Vaccinations have become controversial, but the practice developed as a successful response to a deadly disease—smallpox. An epidemic hastened the decline of the Roman Empire, killing 7 million people in A.D. 108, and the disease decimated native and immigrant populations in the New World. During the 18th century, some 400,000 Europeans died of smallpox, and survivors were often left blind or disfigured.

Physicians and family members noticed that survivors of smallpox were immune to the disease afterward. Travelers to Western Europe from Turkey in the 18th century reported the success of a procedure in which smallpox was introduced into the body of a healthy individual, who then became immune to the disease.

The British aristocrat Lady Mary Wortley Montague, who had suffered facial scars from smallpox, had her 5-year-old son inoculated against the disease when her husband was stationed at a diplomatic post in Istanbul. Upon her return to England, she had the embassy physician, Chares Maitland, demonstrate the effectiveness of the practice by having her 4-year-old inoculated in the presence of royal court physicians.

The term “vaccination” comes from Edward Jenner, an 18th-century British physician who experiment­ed with cowpox, a less-threatening disease that appeared to confer immunity from smallpox. The word derives from the Latin “vaca,” which means “cow.” In the 19th century, French scientist Louis Pasteur further developed the technique to prevent the spread of anthrax.

“A boss creates fear, a leader confidence. A boss fixes blame; a leader corrects mistakes. A boss knows all; a leader asks questions. A boss makes work drudgery; a leader makes it interesting.”

—Russell H. Ewing

“Most bosses know instinctively that their power depends more on employees’ compliance than on threats or sanctions.”

—Fernanda Bartolme

“One measure of leadership is the caliber of people who choose to follow you.”

—Dennis A. Peer

As a leader, your job is to set business priorities. Of course, in today’s turbulent economy, the targets seem to keep moving. For quick reference, here’s what you should be keeping your eye on:

Products and services.

What new items and conveniences do you need to create in order to maintain your position in the marketplace?

Growth.

It’s not enough to just tread water in today’s economy. What do you need to do in order to increase your share of the available market?

Customer satisfaction.

Are you keeping track of complaints and customer opinions? What are you doing to enhance your customers’ experience with your organization?

Systems and structures.

On a regular basis, review your meth­ods of doing business. Are they as productive as they could be? What changes might increase profits, assist customers, or streamline expenses?

Resources.

From cash to raw materials to people, your resources are key to your continued survival. Look at what you’ve got, what you need to maintain, and how much you’re willing to pay to keep those assets secure.

Culture.

The healthiest cultures encourage employees to learn and grow. Does yours push workers to develop themselves and advance?