(7) Then Moses called Joshua and said to him in the sight of all Israel: “Be strong and resolute, for it is you who shall go with this people into the land that the Eternal swore to their fathers to give them, and it is you who shall apportion it to them. (8) And the Eternal will personally go before you, and will be with you; God will not fail you or forsake you. Fear not and be not dismayed!” (9) Moses wrote down this Teaching and gave it to the priests, sons of Levi, who carried the Ark of the Eternal's Covenant, and to all the elders of Israel.
In the eyes of all Israel be strong and courageous. There are in this two meanings, as is the style of Deuteronomy. 1] That he said this in the eyes of the Israelites. 2] That he said to be strong in the eyes of the Israelites.
“In the sight of all of Israel;” so that none of them would ever be able to say that had Moses had been alive he would not have given permission [to Joshua].
Another interpretation: “In the eyes of all Israel be strong and courageous”. Because the eyes of all Israel are on him, and they will learn from his example, so all the more so he needs to be strong in Torah and fear of Heaven in their eyes, following the principle “first adorn yourself [then adorn others]” (BT Baba Metzia 107b). He is like the peg that everything depends on him, and that is what is meant by “for you will bring this nation”...
The honest leaders not afraid to admit they don’t know it all from bethebusiness.com
“I believe that a leader’s job is not to know everything about the business, but to know how to get the best from their teams,” Ackerley explained. “Asking people you lead for advice and help is a brilliant way to earn respect from them. Admitting when you’re wrong is vital and using the experience and knowledge of your teams is essential to any business’s success,” she said. “Acting as though you need to know everything implies you don’t trust your team to do things themselves.”
However, contrary to popular misconceptions, honest leaders open about their vulnerabilities require bravery. In fact, opening yourself up to any kind of risk requires courage. “It takes confidence about what you are trying to achieve, and I don’t think you can fake it. It can also be very scary putting your trust in people when it doesn’t come naturally,” she added.
Yet the payoff, she said, is worth it. Her honesty as a leader has helped create a culture of trust, empowerment and support, where staff are encouraged to do their roles autonomously and to take responsibility for their actions. Ackerley said such an approach has led to greater team morale, performance and customer satisfaction. “Your confidence grows”, she admitted.