Beneficial Leadership Quotes

With a clever strategy, each action is self-reinforcing. Each action creates more options that are mutually beneficial. Each victory is not just for today but for tomorrow.

It's beneficial to have a reputation for honesty, if only so that one can lie at crucial moments.

Since the debt limit simply accommodates debt that has already been incurred, raising it should, in theory, be perfunctory. But politicians have found it a useful shibboleth for showing their fealty fiscal discipline, even as they vote to ratify the debts their previous actions have a beginning the country to pay. The symbol of railing against debt has proven politically beneficial, even if not substantively meaningful.

1-Leadership does not mean domination. The world is always well supplied with people who wish to rule and dominate others. The true leader is a different sort; he seeks effective activity which has a truly beneficient purpose. He inspires others to follow in his wake, and holding aloft the torch of wisdom, leads the way for society to realize its genuinely great aspirations”. 2-The progress of science can be said to be harmful to religion only in so far as it is used for evil aims and not because it claims a priority over religion in its revelation to man. It is important that spiritual advancement must keep pace with material advancement”. — 3-Education is a means of sharpening the mind of man both spiritually and intellectually. It is a two-edged sword that can be used either for the progress of mankind or for its destruction. That is why it has been Our constant desire and endeavor to develop our education for the benefit of mankind”. 4-It is no less important that we know whence we came. An awareness of our past is essential to the establishment of our personality and our identity as Africans”. —

I don’t claim that depression invariably leads to realism, nor that mania always enhances creativity, nor that depression on every occasion increases empathy, nor that hyperthymia inevitably promotes resilience. Rather, I argue that, on the whole, more often than not, those mental illnesses enhance or promote those qualities more frequently than is the case in the absence of those mental illnesses. Some people with manic-depressive illness are unrealistic (even psychotic), unempathic, and unresilient. We shouldn’t romanticize this condition; in its most extreme forms, it is highly disabling and dangerous. But most people have less severe forms of these illnesses; there will be many more manic-depressive leaders showing the beneficial traits discussed in this book than manic-depressive leaders who are dangerously crazy.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

The information in this topic of decision making and how to create and nurture it, is beneficial to every cop in their quest to mastering tactics and tactical decision making and are a must read for every cop wanting to be more effective and safe on the street. My purpose is to get cops thinking about this critical question: In mastering tactics shouldn’t we be blending policy and procedure with people and ideas? It should be understandable that teaching people, procedures helps them perform tasks more skillfully doesn’t always apply. Procedures are most useful in well-ordered situations when they can substitute for skill, not augment it. In complex situations, in the shadows of the unknown, uncertain and unpredictable and complex world of law enforcement conflict, procedures are less likely to substitute for expertise and may even stifle its development. Here is a different way of putting it as Klein explains: In complex situations, people will need judgment skills to follow procedures effectively and to go beyond them when necessary.3 For stable and well-structured tasks i.e. evidence collection and handling, follow-up investigations, booking procedures and report writing, we should be able to construct comprehensive procedure guides. Even for complex tasks we might try to identify the procedures because that is one road to progress. But we also have to discover the kinds of expertise that comes into play for difficult jobs such as, robbery response, active shooter and armed gunman situations, hostage and barricade situations, domestic disputes, drug and alcohol related calls and pretty much any other call that deals with emotionally charged people in conflict. Klein states, “to be successful we need both analysis (policy and procedure) and intuition (people and ideas).”4 Either one alone can get us into trouble. Experts certainly aren’t perfect, but analysis can fail. Intuition isn’t magic either. Klein defines intuition as, “ways we use our experience without consciously thinking things out”. Intuition includes tacit knowledge that we can’t describe. It includes our ability to recognize patterns stored in memory. We have been building these patterns up all our lives from birth to present, and we can rapidly match a situation to a pattern or notice that something is off, that some sort of anomaly is warning us to be careful.5

But there is something special, even beneficial, about showing up to a place with a particular people for a particular purpose. Community, connection, and conversation only happen when we actually experience life with others.

The majority vote means not that one becomes a leader; it means one embraces and accepts the burden of the voters' voice as leadership to show and prove a genuine leader, accomplishing the liability of votes on its right and beneficial place. Otherwise, it turns into a political failure and a grave, and it is not a genius leader's reflection and definition.

ANGER: Anger tells a leader that something is not, or is no longer, of service. Or, that something is not aligned, and must be changed or destroyed so that something more beneficial can replace it. This emotion tells a leader that a boundary needs to be set or an existing one is being violated. Without access to anger, leaders are dangerous because they don’t have a clear “NO.” They don’t have a “sword” for cutting and destroying when both are called for.

If something impacts a few in the short run but is beneficial for the entity and ecosystem in the long run; a great leader will go on, despite oppositions.

Savvy leaders use empathy to relieve that emotional strain. They use it so that video meetings are beneficial for everyone.

Limitations are very beneficial for creativity

A foundation is essentially a group of trustees who manage a pool of uncommitted funds that can be used for a wide range of socially beneficial purposes. This is a very privileged role, not just for what can be accomplished by giving money, but for the opportunity for the foundation to make of itself a model of institutional quality, integrity, and effectiveness.

The Monastic Academy offers a transformative experience. This center prioritizes rigorous training in mindfulness, meditation, and leadership, empowering individuals to become compassionate, beneficial leaders.

A mechanistic rather than a living organism metaphor A high-performing team is a concept that grew out of 20th-century mechanistic linear thinking. High performance was a term used for manufacturing machinery, or cars that could accelerate fast from standstill to 60 mph. It was about achieving greater productivity and efficiency out of a fixed system, so that it creates more, faster and cheaper. High performance is unconcerned about whether what is produced is of beneficial value. It is focused on efficiency rather than creating benefit for all stakeholders. Sub-optimization Some teams I have worked with over the years have been motivated to be the ‘best team on the block’, the standout region in their company.

It’s the men or women willing to not only bring themselves to this place but also remain stoic and execute during the battle that has the best chance to prevail. In essence, it’s the ability to stay calm in the storm. The more storms we face and seek, the better we can deal with the challenges these storms bring. I know, it sounds better talking about it than actually going through them. But the most beneficial learning occurs when we’re personally afflicted.

The vote only empowers you to represent abilities, whereas the beauty of work and actuality of capability qualify you as a true leader; otherwise, the majority vote is just a power game, not insight.” Ziauddin Khawaja, known as Ziauddin Butt, in the military coup against the elected Prime Minister of Pakistan, Nawaz Sharif, on October 12, 1999, under secret and mutual interests, assured the four corps commanders of that time of their loyalty to the army and in favor of General Musharraf. Military treachery was preferred over democratic values and the constitutional protection of the elected Prime Minister. If General Butt was a patriot, the worst general in history, Musharraf, would never have dared to hand over our beloved country to foreign forces. Every general tries to be a patriot and a hero after retirement. As many generals as there were in Pakistan and they broke, abrogated, or suspended the constitution from any angle, they were and are complete traitors to the Pakistani state, nation, and constitution, but also to the morale of the great forces, along with the traitorous judges of the judiciary, who participated equally. Not repeating such factors is a nation’s survival; otherwise, there will be no uniforms and no freedom. Staying within every institution’s limits is patriotism; give exemplary proof of your patriotism, and you are all subservient to the Constitution and those elected under the Constitution. Your oath is your declaration of respect and protection of democratic values; its violation is treason against the country and nation. On the other hand, Pakistani political parties and their leadership do not qualify in the context of politics since, if they are in power or opposition, they seek favor from the Armed Forces for their democratic dictatorship. The honest fact is that Pakistanis neither wanted nor wished to establish real democratic values and their enforcement. Lawmakers are unqualified and incapable of fulfilling the context of the Constitution, which is the essence of a pure and honest democracy with fair and transparent elections as per the will of voters, which never happened in Pakistan. Examples are visible and open to the world, even though no one feels sorry or ashamed for such an immoral, illegitimate, and unconstitutional mindset and trend of the Pakistani leadership of all political parties. Huge and widespread corruption is a threat to the Pakistani economy and people’s prosperity. IMF support and other benefits go into the hands of corrupt officials instead of prioritizing the well-being of society or individuals. Imposing taxes without prosperity in society and for people who already live below the poverty line is economic violence, not a beneficial impact. The fact is bare that the establishment misuses leaders and leaders misuse the establishment, which has become a national trend; consequently, state, nation, and constitution remain football for them, and they have been playing it for more than seven decades, losing the resources of land and people for their conflicts of interest. I can only suggest that you stop such a game before you defeat yourself.

I am convinced much of what is viewed as beneficial is far from essential. Yet, everything deemed essential will sooner or later prove to be beneficial.

PR (public relations) Leadership is the art of giving those leaders a mediaphilic (tm) and newsworthy public, social network and intelligent press platform of BENEFICIENCE, for communicating and relating their working ideas.

An adaptive change that is beneficial to the organization as a whole may clearly and tangibly hurt some of those who had benefited from the world being left behind.

An adaptive change that is beneficial to the organization as a whole may clearly and tangibly hurt some of those who had benefited from the world being left behind.

It's beneficial to have a reputation for honesty, if only so that one could lie at crucial moments.

Every talent God has hidden in you is not for your own consumption; they are for other people’s liberation.

Grinker interviewed them each personally and repeatedly over two years, and gradually assembled a detailed list of ingredients that make for mental health. THE STUDENTS at George Williams College had been active in their local YMCA, and their connections to that organization, their church, and their communities were long and deep. “Uncertainty about the future is minimal,” Grinker noted, among these “upright young men.” They came from white- and blue-collar families in the Midwest. They had slightly above average IQs, average college grades (mostly C’s), and no childhood or adolescent conflicts with their families. Two-thirds said they had been disciplined firmly by their parents, with well-established boundaries for conduct, but they saw these constraints as beneficial and reasonable. Except for four people with abnormal mood states (two with hypomania and two with depression), two stutterers, two people who displayed paranoid thinking, and one person with recurrent nightmares, the great majority (85 percent) lacked even the mildest mental abnormality. Grinker noted that though the subjects enjoyed team sports in high school, “only sometimes did one claim to be the leader of a social, work, or sport group.” These men were better designed to be followers than leaders: “The average subject has had practically no trouble with those in authority” and even “maintains that he would abide by rules which he considered to be unfair.” Overall there is a “picture of an individual who would be submissive to authority, but not slavishly.” Searching for a term less loaded than “normal” to describe these people, Grinker called them homoclites, a Latinate term he invented to indicate “those who follow a common rule.

One of the most beneficial aspects of mentoring is its inherent reciprocity. When reciprocity is present, both mentor and mentee fully engage in the relationship.

He had no doubt that the country actually wanted internal improvements. But he knew that it did not want to pay for them, especially if this meant that Western land would not be sold cheaply, that there might be internal taxes, and that the revenue of the federal government would be increased. It also did not want to acknowledge openly, as Adams’ grand statements did, its desire for internal improvements, let alone the benefits of federal spending to local communities. Rational planning frightened those for whom big government was the ultimate evil. Many valued individualism and unregulated entrepreneurship more than social community and beneficial regulation. The American spirit, particularly in the West, contained a hefty dose of creative anarchy: the landscape existed to be turned into cash through planting, grazing, logging, mining, and hunting, at whatever cost to the earth and future generations. What the country would in the long run benefit from most, Adams proposed, was some constructive balance between individual enterprise and communal action. Government leadership and rational planning were, he believed, compatible with capitalism and private property. And the divisive issues that threatened the stability of the country could be resolved only by stronger bonds of union. Union provided security and prosperity. The most effective agents of union were public improvements. Better to go down fighting for a stronger future than to serve a second term at the cost of forfeiting the opportunities for leadership that the presidency provided. There was the long-term future to consider, and the leadership that was unsuccessful today might sow the ground for successes tomorrow.