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When I was growing up, I was embarrassed to be seen with my father. He (1) severely crippled and very short, and when we would walk together, his hand on my arm (2) balance, people would stare. I would inwardly be afraid (3) squirm at the unwanted attention. If he ever noticed or was bothered, he never let (4) .
It was difficult to coordinate (5) steps - his halting, mine impatient - and because of that, we didn’t say much as we went along. But as we started out, he always said, "You (6) the pace. I will try to adjust to you. "
Our usual walk was to or (7) the subway, which was how he got to (8) . He went to work sick, and (9) nasty weather. He almost never missed a day, and would (10) it to the office even if (11) could not: a matter of pride!
He never talked about himself as an object of pity, (12) did he show any envy of the more fortunate or able. What he looked for in others was a "good heart", and if he found one, the owner was good enough for him.
Now that I am older, I believe that is a proper standard (13) which to judge people, even though I still don’t know precisely (14) a "good heart" is. But I know the times I don’t have one myself.
He has (15) gone many years now, but I think (16) him often. I wonder if he sensed my reluctance to be seen with him during our (17) . If he did, I am (18) I never told him how sorry I was, how unworthy I was, how I regretted it. I think of him when I complain about trifles, when I am (19) of another’s good fortune, when I don’t have a "good heart".
At such times I put my hand on his arm to regain my (20) , and say, "You set the pace, I will try to adjust to you.\

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Psychologists once believed that the motive that caused men to strive to attain high-level managerial positions was the "need for achievement". But now they believe it is the "need for power".
Power seekers strive hard to reach positions where they can exercise authority over large numbers of people. (46) Individual performers who lack this drive are not likely to advance far up the managerial ladder. They usually scorn company politics and devote their energies to other types of activities. The power game is part of management, and it is played best by those who enjoy it most.
(47) One of the least rational acts of business organizations is that of hiring managers who have a high need to exercise authority, and then teaching them that authoritative methods are wrong and that they should be consultative or participative. (48) It is a serious mistake to teach managers that they should adopt styles that are inconsistent with their unique personalities. Yet this is precisely what a large number of business organizations are doing; and it explains, in part, why their management development programs are not effective.
(49) What managerial aspirants should be taught is how to exercise their authority in a way that is appropriate to the situation and the people involved. They need to learn that the real source of their power is their own knowledge and skill, and the strength of their own personalities, not the authority conferred on them by their positions. When they lack the knowledge or skill required to perform the work, they need to know how to share their authority. (50) But when they know what has to be done and have the skill and personality to get it done, they must exercise their traditional authority in whatever way is necessary.