The 4th paragraph of Article 22 is of particular interest here:

Certain communities formerly belonging to the Turkish Empire have reached a stage of development where their existence as independent nations can be provisionally recognized subject to the rendering of administrative advice and assistance by a Mandatory until such time as they are able to stand alone. The wishes of these communities must be a principal consideration in the selection of the Mandatory. (emphasis added)

The last sentence suggests that the interests of Palestinian Arabs would be honored here. Originally there were no mentions of establishing a Jewish state, nor were there any indications that Palestine would be classified differently than Syria or Iraq (i.e. Class “A” mandates) in Article 22.

A year later, however, reference to the Balfour declaration was entered into the Sevres Treaty (Article 95) and a clear distinction was made. While that treaty was never ratified, the Palestine Mandate accomplished the same ends.

Organizational culture can be difficult to make sense of at times, but research shows that an organization’s culture is a strong determinant of their performance.

A Gallup study which analyzed data from 30,000 employees across the U.S. in an attempt to uncover the keys to creating an effective organizational culture found that in organizations where trust and accountability are strong, empowered employees are more likely to:

1. Recognize and respond to changing information from the marketplace
2. Develop innovative ideas to meet market demands and stay ahead of the competition
3. Connect with customers to create a branded experience

The point here is that titles don’t have anything to do with leadership.

Often times, being a leader requires one to challenge the status quo. Within most organizations, however, those who are granted leadership positions are usually given the implicit task of upholding the status quo.

This perpetuates the process of institutional self-preservation and we see this demonstrated in our politics, education, working lives, and private lives. On the other hand, a leader has the vision to recognize external threats to their team and the common sense to know that the status quo is usually a trap.

This often means they are better equipped to express what they’re deeply passionate about to other folks.

In one of the most popular TED talks to date, Simon Sinek presented his views on how some leaders can inspire incredible acts from those around them while others have a harder time doing so:

People don’t buy what you do, they buy why you do it.

By sharing what they are most passionate about, leaders are able to identify people who share those same passions and inspire positive action and fulfillment.

An often-neglected quality in most leadership discussions, self-awareness is actually one of the most important qualities a leader can have. Research seems to support this, citing “soft skills” – like self-awareness, communication, etc. – as a greater determinant of managerial success compared to other skill sets.

Ben Horowitz, co-founder of top VC firm Andreesen Horowitz, shared this piece of advice regarding self-awareness in his new book The Hard Thing About Hard Things:

Note to self: It’s a good idea to ask, ‘What am I not doing?’

Top consultant and motivational speaker Simon Sinek calls this creating a “circle of safety”. A great example is the “Inches” speech from head coach Tony D'Amato in the movie Any Given Sunday.

Now I can’t make you do it. You’ve got to look at the guy next to you, look into his eyes. Now I think you’re going to see a guy who will go that inch with you…because he knows when it comes down to it you’re going to do the same for him.

The team is going into a hugely important playoff game during a time of turbulence. Instead of spending time focusing on the X’s & O’s, D'Amato realizes that the players will have to fight for something beyond themselves if they are going to overcome the obstacle.

D'Amato recognizes the importance of facing challenges as a team. Throughout the movie we see how important his players are to him, even coming before his family at times. However, the rise of their newest leader, Willie Beamen, has left the team with a lot of doubts.

http://youtu.be/vNFft6r6Des

With mounting pressure coming from ownership and a team that he’s quickly losing his handle on, D'Amato realizes that the only way he or the team will get through this is if they come together. There is also the sense that D'Amato regrets alienating his family throughout the years, leaving him no one to turn to in his time of personal turmoil.

Steve Jobs is a great example of this. After essentially getting fired from Apple in 1985, Jobs went on to found another tech company called NeXT.

In a storybook turn of events, Apple purchased NeXT in 1996 for $429 million, and Jobs ended up back at the helm for Apple.

At the time, Apple was facing extinction and needed someone to breath new life into the company. Jobs did just that.