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tv   Key Capitol Hill Hearings  CSPAN  May 29, 2014 7:00pm-8:01pm EDT

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two years ago indicated less than one third of the population has any confidence in the national security forces the transparency is rated as 143 out of 145. the question is i did not hear that as a factor and i would like to know if you think it is a problem and if you do, how it should be addressed. i've often wondered how well the members are vetted and how we know what their loyalties are into that they are not predominantly local rather than national and what will happen if things keep sticking in afghanistan. i didn't see your recommendation and i want to hear that as a revelation that he ma you may h. >> thank you for two questions.
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>> my question -- and from george mason university -- about the police forces regarding the culture and the value what are the challenges? thank you. >> let's turn over to the panel for a response. >> we probably should admit we have a huge conversation about the corruption so we are probably talked out on that subject but i will turn it over to the ambassador and we can go down the line. >> he's absolutely right to call us out on the corruption. i think from the work i've been doing where i think you need to tackle this by building the institutions and one of the things we were trying to do is
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tackle the minor issues of the policy and the people said of the criteria for the job that is the only way to do it but it's going to be a long process to get from where they are now to get two people doing the merit. the other thing is how the money flows that is something we have more immediate flow and it is determined that response to the corruption. you've got to come told quickly that you haven't really. but i do think one of the things we are working very hard and it's still there is to try to move the ministry onto the program budgeting so you've actually have a financial accountability mechanism at the moment because although you know it's going on you haven't even got a mechanism that you can start asking the questions so that's where i would start
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tackling it. >> can we ask for a response on the question? >> in terms of recruitment, and of course the document, the guidelines for a lot of emphasis on the village into the local councils playing a role in the identifying of recruits and vouching for them and then there's a process in the government institutions including the minister of interior into the intelligence service to make sure that they are not members of the insurgency but in a lot of cases, they are not necessarily done on an individual basis as they are done through commanders said if you are a commander, his
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approach at the time was around 2009 because there were no recruitment. he brought 500 of his old networks and stood them up as a local police force. so that tells you a lot about the questions of the vetting and all of that and one example of how the loyalties are questionable to the recruits in babylon in 2012, and i asked what they were doing before and he said we were members of the cup again because it was also implemented along the reintegration program so a lot of the recruits that were
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reintegrated found themselves. would you go back to that of the band and they said of course we would. so it's very complicated on the local level and as i mentioned on my presentation there are economic reasons and pressures from commanders and communities and even the insurgency, so i hope i've answered your questi question. >> do you want to comment on the women's issue? >> i'm very happy to comment on this and thank you for the question because not only have i been looking at this from the perspective of the afghan national police but also a parallel project globally that looks at what we do and how we integrate women into security institutions and traditional societies. wait for the anp this is to me
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an interesting phenomenon when we actually set up the force structure, whe when men were distributed across the structure in pretty much a percentage basis as a part of the implementation of the un security council resolution 1325 commitment. and there was not a lot of thought given to the operational imperative that drives the women into the anp, and it wasn't working very well quite frankly. interestingly enough as we started to mature some of those particularly in the general director of the police units who were the first that were really trying to do evidence-based operations in the critical internal security cases, those commanders, the ones that logic would tell you what to be the last to be asking for the trained afghan women police were begging for trained afghan national police. and on their heels and
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organizational structure they actually didn't have the spots for them to the degree that the regular units did. and so i think what i am seeing on this and the trend that i see is half the units have matured and if they've actually become more capable and commanders have become more focused on giving evidence-based o-based creationo getting them through, those are the units where the women are having the most success and the units where the women are getting the greatest acceptance. and i think that we are going to see that in a very slow and touchable level but in the international community we need to be sensitive to this. interestingly, and unfortunately, i think we haven't always taken advantage of these situations when they have occurred. we haven't reallocated the slots for example. but, that's where i see it
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sitting now and i saw no change to that when i was in kabul when the first district chief of police was appointed. but i didn't see a change in the trend. >> thank you very much. we have a small amount of time left with three questioners so i would like to take over questions we have remaining and then have the panel respond. >> i came recently from afghanistan. until recently i worked with the peacekeeping special critical unit. i just have a few comment and a question and i will be brief. thank you for implementing such forums to discuss the issues to find a good solution for the futures and especially for the policing and at the same time to
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safeguard the democratic process that is going on. my own personal duration because i had the chance to work in the region where i had a chance to find out the problems related to the policing, and one of the issues that was always discussed and also shared was the lack of equipment, buildings, which we always try to share that with our relevant police, but it looked like there was a gap between the authorities at the level which nobody paid attention. especially when the security transition took place. and when he came he promised $15 million to boost the
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security services and forces in the province. but unfortunately none of them were fulfilled and that happened with the others in the security transition and unfortunately, he had a name called transition. on the other hand activat in thf kabul that creates an ethical problem between the people at the village level into the district level, so my question is what if the international community has fulfilled the promises they will make during the transition process actually do research was done before the transition takes place like the rest of the provinces, but none of those were fulfilled and of
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the lack of trust between the people into the government was created and i think that will create a big problem. thank you. >> thank you. can we have a second question? >> i'm from the state department but this is in my personal capacity. i wanted to throw up the question of who it is that will be providing the civilian policing capacity building since nato's mandate doesn't includ ie the civilian policing and the members are supposedly opposed certain wants to expand the mandate it won't be sufficient so is it the eu mission, the un or is there an opportunity to maybe expand to include more explicitly civilian policing as opposed to those that have more of a military background if you would comment, please. >> thank you. i'm looking forward to answering that myself.
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>> i'm with a talk radio news service and i just want to ask the panel to comment on president obama's recent decision to keep less than 10,000 troops in afghanistan in order to support the infrastructure and i just want to ask our use the qa that would affect the anp. >> good questions. how should we do this? should we start at the other end of the table and work our way up and then i think we will have run out of time. so, jonathan, do you want to take a shot at any or all of those questions? >> [inaudible] >> should we start with michelle? >> not to deter but i think they are probably the best answer that. i think we did address to some extent the 10,000 member and how
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it will impact. i personally belief that shoving the number to 10,000 or below will force a greater focus involves a fuck is a greater attention of the afghan side, and quite honestly, my estimate is based on the most recent interviews i've done this january and those in the time that i was standing in the country in late 2012, the afghans are looking forward to us getting out of their way. so, i would leave it at that. >> i'm going to bounce around a little bit to a few of the questions. with regards to some of the support that the doctor may have promised across the different provinces, it's important to note that the support o also included to support in kind. the afghan national security forces, which was not cheap, and
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while there is an insatiable appetite for more, for the increases in pay him a salary, benefits and increases make the event of the fact that the afghan national army still asks for nuclear weapons to counteract pakistan and the fact the afghan national army and police don't ask for tanks -- gimmick you can watch this in its entirety at we are going to go live to the national press club in washington, d.c. where the president of gordon college in massachusetts will be presenting the results from his ten year study on power and leadership in america. mr. lindsey says that a few thousand people in the u.s. make decisions that impact the rest of us. he and his team conducted in-depth interviews with 550 government and business leaders to find out how they operate. this event, hosted by the trinity forum, a nonprofit group in dc. introductory remarks now getting underway.
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>> -- to the rest of the evening. i'm the president of the trinity forum and we are excited to partner with boarding and hosting tonight's presentation. i would like to thank the board and staff for their willingness to partner with us and we are delighted to be joined tonight by a few trustees including suzy as well as the trinity members and holiday bob kramer, the advisory board member peter mcdonald caught into th it at te trinity forum academy trustees. i'm also the way to do that so many trinity forum academy alumni are here tonight so we are delighted that you are here and finally, we are excited that each and every one of you are here this evening. we think that you are going to find this discussion very compelling and since there's not enough time to answer all of the questions we do want to let you know that there will be live blogs so you can focus on social media either on our facebook page or on twitter using the
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hash tag trinity for him or her view from the top and in addition to being broadcast live on c-span2, tonight's presentation is also going to run throughout the weekend on booktv. for those of you that are not familiar with before him, we provide a space and resource for the leaders to engage the greatest questions in the context. we belief ideas have consequences and that a part of the christian mandate a loving god with all of your mind requires thoughtful contemplation of the great ideas and questions of our time so it is our mission and our joy to provide publications and programs such as the ones tonight to help them engage those questions and ultimately to know the better answers. it's been said that the great questions essential they boil
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down to just three. what is a good person, what is the good life and what is a just society. and our conceptions of and hopes for all three of those questions are necessarily influenced at least in part by the individual institutions that shape our lives. and so, grappling with those great questions of ushers in another line of inquiry. what is the nature of good leadership. is it possible to both live and lead wisely and well? it is a question of enormous importance and perhaps in our time when public trust and leaders and business and government and virtually every institution. as the supply of the trustworthy leaders seems ever more elusive the need to understand how to cultivate and develop such leadership is more urgent with
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the insight of the speaker this evening doctor michael lindsey. michael is a prominent sociologist, author and president of gordon college located outside of boston massachusetts a graduate of baylor with theology degrees in princeton and oxford he devoted much of his academic career to the study of leadership. as a professor he directed the program for the study of leadership as well as published his pulitzer prize nominated book faith in the halls of power which was listed as a best book of 2007 by publishers weekly and was widely profiled in "the new york times," washington journal, the cnn and countless other outlets. since assuming the presidency, on michael's leadership expertise has become increasingly practical as well as academic.
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his relatively short tenure has been a company not only by a genetic increase, but also the new emphasis on developing and inspiring a new generation of leaders. towards that end he's developed two new programs including the court in presidential program which is modeled after the white house fellows program and what he calls a weeklong leadership lab. he also just completed the largest ever interview-based study the results of which he details in his newest book view from the top which we have invited him to discuss today. at the conclusion of the remarks he will be joined on stage by his co-author who i'm very proud to say is a he is an alumnus ofe trinity forum academy. we are proud to claim her and to gather they will take audience
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questions. welcome. [applause] >> thank you very much. i wish my folks were here. my dad would be proud and my mom would actually believe it. tonight i want to share with you what i spent the last ten years of my life focused on the trying to understand what makes great leaders. what are the motivations that called them to assume the positions of responsibility, how do they manage the challenges and opportunities they encounter in the positions of responsibility, and how do they seek to create a legacy that extends far beyond their term in office. a lot of people ask me how in the world did you get the chance to interview 550 individuals. it was a wonderful project that started as my dissertation so i'm living proof that you provide a dissertation your wife
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will describe as actually interesting. but so much of getting the interviews as a matter of being in the right place at the right time. i was in silicon valley direct interviews and had a couple hours to kill so i went to the bookstore at stanford university. i've been in there a couple minutes and i looked over in the corner of my eye and a saudi woman i have tried to track down for years who looked exactly like karen hughes. you remember karen hughes served as the council to the president george w. bush. i tried to get an interview with her for about four years and here she was, or so i thought, in the flash. i wasn't positive it was caring so i needed to wait until she spoke so i just eased up beside her and in a couple minutes she said something i instantly recognized.
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i realized i've never ask somebody for an interview face-to-face. it's like asking somebody out on a date face-to-face. what if they say no? then it's embarrassing. so i decided i will just circle around her, which i did. [laughter] i decided i'm not ready to do this so i will circle a second time. i circled five times at the bookstore and i decided this is too nerve-racking i'm out of here and i left the store. i thought why was i so concerned with she would think of me. she would forget in five minutes and i will remember the rest of my life so i decided to go back into the bookstore. i go back in looking for caring
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and i can't find her. i thought this is punishment. i didn't have the courage early on. she's at the second floor of the coffee bar so i start walking up and as i'm walking up the stairs and thinking how do i address her to call her madame counselor fax mrs. hughes hello caring? i'm sorting that out in my mind so i just tapped her on the shoulder. she turned around and i have a habit when i get nervous having read this blog should appear on my neck and i knew i had about 60 seconds before my face would be beach read. so i said my name is michael lindsey on the sociologist i'm wondering if you might be able to give me an interview and she said i'm looking at colleges for my son so this isn't a good time but i will give you my phone number and you can call me in a couple months and i would be happy to sit down with you. i took her number and a couple
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months passed and i gave her a call and i said i don't know if you remember me and she said yes but man that turned bright red stanford. [laughter] i said yes ma'am that's me. she ended up giving me an interview at the hotel across from the white house and it was an amazing interview because here is a woman who was as surprised as anyone that she was in the inner circle of political power. she didn't spend her life trying to get there and happened to be good friends with the man that ran for president and he invited her to come and work with him. once she was in that office however she began to wonder is this how i want to live my life. it was at that time i conducted the interview. she was grappling with the questions of location and
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calling, responsibility and influence and she ended up deciding to go back to washington t on the worked in te state department for a couple of years. she represents what i found across these 550 people. i was blessed to get a chance to meet. extraordinary individuals come each of whom had their own stories that had interesting things to offer as we try to understand how those leadership work in the culture today. i wrote to you from the top in the hope that it would inspire the next generation but if you are in a position of responsibility i think you will find it was a case with your experience. a lot of people i've interviewed has picked up copies have sent me e-mails we try to represent them as honestly as we could and apply the skills of a social scientist. we told stories of members and
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individual experiences. i walked away from the study after ten years thinking it's important and one is the significance of these leadersh leadership. he grew up not too far from the university of pennsylvania. his parents were immigrants to the country and he didn't have a lot of money. he studied engineering and then got a job. he discovered the technology that would allow the display that we use today. the problem is it was discovered in 1964 and the leadership wasn't convinced it was that interesting so while he tried to
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persuade his colleagues he was not successful an and they lost their competitive advantage. it was the japanese that brought them to the marketplace in the 1970s and 80s. george is an extraordinary individual but without the backing he wasn't able to make a difference in history. he gets the credit for the invention but most people don't know his name. institutions matter far more than i expected starting the study. i thought interviewing 550 people i would be studying extraordinary personalities and people that have a certain persona. i found most of the power in the culture is within the institutions. so if you don't have that sort of inside connection you have little chance of making a long-term impact on the culture.
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one extraordinary person i met was the first female admiral in the navy and went on to serve as the red cross commit commissioner of the ladies golf association and a member of corporate boards but you render the incident in the u.s. navy in the 19 '90s it was an interesting situation where there was gender bias is occurring in the military. marty was a person tasked with leading a task force that would help the needy figure out how to create more space for women to serve in combat or leadership positions because she was an insider she could bring about change the military. one of the lessons i tell my students is if you want to have a lasting impact, you have to be in the room where decisions are
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made. that's why the leadership matters. the second element of leadership that we encounter is the value of early leadership. here's the interesting thing. we found that it doesn't matter much what you do before age 20 there is no statistically significant relationship between any variable worth of valuable later in life it doesn't matter if your parents were rich or poor come if you were a varsity athlete or student body president, it doesn't matter if you were popular. none of those really matter. what does matter however is that some time in the early adult stage 18, 19, 20, 21, 22, the college years in particular you need to find a mentor that will go crazy opportunities and introduce you to different networks. there's a wonderful scientist
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who wrote a book called getting a job. the key findings of research is that it doesn't really matter if your family and friends help you make connections because they don't have a long-term impact. instead he discovered what he called the strength of weak ti ties. we have the friends of friends that hope they can charge and that gives us opportunities and in fact that's what i found over the course of my study. many of the folks that got a leg up in the world achieved that because they were the friend of a friend that made introduction. one of the findings in the study is that young people have to learn how to maximize the opportunities that they are given. not everybody has the same skills or talents but you use what you're given to the maximum potential. a wonderful story about a football player from maryland. he wasn't the best student in
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school or the best athlete. a number of his friends were getting drafted and he didn't really have his sights on that because he didn't think it would be a possibility that he had always been good at sales. he ran in college a flower service where the guys could buy flowers for their girlfriends on valentine's day. he rented it out of his dorm room and made a lot of money so he knew he could do so things. one day at the end of the practices he was having in late august i think it was his senior year he realized as he took his shoulder pads off that his t-shirt was weighted down with sweat and he thought there has to be a way that you can invent a fabric that can whisk away the moisture so that you wouldn't have this five, 10 pounds you arwere carrying trying to perfom as an athlete to be at he invented the industry of performance apparel.
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while he was sleeping on the couch to see if this would be the key it ended up working and that, ladies and gentlemen was the start of under armour. it would enable them to have a lasting impact. early leadership we found takes a huge difference. we have to experience what we call in the book the leadership catalyst. when i was a member at rice we were trying to figure out how could rice enter into the top ten institutions nationally ranked at the wonderful school. number 16 to 17, 18 and they want to go to the next level. one of the areas they might invest in is a rigorous leadership development program that would help elevate the contributions of the people they were serving so i was tasked to
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look at those being run in the universities and the private sector, public sector and see what was working effectively. i looked at about 25 had a lot of promise and concluded there was one that was significant called the white house fellowship started in 1964 by president johnson. it's a program folks are in their 20s who reside in whatever job they had at that time, moved to washington and come to work for a secretary for one year. year. in that role they are given a chance to see up close how does leadership really work. they would be in the commerce, technology, entertainment not just over the next ten years but the next 50 years. it's been amazingly significant. as it turned out i was able to
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be involved in the selection process for one year and this is when i was convinced this was extraordinary sitting across the table from this guy at johns hopkins medical school he wrote a textbook used in 40% of the schools in the country and is a regular contributor to cnn. he got rejected for the white house fellowship and i decided i have to study this program. some years there will be as many as two or 3,000 people who will apply for the fellowship and they will narrow it down to 30 national finalists. i have to tell you when you take a pool of 3,000 bear the weight down to 30 it hard to tell who should be selected and who shouldn't and because i was on the inside i can tow you there were a lot of things that were idiosyncratic that a particular candidate can't tell a joke that judges like or make a connection. you can't tell them apart in meaningful ways at that point
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but then if you follow their career trajectory something emerges. among those folks that are finalists for the white house fellowship but not actually selected to be a fellow, 12% of them go on to be a very senior leader to be the ceo of a fortune 1,000 company or hold a similar position in their own field whether it be medicine or the law, entertainment or education. ..
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>> and go on to assume significant positions of responsibility in their chosen vocation. in additional to institutional and early leadership, we saw symbolic leadership. so much of what a leader does is measured by how they represent themselves in public and how they value the virtues of the institution they are a part of it. some people realize when you are
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trying to be careful, you cannot predict how people will interrupt it. i e-mailed condoliza rise and it was an amazing opportunity. i asked her about missteps she made in the whitehouse and what she learned and she said i learned your life is a symbol and people pay attention to symbol and i said what does that mean and she said do you remember when hurricane katrina hit new orleans and i did. i was serving as secretary of the state. and i had nothing to do with this. i was in new york for the opening of the general assembly
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of the united nations as the secretary of the state should do. i realized i had not packed an appropriate dress for a reception i was going to and my staff was happy to go get me won and i said i have a spare hour i will do it. she took the hour, ran to sax fifth avenue and picked out a dress and hopped in a cab to get back to the u.n. but when you are secretary of state you are being watched all of the time and a reporter snapped a picture of dr. rice with the shopping bag on the same day there was a picture of the devastation in new orleans. and she said i realized you have to read with your life. the forth approach to leadership we thing that sets people apart
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is platinum leadership. i interviewed amazing people. folks that did amazing things. and within 550 people, 20% or 120 individuals did the extraordinary. they were leading an institution with national or global scope about they have been able to maximize the opportunities that same to them in that role and garner the trust and respect of their colleagues and their peers which is incrediblely hard to do in such an environment. these leaders stood apart from other folks and had the ability to combine the symbolic leadership. they recognized they could do extraordinary changes. so they were individuals who i particularly liked and enjoyed
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getting to know them. they had a compelling per ssona. one of the individuals that impressed me was a senior vice president of continental airlines. david was able to broker a landmark deal that changed the industry. he brokered a deal with a c competitor where they would sell seats on the plans and bundle up on frequent fliers points. this is what started all of the bundling. wall street lufboved the story the stock price of continental
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went through the roof. david was entitled to a bonus and david and his wife ann are people of faith and they made a decision they would leave beneath their means. they would not by the fanciest car or live in the big house. and david realized we want to g give this away particularly to a charity called world vision. so if it comes to him it will get taxed so we approached the general council of continental to see if he could give it back and it could be directed to the charityable organization of his choice. the lawyers never heard of an ex
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cuteive that wanted to get rid of his bonus. it was possible. and david was able to use that experience to garner moral authority and he knocked on the door of other executives getting bonuses and they knew the stock price went up because of what david did and he said you know, you don't need that million wouldn't it be grade to do something extraordinary and in the end he was able to use that authority to persuade his conduct to donate a lot more money. they looked good, the company looked good and they did a lot of good. tonight i am blessed because david is here and david i absolute you. [ applause ]
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>> i have had the pleasure of meeting people like david making a difference. in the book we said the things the leader needs to be to be a leader over the long haul is think personal and act institutionally. thank you very much. [ applause ] >> thank you, michael. there is an opportunity to audience questions. we have a microphone here.
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if you could stand and wait for him to be there to you that would be great. i would like to announce the co-author. mary is an alumnus from the academy and you have been involved in the quantitative and qualitative researchers. i would like to ask you as a 20-something on the journey of the leader and prom the analysis what did you cull in opportunity to your own life? >> thank you. i started this researching in college. i was working with the road
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scholars and started working with them all day and thinking about them and i felt discouraged because i wasn't going to be one and i thought is this the only path to success and we did more research and i realized it isn't. it helps to come from a family are resources but it isn't necessary chat necessary. it was encouraging to see this is a chance for me. it is important to develop a liberal arts approach to life and really something i am thinking about as a 20-something is specializing and focusing on something but keeping a broad mindset and connection because that is key to leadership later on. >> thank you for your comments
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and leadership at gordon. a question about pride, humility and faithfulness. this is a town where people step on top of each other. did you find anything from people not seeking but the leadership was a by product or were they trying to figure out how to lead? >> very perceptive observation. some people were crawling up to the top and i will not name names but -- [laughter] >> i think there is a difference between those folks who occupy the top straight of organizations and those who are the want-to-bes.
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those individuals at the top positions tend to have a higher degree of personal humility but a deeper degree of pride. that resinates with other research people have done as well. individuals who admitted to making their life count and making a difference, it didn't matter what their title was, and they were not as focused on issues about authority, there are some who were, but by and large, the majority of the folks were above that fray and committed to trying to make life count. there were steps along the way where the steps didn't reflect
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their values, but on the whole they tended to be individuals who found themselves in opportunities. part is they got into the right networks. vernon jordan in the book was the most influential advisor to this day. he was on 14 ceo boards at the same time. his name comes up the most when asked people who they conified in the most. early on, he had he had people calling and he was involved in civil rights and he went to study with a doctor at harvard
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and that opened up more doors. i find that to be the case. >> my question is similar actually. i write for the christian post. it seems like every week we are writing about the failures of an evangelical organization and it seems long there is common things i see in all of these stories and that is you are looking at people with big egos and little accountability in their organization. as i am listening to you speak, i am wondering is that a problem that is unique to the evangelical world or else where with leaders? >> i don't think evangelicals have a corner on the market of moral failure. but there is something that is
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entrepreneural and there is a lot of start ups and there is not the same structures that create systems of responsibilities which is why institutions matter for long-term success. so one bit of advice i give to young people is to develop a network of friends they know from an early part of their career who can hold them accountable on the hard questions. the things that get people into trouble are sex, money and power. so you need friends to ask you had you being faithful in your marriage and who is keeping you grounded so you don't believe your own press and the people i interviewed who had the platinum style leadership found ways in
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which individuals hold them accountable. john cannon, ceo of bank united, has maintained friends since high school and they have a way of keeping him grounded. that the approach is helpful. regardless of your faith tradition it is important have to accountability. >> up here in front. >> good evening. i am a 2012 recent grad of gordon college. >> go fighting scott. >> i played field hockey for one season. as young professional in international development that takes the power and the places
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in washington, d.c. and the petraeu places we work. i was wondering if you could talk about views from the top and someone interested in institutional power, did you find suggestions on how he orient them toward change and a commitment that all views would offer? >> one of the things we say in the book which is an area of critique is their lack of attention, really a blindspot, of being aware of how excessive competition erodes their trust. i interviewed one guy who said i
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had no idea how much i made. and he made $37 million the year before. the number of executives who are not aware of how it becomes unavailable to sympathize with real americans. i found counter examples and i will share one that happened a number of years ago that has been helpful for a number of business readers. mack depris was the ceo of the business furniture company. he had a regular practice of walking the factory floor. one day he was in a conversation with a guy working in a factory who didn't have a college
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degree. and max said he was never educated on what you ask and don't ask the ceo. somewhere in the conversation the compensation topic came up and the gentlemen said how much to you make, max? and he said in that moment i could not answer him. i could not justify why my salary was so different. the average employee from the top employee to the lowest is about 45: 1. so $1,000 for the lowest and top is $45,000. max did research and learned historically it was 20: 1. so we went to the board and said i would like to to be capped at 20 times the lowest paid and
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that is better than the national average today which is 150: 1. i found folks who were willing to think about how their power could be channel but there are not enough example of those. perhaps you will be able to lead the way going forward. >> thank you so much. i was class of '89 from gordon. it is a treat to hear from you. i am wondering at any given time we cannot all be leaders right? at gordon not all of the students will be leaders in a particular field. maybe leaders in their home and
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other places. and i think about raising my boys and what i try to teach them about leadership and i think the best message is guys i want you to spot opportunities to do what is good and excellent and affirming. what is it you teach your kids and students about what they should aspire to? i think it is something about pursuing what is good right and pure and perfect. but i would be glad to hear what we all need to hear about leadership? >> i think one of the most important things to teach our kids and to live day in and day out is we lead with our life.
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the way we conduct ourselves makes a difference. in the midst of doing the research, it took ten years and my wife and i had a daughter that ended up being a special needs child. parenting elizabeth has helped me see a different view of leadership and understand what it means to have a life worth leading and recognizing that because society has individuals that occupy the penicals of power that is not the calling for everyone. and i don't know if it is healthy to hook for those. i think it is important to develop a willingness to serve and do things with excellence so we try to cultivate that
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commitment within the kids recognizing leadership occurs in lots of different settings. it doesn't require you to be the ceo of a fortune 100 company. you can exercise it as a classroom teacher, a coach, a pastor or nurse. these are significant roles that have long-lasting impacts. one of the things we encountered over the course of the study was we wanted to go what were the most influences on the people that occupied the role and it tended not to be people in the powerful situations that were their mentors. it was folks that lived humble lives but helped them get opportunities that made a difference. i would imagine all of us can say we stand on the shoulders of giants that helped move us
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along. folks that lead with their life. >> can you provide insight in how leaders respond to failure or perhaps how they don't. >> yeah, i think one of the common questions we asked was how leaders viewed decisions and most said you have to put it behind you and move on. i think being a failure is a part of everyone's life and being able to handle it well is a key trait. not every step is a step forward and it is key to be able to move on from failure. >> one of my favorite quotes was from thad alan and after the fema debacle in


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