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Icons near one of the entrances to the All-Saints monastery. I recognized the top icon as "extreme humility," a very appropriate icon for the last few days of pascha.
What is the ideal co-founding team structure?
Any team or successful team? The simple answer would be "smart" and "get things done". But look beneath and there's a whole lot of things to look for ...
'... if you have more than 2 people how to avoid the pitfalls of bickering, politics etc ... to basically (NOT) elect (AN) A$@hole ?'
Unfortunately you cannot change human nature. Successful traits can have negative outcomes. There's a term for a successful attitude. It's called "the mongrel factor" and it applies to top athletes as well as entrepreneurs. No hurdle is going to get in the way of success at personal and interpersonal cost. It's could almost be classed psychopathic.
It can be pretty divisive. These same qualities within a group that can propel a company forward from idea to prototype to commercialisation can be internalised if a perceived stumbling block within the team.
within each team there will be a leader (see alpha geeks ~ tinyurl.com/155i) and there will be followers. It's how this power arrangement plays out that causes much friction. Understanding these basic parameters I'd be looking for individuals with
- competance
- hard work
- drive, enthusiasm
- humility
- good sense of humour
- ability to be flexible
- lack of contempt, arrogance and ego
Think Woz not Jobs, Herman not Tuzman, hmm I'd have to think about Gates and Steve. The dilemma with this approach though is would there be an Apple without Jobs, a Microsoft without Gates, a JumpTV without Tuzman?
Have to think about listing successful startup teams to emulate beyond delicious, reddit et.,al. Could not find this in 'Hardest Lessons' ~ www.paulgraham.com/startuplessons.html
But you can find personal traits you need to avoid in 5, 6, 16, 17 in "18 Mistakes" ~ www.paulgraham.com/startupmistakes.html
next >>>
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Explore: 11.04.08 thanx...bonus!
Whether you're in a position to lead your children, or a business, or a staff, a church, a project, a ministry, don't fall for the popular lies about leading people - that success means being pushy or punishing, pulling rank, playing politics, manipulating, promoting yourself. No, it's humble servanthood that is the surprising secret of success. That's humility as in always being teachable ... courteous ... vulnerable ... willing to accept responsibility rather than place blame ... caring about the person, not just the project.
Attorney General John Ashcroft's godly father tried to prepare him for life in the Nation's Capitol after his son's election to the United States Senate. He said, "John, the culture of Washington is a culture of arrogance..." - by the way, most power-centers are - "...the culture of Jesus is a culture of humility. Don't get sucked into the culture of arrogance." That's good advice for any of us who have someone to lead. Remember, "God opposes the proud but gives grace to the humble." (1 Peter 5:5)
-Ron Hutchcraft
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
O God, as a family we praise You and we glorify You!
We sing our songs of praise in glorious Heaven!
We raise our voices to proclaim You as our God!
We soften our voices to show our Humility.
As songs of worship are amongst our expressions of prayerfulness.
To express the Joy in our Heart.
In unity we rejoice in the Holy Presence of God. Alleluia!
Amen.
O God, please help all families to unite in one loving community –
So as to fulfill Your Holy commands for Love, Justice and Peace.
That families may learn to protect each other –
And unite as one community to save other families and communities in Humanity.
And with Joy in our Heart that we feel The Holy Spirit of Unity amongst us all -
All because of our Love for God.
May we all learn to care for each other in The Holy Spirit of Love.
That our resources may be shared amongst us equally in The Holy Spirit of Generosity.
As we support each other in our endeavors in helping each other Spiritually –
Through Holy Virtues of Humility, Love, Peace and Joy.
Amen.
The Seven Contrary Virtues:
humility, kindness, abstinence, chastity, patience, liberality, diligence
The Contrary Virtues were derived from the Psychomachia ("Battle for the Soul"), an epic poem written by Prudentius (c. 410). Practicing these virtues is alledged to protect one against temptation toward the Seven Deadly Sins: humility against pride, kindness against envy, abstinence against gluttony, chastity against lust, patience against anger, liberality against greed, and diligence against sloth.
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
The night sky has always inspired me. It offers a sense of humility, peace, and perspective. The moon witnessed the dinosaurs roaming the earth and the building of the pyramids. Under her gaze, the Great Wall of China was assembled. She has seen life and death repeated for 4 billion years. I have many times offered up my troubled heart to the moon and her cohorts in the sky. The magnitude of their existence reminds me that while my grain of sand lifetime in the continuum of the universal narrative is important and relevant, my struggles pale in comparison to what has been and what will be.
"The Mother of God is a mother to me; she's a mother to all human beings. Christ came to me through the Mother of God so I and we all should go to God through his Holy Mother. Praise God for God's humility in coming down to Mary's humility. Praise God for Mary's humility in rising up to the greatness of being the sinless Mother of God."
~William from the UK
Statue in Lady Chapel of the Oxford Oratory, Oxford, England.
-----This is part of the 16 guidelines project set.----
An exemplar, Helen Keller, said, "I long to accomplish great and noble tasks, but it is my chief duty to accomplish humble tasks as though they were great and noble." "I cannot do everything, but I can do something. I must not fail to do the something that I can do."
Something bigger than ourselves has captured the attention of this visitor to Killkee on the west coast of Ireland. The group I think he was with was speaking German, excitedly showing us a starfish they had found in the tidepool, looking for someone to take a picture before they gently put it back. A gorgeous place to contemplate and explore. Kind of like flickr. In a place like that you are awed by how vast it is but also looking to make connections, to share what you find.
St Margaret, Hopton-on-Sea, Norfolk
The chancel windows, by Edward Burne Jones for the WIlliam Morris workshop, are insured for a million pounds.
National Gallery, London.
The Madonna of Humility with Saints Mark and John
about 1366-70, Lorenzo Veneziano.
From website - "This work is made up of three paintings with their framework on one panel; the Madonna of Humility is flanked by Saints Mark and John the Baptist.
The Madonna of Humility, seated on the ground, has a crescent moon at her feet and stars above her. Roundels representing the sun are on her robe. These refer to the Woman of the Apocalypse in the New Testament (Revelation 12: 1) with whom the Virgin was identified.
This was probably painted in the 1360s as an independent, private devotional work."
Photos by Miller Taylor.
April 2015 CreativeMornings/Raleigh event (global theme: Humility) with guest speakers Mike and Megan Gilger, husband and wife creative team behind Wild Measure studio and The Fresh Exchange blog.
In 2009, Megan and Mike began their lifestyle and design blog, The Fresh Exchange Today, the blog reaches over a half million people everyday, inspiring creators of all kinds to pursue their dreams and live a beautiful and intentional life. The creative couple works together to create original content through photo, video, editorial writing, aesthetic curation, and social media. With a simple, natural, and organic nature to their content, Megan and Mike have had the opportunity to work with brands such as Smartwater, Bing, Gap, Madewell, Bota Box, Levi’s, Feedly, Kinfolk Magazine, Over, Warby Parker, Tuft & Needle, Shinola, and many others.
Special thanks to our host CAM Raleigh and sponsors CompostNow, Counter Culture Coffee, who generously provided us with complimentary coffee, Yellow Dog Bread Company, who provided the tasty breakfast snacks, and Raleigh Raw , who provided the healthy, cold-pressed juice.
“Do you wish to rise? Begin by descending. You plan a tower that will pierce the clouds? Lay first the foundation of humility.”
Saint Augustine
Manila Cathedral, Intramuros, Manila
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
'Humility is the foundation of all the other virtues hence, in the soul that this virtue does not exist there cannot be any other virtue except mere appearance. ' -- St. Augustine
***7th Simbang Gabi, homily takeaway: Humility serves. Mary, after hearing the blessing she has received, even in her delicate state, set off to the hills of Judea to help her cousin Elizabeth who is also with child even in her old age. And Elizabeth, knowing full well the blessing that Mary shared with her, humbly accepts her help. Both women show acts of humility though differently. No doubts, no fears. One was humble enough to give, the other humble enough to accept. Both emptied themselves and received God's blessings in full. Let us pray to be more like them.
O God, a loving couple is already a family in the Eyes of God.
For their Love for each other already becomes One Heart.
May they learn to grow more Spiritually with one another.
That as a loving couple, may they do good deeds to those in need.
That as a loving couple, may they learn the path of Holy Virtues of Humility, Love and Peace.
That as a loving couple, may they enjoy the Beauty of Spiritual Life of God’s Love.
That as a loving couple, may they treat Humanity as their own family.
That in everything they do, be done to extend their Love to others.
Amen.
John 13
1 Now before the Feast of the Passover, when Jesus knew that his hour had come to depart out of this world to the Father, having loved his own who were in the world, he loved them to the end. 2 During supper, when the devil had already put it into the heart of Judas Iscariot, Simon’s son, to betray him, 3 Jesus, knowing that the Father had given all things into his hands, and that he had come from God and was going back to God, 4 rose from supper. He laid aside his outer garments, and taking a towel, tied it around his waist. 5 Then he poured water into a basin and began to wash the disciples’ feet and to wipe them with the towel that was wrapped around him. 6 He came to Simon Peter, who said to him, "Lord, do you wash my feet?" 7 Jesus answered him, "What I am doing you do not understand now, but afterward you will understand." 8 Peter said to him, "You shall never wash my feet." Jesus answered him, "If I do not wash you, you have no share with me." 9 Simon Peter said to him, "Lord, not my feet only but also my hands and my head!" 10 Jesus said to him, "The one who has bathed does not need to wash, except for his feet,[a] but is completely clean. And you are clean, but not every one of you." 11 For he knew who was to betray him; that was why he said, "Not all of you are clean."
12 When he had washed their feet and put on his outer garments and resumed his place, he said to them, "Do you understand what I have done to you? 13 You call me Teacher and Lord, and you are right, for so I am. 14 If I then, your Lord and Teacher, have washed your feet, you also ought to wash one another’s feet. 15 For I have given you an example, that you also should do just as I have done to you.
WAH: Vices and Virtues