Latest / Talk to Prince Show - Solving World's Problems / Prince Israel Zaar on: The Leader and the Delegation of Power Dynamics

Transcript

Prince Israel Zaar on: The Leader and the Delegation of Power Dynamics · Talk to Prince Show - Solving World's Problems

• 0:01
  Speaker 1: The mistake of power is uh nominating, electing, appointing, selecting,
• 0:20
  Speaker 1: or coronating the wrong people to positions of power. The
• 0:37
  Speaker 1: mistake a leader that's at the beginning of the attorney
• 0:46
  Speaker 1: and power or within the rems of their power is
• 0:59
  Speaker 1: by putting the wrong people in the position of leadership.
• 1:13
  Speaker 1: You cannot govern effectively when the people under eu or
• 1:24
  Speaker 1: the people that they have selected or appointed to work
• 1:29
  Speaker 1: with you are ineffective, inefficient, corrupt, and and egoistic to
• 1:45
  Speaker 1: power wrong full delegation of power soon becomes a problem
• 1:55
  Speaker 1: to the leader itself. They must be careful consultation when
• 2:07
  Speaker 1: a leader has the power to appoint or delegate power
• 2:17
  Speaker 1: to other people of position to assist in governance. Diabolism,
• 2:27
  Speaker 1: malicious intentionalism or intentionality, and selfish undependence must be taken
• 2:37
  Speaker 1: into consideration. Some people a lawyer to leadership because they
• 2:49
  Speaker 1: want something out of that leadership. Most usurpation of power
• 3:00
  Speaker 1: from the leaders themselves. They trust their wrong people, they
• 3:07
  Speaker 1: conney for their wrong people, The sign packs with their
• 3:13
  Speaker 1: own people, and those same people soon use up the
• 3:23
  Speaker 1: power of that leader. A time comes when system changes.
• 3:36
  Speaker 1: If we go back before the War of the War
• 3:42
  Speaker 1: of independence. The American, the American now will know today
• 3:50
  Speaker 1: was just colonists, the thirteen original colonists that signed the
• 3:56
  Speaker 1: Constitution to be a part of America. Before that signature,
• 4:00
  Speaker 1: those colonies were by themselves, you know, resisting the previous
• 4:09
  Speaker 1: power called England. And England was that powerful. But those
• 4:18
  Speaker 1: colonies we talk about today was a shift of power
• 4:22
  Speaker 1: by the English to have a way of governing the
• 4:27
  Speaker 1: colonies without tuta autonomy. But it ended up evolving in
• 4:34
  Speaker 1: the colonies that they conformed together, unite together against England
• 4:41
  Speaker 1: and create something new for a country against England and
• 4:47
  Speaker 1: created a new system of governance with its own structure.
• 4:51
  Speaker 1: It's un president and with a very powerful constitution that
• 4:58
  Speaker 1: Americas where America is today. If those in England who
• 5:06
  Speaker 1: supported American colonies to save rule, if they knew the outcome,
• 5:14
  Speaker 1: they won't do it. But it turned out good for
• 5:19
  Speaker 1: US Americans at the disadvantage of the British. That's the point.
• 5:30
  Speaker 1: It's a point in time when a leader has the
• 5:35
  Speaker 1: power to appoint on nominated people to spread his power,
• 5:46
  Speaker 1: and those might be regional governors or delegations of divisional officers,
• 5:55
  Speaker 1: sub lets. If he's a king, get some soup chips
• 6:02
  Speaker 1: somebody needs, but the fear. If you want to consolidate power,
• 6:13
  Speaker 1: you must be careful with the people you delegate your
• 6:16
  Speaker 1: power too. If it's not a constitutional system or a
• 6:22
  Speaker 1: constitutional monarchy, and then the same people you delegate their
• 6:27
  Speaker 1: power too, they can use up your own power and
• 6:32
  Speaker 1: make you irrelevant. It has happened to a history. Well,
• 6:40
  Speaker 1: this is why it is today. Because people are closest
• 6:43
  Speaker 1: to power, U SAPs their power stature could at or
• 6:54
  Speaker 1: use some mcavenn jiujits so to overtake the leader. Such
• 7:06
  Speaker 1: becomes the thing, not that leader trusted around people. When
• 7:15
  Speaker 1: people seek power, When people are hungry for power, most
• 7:21
  Speaker 1: of the times it's not for the interests of the group.
• 7:24
  Speaker 1: It's not for the good of the group. It's that
• 7:29
  Speaker 1: that person wants power for some other personal motivations, some
• 7:37
  Speaker 1: other personal reasons that most other times does not benefit
• 7:43
  Speaker 1: the group. People who are dying of power actually shouldn't
• 7:52
  Speaker 1: deserve power, because once giving power, they are to mess up, disrupt,
• 8:02
  Speaker 1: or destroy the very system that gave them power. In
• 8:06
  Speaker 1: order to consolidate power, some people seek power to build,
• 8:16
  Speaker 1: to construct, to fix, to change, and to contribute to
• 8:23
  Speaker 1: humanity or to contribute to the system. Some people seek
• 8:29
  Speaker 1: power to strengthen the system, to make the system to
• 8:33
  Speaker 1: be better from within and without, internally and externally. Some
• 8:41
  Speaker 1: people seek power to clean the image of the system,
• 8:47
  Speaker 1: to make the system look good because they have a
• 8:50
  Speaker 1: better plan, They have a better way, a new vision,
• 8:56
  Speaker 1: a new dae and new dawn, those catalysts of change.
• 9:04
  Speaker 1: Those people who change society are always forced the power.
• 9:14
  Speaker 1: They don't want to power themselves. People encourage them, people
• 9:18
  Speaker 1: motivate them, people inspire them, and people ask for them
• 9:23
  Speaker 1: to run for office, to do something that your talent,
• 9:31
  Speaker 1: your wisdom, your knowledge is needed here. Please come run
• 9:36
  Speaker 1: for office. Or they are recommended to be appointed or
• 9:41
  Speaker 1: not nominated, or enthrone or selected. The mistake of power
• 9:48
  Speaker 1: is power itself, appointing or assigning their own people to
• 9:54
  Speaker 1: have the leader lad leadership. It's strengthening or chrombus based
• 10:07
  Speaker 1: on those who surround the leader, those who are called
• 10:14
  Speaker 1: upon the governor, with the leader, his team, his cabinet.
• 10:23
  Speaker 1: It's confidence. Those people are very important for the survivor
• 10:36
  Speaker 1: of that administration, of that presidency, that tenure, or the kingdom,
• 10:48
  Speaker 1: whatever that power would be having the right people. It's
• 10:55
  Speaker 1: not only good for that leader. It's good for the
• 11:00
  Speaker 1: purpose for which that system was created. Once a leader
• 11:08
  Speaker 1: has power and you're elected president, you are enthroned as
• 11:13
  Speaker 1: a king or a prime minister or whatever, or as
• 11:21
  Speaker 1: a CEO or whatever that power may be wants to
• 11:29
  Speaker 1: give power to somebody. Then you have delegated that person
• 11:33
  Speaker 1: to appoint and nominate people to help that person laid.
• 11:40
  Speaker 1: Those people that are later nominated are appointed to help
• 11:44
  Speaker 1: the leader. Lay or laid shall determine the success and
• 11:50
  Speaker 1: the failure of that system or administration or establishment. The
• 11:58
  Speaker 1: question becomes, does a leader appoint people that are more
• 12:02
  Speaker 1: powerful than a leader, that are more influential than a leader,
• 12:07
  Speaker 1: They are worthier than the leader, that got more statues
• 12:09
  Speaker 1: and class than the leader. Or the leader appoints people
• 12:13
  Speaker 1: the yes sir, or people who can now question the leader,
• 12:18
  Speaker 1: who can just listen and clap their hands and bow
• 12:21
  Speaker 1: their heads or bend the me or kiss their way.
• 12:27
  Speaker 1: That becomes a choice of leadership loyalty. Loyalty is very
• 12:33
  Speaker 1: important leadership and trust. With a loyalty and trust very less.
• 12:42
  Speaker 1: It is done. Secrets are licked, plans are sabotage, and
• 12:51
  Speaker 1: people don't put in their best because they want the
• 12:56
  Speaker 1: system or the region to fail, and some people are
• 13:01
  Speaker 1: within that system that are hoping for the leader to fail,
• 13:08
  Speaker 1: for they or them to succeed the leader. So the
• 13:13
  Speaker 1: power struggle and power dynamics is always the thing that
• 13:19
  Speaker 1: the leader must take into consideration. The difficulty is not
• 13:24
  Speaker 1: just winning an election or being nominated, appointed or in
• 13:28
  Speaker 1: throne or selected the leader people. The difficulty lies in
• 13:33
  Speaker 1: the leadership team. The people you bring along to work
• 13:38
  Speaker 1: with you, to advise you, to protect you, to keep
• 13:45
  Speaker 1: the secrets, to make things work. Those people that become
• 13:51
  Speaker 1: the bridges, the consultation, the deal makers, those people that
• 13:59
  Speaker 1: work behind the scenes to make things done. Those pople
• 14:05
  Speaker 1: can sacrifice for the leader and the group and the system,
• 14:09
  Speaker 1: even with their own lives. Doing that honored and remembered
• 14:14
  Speaker 1: when they are gone. Those people within the system, the narrative,
• 14:19
  Speaker 1: the narrators, the public relations officers, the defenders of the system,
• 14:30
  Speaker 1: the polishers, the attractive force of that system. You got,
• 14:39
  Speaker 1: the philosophers of the system, the motivational speakers of the system,
• 14:43
  Speaker 1: the teachers of the preachers. You got, the engineers of
• 14:46
  Speaker 1: the system. They got the tech team, the publications, then
• 14:51
  Speaker 1: the consultation ting, the education team, the transportation team, the
• 14:58
  Speaker 1: foreign negotiation team, take at the diplomats. Such things must
• 15:09
  Speaker 1: be taken into consideration. Who those people are, their motivations,
• 15:15
  Speaker 1: their intentions, their records to cross examination. A similar similar
• 15:24
  Speaker 1: facts evidence the Verdant process. You must know the people
• 15:34
  Speaker 1: that you want to work with ill especially if you're
• 15:38
  Speaker 1: a leader who has promised a people or is expected
• 15:48
  Speaker 1: to develop a system, to enrich a system, to protect
• 15:53
  Speaker 1: and preserve a system, and to prosper everybody with that system.
• 16:03
  Speaker 1: The longevity and continuity and sustainability of a system is
• 16:10
  Speaker 1: very important. The longevity, continuity and sustainability of the system
• 16:18
  Speaker 1: is very important. The reliability and validity of that system
• 16:24
  Speaker 1: is very important. It all depends on the leader. At
• 16:28
  Speaker 1: the end, one person must be charged. The book must
• 16:33
  Speaker 1: start with one person, and that person needs disciples. The
• 16:40
  Speaker 1: Jesus cannot do it by himself. He needed disciples. The
• 16:46
  Speaker 1: question becomes did he vet those disciples properly? Because he
• 16:54
  Speaker 1: got betrayed by one of those disciples and he got
• 17:01
  Speaker 1: crucified a one of those disciples. Philosopher Prince Ai intelligence
• 17:13
  Speaker 1: Is Philosopher Prince israere Czar deceamber fifth twenty twenty five
• 17:30
  Speaker 1: from the philosophical city of Las Vehegas power and delegation
• 17:39
  Speaker 1: of power. Thank you,