core strategies for delivering working software to your customers.

Focusing solely on the endgame, the book provides hard-won, hands-on strategies and practices for delivering real value. In the endgame, effective management and repair of defects is crucial.

Experienced project manager and consultant Robert Galen shows readers how to conduct effective defect triage -- analyzing, understanding, and categorizing defects—in preparation for scheduling repairs. Readers will learn how to transform the endgame from a time of rampant defects and utter chaos into a time of focused repairs, effective teamwork, and change management.

You'll set release criteria, establish endgame release plans, and utilize a variety of change reduction and endgame management techniques. Not one person claimed to have achieved a personal best by keeping things the same.

All leaders challenge the process. Leaders venture out. None of the individuals in our study sat idly by wait- ing for fate to smile upon them. They are willing to step out into the unknown. They search for opportunities to innovate, grow, and improve. Product and service innovations tend to come from customers, clients, vendors, people in the labs, and people on the front lines; process in- novations, from the people doing the work.

Sometimes a dramatic external event thrusts an organization into a radically new condition. Leaders have to constantly be looking outside of themselves and their organizations for new and innovative products, processes, and services. Leaders know well that innovation and change involve experimenting and taking risks. Despite the inevitability of mistakes and failures leaders proceed anyway. One way of dealing with the potential risks and failures of experi- mentation is to approach change through incremental steps and small wins.

Little victories, when piled on top of each other, build confidence that even the biggest challenges can be met. In so doing, they strengthen commitment to the long-term future. Not everyone is equally comfortable with risk and uncertainty.

Leaders must pay attention to the capacity of their constituents to take control of challenging situations and become fully committed to change. It would be ridiculous to assert that those who fail over and over again eventually succeed as leaders. Leaders are constantly learning from their errors and failures.

Try, fail, learn. Leaders are learners. They learn from their failures as well as their successes, and they make it possible for others to do the same. It requires a team effort. It requires solid trust and strong rela- tionships. It requires deep competence and cool confidence. It requires group collaboration and individual accountability. To get extraordinary things done in organizations, leaders have to enable others to act.

After reviewing thousands of personal-best cases, we developed a simple test to detect whether someone is on the road to becoming a leader.

That test is the frequency of the use of the word we. In our interviews, we found that people used we nearly three times more often than I in explaining their personal-best leadership experience. This sense of teamwork goes far beyond a few direct reports or close confidants. They engage all those who must make the project work—and in some way, all who must live with the results. They know that those who are expected to produce the results must feel a sense of personal power and ownership.

Leaders understand that the command-and-control techniques of traditional management no longer apply. Instead, leaders work to make people feel strong, capable, and committed. Leaders enable others to act not by hoard- ing the power they have but by giving it away.

She seeks out the opinions of others and uses the ensuing discussion not only to build up their capabilities but also to educate and update her own information and perspective. In the cases we analyzed, leaders proudly discussed teamwork, trust, and empowerment as essential elements of their efforts. Constituents neither perform at their best nor stick around for very long if their leader makes them feel weak, dependent, or alienated. Authentic leadership is founded on trust, and the more people trust their leader, and each other, the more they take risks, make changes, and keep organizations and movements alive.

Through that relationship, leaders turn their constituents into leaders themselves. Encourage the Heart The climb to the top is arduous and long. People become exhausted, frus- trated, and disenchanted. Genuine acts of caring uplift the spirits and draw people forward. It can come from dramatic gestures or simple actions. One of the first actions that Abraham Kuruvilla took upon becoming CEO of the Dredging Corporation of India a government-owned private-sector company providing services to all ten major Indian ports was to send out to every employee a monthly newsletter DCI News that was full of success stories.

In addition, he intro- duced, for the first time, a public-recognition program through which awards and simple appreciation notices were given out to individuals and teams for doing great work. In the cases we col- lected, we saw thousands of examples of individual recognition and group celebration. When people see a charlatan making noisy affectations, they turn away in disgust. Encouragement is, cu- riously, serious business. Lead- ers also know that celebrations and rituals, when done with authenticity and from the heart, build a strong sense of collective identity and community spirit that can carry a group through extraordinarily tough times.

We found it everywhere. These findings also challenge the belief that leadership is reserved for a few charismatic men and women. Leadership is an identifiable set of skills and abilities that are available to all of us. Or, we should say, the theory that there are only a few great men and women who can lead others to greatness is just plain wrong. Likewise, it is plain wrong that leaders only come from large, or great, or small, or new organi- zations, or from established economies, or from start-up companies.

We con- sider the women and men in our research to be great, and so do those with whom they worked. They are the everyday heroes of our world. To us this is inspiring and should give everyone hope. Hope, because it means that no one needs to wait around to be saved by someone riding into town on a white horse. And you are one of them, too. In talking to leaders and reading their cases, there was a very clear message that wove itself throughout every situation and every action.

The message was: leadership is a relationship. Leadership is a relationship between those who aspire to lead and those who choose to follow. A relationship characterized by mutual respect and confidence will overcome the greatest adversities and leave a legacy of significance. Evidence abounds for this point of view. In an online survey, respondents were asked to indicate, among other things, which would be more essential to busi- ness success in five years—social skills or skills in using the Internet.

Seventy- two percent selected social skills; 28 percent, Internet skills. Similar results were found in a study by Public Allies, an AmeriCorps or- ganization dedicated to creating young leaders who can strengthen their com- munities. Among the items was a question about the qual- ities that were important in a good leader. Success in leading will be wholly dependent upon the capacity to build and sustain those human relationships that enable people to get extra- ordinary things done on a regular basis.

If leadership is a relationship, as we have discovered, then what do people expect from that relationship? What do peo- ple look for and admire in a leader? Practice Commitment Model the Way 1.

Clarify values by finding your voice and affirming shared ideals. Set the example by aligning actions with shared values. Inspire a Shared Vision 3. Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.

Challenge the Process 5. Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience. Enable Others to Act 7. Foster collaboration by building trust and facilitating relationships. Strengthen others by increasing self-determination and developing competence. Encourage the Heart 9. Recognize contributions by showing appreciation for individual excellence.

Celebrate the values and victories by creating a spirit of community. But they paint only a partial picture.

With these brush strokes the picture takes on depth and vitality. What leaders say they do is one thing; what constituents say they want and how well leaders meet these expectations is another. Because leadership is a reciprocal process between leaders and their constituents, any discussion of leadership must attend to the dynamics of this relationship.

Strategies, tac- tics, skills, and practices are empty without an understanding of the funda- mental human aspirations that connect leaders and constituents. To balance our understanding of leadership, we investigated the expecta- tions that constituents have of leaders.

We asked constituents to tell us what they look for in a person that they would be willing to follow, someone who had the personal traits, characteristics, and attributes they wanted in a leader. Their responses both affirm and enrich the picture that emerged from our studies of personal leadership bests. Subsequent content analysis by several in- dependent judges, followed by further empirical analyses, reduced these items to a list of twenty characteristics each grouped with several synonyms for clarification and completeness.

What do they expect from a leader they would follow, not because they have to, but because they want to? The results have been striking in their regularity over the years, and they do not significantly vary by de- mographical, organizational, or cultural differences.

And these same four have consistently been ranked at the top across different countries, as shown by the data in Table 2. What people most look for in a leader a person that they would be will- ing to follow has been constant over time. And our research documents this consistent pattern across countries, cultures, ethnicities, organizational func- tions and hierarchies, gender, educational, and age groups.

The Five Practices of Exemplary Lead- ership and the behaviors of people whom others think of as exemplary leaders are complementary perspectives on the same subject.

The majority of respondents are from the United States. Since we asked people to select seven characteristics, the total adds up to more than percent. For example, leaders cannot Model the Way without being seen as honest. The leadership practice of Inspire a Shared Vision in- volves being forward-looking and inspiring. When leaders demonstrate capacity in all of The Five Practices, they show others they have the competence to get extraordinary things done. The percentages vary, but the final ranking does not.

Since the very first time we conducted our studies honesty has been at the top of the list. They want to know that the person is truthful, ethical, and principled. When people talk to us about the qualities they admire in leaders, they often use the terms integrity and character as synonymous with honesty.

No mat- ter what the setting, everyone wants to be fully confident in their leaders, and to be fully confident they have to believe that their leaders are individuals of strong character and solid integrity. We want to be told the truth. We want a leader who knows right from wrong. We want our leaders to be honest because their honesty is also a reflec- tion upon our own honesty. Of all the qualities that people look for and ad- mire in a leader, honesty is by far the most personal.

More than likely this is also why it consistently ranks number one. Over time, we not only lose respect for the leader, we lose respect for ourselves. Honesty is strongly tied to values and ethics. We appreciate people who know where they stand on important principles. We resolutely refuse to fol- low those who lack confidence in their own beliefs. Forward-Looking A little more than 70 percent of our most recent respondents selected the ability to look ahead as one of their most sought-after leadership traits.

Peo- ple expect leaders to have a sense of direction and a concern for the future of the organization. This expectation directly corresponds to the ability to en- vision the future that leaders described in their personal-best cases.

They have to have a point of view about the future envisioned for their organizations, and they need to be able to connect that point of view to the hopes and dreams of their constituents. The reality is far more down to earth. Vision reveals the beckoning summit that provides others with the capacity to chart their course toward the future. We want to know what the organization will look like, feel like, and be like when it arrives at its destination in six quarters or six years.

Compared to all the other leadership qual- ities constituents expect, this is the one that most distinguishes leaders from other credible people.

But this expectation does mean that leaders have a special responsibility to attend to the future of their organizations. A leader must be able to communicate the vision in ways that encourage people to sign on for the duration and excite them about the cause. Although the enthusiasm, energy, and positive attitude of an exemplary leader may not change the content of work, they certainly can make the context more meaningful.

If a leader displays no passion for a cause, why should anyone else? Being upbeat, positive, and optimistic about the future offers people hope. Instead, they need leaders who communicate in words, demeanor, and actions that they believe their constituents will over- come. Emotions are contagious, and positive emotions resonate throughout an organization and into relationships with other constituents.

To get extra- ordinary things done in extraordinary times, leaders must inspire optimal performance—and that can only be fueled with positive emotions. They must see the leader as having relevant experience and sound judgment. This kind of competence inspires confidence that the leader will be able to guide the entire organization, large or small, in the direction in which it needs to go.

Organizations are too complex and multifunctional for that ever to be the case. This is particularly true as people reach the more se- nior levels. For example, those who hold officer positions are definitely ex- pected to demonstrate abilities in strategic planning and policymaking. If a company desperately needs to clarify its core competence and market posi- tion, a CEO who is savvy in competitive marketing may be perceived as a fine leader.

But in the line function, where people expect guidance in technical areas, these same strategic marketing abilities will be insufficient. Relevant experience is a dimension of competence, one that is different from technical expertise. Experience is about active participation in situational, functional, and industry events and activities and the accumulation of knowl- edge derived from participation.

An effective leader in a high-technology company, for example, may not need to be a master programmer but must understand the business implications of electronic data interchange, net- working, and the Internet. A health care administrator with experience only in the insurance industry is more than likely doomed; the job needs extensive experience in the delivery of human services. There may be notable excep- tions, but it is highly unlikely that a leader can succeed without both relevant experience and, most important, exceptionally good people skills.

The relative importance of the most de- sired qualities has varied somewhat over time, but there has been no change in the fact that these are the four qualities people want most in their leaders.

Whether they believe their leaders are true to these values is another matter, but what they would like from them has remained constant. Those who are rated more highly on these dimen- sions are considered to be more credible sources of information. What we found in our in- foundation of vestigation of admired leadership qualities is that more leadership. Credibility is the foundation of leadership. Above all else, we as constituents must be able to believe in our leaders.

Adding forward-looking to what we expect from our leaders is what sets leaders apart from other credible individuals. Compared to other sources of information for example, news anchors , leaders must do more than be reliable reporters of the news.

Leaders make the news, interpret the news, and make sense of the news. We expect our leaders to have a point of view about the future.

We expect them to articulate excit- ing possibilities. Even so, although compelling visions are necessary for leadership, if the leader is not credible the message rests on a weak and precarious foundation. Their ability to take strong stands, to challenge the status quo, and to point us in new directions depends on their being highly credible.

Leaders must never take their credibility for granted, regardless of the times or their positions. To be- lieve in the exciting future possibilities leaders present, constituents must first believe in their leaders. Does credibility really matter? Does it make a difference? We asked people to rate their immediate managers.

As part of our quantitative research, using a behavioral measure of credibility, we asked organization members to think about the extent to which their im- mediate manager exhibited credibility-enhancing behaviors. Credibility makes a difference, and leaders must take it personally.

Loyalty, commitment, energy, and productivity depend on it. Credibility goes far beyond employee attitudes. It influences customer and investor loyalty as well as employee loyalty. They found further that disloyalty can dampen performance by a stunning 25—50 percent.

So what accounts for business loyalty? Price does not rule the Web; trust does. The data confirm that credibility is the foundation of leadership. But what is credibility behaviorally? How do you know it when you see it? When it comes to deciding whether a leader is believable, people first listen to the words, then they watch the actions. They listen to the talk, and then they watch the walk. They listen to the promises of resources to support change initiatives, and then they wait to see if the money and materials follow.

They hear the promises to de- liver, and then they look for evidence that the commitments are met. If leaders espouse one set of values but personally practice another, people find them to be duplicitous.

If leaders practice what they preach, people are more willing to entrust them with their livelihood and even their lives. To be credible in action, leaders must be clear about their beliefs; they must know what they stand for. This practice includes the clarification of a set of values and being an example of those values to others.

This consistent living out of values is a behavioral way of demonstrating honesty and trustworthiness. People trust leaders when their deeds and words match. Who is that leader? What do leaders such as these have in common? Among these most ad- mired leaders, one quality stands out above all else.

They all have, or had, unwavering commitment to a clear set of values. They all are, or were, pas- sionate about their causes. The lesson from this simple exercise is unmistak- able. People admire most those who believe strongly in something, and who are willing to stand up for their beliefs.

If anyone is ever to become a leader whom others would willingly follow, one certain prerequisite is that they must be someone of principle. All exemplary lead- ers share this quality no matter what status they may have achieved. It could be a leader in your local community, one down the hall from you, one next door—and also you.

I was a walking corpse. This means that I have to let people know and understand what my thoughts are so that I can become a good leader.

People expect their leaders to speak out on matters of values and con- science. But to speak out you have to know what to speak about. To stand up for your beliefs, you have to know what you stand for.

To walk the talk, you have to have a talk to walk. To do what you say, you have to know what you want to say. To earn and sustain personal credibility, you must first be able to clearly articulate deeply held beliefs. That is why Clarify Values is the first of the leader commitments we dis- cuss in this book. You have to freely and honestly choose the principles you will use to guide your decisions and actions. Then you have to genuinely express yourself. You must authentically communicate your beliefs in ways that uniquely represent who you are.

The techniques and tools that fill the pages of man- agement and leadership books—including this one—are not substitutes for who and what you are. The neonatologist who first examined her told us that she had a 5 to 10 percent chance of living three days. Realizing this, a wise and caring nurse named Ruth gave me my instructions. I want you to come to the hospital every day to visit Zoe, and when you come, I would like you to rub her body and her legs and her arms with the tip of your finger.

But Max goes on. You will not have the integrity to lead. I think leadership begins with caring. We grabbed one off the shelf, and opened it to care. Suffering and caring, discontent and concern, all come from one source. This is where you must go to who you are. To find your voice, you have to ex- plore your inner territory. You have to take a journey into those places in your heart and soul where you bury your treasures, so that you can carefully examine them and eventually bring them out for display.

You must know what you care about. And until you get close enough to the flame to feel the heat, how can you know the source? You can only be authentic when you lead according to the prin- ciples that matter most to you. But at the end is truth. This is the common lesson we must all learn. To act with integrity, you must first know who you are. You must know what you stand for, what you believe in, and what you care most about. In any organization, credibility building is a process that takes time, hard work, devotion, and patience.

Painful as some of this was at the time, it not only contributed to my challenge but caused me to persevere. It reinforced my intent to contribute to a more encouraging and nurturing culture than what I was experiencing. Every day she used personal journal writing for reflection and contemplation.

What have I done inadvertently to demonstrate this is not a value for me? They supply us with a moral compass by which to navigate the course of our daily lives. Clarity of values is essential to knowing which way, for each of us, is north, south, east, and west. This kind of guidance is especially needed in difficult and uncertain times. The late Milton Rokeach, one of the leading researchers and scholars in the field of human values, referred to a value as an enduring belief.

He noted that values are organized into two sets: means and ends. We will use vision in Chapters Five and Six when we refer to the long-term ends values that leaders and constituents aspire to attain. Leadership takes both. When sail- ing through the turbulent seas of change and uncertainty, crewmembers need a vision of the destination that lies beyond the horizon, and they also need to understand the principles by which they must navigate their course.

If either of these is absent, the journey is likely to end with the crew lost at sea. Values influence every aspect of our lives: our moral judgments, our re- sponses to others, our commitments to personal and organizational goals. Values set the parameters for the hundreds of decisions we all make every day. Radha Basu, cofounder of SupportSoft, explained how being clear about her personal values regarding career provided her the ability to make choices among competing demands, requests, and claims on her time and attention.

If you are clear about your values, and your actions are aligned, it makes all Values serve the hard work worth the effort. We are much more in action. By know- ing which means and ends are most important, we can act independently. We can also recognize a conflict between our own values and the values of the organization or society, and we can exercise choice about how to respond.