It has been endorsed by everyone from Leonardo DiCaprio to Barack Obama to Ban Ki-moon and, crucially, by Desmond Tutu, who helped run the first such campaign a generation ago, when the target was apartheid. Soon the London mayor Sadiq Khan was on board, joining the New York mayor Bill de Blasio to persuade the other financial capitals of the planet to sell.
By midsummer Ireland became the first nation to divest its public funds. And this month, a cross-party group of MPs and former MPs called on the their pension fund to phase out its substantial investment in fossil fuel giants. Heavy hitters like that make it clear that the first line of objection to fossil fuel divestment has long since been laid to rest: this is one big action you can take against climate change without big cost. Indeed, early divesters have made out like green-tinged bandits: since the fossil fuel sector has badly underperformed on the market over recent years, moving money into other investments has dramatically increased returns.
The deeper question, though, is whether divestment is making a dent in the fossil fuel industry. And there the answer is even clearer: this has become the deepest challenge yet to the companies that have kept us on the path to climate destruction. At first we thought our biggest effect would be to rob fossil fuel companies of their social licence. Since their political lobbying power is above all what prevents governments taking serious action on global warming, that would have been worth the fight.
Stubbornness is not the hallmark of the warrior.
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Leaders who persist out of stubbornness, believing themselves to be gritty, are at best delusional and, at worst, reckless. True grit is persistent. True grit acknowledges the potential of failure, embraces the fear of disappointment, and rallies the team to reach and try, regardless of the potential of loss.
True grit, the capacity to stick with something to the end, stems from knowing oneself well enough to be able to forgive oneself. To have inquired deeply and steadily enough to find the deep sense of purpose that is beyond a personal mission statement. In that knowing of oneself, one is then able to stand as a single, warrior amid a community of brokenhearted fellow leaders. Grace, in a secular sense—that is on a human level—is about perspective. A perspective larger than ourselves. A perspective that reaches to a purpose beyond who we are alone.
In short, our connectedness. Grace is a critical part of who great leaders should be. Grace is something all leaders should model for the benefit of those around them so that it spreads to society in general. Love, sacrifice, truth, and courage are virtues made actionable by grace. We may be disposed to do what is right; grace gives us the impetus to act upon doing it. Grace then becomes the inspiration for treating individuals with generosity, respect, and compassion.
It manifests itself as action in the name of others, and it energizes us to act upon our beliefs. To help us better understand grace and to help us intentionally apply it in our leadership, Baldoni explores grace from five perspectives with this acronym :. G is for Generosity : the will to do something for others. R is for Respect : the dignity of life and work.
A is for Action : the mechanism for change. C is for Compassion : the concern for others. E is for Energy : the spirit that catalyzes us. Gracious people give of themselves. Gracious people leverage who they are and what they have for the benefit of others. Gracious leaders share time, knowledge, and power. They cultivate a selfless approach to life.
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Generosity emanates from an abundance mindset. A selfless person, even in the midst of personal adversity, can find something to share with others. That attitude is contagious. Self-awareness opens the door to respect for others. A fully self-aware person knows her faults as well as her strengths. Such awareness compels the self to acknowledge the dignity of others.
Respect and self-respect fuel each other.
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They grow together. Grace is intentional. A reactive mind rarely manifests grace.
While grace that has been shown to us comes freely, it requires effort for us to generate it ourselves. Grace means rising above a perceived slight. Grace is often manifested in clarity of purpose and civility. Civility is a decision we make.
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They focus not on themselves, but on the needs of others—on healing. Gracious people have the capacity to forgive and show mercy.
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Gratitude enables compassion—both gratitude expressed and felt. We need to reframe our lives with a constant awareness of just how important feeling gratitude within ourselves is because it actually helps our overall well-being. Grace requires energy. In forgiveness, mercy, joy, and humor.
http://listingcambodia.com/includes/2820-localisation-gsm-par.php When we demonstrate grace in our leadership, it spills into other areas of our life as well because it is an approach to life. Our example encourages others to begin to think that way as well. Grace—in all of the dimensions Baldoni explores in this book—is a value that has fallen on hard times. It is time to revive it in our personal lives, in the workplace, social media, and in public discourse.
Grace celebrates grace as well as advocates for it. Baldoni shares many examples of people from all walks of life who demonstrate grace in their lives. They are an inspiration to us all.
Grace reduces the space between us. Our environment often pushes us into negativity; into the differences between us. Grace intentionally overlooks the negative and leverages the positive. It finds the connection and promotes it. Baldoni breaks the often intangible idea of grace into down-to-earth actionable behaviors that we can all intentionally implement into our lives. You will find a self-assessment tool of 20 questions to help you take an honest look at how much you have allowed grace to fill your thoughts and behaviors.
Charles Fred initiated a study of over post-startup business to find out why, after they had experienced early growth, had stagnated. What the researchers found is a problem in the way employees approached their roles, solved problems, and interacted with each other; poor-performing firms showed working environments of intense stress.
Our culture baits us into a non-stop frantic pace with the inevitable unintentional behaviors. Many leaders believe that they are just setting the bar for high performance. So, when we require mental acuity, we experience diminished recall. When we need sharp thinking and problem-solving, our minds are full. Into this environment, Charles Fred introduces a leadership discipline that inserts pause and calls it The 24 Hour Rule.
Pause is not a delay but a discipline. It allows us to control how we respond and react to others, whether it takes five seconds or 24 hours. Most importantly, it does not delay our ambitions or dampen the need to hustle. Instead, we begin each day with unknown situations, variables well beyond our ability to plan and prepare. For these reasons, a leader must use self-discipline—the ability to mentally call a time-out, to get rest, to run through a checklist—despite overwhelming temptations to quickly react or respond without doing so.
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