I am writing this column as Hurricane Sandy is barreling through the greater New York area, after having sorted a load of clean laundry by the light of a group of yahrtzeit candles and having washed my supper dishes with the aid of a clip on barbeque lamp. My electricity went out almost four hours ago and thoughts of what I did right and what I did wrong in preparation for a one of a kind storm that ironically, bears my name are still fresh in my mind.
Events have been unfolding so rapidly. First it was Hurricane Sandy, which attacked with merciless fury and left multitudes homeless, their cars and belongings swept away. Power failed, not for a day, or for a week, but in some cases for several weeks.
The day after the U.S. administration cast Morsi in the role of new peacekeeper, he recast himself as something more like a new pharoah. And, despite what the New York Times and the Washington Post wrote, he is not giving back any of the real power he's granted himself.
A week after Hurricane Sandy, the Blums still had no electricity. They had run extension cords to a neighbor's house to power some basic items, like the fridge and telephone, but the protracted living without power was taking its toll on the family.
The theme of my column is leadership. As a general rule I avoid extrapolating leadership lessons from current events. The following is my reasoning. First, the information available from current events is often incomplete and inaccurate. Even when the information is relatively complete and accurate it is unanalyzed. Therefore the basis for lessons learned may prove to be faulty. Second, current events are often too current. To attempt to draw practical lessons in a dispassionate way would be insensitive.
It was William Shakespeare who posed the question "What's in a name?"
These days, if someone calls you "Shakespeare" it probably means he or she thinks you are pretty bright, or at least can write well.