Leadership, Emotional Intelligence and Poker

<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto;"><tbody><tr><td style="text-align: center;"><a href="https://1.bp.blogspot.com/-D0bmdcrc4DU/XvL4cMoVkuI/AAAAAAABNeM/NUSVyglRTj0w5wx8gM33NG_5EpKWrgSKQCK4BGAsYHg/s1200/Caravaggio%2B%2528Michelangelo%2BMerisi%2529%2B-%2BThe%2BCardsharps%2B-%2BGoogle%2BArt%2BProject.jpg" style="margin-left: auto; margin-right: auto;"><img alt="Painting of men cheating at cards" border="0" data-original-height="864" data-original-width="1200" height="460" src="https://1.bp.blogspot.com/-D0bmdcrc4DU/XvL4cMoVkuI/AAAAAAABNeM/NUSVyglRTj0w5wx8gM33NG_5EpKWrgSKQCK4BGAsYHg/w640-h460/Caravaggio%2B%2528Michelangelo%2BMerisi%2529%2B-%2BThe%2BCardsharps%2B-%2BGoogle%2BArt%2BProject.jpg" title="Caravaggio's The Card Sharps" width="640" /></a></td></tr><tr><td class="tr-caption" style="text-align: center;"><font size="2"><i><a href="https://en.wikipedia.org/wiki/The_Cardsharps#/media/File:Caravaggio_(Michelangelo_Merisi)_-_The_Cardsharps_-_Google_Art_Project.jpg" target="_blank">The Card Sharps</a></i> by Caravaggio (Michelangelo Merisi), c. 1595 (public domain - Google Art Project)</font></td></tr></tbody></table><div><br /><hr /></div><div style="text-align: center;"><em><strong><br />“But for its costliness and dangers, no better education for life among men could be devised than the gambling table—especially the poker table.”</strong> </em></div><div style="text-align: center;"><em><strong><br /></strong></em></div><em><div style="text-align: right;"><em>— Clemens France, 1902<br /><br /></em></div></em><div><hr /></div><p><br />I can't remember when I first became aware of Maria Konnikova.</p><p>Most likely, it's from her then-regular "<a href="https://www.scientificamerican.com/author/maria-konnikova/">Literally Psyched</a>" column in <em>Scientific American</em> in the early 2010's, where she wrote a number of entries on lessons from Sherlock Holmes. Her undergraduate degree in psychology and creative writing, followed by her Ph.D. in psychology provided the ideal preparation for this work.</p><p>More vividly, I remember meeting Maria at the annual dinner of <a href="https://smonty.co/3es4hra">the Baker Street Irregulars</a>, the Sherlock Holmes literary society, of which I am a member. She was an invited guest and seemed a little unsure of herself in the crowd of lawyers, doctors, authors, business people, teachers, exterminators, Hollywood directors, booksellers, and various other individuals who represented a microcosm of society.</p><p>But her curiosity and affability quickly dispelled any notion of insecurity, as she joined in the welcoming and witty repartee that is the hallmark of the BSI. She was a quick study, reading the large room in record time amid cocktails, hors d'oeuvres, and loud chatter, before settling in to a comfortable gaggle that included Michael Dirda, Nicholas Meyer, and Otto Penzler.</p><p>That ability—to remain silent and make keen observations before jumping in—is an indicator of good leadership. It's all too tempting to want to hold court on a topic (especially one which you know so much about) or to give a rambling soliloquy to qualify yourself to a new crowd.</p><p>A good leader knows <a href="https://smonty.co/2YtsWGg">when to remain silent</a>.</p><div><hr /></div><div style="text-align: center;"><em><strong><br />"Silence is one of the great arts of conversation." </strong></em></div><em><div style="text-align: right;"><em><br /></em></div><div style="text-align: right;"><em>— Cicero<br /><br /></em></div></em><div><hr /></div><p><br />But the real test for Maria would lay ahead. This well-published, well-educated author and speaker took a leave of her job at <em>The New Yorker</em> and decided to become a professional poker player. But not as a dilettante; her goal was to become a poker champion within a year.</p><p>While there were many questions that Maria would have over the course of the following few years, she learned quite a bit by quietly observing. And we're the beneficiaries of her diligence.</p><p>Konnikova's latest book is <em><strong><a href="https://amzn.to/2zWmWMC" rel="nofollow" target="_blank">The Biggest Bluff: How I Learned to Pay Attention, Master Myself, and Win</a></strong></em>, and although the subject is nominally different than her previous books (<em><a href="https://amzn.to/3dvkgmO" rel="nofollow" target="_blank">Mastermind: How to Think Like Sherlock Holmes</a></em> and <em><a href="https://amzn.to/3hOQayd" rel="nofollow" target="_blank">The Confidence Game: Why We Fall For It Every Time</a></em>), follows a theme: that the human mind is simultaneously complex and predictable, and there are patterns and cues available for our consumption.</p><p style="text-align: center;"><a href="https://amzn.to/2zWmWMC" rel="nofollow" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img alt="Maria Konnikova's The Biggest Bluff" border="0" data-original-height="2560" data-original-width="1684" height="320" src="https://1.bp.blogspot.com/-hHA2oF-u6Mg/XvL5DtOigpI/AAAAAAABNeg/Dym479QxgycJCLhqh7Jcj25DcO3FZ23eQCK4BGAsYHg/w210-h320/Bluff.jpg" title="The Biggest Bluff by Maria Konnikova" width="210" /></a></p><p>The attributes of Maria that I mentioned above—affability and curiosity—are central to <em>The Biggest Bluff</em>. They're what allow her to befriend Erik Siedel, one of the top professional poker players in the world. And to absorb the game, its quirks, and its specialized vocabulary.</p><p>But more than that, she grapples with the idea of luck, superstition, and seeing poker for what it is: a very human game of chance. A game that, unlike chess or Go, is driven by rationality rather than by algorithms.</p><div><hr /></div><div style="text-align: center;"><em><strong><br />“It is so difficult not to become vain about one’s own good luck.” </strong></em></div><em><div style="text-align: right;"><em><br /></em></div><div style="text-align: right;"><em>— Simone De Beauvoir, 1963<br /><br /></em></div></em><p></p><div><hr /></div><p>Many of us—particularly those of us who have risen through executive ranks—consider our success a matter of our contributions, as if we are in control of our lives and our status is a result of our talent and accomplishments. It's a comforting thought; input yields an expected output. Sounds rational, right?</p><p>At the end of the book (spoiler alert!), Konnikova reveals "the biggest bluff of them all: That skill can <em>ever</em> be enough."</p><p>In fact, we have less control than we think. Swirling around each of us are innumerable variables, each independent of the other, and intersecting with our lives when we least expect it. These variables contribute to our failures and our successes, but we're not in a position to control them.</p><p>Call them luck, call them fortune, call them chance or superstition, it's all the same: circumstances that we can't control. But if we put ourselves in the proper mindset, we can tilt ourselves one way or another, as a sail catches wind.<br /><br /></p><div><hr /></div><h2><strong><br />Emotional intelligence and poker intelligence</strong></h2><p>Throughout the book, Konnikova introduces us to a cast of characters from both the worlds of poker and psychology. The nuggets of wisdom, lessons, and observations she picks up along the way resonated with me, in a way that applied to leadership.</p><p>Particularly with respect to some elements of emotional intelligence, or EQ. According to <em>A Dictionary of Psychology</em> (3rd edition), emotional intelligence is:</p><blockquote><p><em>"the ability to recognize one's own and other people's emotions, to discriminate between different feelings and label them appropriately, and to use emotional information to guide thinking and behavior."</em></p></blockquote><p>I can't think of a better description of the skills necessary to succeed at poker.</p><p>Some of the aspects of emotional intelligence that stood out to me as relevant to poker include: </p><ol><li><p><strong>Self-management</strong> (keeping those emotions in check, not getting irrational)</p></li><li><p><strong>Social awareness</strong> (being observant of your surroundings and competition) </p></li><li><p><strong>Relationship management</strong> (the spoken and unspoken exchanges between you and other players)</p></li><li><p><strong>Self-awareness</strong> (the ability to reflect and make an honest assessment of your performance)</p></li></ol><p>That last one is the most important aspect in leadership and poker. Being honest with yourself means making hard decisions about when to end a venture. As the Kenny Rogers song goes, "You gotta know when to hold 'em, know when to fold 'em…"</p><p>Leadership isn't about mastering skills, or even mastering others. <em><strong>To be a good leader, first you need to master yourself</strong></em>.</p><p>Or, as Konnikova writes:</p><blockquote><p><em>"One of the most important lessons of poker strategy, intimately connected to self-assessment, is this: sometimes, it’s the hands you don’t play that win you the title. We remember the hero calls. What about the hero folds? What you don’t do rather than what you do—that can be greatness. The art of letting go can be the truly strong one. Acknowledging when you’re behind rather than continuing to put good money after bad. Acknowledging when the landscape has shifted and you need to make a shift yourself as a result."</em></p></blockquote><p>Just as I wrote last week (in "<a href="https://smonty.co/2BxGtDx">Honor and Duty</a>") regarding how we can see results from actions <em>not</em> taken as well as from actions taken.<br /><br /></p><div><hr /></div><h2><strong><br />Leadership strategy and poker strategy</strong></h2><p>In addition to principles of emotional intelligence, other strategic leadership activities stuck out to me. Here are a few.</p><h3 style="text-align: left;"><strong>Position is king</strong>.</h3><p>If you're last to bet, you have the benefit of all of the other moves before yours. You have the power. If you wait to listen to everyone in the room or for other competitors to make a first move, you have the advantage of more information.</p><h3 style="text-align: left;"><strong>Mindful vs. mindless activity</strong>.</h3><p>There are always possibilities and choices. Making a decision based on informed choices is mindful; making decisions on a whim or because you feel you have to is mindless.</p><h3 style="text-align: left;"><strong>Your strategy should be flexible</strong>.</h3><p>Values and vision are set, but strategies change. Strategies consist of a system or a process that is informed by experience  and need to be updated with real-time feedback.</p><h3 style="text-align: left;"><strong>Area of expertise matters</strong>.</h3><p>It pays to specialize sometimes. An analogy comes from the most effective hunter in the animal world. It's not the cheetah, lion or wolf; it's the dragonfly. Why? Because the dragonfly has evolved a sense of vision where it can detect the slightest variation in movement by its prey. It gives the dragonfly a 95% effective kill rate. If you spend time to develop a skill in a particular area, it can make the difference between victory and defeat.</p><h3 style="text-align: left;"><strong>Experience is required</strong>.</h3><p>You don't rise to the top by just showing up and relying on luck and intuition. You need to put in the hours. To practice—sometimes for what feels like an eternity—before you're ready.</p><h3 style="text-align: left;"><strong>Pick your spots</strong>.</h3><p>Know when to be aggressive and how to be aggressive. Always-on aggression isn't effective—particularly if your opponent expects it.</p><h3 style="text-align: left;"><strong>Focus on the process, not the results</strong>.</h3><p>Don’t get hung up on failures, successes, or luck. The way we frame something affects our mindset and emotions, which in turn affects decisions we make. By saying or thinking that things happen <em>to</em> us, we avoid taking responsibility for our actions. "<em>These are the seeds of resilience, of being able to overcome the bad beats that you can’t avoid and mentally position yourself to be prepared for the next time.</em>"</p><h3 style="text-align: left;"><strong>You need to pay attention</strong>.</h3><p>Many things are happening around us, and we're tempted to chalk a few up to luck or market conditions. We can't control any of those things. What can we control? Our own behavior. Our reaction to things, as the Stoics teach us. "<em>We can’t control the variance. We can’t control what happens. But we can control our attention and how we choose to deploy it</em>."</p><h3 style="text-align: left;"><strong>Don't forget the </strong><em>why</em>.</h3><p>It's important to construct a narrative about your opponents (“<em>In the game of poker, you’re a detective and a storyteller</em>,” a mentor told Konnikova) while creating your own story at the same time. What's the story and why is someone doing it? Why are they making a move? Always ask yourself why someone is behaving a certain way.<br /><br /></p><div><hr /></div><h2><strong><br />The object of leadership</strong></h2><p>Mike Caro, professional poker player and author, asks his audiences, "What is the object of poker?" He may just as well ask "What is the object of life?" as poker, particularly in Konnikova's powerful storytelling style, is analogous to life. It's also analogous to leadership.</p><p>After many members of his audience make guesses related to money, Caro lays the truth on them: "<em><strong>The object of poker is making good decisions</strong></em>."</p><p>Anyone can make decisions; indeed, it's what we expect from leaders. Faced with choices—buy or sell, hire or fire, action or inaction—leaders make choices based on information at hand. More than the outcome, it's the <em>process</em> that matters. Leaders need to know—and in many cases need to justify—the reasoning behind their decisions. </p><div><hr /></div><p><em><strong><br /></strong></em></p><div style="text-align: center;"><em><strong><em><strong>“In every tablet there are as many grains of luck as of any other drug. Even intelligence is rather an accident of Nature, and to say that an intelligent man deserves his rewards in life is to say that he is entitled to be lucky.”</strong> </em></strong></em></div><p></p><p></p><div style="text-align: right;"><em>— E.B. White, 1943</em></div><em><br /></em><p></p><div><hr /></div><p>It's sheer joy to follow Maria's journey, to be invited into her inner thoughts and insights that she shares en route, and to drink in the references from literature, philosophy, and psychology that she liberally and effortlessly incorporates.</p><p>The wonderful surprise is that even though she realizes that fortune is a fickle thing, gossamer-like in nature, she still manages to bend it ever so slightly (for that's all that's required in poker) to her advantage.</p><p>All it requires is patience, fortitude, the ability to observe our environment and ask why, and the willingness to do the hard work and spend time reflecting.</p><p>For it's reflection that gives us the ability to hit pause or reset. And it's reflection that allows us to achieve self-awareness.</p><p>For that is where our potential lies.</p><p><br /></p><div><hr /></div><p><i style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;">This originally appeared in the June 24 issue of the <a href="https://scottmonty.substack.com/" style="color: #280170; font-weight: bold; text-decoration-line: none;" target="_blank">Timeless & Timely</a> newsletter. What are you missing? To see this issue in its entirety, with entertaining and thoughtful links, recommendations, and more, <a href="https://scottmonty.substack.com/p/leadership-emotional-intelligence" style="color: #280170; font-weight: bold;" target="_blank">please click here</a></i><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;">. </span></p><p><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"><br /></span><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"></span><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"></span><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"></span><br style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;" /></p><div style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px; text-align: center;">Don't miss a single issue:</div><div style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px; text-align: center;"><iframe frameborder="0" height="320" scrolling="no" src="https://scottmonty.substack.com/embed" style="max-height: 450px; max-width: 100%;" width="480"></iframe></div><div class="separator" style="clear: both; text-align: center;"><br /></div>

Leadership, Emotional Intelligence and Poker

The Card Sharps by Caravaggio (Michelangelo Merisi), c. 1595 (public domain - Google Art Project) “But for its costliness and dangers, no b...

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Honor and Duty

<h6 data-pm-context="[]"></h6><table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto;"><tbody><tr><td style="text-align: center;"><a href="https://1.bp.blogspot.com/-_gqQwQBOQus/XupLREBLu8I/AAAAAAABNa0/DCtwdyqRduQMT2khjJ6jhMQPyuDSidcwwCK4BGAsYHg/s1539/Jacques-Louis_David%252C_Le_Serment_des_Horaces.jpg" style="margin-left: auto; margin-right: auto;"><img alt="The Oath of the Horatii by Jacques-Louis David, 1784" border="0" data-original-height="1218" data-original-width="1539" height="506" src="https://1.bp.blogspot.com/-_gqQwQBOQus/XupLREBLu8I/AAAAAAABNa0/DCtwdyqRduQMT2khjJ6jhMQPyuDSidcwwCK4BGAsYHg/w640-h506/Jacques-Louis_David%252C_Le_Serment_des_Horaces.jpg" width="640" /></a></td></tr><tr><td class="tr-caption" style="text-align: center;"><font size="2"><i><a href="https://en.wikipedia.org/wiki/Oath_of_the_Horatii" target="_blank">The Oath of the Horatii</a></i> by Jacques Louis David, 1784 (public domain - Wikipedia)</font><br /></td></tr></tbody></table><div><br /></div><div><br /><hr /><br /></div><p></p><div style="text-align: center;"><em><strong>"Waste no more time in arguing what a good man should be. Be one."</strong> </em></div><em><div style="text-align: right;"><em><br /></em></div><div style="text-align: right;"><em>— Marcus Aurelius, 161<br /><br /></em></div></em><p></p><div><hr /></div><p><br /></p><p>Years ago, in one of my first professional jobs, I had a colleague who made an observation that has stayed with me to this day.</p><p>I don't remember the exact situation that brought it about, but he said to me, "You know what impresses me about you, Monty? I see so many people complaining about things, but you don't sit around complaining. You take action."</p><p>I've considered that remark over the years, and it's at the core of my sense of integrity: if a person is aware that something wrong and  has the power to make a change, I respect them for taking action <a href="https://www.youtube.com/watch?v=ujBjn1qeCLs">rather than whining</a> about the situation.</p><p>Leaders serve by virtue of the power that they're given. And, as the phrase goes that can trace its roots to the Bible, with great power comes great responsibility.</p><div><hr /></div><p style="text-align: center;"><em><strong><br />"Criticism is necessary and useful; it is often indispensable; but it can never take the place of action, or be even a poor substitute for it."</strong> </em></p><p style="text-align: right;"><em>— Theodore Roosevelt, 1894<br /><br /></em></p><div><hr /></div><p>That means when a leader is aware of a situation over which he or she has control, they are in a position to do something about it. In fact, they are duty-bound to react.</p><p>One reaction is simply to do nothing. Just wait it out, see what the public outcry is, and either take the heat or eventually capitulate with some feeble response.</p><p>The alternative is to take action. Given that leaders are aware of their resources, of the impact their decisions make, and of the morale that they inspire by doing the right thing, their actions speak volumes about what they prioritize. They indicate a code of honor.</p><p>We don't hear the words duty and honor being used much any more, do we? Not outside of the military, anyway. The U.S. Department of Defense has <a href="https://smonty.co/2USO5Ho">core values</a> that it expects out of its personnel: "duty, integrity, ethics, honor, courage, and loyalty."</p><p>These are values that make up what we recognize as character. We expect our leaders to have character and to act in ways that create trust.</p><p><br /></p><div><hr /></div><p></p><div style="text-align: center;"><em><strong><br />"I am no longer good through deliberate intent, but by long habit have reached a point where I am not only able to do right, but am unable to do anything but what is right."</strong> </em></div><em><div style="text-align: right;"><em><br /></em></div><div style="text-align: right;"><em>— Seneca, 65<br /><br /></em></div></em><p></p><div><hr /></div><p><br /></p><p>Honor. Duty. Trust. These precepts should be lodestars—guiding principles for how we act in our private lives and in our careers. And yet…</p><p>Recently we learned that John Bolton's forthcoming memoir <em><a href="https://amzn.to/2UOneMM">The Room Where It Happened</a></em> indicates that the former National Security Advisor witnessed multiple instances of misconduct by the president. And yet, given the opportunity to testify during the impeachment hearings, Bolton chose to remain silent.</p><blockquote class="twitter-tweet tw-align-center"><p dir="ltr" lang="en">If only there had been some sort of congressional investigation into the president’s behavior at which John Bolton could have testified.<br /><br />If only. <a href="https://t.co/hYbVjYOLvg">https://t.co/hYbVjYOLvg</a></p>— Kevin M. Kruse (@KevinMKruse) <a href="https://twitter.com/KevinMKruse/status/1271432854375989249?ref_src=twsrc%5Etfw">June 12, 2020</a></blockquote> <script async="" charset="utf-8" src="https://platform.twitter.com/widgets.js"></script><p></p><p><br /></p><p>Facebook has been no stranger to criticism and has continually done things to erode trust rather than to build it. Most recently, Mark Zuckerberg and Priscilla Chan (majority shareholders, with Zuckerberg impervious from discipline or termination) said they were "<a href="https://smonty.co/3fvAWvW">disgusted by President Trump's divisive and incendiary rhetoric</a>" during the protests.</p><p>And yet Zuckerberg continues to allow him to post divisive and even untrue content on Facebook. If only he was in a position to be able to do something about it. But it seems to be part of the brand at Facebook to simply turn away from unpleasant truths and embrace that which profits the company.</p><p><br /></p><div><hr /></div><p></p><div style="text-align: center;"><em><strong><br />"It little profits that an idle king,</strong></em></div><em><div style="text-align: center;"><em><strong>By this still hearth, among these barren crags,</strong></em></div><div style="font-weight: bold; text-align: center;"><em><strong>Match'd with an aged wife, I mete and dole</strong></em></div><div style="font-weight: bold; text-align: center;"><em><strong>Unequal laws unto a savage race"</strong> </em></div><div style="text-align: center;"><div style="text-align: center;"><b><br /></b></div><em style="text-align: right;"><div style="text-align: right;"><em>— Alfred, Lord Tennyson, 1842<br /><br /></em></div></em></div></em><p></p><div><hr /></div><p><br /></p><p>Facebook's own internal research in 2018 stated “our algorithms exploit the human brain’s attraction to divisiveness. If left unchecked,” Facebook would feed users “more and more divisive content in an effort to gain user attention & increase time on the platform.”</p><p>What did Facebook do? <a href="https://smonty.co/2AC4YQ5">It shut down efforts to make the site less divisive</a>.</p><p>Honor and duty. What honor is there at Facebook? What duty do they have to anyone other than their shareholders?</p><p>We have every right to expect accountability out of our leaders. </p><p>President Harry Truman famously had "<b><i>The buck stops here</i></b>" displayed on his desk. </p><p>Dwight D. Eisenhower, when he was Supreme Allied Commander in Europe, prepared for a possible failure in Operation Overlord at Normandy, penning a note that he hoped he would never have to send: "<b><i>If any blame or fault attaches to the attempt, it is mine alone.</i></b>"</p><p>That willingness to accept responsibility is the very definition of integrity. </p><p><br /></p><p>With recent protests over racial inequality, we're finding ourselves at a major inflection point for society, and that includes brands as well. </p><p>Earlier this year, <a href="https://smonty.co/3hF1VqE">Land O' Lakes dropped their logo</a> that depicted a Native American woman. Now <a href="https://smonty.co/3hBPdce">Quaker Oats is eliminating Aunt Jemima</a>, a brand that was established in 1889 featuring a black woman who was originally dressed as a minstrel character. </p><p>In the 1970s, the American chain restaurant <a href="https://smonty.co/2UVuFC1">Sambo's</a> (which was an amalgamation of the names of its founders, Sam Batttistone and Newell Bohnett) faced backlash, as its name was reminiscent of the very dated book <em>The Story of Little Black Sambo</em> by Helen Bannerman (1899). They reluctantly began to move away from it, but the damage was done and its more than 1,100 locations in 47 states began to close. As of this month, the last remaining restaurant—the original location, now owned by Battistone's grandson—<a href="https://smonty.co/30XqHN7">is changing its name</a>.</p><p>Whether it's renaming a restaurant, rebranding a racially-insensitive product, or removing monuments to Confederate leaders from public spaces, we're seeing leaders who recognize their responsibility and are taking action that is within their power.</p><p>There is a contingent of the population who see this as capitulating to political correctness, or "giving in" to the demands of a vocal minority. They fight for the status quo, ignoring the negative impact that these racial stereotyped representations may have to portions of our society. The underlying assumption is that social reform isn't possible, because human nature is inherently limited.</p><p>As much as I like to point out how human nature is constant, there comes a time when we must recognize the need for change. Nor are we fixed in a certain morality; we've seen society update its expectations over the centuries, from the Emancipation Proclamation and the 14th Amendment to the Civil Rights Act, and more.</p><p>Each of us has a moral code, and that's what defines our integrity. But society operates with a sense of group morality, which involves judgement, shame and exclusion as well as kindness. We may think we're limited in our ability to evolve our morality, but the speed at which we're seeing cultural change backed by a desire for ethics and integrity is astonishing.</p><p><a href="https://smonty.co/3fEwsU1">According to Allen Buchanan</a>, Professor of Philosophy and Professor of Law at Duke University, "<em>Humans have possessed moral capacities for many millennia, possibly even hundreds of thousands of years, and yet inclusivist morality has emerged only in the most recent eye-blink of human history.</em>"</p><p>Which brings us back to leadership.</p><p>Those in power—those with the ability to make a change—have a responsibility to take action when they can. To ignore it is to invite scorn and distrust.</p><p>To embrace the opportunities and seek a better, brighter option for all stakeholders is what separates the courageous from the cowardly.</p><p>Honor and duty. The backbone of character.<br /></p><p><br /></p><hr /><p style="text-align: center;"><em><strong><br />"Much has been given us, and much will rightfully be expected from us. We have duties to others and duties to ourselves; and we can shirk neither. We have become a great nation, forced by the fact of its greatness into relations with the other nations of the earth, and we must behave as be seen as a people with such responsibilities."</strong> </em></p><p style="text-align: right;"><em>— Theodore Roosevelt, 1905<br /><br /></em></p><div><hr /><br /></div><div><i style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;">This originally appeared in the June 17 issue of the <a href="https://scottmonty.substack.com/" style="color: #280170; font-weight: bold; text-decoration-line: none;" target="_blank">Timeless & Timely</a> newsletter. What are you missing? To see this issue in its entirety, with entertaining and thoughtful links, recommendations, and more, <a href="https://scottmonty.substack.com/honor-and-duty" style="color: #280170; font-weight: bold; text-decoration-line: none;" target="_blank">please click here</a></i><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;">. </span><br style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;" /><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"><br /></span><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"></span><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"></span><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"></span><br style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;" /><div style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px; text-align: center;">Don't miss a single issue:</div><div style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px; text-align: center;"><iframe frameborder="0" height="320" scrolling="no" src="https://scottmonty.substack.com/embed" style="max-height: 450px; max-width: 100%;" width="480"></iframe></div></div><h2></h2>

Honor and Duty

The Oath of the Horatii by Jacques Louis David, 1784 (public domain - Wikipedia) "Waste no more time in arguing what a good man should...

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Revolution or Reform

<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody> <tr><td style="text-align: center;"><a href="https://1.bp.blogspot.com/-sc3yarMeRHk/XuEReVmbsaI/AAAAAAABNRw/jOYGjz7JickbfPovsX3bARl2sOJfpt2XACLcBGAsYHQ/s1600/Thomas%2BCole%2B-%2BThe_Course_of_Empire%2B4%2B-%2BDestruction.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" data-original-height="744" data-original-width="1200" height="396" src="https://1.bp.blogspot.com/-sc3yarMeRHk/XuEReVmbsaI/AAAAAAABNRw/jOYGjz7JickbfPovsX3bARl2sOJfpt2XACLcBGAsYHQ/s640/Thomas%2BCole%2B-%2BThe_Course_of_Empire%2B4%2B-%2BDestruction.jpg" width="640" /></a></td></tr> <tr><td class="tr-caption" style="text-align: center;"><i><a href="https://en.wikipedia.org/wiki/The_Course_of_Empire_(paintings)" target="_blank">The Course of Empire IV: Destruction</a></i> by Thomas Cole, 1836 (public domain - Wikipedia)</td></tr> </tbody></table> <br /> <div> <hr /> </div> <em><strong><br /> </strong></em> <br /> <div style="text-align: center;"> <em><strong>"To escape its wretched lot, the populace has three ways, two imaginary and one real. The first two are the rum shop and the church; the third is the social revolution." </strong></em></div> <div style="text-align: right;"> <em>— Mikhail Bakunin, 1871</em></div> <em><br /> </em> <br /> <div> <hr /> </div> <br /> His father was killed by British cannon fire when the boy was only two years old. The youngster grew up as an aristocrat, attempting to fit in as a courtier before finding that his independent nature was ill-suited to such a role.<br /> <br /> So, two years after hearing about the American struggle for independence, he set sail for the young country. An idealist with a pure-heart and an enthusiastic spirit, he endeared him to many in his new country.<br /> <br /> One of those was General George Washington, who grew so fond of the young man that he considered him almost a surrogate son. He confided in his protégé and gave him assignments to help turn the tide against the British.<br /> <br /> The young man's name? Marie-Joseph-Paul-Yves-Roch-Gilbert du Motier de La Fayette. Or, more succinctly: the Marquis de Lafayette<br /> <br /> The namesake of Lafayette Square.<br /> <br /> Last week's now-infamous <a href="https://smonty.co/3dLRFuu">Liberation of Lafayette Square</a> (click through to see the definitive timeline of action) stuck in my mind not only because of the spectacle itself, but because of the rich irony served up by the actions.<br /> <br /> Lafayette Square is a public park — a symbol of freedom and openness — the kind of space that we typically consider appropriate for public gatherings and peaceful protests. It's currently behind fencing that surrounds the White House and associated grounds, stretching 2 linear miles.<br /> <br /> <div> <hr /> </div> <em><strong><br /></strong></em> <div data-pm-context="[]" style="text-align: center;"> <em><strong>"It is better to die on your feet than to live on your knees." </strong></em></div> <div data-pm-context="[]" style="text-align: right;"> <em>— Dolores Ibárruri, 1936</em></div> <em><br /></em> <div> <hr /> </div> <br /> In an interesting twist of fate, the fencing meant to keep protesters at bay (in addition to the wrought-iron fence that's surrounded the White House grounds since the 1960s) has turned into something of a makeshift memorial:<br /> <br /> <div style="text-align: center;"> <blockquote class="twitter-tweet tw-align-center"> <div dir="ltr" lang="en"> The fence outside the White House has been converted to a crowd-sourced memorial wall — almost like an art gallery — to black men and women who lost their lives at the hands of police. <br /><br />Hundreds are strolling, looking, adding names and paintings and posters. <a href="https://t.co/mXlZpfMAeX">pic.twitter.com/mXlZpfMAeX</a></div> — Hannah Natanson (@hannah_natanson) <a href="https://twitter.com/hannah_natanson/status/1269678326538534914?ref_src=twsrc%5Etfw">June 7, 2020</a></blockquote> <script async="" charset="utf-8" src="https://platform.twitter.com/widgets.js"></script><br /> <br /></div> <div class="tweet" data-attrs="{"url":"https://twitter.com/hannah_natanson/status/1269678326538534914?s=21","full_text":"The fence outside the White House has been converted to a crowd-sourced memorial wall — almost like an art gallery — to black men and women who lost their lives at the hands of police. \n\nHundreds are strolling, looking, adding names and paintings and posters. ","username":"hannah_natanson","name":"Hannah Natanson","date":"Sun Jun 07 17:11:17 +0000 2020","photos":[{"img_url":"https://cdn.substack.com/image/upload/w_728,c_limit/l_twitter_play_button_rvaygk,w_120/tbbnc90wtb5uxa8qzwkm","link_url":"https://t.co/mXlZpfMAeX"}],"quoted_tweet":{},"retweet_count":97437,"like_count":253713,"expanded_url":{}}"> <a href="https://twitter.com/hannah_natanson/status/1269678326538534914?s=21" target="_blank"></a></div> <br /> The reason the caging in of the park strikes me as ironic is that Lafayette himself was caught up in the French Revolution, where he was captured and imprisoned for five years. This champion of justice and independence suffered by virtue of his station, and because of political sensitivities, Washington was unable to secure his freedom.<br /> <br /> The fence around Lafayette Square <a href="https://smonty.co/2Yhjvs0">will begin to be dismantled today</a>.<br /> <br /> In the two weeks following George Floyd's death, we've seen <a href="https://smonty.co/2Yj7jac">the volume of peaceful protests</a> against police brutality grow. And to be sure, there's been looting and vandalism amid this, but the vast majority of these events have been peaceful.<br /> <br /> <div> <hr /> </div> <em><strong><br /></strong></em> <div style="text-align: center;"> <em><strong>"Revolutions cannot, or rather can no longer, be accomplished by a minority. A revolutionary minority, no matter how intelligent and energetic, is not enough, in modern societies at least, to bring about a revolution. The cooperation and adhesion of a majority, and an immense majority, is needed."</strong>  </em></div> <div style="text-align: right;"> <em>— Jean Jaurès, 1901</em></div> <em><br /></em> <div> <hr /> </div> <br /> In some ways, it feels like a revolution is happening.<br /> <br /> Back in April, <a href="https://smonty.co/37iJmUr" target="_blank">I wrote about revolutions</a>, but from the perspective of the coronavirus crisis, when some of the public was revolting against shelter in place orders.<br /> <br /> <div style="text-align: center;"> <b><i><span style="font-size: large;">See: <a href="https://smonty.co/37iJmUr" target="_blank">The Revolution Will Be Televised</a></span></i></b></div> <br /> <div class="button-wrapper" data-attrs="{"url":"https://smonty.co/2XPBGGr","text":"The Revolution Will Not Be Televised","class":null}"> <br /></div> The response to years of police brutality and the Black Lives Matter movement feels like a revolution of sorts, but is beginning to turn into more than that. If it's going to have any impact, it <em>must</em> be more than a revolution.<br /> <br /> What we need is a <strong>reformation</strong>.<br /> <br /> Consider the Protestant Reformation of the 16th century: it was a movement that grew out of frustration with corruption in the Catholic church. More than simply leading a revolt, the schism created a new branch of Christianity.<br /> <br /> And that's what we're seeing today: governments are beginning to take action based on widely expressed dissatisfaction.<br /> <br /> It's not too different to a what we see when customers revolt against brands. Usually because of some misstep, either in the company's evolution of the product (e.g. <a href="https://smonty.co/37hhksJ" target="_blank">New Coke</a>) or a tone-deaf approach to marketing (e.g. <a href="https://smonty.co/37hP8G0" target="_blank">Pepsi's Black Lives Matter ad with Kendall Jenner</a>), the offenders get called out.<br /> <br /> To turn a revolt into a reformation, meaningful and tangible actions need to be taken by leaders. It's not enough to simply mouth the words ("thoughts and prayers," "we regret any inconvenience," "customer-centric").<br /> <br /> Listening can pay off: Coca-Cola eliminated its plans for the new formulation. Pepsi admitted it missed the mark with its ad. Each recovered in time.<br /> <br /> And now, we have local, state and federal government looking at laws and regulations currently on the books and <a href="https://www.cbsnews.com/news/house-democrats-unveil-bill-police-reform-bill-amid-nationwide-protests/" target="_blank">making plans to update them</a>.<br /> <br /> <div> <hr /> </div> <em><strong><br /></strong></em> <div style="text-align: center;"> <em><strong>"An unjust law is no law at all."</strong> </em></div> <div style="text-align: right;"> <em>— Saint Augustine, 395</em></div> <em><br /></em> <div> <hr /> </div> <br /> <a href="https://smonty.co/2Yl3Aci">Solon</a> was the great lawmaker of Athens in the 6th century BC. His primary concern was the  political, economic and moral decline of the city-state. Plutarch described the events that led to Solon's leadership in <em>Parallel Lives</em>:<br /> <blockquote> <em>"At this point too, the inequalities between rich and poor, had, as it were, come to a head. The city stood on the brink of revolution, and it seemed as if the only way to put a stop to its perpetual disorders and achieve stability was to set up a tyranny. All the common people were weighed down with the debts they owed to a few rich men. Many parents were even forced to sell their own children (for there was no law to prevent this), or to go into exile because of the harshness of their creditors. However, the majority, which included the men of most spirit, began to make common cause together and encourage one another not to resign themselves to these injustices, but to choose a man they could trust to lead them. Having done this, they proposed to set all enslaved debtors free, redistribute the land, and make a complete reform of the constitution."</em></blockquote> Enter Solon. As a man of wealth, he was acceptable to the rich. As a man of principle, he was acceptable to the poor. Both sides thought he should consider establishing a tyranny. But Solon refused.<br /> <br /> He understood the importance of maintaining arrangements that worked, and reforming those that were broken and only introducing changes were he thought he could achieve his ends through persuasion or enforce it with authority. With an deft hand, he "made force and justice work in harmony."<br /> <br /> <div> <hr /> </div> <em><strong><br /></strong></em> <div style="text-align: center;"> <em><strong>"All men recognize the right of revolution, that is, the right to refuse allegiance to, and to resist, the government, when its tyranny or its inefficiency are great and unendurable."</strong> </em></div> <div style="text-align: right;"> <em>— Henry David Thoreau, 1849</em></div> <em><br /></em> <div> <hr /> </div> <br /> And isn't that what we need today? Leaders who can balance their response to competing demands from a variety of sources, whether it's the citizenry, shareholders, employees, customers, or others.<br /> <br /> To be sure, leadership is a balancing act. Very rarely are decisions simple or black and white. Nuance abounds. If it were easier, everyone would be a leader.<br /> <br /> And movements hit leaders with the momentum of a wall of water. They're externally generated, have a mass and volume that is unavoidable, generating momentum that carries with it an unstoppable force and all kinds of debris.<br /> <br /> When a revolution begets a movement, as a leader, you can resist it, ignore it, or embrace it.<br /> <br /> The choice is yours.<br /> <br /> <div> <hr /> </div> <em><strong><br /></strong></em> <div style="text-align: center;"> <em><strong><em><strong>"Revolutions never go backward." </strong></em></strong></em></div> <br /> <div style="text-align: right;"> <em>— Thomas Skidmore, 1829</em></div> <br /> <div> <hr /> <br /> <i style="background-color: white; color: #333333; font-family: Verdana, Geneva, sans-serif; font-size: 14px;">This originally appeared in the June 10 issue of the <a href="https://scottmonty.substack.com/" style="color: #280170; font-weight: bold; text-decoration-line: none;" target="_blank">Timeless & Timely</a> newsletter. What are you missing? To see this issue in its entirety, with entertaining and thoughtful links, recommendations, and more, <a href="https://scottmonty.substack.com/revolution-or-reform" style="color: #280170; font-weight: bold; text-decoration-line: none;" target="_blank">please click here</a></i><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;">. </span><br style="background-color: white; color: #333333; font-family: Verdana, Geneva, sans-serif; font-size: 14px;" /><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"><br /></span><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"></span><span style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px;"></span><span style="background-color: white; color: #333333; font-family: Verdana, Geneva, sans-serif; font-size: 14px;"></span><br /> <div style="background-color: white; color: #333333; font-family: Verdana, Geneva, sans-serif; font-size: 14px; text-align: center;"> Don't miss a single issue:</div> <div style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px; text-align: center;"> <iframe frameborder="0" height="320" scrolling="no" src="https://scottmonty.substack.com/embed" style="max-height: 450px; max-width: 100%;" width="480"></iframe></div> </div> <div> <br /></div>

Revolution or Reform

The Course of Empire IV: Destruction by Thomas Cole, 1836 (public domain - Wikipedia) "To escape its wretched lot, the pop...

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What We Look for From Leaders During a Crisis

<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody> <tr><td style="text-align: center;"><a href="https://1.bp.blogspot.com/-I7Z89w0tqrY/XtVDuG-QKXI/AAAAAAABNKg/OokJoPrXHbYTDA1wzA9rZHW8RnP-IuNjgCLcBGAsYHQ/s1600/Winslow%2BHomer%2B-%2BHurricane.jpg" style="margin-left: auto; margin-right: auto;"><img border="0" data-original-height="1100" data-original-width="1600" height="438" src="https://1.bp.blogspot.com/-I7Z89w0tqrY/XtVDuG-QKXI/AAAAAAABNKg/OokJoPrXHbYTDA1wzA9rZHW8RnP-IuNjgCLcBGAsYHQ/s640/Winslow%2BHomer%2B-%2BHurricane.jpg" width="640" /></a></td></tr> <tr><td class="tr-caption" style="text-align: center;"><span style="font-size: x-small;"><i><a href="https://commons.wikimedia.org/wiki/File:Winslow_Homer_-_Hurricane,_Bahamas.jpg" target="_blank">Hurricane, Bahamas</a></i> by Winslow Homer, 1898 (public domain - Wikimedia Commons)</span></td></tr> </tbody></table> <br /><div style="text-align: center;"><b><i>If you enjoy this, you might enjoy my podcast </i><a href="https://smonty.co/timelesspod" target="_blank">Timeless Leadership</a><i>, where we explore the principles and virtues of leaders we admire and aspire to be like.</i></b></div><div class="separator" style="clear: both; text-align: center;"><a href="https://smonty.co/timelesspod" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="2000" data-original-width="2000" height="200" src="https://1.bp.blogspot.com/-EkGmTWBF41k/YJAbNKDCP9I/AAAAAAABTew/h8Tkz-_MohA-eTPP0Xaed3XwSfLXRQvZwCLcBGAsYHQ/w200-h200/Timeless%2BLeadership%2BBold.png" width="200" /></a></div><br /><div style="text-align: center;"><br /></div><div> <hr /> <div data-pm-context="[]"> <em><strong><br /></strong></em></div> <div style="text-align: center;"> <em><strong><em><strong>“Anyone can steer the ship when the sea is calm.”</strong> </em></strong></em></div> <br /> <div data-pm-context="[]" style="text-align: right;"> <em>— Publius Syrus, c. 40 B.C.</em></div> <div data-pm-context="[]"> <em><br /></em></div> <div> <hr /> </div> <br /> Hurricanes are notable for their circular pattern, with an "eye" at the center that is eerily calm.<br /> In the days before satellite tracking, the eye was a welcome respite from the howling winds and rain that pummeled unfortunate victims. What quickly follows the eye is the rear wall of the hurricane, which can be more forceful than the initial onslaught.<br /> <br /> <blockquote> <em><strong>"It began about dusk from the north and raged very violently till ten o'clock. Then ensued a sudden and unexpected interval, which lasted about an hour. Meanwhile, the wind was shifting round to the southwest point, from whence it returned with redoubled fury and continue so till near three o'clock in the morning. Good God! What horror and destruction—it's impossible for me to describe—or you to form any idea of it."</strong> — Alexander Hamilton, 1772</em></blockquote> <br /> When we're in the eye of a storm—literally or figuratively, as in a crisis—everything is swirling around us. This is when people are looking for reassurance from their leadership.<br /> Crises, whether self-induced or inflicted upon us by external forces, create a sense of fear, which arises from uncertainty. People want trusted sources of information and they want a demonstration of forthrightness from leaders.<br /> <br /> What's particularly unsettling is when the crisis is made by a force that's beyond our control. As I wrote in a previous essay, "<a href="https://www.scottmonty.com/2020/02/when-fear-works-and-when-it-doesnt.html" rel="nofollow" target="_blank">We fear the unknown and we fear what we can't control.</a>" <br /> <br /> Which is why it's all the more important to have or to be a strong ethical leader in these times.<br /> <br /> <div> <hr /> </div> <em><strong><br /></strong></em> <br /> <div style="text-align: center;"> <em><strong>"Nearly all men can stand adversity, but if you want to test a man's character, give him power." </strong></em></div> <div style="text-align: right;"> <em>— Robert Ingersoll, 1883</em></div> <em><br /></em> <br /> <div> <hr /> </div> <br /> And when you have a combination of power and adversity, you <em>really</em> get to see a man's character.<br /> <br /> Abraham Lincoln was a leader who was tested along those lines. He managed, over the course of his first term, when he led the country through a bloody and brutal civil war, to make it apparent to every American what he stood for.<br /> <br /> When it comes to leadership, what is character? Jocelyn Davis lays out the backbone of leadership character in <em><a href="https://amzn.to/2Y83wyA" rel="nofollow" target="_blank">The Greats on Leadership</a></em>:<br /> <br /> <h2> <strong>Courage</strong></h2> <em><strong>"Courage is resistance to fear, mastery of fear, not absence of fear."</strong> ― Mark Twain, 1894</em><br /> <br /> Different than bravado, which is the assumption of boldness to conceal timidity, true courage means putting yourself at risk in order to protect the interests of others. It's the midpoint between rashness and timidity. People will be able to tell when you're exhibiting courage.<br /> <br /> <br /> <h2> <strong>Integrity</strong></h2> <em>"<strong>The supreme quality of a leader is unquestionable integrity."</strong> ― Dwight D. Eisenhower</em><br /> <br /> Integrity exists between offensiveness and deceit, and is an indication of our true nature. It's about doing the right thing, even when no one is looking. That kind of consistency is what builds trust in leadership. But we have to practice it in times of calm as well as in times of crisis in order for it to be effective.<br /> <br /> <br /> <h2> <strong>Resilience</strong></h2> <em><strong>"Success consists of going from failure to failure without loss of enthusiasm."</strong> <strong>― </strong>Winston Churchill</em><br /> <br /> Resiliency is about our ability to get up after being knocked down, or to power through something, despite the challenges we face. The resilient leader is one who is flexible yet perseveres, observing the forces around them and being self-aware in making decisions.<br /> <br /> <br /> <h2> <strong>Generosity</strong></h2> <em><strong>“Mutual caring relationships require kindness and patience, tolerance, optimism, joy in the other's achievements, confidence in oneself, and the ability to give without undue thought of gain.”</strong> ― Fred Rogers</em><br /> <em><br /></em> There's a sense of selflessness about generosity. Leaders who are willing to give of their time, attention, and resources are generous. Servant leadership is about generosity and building relationships, rather than transactional leadership, which looks for outputs and inputs.<br /> <br /> <br /> <h2> <strong>Concern</strong></h2> <em><strong>“The first step in the evolution of ethics is a sense of solidarity with other human beings.”</strong> – Albert Schweitzer</em><br /> <em><br /></em> Expressed another way, this is empathy. It's the midpoint between indifference and mania. Think of leaders you know who express concern. They're usually warm and calm, and there's a sense of sincerity about them. <br /> <br /> <div> <hr /> </div> <br /> All of these traits add up to character, which in turn creates an opportunity to forge a stronger relationship with our stakeholders, whether they're employees, customers, constituents, or prospects.<br /> <br /> Your character will be evident in everything that you do, in times of crisis as well as in times of calm.<br /> <br /> As Doris Kearns Goodwin points out about Abraham Lincoln in <em><a href="https://amzn.to/2xO4gdp" rel="nofollow" target="_blank"><b>Leadership In Turbulent Times</b></a></em>,<br /> <br /> <div style="text-align: center;"> <b><i><span style="font-size: large;">"The leader's strength ultimately depends on the strength of his bond with the people."</span></i></b></div> <br /> <br /> Before you're tested with adversity or power, consider your character.<div><br /><br /><hr /><br /><div style="text-align: center;"><b><span style="font-size: medium;">I've got years of experience managing crises and crisis communications for executives and brands. Can I help you or your team? <a href="mailto:scott@scottmonty.com" rel="nofollow" target="_blank">Let's chat</a>.</span></b></div> <br /> <hr /> <br /> <div style="background-color: white; color: #333333; font-family: Verdana, Geneva, sans-serif; font-size: 14px; text-align: center;"> Don't miss a single issue of the Timeless & Timely newsletter:</div> <div style="background-color: white; color: #333333; font-family: verdana, geneva, sans-serif; font-size: 14px; text-align: center;"> <iframe frameborder="0" height="320" scrolling="no" src="https://scottmonty.substack.com/embed" style="max-height: 450px; max-width: 100%;" width="480"></iframe></div> <br /></div></div>

What We Look for From Leaders During a Crisis

Hurricane, Bahamas by Winslow Homer, 1898 (public domain - Wikimedia Commons) If you enjoy this, you might enjoy my podcast Timeless Le...

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