Latest / Talk to Prince Show - Solving World's Problems / Prince Israel Zaar on: The Wisdom of Leadership - Ark of Problem Solving 06272025

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Prince Israel Zaar on: The Wisdom of Leadership - Ark of Problem Solving 06272025 · Talk to Prince Show - Solving World's Problems

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Speaker 1: The art of leadership. The act of leadership is a
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Speaker 1: seeking the wisdom of understanding. The wisdom of understanding is
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Speaker 1: the wisdom not to understand humans. The wisdom of managing affairs,
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Speaker 1: the wisdom of limitationalism, the wisdom of premonition, the wisdom
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Speaker 1: of foresight, the wisdom of proactiveness, the wisdom of pempitiveness,
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Speaker 1: the wisdom of simplaicity, the wisdom of humanity, the wisdom
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Speaker 1: of complexity, the wisdom of compassion, the wisdom of intelligence,
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Speaker 1: the wisdom of common sense, the wisdom of intuition, the
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Speaker 1: wisdom of moderation, measurement, proportionality, and balance, the wisdom of enlightenedment,
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Speaker 1: the wisdom of lessening, the wisdom of patience, concentration, focused
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Speaker 1: and attention. The wisdom of the teamwork, the wisdom of
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Speaker 1: working together with people, the wisdom of letting people s
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Speaker 1: speak and adding out their guvances, the wisdom of communication,
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Speaker 1: the wisdom of networking, the wisdom of dealing with complication,
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Speaker 1: the wisdom of working with adversaries or enemies, the wisdom
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Speaker 1: of not losing, and the wisdom of getting ahead. And
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Speaker 1: act of leadership. He must seek the wisdom of the
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Speaker 1: moral the moral code, the wisdom of understanding the sects
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Speaker 1: and cults and alumnis or alumnatis, the wisdom of understanding
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Speaker 1: the fraternities, the wisdom of block mentality, echo chamber of mentality,
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Speaker 1: the wisdom of trying of fan base. I must understand
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Speaker 1: the wisdom of political speak, knowing what to say m
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Speaker 1: hm at the right time. You must understand the wisdom
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Speaker 1: of opportunity, or sometimes being an opportunist you understand. You
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Speaker 1: must understand the wisdom and the sentiment of the people
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Speaker 1: and human in particular leadership. You must understand people before
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Speaker 1: they understand you reading mind of people before the reading mind.
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Speaker 1: You know what somebody will say before they say it.
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Speaker 1: When you get to speak. Sometimes they don't understand what
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Speaker 1: you say because you don't want them to understand. Sometimes
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Speaker 1: they can fully comprehend what you're saying the because you
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Speaker 1: don't want them to fully comprehend. And sometimes you're indecisive
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Speaker 1: even though you're decisive. And sometimes flexibility the wisdom of flexibility,
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Speaker 1: the wisdom of shifting and position and the ability to
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Speaker 1: maneuver reality or expand reality, and that wisdom to contract
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Speaker 1: contract falsity, and that wisdom to resist temptation, entrapments, and seduction.
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Speaker 1: The act of leadership acts as upon that leader to
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Speaker 1: have the charm, the charm effect, to master the wisdom
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Speaker 1: of the forces of attraction, and to know when, how,
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Speaker 1: who to do what, at what particular time, for which
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Speaker 1: particular person. Act of leadership calls upon the leader to
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Speaker 1: be able to to understand the person that they are
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Speaker 1: dealing with, to be able to isolate human beings as
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Speaker 1: a person, and to somethime long then in the block
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Speaker 1: as a group. I must understand the wisdom of association
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Speaker 1: and dissociation, of assembly, and this assembly oh stability and
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Speaker 1: stability of anarchy, chaos and peace. Must understand the wisdom
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Speaker 1: of war, when, when not when to pretend about war.
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Speaker 1: You must understand the wisdom of resisting to go to war,
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Speaker 1: because once you're in war, it's like a genie that's
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Speaker 1: out of the bottom. I said, leader, you don't want
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Speaker 1: to let the g down the body it don't want
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Speaker 1: to be You don't want not to be in control.
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Speaker 1: A leader must be in control. You play the cards,
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Speaker 1: you know, whatever every cant everybody has, because as a leader,
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Speaker 1: you give them those cards even though they think they
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Speaker 1: have autonomy. And dominance or dominium over those cars. The
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Speaker 1: etymology or the route to those cards come from the leader.
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Speaker 1: That wisdom, the wisdom of creativity, creative speech, the wisdom
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Speaker 1: to carry yourself, that her, that thing that makes being
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Speaker 1: to be loved by people, muself, that thing that makes
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Speaker 1: the humans one, that being too layed, the quality, that dynamicism,
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Speaker 1: that diamondsonality. That leader must be that how that infrastructure
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Speaker 1: of leadership that pull effect don't make people want to
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Speaker 1: be with, listen to, or support. The act of leadership
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Speaker 1: is never looking at the present, because the president is
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Speaker 1: already obvious, okay to how the decisions of the present
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Speaker 1: affects the future. Now mind not. That leader must be
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Speaker 1: a calculator, the calculator of causality, of vicarious life letters,
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Speaker 1: what if scenarios. That's what you tell me, it's a
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Speaker 1: good leader. The wisdom is not a decision that is made.
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Speaker 1: The wisdom sometimes the indecision that prevents the leader from
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Speaker 1: making a catastrophic decision. The leadership is not a rush
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Speaker 1: or trying to be fast, but it's the speed of
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Speaker 1: sustaine nobility or sustainable consistence. Say, it's an act of responsibility,
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Speaker 1: knowing fully word or what if? And when the leader
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Speaker 1: asks a question, it's not the answer that our leader needs,
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Speaker 1: it's an omission or what is not said that can
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Speaker 1: have that leader to pass judgement. And when the leader
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Speaker 1: looks into the eyes of people, our leader's not say
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Speaker 1: in the physicality of those pains, or the gesturess gaging
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Speaker 1: into the intentionalities of men's rails, or the inner belt
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Speaker 1: to be themselves. And the question becomes why what are
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Speaker 1: they hide? But I did not say? And the leader
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Speaker 1: must understand the wisdom of friendship, the wisdom of love,
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Speaker 1: the wisdom to be liked, the wisdom to place, the
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Speaker 1: wisdom to say validation. But that's not what leadership is
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Speaker 1: all about. Leaders seeking to do the right thing and
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Speaker 1: went and let the chips fall. Why they're mad? Within
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Speaker 1: the call of the judgment of the leader must be
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Speaker 1: the truth must be the fact. I must be the good.
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Speaker 1: If the intentions of leader is not true, it's not
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Speaker 1: fact based, it's not good, or it's not right, then
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Speaker 1: in the long run everything falls apart the wisdom of
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Speaker 1: a leader. It's not being the conspiracy itself or the
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Speaker 1: proper ganda itself that other people do that for the leader.
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Speaker 1: The wisdom of leadership is being a fine human. We
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Speaker 1: determined side of principles and particular set of character. If
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Speaker 1: we take away the character, the leader falls apart. If
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Speaker 1: we take you with the tenacity or the audacity, or
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Speaker 1: the courage and brevity of the leader, the leadership falls
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Speaker 1: are part. Take away the dignity and esthetics and class
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Speaker 1: from that leader, the leadership falls apart. The wisdom of intelligence,
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Speaker 1: which are very important and the quality of a leader.
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Speaker 1: The leaders academic academic knowledge, the philosophy of humans, the
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Speaker 1: psychology of humans, the mathematics of humans. They must understand
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Speaker 1: the anthropology, so celogy of that determines humans, culture, traditions
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Speaker 1: and religions and the way they think and what they
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Speaker 1: believe in and Noman says of faith. The inaccurious, the
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Speaker 1: inaccuracy of fact, sometimes the pseudoness of science, and the
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Speaker 1: complexities of that which is that which isn't. The science
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Speaker 1: sometimes is non science in itself, where it's the science
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Speaker 1: of the political leader, or it's a science that is
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Speaker 1: accepted of the time. The consensus becomes not something from
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Speaker 1: the expart of the scientists themselves, where the consensus that
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Speaker 1: is drawn comes from the leader. The leader is able
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Speaker 1: to understand how to maneuver of ben the truth of
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Speaker 1: being the fact not being the fact that the leader
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Speaker 1: does not know what the fact is, but the in
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Speaker 1: the fact becomes the wisdom of saving society sometimes becomes
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Speaker 1: in recent that make people to work together or to
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Speaker 1: have harmony and peace and stability. That wisdom of leadership
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Speaker 1: does not take away from the leader from being a
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Speaker 1: good parer and a good husband, and a loving parer
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Speaker 1: and a loving husband, a loving life, or loving people
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Speaker 1: or family. But that's what the world says. Sometimes the
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Speaker 1: force of attraction is a wisdom of keeping the marriage
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Speaker 1: and bringing up the children. While for such good as sire,
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Speaker 1: and if you can take care of your plant or
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Speaker 1: a plant, he can be a good leader. And then
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Speaker 1: if you can raise a family and have a supporting
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Speaker 1: wife or husband, then you can raise a country and
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Speaker 1: have a supporting citizenry. So to become the wisdom of
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Speaker 1: the nuances and the complexities of keeping the relationship, the
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Speaker 1: act of leaderships, public relations. Knowing that there are people
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Speaker 1: there to criticize, here, to object to what you say,
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Speaker 1: to oppose what you say, but let it be. Let
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Speaker 1: it be. There's such a position and objection and criticisms
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Speaker 1: is based on the fact it's not based on missteps
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Speaker 1: and cor opts and crop intent. The act of leaderships
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Speaker 1: are no valid the corruption each had no validate malicious
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Speaker 1: intent or illegality. That's beyond the immenity of the leadership.
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Speaker 1: The complexities of power, the complexity of authority, the complexity
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Speaker 1: of dominion, the complexity of control for power, dominion, contrue,
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Speaker 1: and authority is that which is given to the leader.
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Speaker 1: Or at the same time, if the leader misunderstand the
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Speaker 1: limitations that this power, authority, autonomy, and con true, that
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Speaker 1: that leader lacks the wisdom of measurement, propersonality and bartlets.
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Speaker 1: The act of leadership and the wisdom that in seal
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Speaker 1: is seeing humans through the lens of empathy and compression
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Speaker 1: and sympathy. It's seeing humans as a father or as
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Speaker 1: a mother, wishing them the best, such as you wish
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Speaker 1: your country of your business are still or those that
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Speaker 1: you are lady, that you seek to be better and
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Speaker 1: you seek to be humber. They're sick to be with
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Speaker 1: the people with understanding that this power that they're interested
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Speaker 1: in you, sometimes not because they like you the person.
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Speaker 1: That power is based on functionality based on service, untilty
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Speaker 1: and responsibility, expectation and applications. And the wisdom is not
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Speaker 1: to be drunk without power. The wisdom is to be
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Speaker 1: able to use projections, perception and perspective to gauge into
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Speaker 1: the expectations of the people, to understand when those people
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Speaker 1: are happy and when they are sad. To talk to
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Speaker 1: the people, to be closer to the people, to understand
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Speaker 1: that needs, the ones that desires, and for you to
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Speaker 1: fulfill those date ones and desires, whether the people knowing
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Speaker 1: or whether eve you're talking to the people. The act
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Speaker 1: of leadership, it's not the leader itself, it's the tam
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Speaker 1: that that leader has at leadership. It's the third layer
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Speaker 1: of leadership that matters. You got the leader itself, You've
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Speaker 1: got the ministers or the secretaries of those with whom
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Speaker 1: the leader manages the people. And the third layer is
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Speaker 1: the work horses. That's the most important layer. The work
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Speaker 1: horses the people doing the bidding, the people do the
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Speaker 1: actual work of leadership because the leader delegates authority, and
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Speaker 1: our authority is administered and delegated to the work horses
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Speaker 1: to carry that job and that responsibility. So the third
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Speaker 1: layer of leadership is that which she determines the future,
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Speaker 1: the duration, or the accomplishment of the leader itself, because
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Speaker 1: sometimes not the layer. The leader himself or herself does
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Speaker 1: stand on the layer, but he can't only benefit from
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Speaker 1: their work or face the consequences of their incompetence, inefficiency,
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Speaker 1: or ineffectiveness. Because those that the leader are points the
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Speaker 1: my lie to the leader, but those that the leader
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Speaker 1: that those those whom the leader are points that delegates
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Speaker 1: the people that the leader doesn't know who those people are.
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Speaker 1: If those people lie, or if those people are incompetent
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Speaker 1: or inefficient, and the affect the lives of everybody else,
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Speaker 1: the people suffer. The people don't suffer because of the leader.
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Speaker 1: The people suffer because of the decisions of the leader.
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Speaker 1: And most decisions of the leader. Of leadership are not
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Speaker 1: meant by the leader itself and by those surrounded the leader,
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Speaker 1: or the subordinates appointed by the leader, or those who
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Speaker 1: have the ears of the leader. But a good leader
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Speaker 1: doesn't have the layer of power or leadership because the
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Speaker 1: leader has the ability to communicate to the people directly.
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Speaker 1: The wisdom of communication is very important in leadership. The
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Speaker 1: wisdom of communication, perhaps the leader to understand that when
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Speaker 1: they do speak to the people. First, you look at
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Speaker 1: the person. We try to case the condition, the circumstance,
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Speaker 1: and the situation with a person or group of the
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Speaker 1: society of organization or institution establishment you are talking to,
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Speaker 1: where are doing it, and you get to seek to
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Speaker 1: understand their troubles, their challenges, stimulations, libertations, and their uncomfortabilities,
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Speaker 1: the things they are fears, the things that bring their fears,
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Speaker 1: and their strengths and weaknesses. Even though it's difficult to
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Speaker 1: judge the intentions of humans, we try to judge the
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Speaker 1: intentions with a conclusion, with a judgment for you to
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Speaker 1: be open minded and open hearted. And when you talk
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Speaker 1: to the people to a person as a leader, it's
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Speaker 1: not that person that you're talking to. It's what you
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Speaker 1: say and how you speak that affects the people behind
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Speaker 1: that person, because when the person comes to the leader,
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Speaker 1: that person becomes a representation, a representative, so that person
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Speaker 1: is not speaking for itself, and the leader must therefore
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Speaker 1: be conscious to know that that person is not speaking
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Speaker 1: for itself. And if that person is speaking for itself,
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Speaker 1: there are people watching, so the person therefore is not
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Speaker 1: speaking for itself, even though when they want to speak
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Speaker 1: for itself. So the leader speak to somebody as an
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Speaker 1: individual one or one, but wise for the leader to
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Speaker 1: understand that the leader is speaking for the group and
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Speaker 1: that that person is speaking on behalf of the group,
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Speaker 1: because people want to know what the leaders say said,
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Speaker 1: and the information will leaked out and that information will
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Speaker 1: be exaggerated or taking out of propussion, or that information
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Speaker 1: will be manipulated or use against that leader. So it's
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Speaker 1: therefore incompent upon the leader. When you speak to a person,
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Speaker 1: always know that you have no privacy. The wisdom of
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Speaker 1: leadership is doing that. You have no best friend, your
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Speaker 1: public figure or whatever you say must be hurt by
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Speaker 1: the public. And no matter what the our secrets you
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Speaker 1: think you have, and then the law can oblige the
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Speaker 1: people to the vale those secrets. That the leader is
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Speaker 1: a public figure, unless by oath or by contract it
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Speaker 1: save a couple of people to keep secrets. And even
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Speaker 1: when the law do restrain or obligate people to keep secrets,
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Speaker 1: humans are humans. The basic fundamental principle is that as
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Speaker 1: a leader, you are a public figure. Once you get
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Speaker 1: to accept that, it makes you more of a public
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Speaker 1: speaker than a private speaker. As a public speaker. We
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Speaker 1: therefore we speak to motivate, to encourage, to inspire. You
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Speaker 1: speak with the wisdom of knowledge, the wisdom of understanding.
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Speaker 1: Therefore you speak with the wisdom of problem solving. As
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Speaker 1: as a leader, when you speak to our individual, as
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Speaker 1: I say all the time, the first thing you ask
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Speaker 1: yourself this person talk it to me. Can that person
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Speaker 1: solve the problems that they create? Can that person not
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Speaker 1: solve the problems they create? Can that person solve the
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Speaker 1: problems that other people create? When the person comes to
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Speaker 1: the leader, Because the leader is the type realm of
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Speaker 1: problem solving, the leader cannot be the one that create
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Speaker 1: problems they cannot solve. The leader cannot only be the
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Speaker 1: person that solved the problems that it creates. The leader
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Speaker 1: must be the person that solved problems that they didn't create.
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Speaker 1: When the act of leadership is problem solving, if you
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Speaker 1: cannot solve your problems, they cannot be a leader. I
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Speaker 1: and if you can create problems that you cannot solve,
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Speaker 1: they cannot be a leader. To be a leader got
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Speaker 1: three types, three set of ex arms. The first exams
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Speaker 1: it's second to know if the person cannot solve the
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Speaker 1: problems that they create, if they do. If people cannot
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Speaker 1: solve the problems that they create, then they fail the
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Speaker 1: first test of leadership and they are disqualified the second layer.
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Speaker 1: They prove that they can solve the problems that they create,
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Speaker 1: then they can stand the test of leadership. But to
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Speaker 1: qualify as a leader, it must have the primary wisdom
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Speaker 1: of doing things well, doing things right, and doing things good.
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Speaker 1: And by their qualification and dynamicism, you educated in mastery
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Speaker 1: how to solve problems that you didn't create, And the
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Speaker 1: quantumize is are not problem solving that did not emanate
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Speaker 1: from that leader qualifies that person for leadership. To the
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Speaker 1: main precursit of leadership is solving problems, not creating them.
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Speaker 1: Catching problems you cannot solve disqualifies a leader. Having a
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Speaker 1: leader that I create problems that a leader cannot solve
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Speaker 1: means that leader took power to corrupt practices. Maybe nepotism
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Speaker 1: or favoritism or discrimination or some emperial design create that leader.
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Speaker 1: The act of leadership is problem solving. The wisdom of
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Speaker 1: leadership is problem serving, understanding the needs of humans and society,
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Speaker 1: speaking to the universe, going to bed, praying, or met
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Speaker 1: take excluding yourself from the noise of societies and destruction
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Speaker 1: of society, giving your life by sacrificing yourself to the people,
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Speaker 1: for going your own personal needs and personal ambitions, of
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Speaker 1: personal selfish interests, making your interest with that of the people,
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Speaker 1: your needs to be that of the people, sacrificing your
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Speaker 1: personal happiness with that of the people, making your happiness
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Speaker 1: with that of the people. Sometimes sacrificing your own personal
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Speaker 1: family for the people, and making your family to be
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Speaker 1: the people. That's a leader, a father and mother and mentor.
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Speaker 1: And got a teacher, a lawyer, a judge, a law enforce,
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Speaker 1: the firefighter. You got the architect and the engineer, and
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Speaker 1: a scientist or researcher. You are the artist, you're the worker.
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Speaker 1: There's a humility of leadership. Now you must know a
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Speaker 1: thing or two and you cannot be ignorant. Ignorance it's
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Speaker 1: a disqualification for leadership. Incompetence is a disqualification for leadership.
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Speaker 1: In Efficiency and in effectiveness it's a disqualification for leadership.
31:46
Speaker 1: The temperament anger is a discolocational leadership. The righteous indignation
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Speaker 1: is a qualification for leadership. Are angry agree? Lead? Is?
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Speaker 1: It's unhappy? Not angry? A good leader is frustrated, not angry.
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Speaker 1: Aug lead that is upset. It's upset, not angry, because
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Speaker 1: anger is personal, it is for the little people. You
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Speaker 1: cannot build things in anger. You cannot unite people with anger.
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Speaker 1: You cannot make sound judgment or sound decisions in anger.
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Speaker 1: Anger is the me me me effact is an ego,
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Speaker 1: it's negative selfishness. Anger is self is an inferiority, it's
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Speaker 1: a It's a sign of insufficiency, insecurity, inadequacy, inequality, inequity, inferiority.
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Speaker 1: The anchor is a disqualification for leadership. Or must be
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Speaker 1: able to separate ancher from being upset or being frustrated,
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Speaker 1: because as a leader, you'll be frustrated when people don't
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Speaker 1: do that work well. When you see leader is upset,
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Speaker 1: it's all upset about a person. The leader is upset
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Speaker 1: that the job is not done well, and the leader
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Speaker 1: therefore is upset at itself for trusting the wrong person,
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Speaker 1: for miss judgment and this obedient such as the qualities
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Speaker 1: of leadership. So when a leader talks to your person,
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Speaker 1: your gage to know the well being of that person
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Speaker 1: because the way that that person becomes a heeral to society.
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Speaker 1: So often some leaders exclude themselves from the common people,
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Speaker 1: and they surround themselves with elate a group of people.
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Speaker 1: They surround themselves with the best of society, the worthiest
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Speaker 1: of being, the most intelligent, of being the most creative,
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Speaker 1: of being, the most inventors or innovators. They surround themselves
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Speaker 1: with the percentine of the shakers and the movers. And
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Speaker 1: sometimes these shakers are movers or creators, or the fortune
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Speaker 1: one hundred or the fatune ten or the worthiest person
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Speaker 1: and planet. Association with some such people sometimes makes the
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Speaker 1: that's the leader to be disassociated or creatiified within the
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Speaker 1: leader and the common person. The leader is not there
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Speaker 1: for their lead for the fortunate, for those with affluence,
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Speaker 1: because all that all which the leader can give to
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Speaker 1: those who have, is to multiply their wealth. That's all
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Speaker 1: the leader can do, and that is very easy to do,
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Speaker 1: because the multiplication of the fact goes well with people
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Speaker 1: who already have in them the intelligence of quantum exponentiation.
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Speaker 1: A wealthy person already knows how to generate wealth. A
35:53
Speaker 1: successful person already know how to be successful, a winner
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Speaker 1: or knows how to win. So all what the leader
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Speaker 1: can do to successful people is to ask them how
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Speaker 1: to be more successful. So that's an easy fix. The
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Speaker 1: leader always easily implement what the successful want because it's
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Speaker 1: an easy fix. The intelligent know what they need, where
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Speaker 1: the common people don't know what they need. That's what
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Speaker 1: calls for leadership. When the leader takes power, that power
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Speaker 1: is always the promise to solve the problems of the
36:42
Speaker 1: common people. When they're going to campaign, they don't compare
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Speaker 1: to the wealthy, to the successful, to their lead to
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Speaker 1: they're powerful to the intelligent. They don't worry about those
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Speaker 1: people because those people can take care of themselves. Those
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Speaker 1: are the people that solve problems they didn't create. So
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Speaker 1: the leader is a successful person that's called upon to
37:13
Speaker 1: solve the problems of the common people. The leader is
37:18
Speaker 1: a successful person that's called upon to solve to solve
37:21
Speaker 1: the problems of unsuccessful people. I have to say that again.
37:27
Speaker 1: The leader is a successful person that is called upon
37:30
Speaker 1: to solve the problems of unsuccessful people. The leader is
37:36
Speaker 1: a good person that's called upon to solve the problems
37:38
Speaker 1: of bad people, of criminals. The leaders an independent person
37:49
Speaker 1: that's called upon to solve the problems of dependent humans.
37:56
Speaker 1: The leader is a hardworking person that's called upon to
37:59
Speaker 1: solve the problem of lazies, slavey people. The leader is
38:07
Speaker 1: a self determined person that's called upon to solve the
38:12
Speaker 1: problem of entitlement of victimhood individuals. So when people look
38:18
Speaker 1: for a leader, they have problems and need to be solved.
38:24
Speaker 1: And if those people can solve their problems, they'll therefore
38:28
Speaker 1: nominate the leader. So when a leader is elected or
38:33
Speaker 1: appointed or nominated or in crown or in thro the
38:39
Speaker 1: job of that leader is to solve the problems of
38:43
Speaker 1: those who cannot solve their own problems. Do no worrying.
38:52
Speaker 1: They know our ranks of humans are those who care
38:56
Speaker 1: problems they cannot solve. So the least common, the numbit
39:06
Speaker 1: natter of leadership is the ability to solve the problems
39:11
Speaker 1: of those who can solve their problems. And the leader
39:21
Speaker 1: does lest to people who can solve their own problems.
39:30
Speaker 1: So when a leader talks to a person, the leader
39:37
Speaker 1: must calculate that person. Now why are they faith in
39:44
Speaker 1: the problem solving spectrum that Prince Israel's are has created?
39:52
Speaker 1: The problem solving spectrum, the three layers of being, three
40:01
Speaker 1: layers of being a problem solving spectrum that princess, reserve
40:12
Speaker 1: those who care problems that come myself as a lower layer,
40:18
Speaker 1: those who solve the problems they create, that's a meaning layer,
40:22
Speaker 1: and those who solve problems they didn't create as an
40:25
Speaker 1: upper layer. So a leader must come from the upper
40:29
Speaker 1: layer to care for those, to walk with those in
40:34
Speaker 1: the middle layer, and care for those in the lower layer.
40:40
Speaker 1: It means the leader comes from the upper layer. A
40:44
Speaker 1: leader must be a person that solve problems they didn't create.
40:49
Speaker 1: It must score best, it must call higher, it must
40:57
Speaker 1: be the highest on the problem solving scale. That's what
41:06
Speaker 1: the problem solving society expect from their leader. Not corrupt,
41:10
Speaker 1: no corruption, non in partisan, but meritor cracy. That the
41:16
Speaker 1: leader must be the best a problem solving. That is
41:21
Speaker 1: the basic fundamental expectation of leadership. As the act of
41:26
Speaker 1: the wisdom of leadership. You cannot appoint elect or in
41:31
Speaker 1: turn somebody that can solve problems and that society we
41:36
Speaker 1: left behind. Take an example, most of the countries in Africa,
41:44
Speaker 1: their leaders will fit the competency tests. Their leaders will
41:49
Speaker 1: pass or age the incompetency tests. Incompetence become leader, not competence.
41:58
Speaker 1: And there is a problem you want to study how
42:02
Speaker 1: incompetence lead to leadership, you can go to Africa. Their
42:07
Speaker 1: leaders are no measure based on competency. Their leaders are
42:12
Speaker 1: measure based on incompetency. The leaders are not measure based
42:18
Speaker 1: on problem solving, and their leaders have the inability to
42:24
Speaker 1: solve problems. And the contrary. Go to some developing countries.
42:30
Speaker 1: Their skill of leadership is the turn upside down in
42:36
Speaker 1: countries with mediocre leadership, poor infrastructure, with poverty, misery and
42:46
Speaker 1: under development. When see this object, poverty stricken humans who
42:53
Speaker 1: glorify on worship their leaders. The social societies are not
42:57
Speaker 1: governed by intelligence. It is not going by the intellect
43:00
Speaker 1: is governed by superstition and beliefs, primitive, ignorant, repugnant belief
43:05
Speaker 1: systems in which competency is the enemy and incompetency is glorified.
43:13
Speaker 1: To a cult, to a legion, to a culture. They
43:18
Speaker 1: got these primitive repugnant cultures. That did they have their
43:22
Speaker 1: dumb mass of leaders. Excuse the philosophers saying humans are
43:29
Speaker 1: there the dumbss of leaders. Go to Africa. You see them.
43:38
Speaker 1: Because leadership was not measured on problem solving. Leadership was
43:44
Speaker 1: measured or some based on some repugnant ignorance metrics. Maybe
43:53
Speaker 1: the leader was the most crue the was brutal. Maybe
43:58
Speaker 1: the leader was the most narcissistic, the most authoritarian. Maybe
44:03
Speaker 1: the leader studied Machiavelli so much they master the act
44:07
Speaker 1: of fear, and fear has starting to do with competency.
44:16
Speaker 1: So I go back to what I'm saying. I'm sorry.
44:20
Speaker 1: I'm sorry for my digression because I'm always disappointed with
44:25
Speaker 1: the leadership in Africa. Africa is the most blessed continent.
44:31
Speaker 1: Africa is like the guy Eden got the resources, got
44:38
Speaker 1: good people, Intelligent Africans, good looking Africans work so hard.
44:45
Speaker 1: Africans have worked, They have discipline, they locate themselves, they
44:50
Speaker 1: turn themselves. They love their continent. But one thing that
44:56
Speaker 1: Africans have always failed in their leadership is never measured
45:00
Speaker 1: on competence or high achievement and problem solving. A leader
45:05
Speaker 1: must have the highest IQ in problem serving. When people
45:10
Speaker 1: do compete for leadership, they compete for the highest IQ
45:13
Speaker 1: and problem solving, taking the best of the best in
45:16
Speaker 1: problem solving. In the matter of leadership in Africa, the
45:22
Speaker 1: IQ tests on problem solving is absent. You get to wonder,
45:27
Speaker 1: how can you be a leader without the tests in
45:30
Speaker 1: IQ in problem solving, those leaders SA that don't solve problems,
45:35
Speaker 1: they create problems they cannot solve. So based on the
45:39
Speaker 1: act and metrics of leadership and the wisdom of leadership,
45:46
Speaker 1: very few African leaders we pass the Prince Israel is
45:50
Speaker 1: our tests of leadership, the Prince Israel, the Prince Israel Test,
45:59
Speaker 1: the Prince is Rael Task and test on leadership, competency, space,
46:12
Speaker 1: the layer or the higher society. Those who solve problems
46:17
Speaker 1: they didn't create. To be a leader, you must have
46:24
Speaker 1: a higher IQ, a higher understanding. In problem solving, you
46:35
Speaker 1: must have the common self, the common sense to solve
46:38
Speaker 1: problems you didn't create. You must have the intuition to
46:42
Speaker 1: solve problems you didn't to solve the problems you didn't create,
46:47
Speaker 1: you must have the intelligence to solve problems you didn't create.
46:55
Speaker 1: You must have that courage and wait and wisdom, an
47:03
Speaker 1: understanding and knowledge and inspiration to solve problems that you
47:11
Speaker 1: didn't create. That's the basic percursy of the act of leadership,
47:24
Speaker 1: the basic periocurcity of the act of leadership. If seeking
47:30
Speaker 1: in seeking individuals with a higher IQ, higher intellect higher
47:37
Speaker 1: common sense, higher understanding, higher knowledge, higher common sense or
47:44
Speaker 1: higher intuition, higher false height, higher patience, and humility in
47:54
Speaker 1: solving problems that they didn't create. When you solve a
48:01
Speaker 1: math problem, for example, you didn't create that problem. Problem
48:08
Speaker 1: management teaching the individual to solve problems that they didn't create.
48:15
Speaker 1: In the school of leadership, that leader must be the
48:20
Speaker 1: best of the past in solving problems such as not
48:29
Speaker 1: the predicacy in Africa. That's why I lament if those
48:35
Speaker 1: African leaders even listen to my writings, always sumption or
48:40
Speaker 1: allow their people to read my writings, because based on
48:45
Speaker 1: competency tests, I give most of most of those African
48:49
Speaker 1: leaders zero ze er or they failed in my test
48:55
Speaker 1: of leadership. That's why their people suffer. Or the migration
49:04
Speaker 1: over seas. Most of them come from developing countries. Why
49:08
Speaker 1: I think people migrate, I think these humans migrate. The
49:14
Speaker 1: humans are migrating because their leaders cannot solve their problems. Actually,
49:18
Speaker 1: their leaders are their problems. In every country in African
49:24
Speaker 1: most of the times their problem is the leader. The
49:27
Speaker 1: leader creates instability, the leader creates poverty. The leaders are corrupt.
49:32
Speaker 1: They invest in their people, they solve their resources, they imprisoned.
49:37
Speaker 1: The intelligent one they execute. They are geniuses. You have
49:43
Speaker 1: a higher IQ in those countries they carrier, so they
49:47
Speaker 1: got intelligent flight. Small intelligence humans migrate from those countries
49:54
Speaker 1: and the unintelligent ones are left behind on those What
50:00
Speaker 1: that means sometimes the intelligent ones are left behind because
50:05
Speaker 1: they have the means to run away from the countries
50:08
Speaker 1: that they love. So the concept of migration is failure
50:15
Speaker 1: in leadership. So when you see people migrate to other countries,
50:23
Speaker 1: it means they don't have a leader that can solve
50:26
Speaker 1: the problems that they didn't create. It means they don't
50:31
Speaker 1: have the middle lay of problem solving. People migrate because
50:37
Speaker 1: the are leaders can even solve the problems that they create.
50:42
Speaker 1: They migrate because the leader is the problem. The leader
50:46
Speaker 1: creates the problems that they cannot solve. A fish human
50:50
Speaker 1: being cannot solve their own problems. That in itself is
50:54
Speaker 1: a disqualification to be a leader, such as the most
50:57
Speaker 1: of the leaders in Africa. That's why their people migrate.
51:03
Speaker 1: Africa and most developing countries there are people migrate into
51:09
Speaker 1: developing countries or into other countries because their people can
51:14
Speaker 1: see that people that the people in those countries that
51:20
Speaker 1: they migrate to solve the problems that they create, solve
51:27
Speaker 1: the problems they didn't create, and they're even able to
51:33
Speaker 1: get into the future based on based on multiversal intelligence
51:38
Speaker 1: or based on the philosophy of Zarareanism, to see themselves
51:44
Speaker 1: as multiversal beans, not universal beans, so they're even able
51:49
Speaker 1: to get into the future, to solve universal problems, to
51:54
Speaker 1: solve problems that are in the making in the century Stocca.
51:58
Speaker 1: That's why people migrate to those countries. Migration is because
52:03
Speaker 1: of the inability of leaders to solve their problems. People
52:10
Speaker 1: migrate because their leaders themselves are the problems. They great problems,
52:15
Speaker 1: they cannot solve the great wars they create, civil wars,
52:21
Speaker 1: they could divide. They give power to incompetent people. They
52:31
Speaker 1: give part people who like the qualities of leadership. Those
52:36
Speaker 1: leaders themselves. Sometimes they're only to get it. They're ignorant
52:41
Speaker 1: and wanted to They're repugnant in their practices. Social leaders
52:49
Speaker 1: the rule by intellect by intelligence. They are rule based
52:53
Speaker 1: on belief systems. Because belief systems can justify every cruelty.
52:59
Speaker 1: Every park can say it's easy if it does put
53:03
Speaker 1: to call the name of God and to enormous and
53:07
Speaker 1: enormous damage. It's quats. Put the code name of God
53:12
Speaker 1: and go to war. War in the surface, gating the problem.
53:17
Speaker 1: You cannot solve. You can only waish a war and
53:20
Speaker 1: came out victorious. Just create future problems with future generations.
53:27
Speaker 1: That's a disqualification on the wisdom of leadership. When you
53:32
Speaker 1: create a war, you disqualify yourself from being a leader
53:38
Speaker 1: because that war, people will die, infrastructures will be destroyed.
53:42
Speaker 1: You don't solve any problem. You create more problems than
53:47
Speaker 1: solutions when you create a war. That's a disqualification. And
53:55
Speaker 1: go to these countries. People say power seeking power is
54:00
Speaker 1: don the qualification of power. Seeking to be wealthy doesn't
54:07
Speaker 1: make you rich. It must do the work, the competency tests,
54:15
Speaker 1: the problem solving tests. It's easy to know a good
54:22
Speaker 1: leader how they communicate with others, how they listen, how
54:29
Speaker 1: they solve their problems and the problems of others. When
54:35
Speaker 1: the good leader goes to bed, they're never happy until
54:42
Speaker 1: problems are solved. They wake up in bed trying to
54:46
Speaker 1: solve problems. They go to bed trying to solve problems.
54:55
Speaker 1: Their breakfast, it's problem solving. Their lunch then no supper
55:02
Speaker 1: is problem science science. They are constantly seek in solution,
55:08
Speaker 1: and they are constantly trying to surround themselves with the
55:11
Speaker 1: best of the best in problem solving and sometimes a
55:15
Speaker 1: good leader. We go to the people, sometimes in disguise,
55:22
Speaker 1: to listen and acquire wisdom, because sometimes solutions come from
55:28
Speaker 1: people who are down there. In a discriminatory and racist
55:33
Speaker 1: society or in a sexist society, those on top might
55:39
Speaker 1: not be the sprightest and the brightest do some talk,
55:42
Speaker 1: might be the most corrupt and neapolistic and neapletistic. So
55:49
Speaker 1: in a discriminatory society or in an oppressive or authoritarian society,
55:57
Speaker 1: those are top. Those on top might not be the
55:59
Speaker 1: brightest that are part they're they're because of nepotism or corruption,
56:04
Speaker 1: of cruet and brutality. So it's good for them, therefore,
56:09
Speaker 1: to always go down to the common people to acquire
56:15
Speaker 1: the wisdom. They don't have to lend, the leadership, they
56:19
Speaker 1: don't have to lend, the humanity they don't have, for
56:22
Speaker 1: the compassion they don't have or don't understanding and knowledge
56:28
Speaker 1: they don't have. In corrupt society, the smatters are the
56:35
Speaker 1: common people, but they're not in power. That's whey that
56:41
Speaker 1: society suffers. They don't make a leader. A leader makes itself.
56:54
Speaker 1: And when humans make a leader, the leader for a shot.
57:00
Speaker 1: Leadership must be married to gret say. Leadership must be
57:04
Speaker 1: based on merit, based on the exams and practices of
57:10
Speaker 1: problem solving. That's simple. A good parent can be a leader.
57:17
Speaker 1: A good teacher can be a leader. A good bus driver,
57:22
Speaker 1: a good janitor can be a leader. A leader must
57:27
Speaker 1: not be based on the highest education in your time. Again,
57:32
Speaker 1: leadership is based on problem solving. Problem solving. That's the
57:40
Speaker 1: wisdom of leadership, the act of leadership. They cannot solve
57:47
Speaker 1: a problem if we don't understand people. If you are arrogan, narcissistic, dispressive, disrespectful,
57:57
Speaker 1: he rejected out, he discriminated others. If you see others
58:02
Speaker 1: as in fear, as less, that you're superior, you're better
58:06
Speaker 1: that in the self. Is this qualification of leadership. The
58:11
Speaker 1: power of misjudgment fails the competency test. Leadership is competency.
58:23
Speaker 1: It is judgment. Being able to understand people. For the
58:32
Speaker 1: understand you to understand the situation with other or doesn't understand,
58:39
Speaker 1: being able to use trianglism be able to use the
58:43
Speaker 1: philosophy of triangleism to solve problems. The philosophy of jangleism
58:50
Speaker 1: is to experimentiate the good in things and eradicate the negativity.
59:02
Speaker 1: That's the basic concept of chiannolism. Expet my ship the
59:07
Speaker 1: positive and to preciate the negative. The quality of a
59:17
Speaker 1: good leader. The quality of a good leader is tested
59:24
Speaker 1: to their friends, the friendship that the leader makes, and
59:30
Speaker 1: the people they also set themselves with. That's all the
59:34
Speaker 1: things they've done. Do they care for others? Do they
59:39
Speaker 1: love others? They don't love strangers? Are they good Samaritans?
59:52
Speaker 1: Do they like arguments or debates? And when they do?
59:58
Speaker 1: Are the points they race meant to solve a problem?
1:00:06
Speaker 1: I think good at public speaking and the good at
1:00:10
Speaker 1: communication because you must communicate your ideas, you must convince people,
1:00:20
Speaker 1: You must imprint yourself into others. It was have that
1:00:25
Speaker 1: power to make people listen. We can have something good
1:00:29
Speaker 1: to say, something nice to say, something intelligent to side.
1:00:36
Speaker 1: Leadership is driven by common sense, knowing what people dont
1:00:42
Speaker 1: now are, being humble to convince them or to let
1:00:49
Speaker 1: them learn from their mistakes. The punisher cannot be the
1:00:56
Speaker 1: leader because all the punisher does set a scores. Indictiveness
1:01:05
Speaker 1: is that leadership, It's veniance, it's the self that basically
1:01:15
Speaker 1: this qualification of leadership. If it's all about you, it's
1:01:21
Speaker 1: all about nothing, then I cannot be a leader. If
1:01:27
Speaker 1: I cannot see through the plight of humanity and see
1:01:32
Speaker 1: how your action affects others, then there is a problem.
1:01:38
Speaker 1: They cannot be a leader if you can, if you
1:01:43
Speaker 1: can go to bed without thinking of the plight of
1:01:46
Speaker 1: the common person, without asking yourself, if my citizen went
1:01:53
Speaker 1: to bed hungry, did my citizens where they're able to
1:01:59
Speaker 1: afford their food, their medication? They have the hospitals that
1:02:05
Speaker 1: they need, They have the education and the jobs, the infrastructure.
1:02:15
Speaker 1: If you can't ask yourself those questions and seek their
1:02:17
Speaker 1: answers to them, then you're not the leader. Are my
1:02:22
Speaker 1: people happy and they're happy with their jobs, with their lives.
1:02:29
Speaker 1: Are my people proud of themselves and they are proud
1:02:33
Speaker 1: of my job, and they're proud of the country or
1:02:38
Speaker 1: the dominion or the princehood or the principality or the
1:02:46
Speaker 1: company at the business. Are the people under you're proud
1:02:54
Speaker 1: of what you're doing. The leadership as a person who
1:03:02
Speaker 1: see themselves clear that says him or herself as a
1:03:08
Speaker 1: sacrificial lamb of the people. You're a sevant. You are
1:03:15
Speaker 1: the person that's able to talk to everybody. You can
1:03:23
Speaker 1: descend to everybody's level. Sometimes watch their faith, Sometimes dine
1:03:30
Speaker 1: with them, live in their own cabin. Sometimes go to
1:03:37
Speaker 1: the factory with them to understand their applight, do the
1:03:41
Speaker 1: job that they do. Sometimes these guy's as a janitor.
1:03:47
Speaker 1: Sometimes these guys as a firefighter. Sometimes these guys as
1:03:51
Speaker 1: a law enforcement law enforcement officer. Sometimes these guys as
1:03:57
Speaker 1: a prison god and sometime and these guys as a prisoner.
1:04:05
Speaker 1: Sometimes the leader is a cab driver. Sometimes the leader
1:04:10
Speaker 1: is a persion in the hospital. They must be able
1:04:17
Speaker 1: to be a person of the people in order to
1:04:21
Speaker 1: be their leader. A good leader is measured by their dates,
1:04:27
Speaker 1: not just their dates, how long lasting or in their level.
1:04:32
Speaker 1: At those dates, the leaders see themselves into the future,
1:04:38
Speaker 1: see the people along with it. A leader is the light,
1:04:43
Speaker 1: the light that shiny stuff, the people that humble. Jesus
1:04:51
Speaker 1: was a leader, Matthain Luda Kian was a leader. Candy
1:04:58
Speaker 1: was a leader, Maria Theresa was the leader. Abram Lincoln
1:05:08
Speaker 1: was the leader. At the same time Armstein was a leader,
1:05:15
Speaker 1: and what they do Nicola Tesla, I think nilty. All
1:05:20
Speaker 1: the nob laureates are leaders in their fields, or the
1:05:26
Speaker 1: inventors and creators are leaders. To what's my point? A
1:05:34
Speaker 1: problem solving each person? I said. Some people solve a
1:05:40
Speaker 1: humanitarian problem, some people solve a scientific problem. Leaders are
1:05:48
Speaker 1: problem solvers. They are good and what they do, what
1:05:53
Speaker 1: they do best is solving problems. Their happiness solving problems.
1:06:01
Speaker 1: Good leaders don't seek to be liked. Good leaders don't
1:06:05
Speaker 1: seek to be loved. Good leaders don't seek to be validated.
1:06:11
Speaker 1: Good leaders don't seek to place people. Good leaders seek
1:06:16
Speaker 1: to do what is right. That wisdom of doing what
1:06:20
Speaker 1: is right, So can't do what it's like right. It
1:06:24
Speaker 1: is never pleasing. That's why people always honor and venerate
1:06:32
Speaker 1: good leaders. When they are gone. All those people asserting
1:06:38
Speaker 1: you that they are good in renership, they were venerated
1:06:42
Speaker 1: another price. It's a veneration for leadership. Jesus was venerated.
1:06:52
Speaker 1: It is worship and see like a god its leadership.
1:06:57
Speaker 1: So it's part the letter King Abram Lincoln or Gandhi
1:07:05
Speaker 1: or Mandela or Armstein or Nicola Tesla, Isaac painting of
1:07:16
Speaker 1: Benjamin Frankly, Oh, great American leaders. So's the fireflactor, that's Arnord,
1:07:29
Speaker 1: so as the student that is accepted in an honknorn society.
1:07:35
Speaker 1: So it's the genitor that's giving a race on award.
1:07:42
Speaker 1: The act of leadership, it's within us. There's one thing
1:07:48
Speaker 1: that every human being is born with. It's a leadership.
1:07:54
Speaker 1: Because a human must be able to lead itself. If
1:07:59
Speaker 1: you cannot leader yourself, life would be short. Things fall
1:08:07
Speaker 1: apart because of the absence of leadership and the vacuument
1:08:15
Speaker 1: and the vacuuming. Leadership's inability the recute the best of
1:08:24
Speaker 1: the Persian problem solving. The philosopher Prince, they are intelligence.
1:08:32
Speaker 1: Philosophical Prince is Resourve from the great city of Las
1:08:43
Speaker 1: Vegas m HM