“The way a new leader acts early in his or her job will show what kind of person he or she is. During that time frame, everyone develops their own long-lasting perception. And those perceptions—hard to change—determine how they respond to the new leadership long into the future.”

— Don Soderquist

Don Soderquist “ Live Learn Lead to Make a Difference https://books.google.com/books?id=s0q7mZf9oDkC&lpg=pg=PP1&dq=Don%20Soderquist&pg=PP1#v=onepage&q&f=false, Thomas Nelson, April 2006 p. 154. <br class="br">On Building Trust

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Don Soderquist54

1934–2016

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“The performance of business leaders during the next decade will play a major role in determining not only business but political and social trends for a long time to come. Here are some of the principal reasons:
- Business leaders control the economic well-being of and stockholder.
- The course of business shapes public opinion.
- Business leaders shape public opinion.
So, in addition to his or her prime responsibility of managing his or her enterprise at a profit, the business leader of today is faced with new and larger responsibilities. And, at the same time, the job of managing his or her enterprise at a profit is increasing in complexity. Consequently, the imposition of additional responsibilities makes the nation’s task of developing an adequate number of properly equipped executive leaders a staggering one indeed.”

Marvin Bower (1903–2003) American business theorist

Marvin Bower (1949) The development of executive leadership. Harvard University. Graduate School of Business Administration. p. v

“Today our concern must be with that future. For the world is changing. The old era is ending. The old ways will not do. […] It is a time, in short, for a new generation of leadership — new men to cope with new problems and new opportunities.”

John F. Kennedy (1917–1963) 35th president of the United States of America

1960, The New Frontier
Context: But I think the American people expect more from us than cries of indignation and attack. The times are too grave, the challenge too urgent, and the stakes too high — to permit the customary passions of political debate. We are not here to curse the darkness, but to light the candle that can guide us through that darkness to a safe and sane future. As Winston Churchill said on taking office some twenty years ago: if we open a quarrel between the present and the past, we shall be in danger of losing the future. Today our concern must be with that future. For the world is changing. The old era is ending. The old ways will not do. [... ] It is a time, in short, for a new generation of leadership — new men to cope with new problems and new opportunities.

“The central assertion of this view, I repeat, is that each new stage of words literally created new perceptions and attentions, and such new perceptions and attentions resulted in important cultural changes which are reflected in the archaeological record.”

Julian Jaynes book The Origin of Consciousness in the Breakdown of the Bicameral Mind

Book I, Chapter 6, p. 132 (Italics as per text...)
The Origin of Consciousness in the Breakdown of the Bicameral Mind (1976)

“The Leader of the Future 2 is divided into five parts. In Part One, our book begins where it should, with Peter Drucker’s vision of leadership… Part Two, "Leading in a Diverse World," begins with the recognized world authority on building a learning organization. "Systems Citizenship" presents MIT’s Peter Senge at his best, as he challenges us to understand systems, implement systems intelligence, and build partnerships that are a mandate for the new millennium… Part Three, "Leading in a Time of Crisis and Complexity," begins with Ron Heifetz of Harvard’s Kennedy School. Ron describes new approaches to solving leadership dilemmas as he challenges leaders in "Anchoring Leadership in the Work of Adaptive Progress"… Part Four, "Leading Organizations of the Future," shows how changing context has an impact leadership needs, demanding changes in leadership styles. Charles Handy is one of the great social philosophers of our time… Part Five, "The Quality and Character of the Leader of the Future," begins with one of the most influential thought leaders in history, Stephen Covey. In "Leading in the Knowledge Worker Age."”

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“Studies have shown that 90% of error in thinking is due to error in perception. If you can change your perception, you can change your emotion and this can lead to new ideas.”

Edward de Bono (1933) Maltese physician

Teaching Thinking (1991)

“Perhaps she was not really so perfect, but he had made her so in his mind. People did this; he had seen it. As though the world of humans was created from their desires as much as their perception—an issue the empiricists tried to deal with in their natural philosophy.
Although he realized this was a trivial truth, still, trying to comprehend the reality of a situation was his constant activity. He could not necessarily trust the word of ministers, who all had their own purposes; nor what his mother might think, for her own perception was colored by her desire to see people in certain ways. One did not trust the periodicals, certainly, and pamphleteers were never disinterested. Everyone seemed to see the world and events a little differently, depending on their own personal mixture of desire and pragmatism. In history there were any number of rulers whose perception of events was so far removed from reality that it led to calamity. Prince Wilam did not want to be one of those—at any cost. Even if it meant giving up the world as he desired it to be.”

Sean Russell (1952) author

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“Now we have New Age thinking infiltrating our law, our courts, our schools in that everyone chooses his own values and those are good for him. And the same was for a long time, but you could do anything you chose, just as long as you did not do physical harm to someone against his own will.”

Rousas John Rushdoony (1916–2001) American theologian

Audio lectures, Decadence and the New Age (March 10, 1989)

“The new science of communication is percept, not concept.”

Marshall McLuhan (1911–1980) Canadian educator, philosopher, and scholar-- a professor of English literature, a literary critic, and a …

Source: 1990s and beyond, The Book of Probes : Marshall McLuhan (2011), p. 259

“The experience or the vision is the artist’s counterpart to the scientific discovery of a principle or law. What the scientist does when he discovers a new law is to give a new ordering to observed facts. The artist is engaged in a similar task. He gives new meaning to our experience and organizes it in a different way due to his perception of subtler qualities in reality.”

Sarvepalli Radhakrishnan (1888–1975) Indian philosopher and statesman who was the first Vice President and the second President of India

Internet Encyclopedia of Philosophy

“Human sense organs can receive only news of difference, and the differences must be coded into events in time (i. e., into changes) in order to be perceptible. Ordinary static differences that remain constant for more than a few seconds become perceptible, only by scanning. Similarly, very slow changes become perceptible only by a combination of scanning and bringing together observations from separated moments in the continuum of time.”

Gregory Bateson (1904–1980) English anthropologist, social scientist, linguist, visual anthropologist, semiotician and cyberneticist

Source: Mind and Nature, a necessary unity, 1988, p. 74-75

“The way a new leader acts early in his or her job will show what kind of person he or she is. During that time frame, everyone develops their own long-lasting perception. And those perceptions—hard to change—determine how they respond to the new leadership long into the future.”

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Don Soderquist54

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