Bold Leadership Quotes

The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.

I have three precious things which I hold fast and prize. The first is gentleness; the second is frugality; the third is humility, which keeps me from putting myself before others. Be gentle and you can be bold; be frugal and you can be liberal; avoid putting yourself before others and you can become a leader among men.

Remember that what gets talked about and how it gets talked about determines what will happen. Or won't happen. And that we succeed or fail, gradually then suddenly, one conversation at a time.

People feel disrespected when they show up and others don't. The message received is that those who arrive late value their own time more than that of their colleagues.

Our power as individuals is multiplied when we gather together as families, teams, and communities with common goals.

Once you achieve intimacy and connection, I predict that innovation, partnership, execution and success won't be far behind.

If you are open, vulnerable, disclosing, more likely than not it will be reciprocated and walls will come down.

Has a sense of humor. (Preferably warped.) We know who we are

Accountable Authentic Collaborative Courageous Passionate Lifelong learner Welcomes feedback Biased toward action Solution oriented Change agent

Seeking out people with different views, different perspectives, different ideas is often challenging, because it requires us to set aside judgment and open our minds. But we have to remind ourselves that to get beyond where we are, where I believe most of us are, we would all be be well served to choose our music carefully, to stop talking and listen to one another.

I want us all to stop thinking only in terms of accomplishments, of task and completion, of beating the competition, of gathering income and merchandise, of winning praise, and instead, live our lives forging the deepest relationships we can with ourselves and with one another. i want us to respond to adversity by deepening our engagement in our lives. It isn't complicated.

What matters anywhere in your organization, matters everywhere in your organization.

Want to make waves in the business world? Then you gotta be bold, take risks, and always be ready to pivot.

What is needed now is for leaders to become more open, more flexible, less egoistic and less hypocritical. We must loosen our death grip on whatever we believe to be the truth simply because it is how we want the truth to look. We must be honest with ourselves and invite honesty from others.

Learn to master your thoughts and watch closely what you deposit into your spirit. Speak over your life. Living in peace has transformative power.

No less a bold and pugnacious figure than Winston Churchill broke down and was unable to finish his remarks at the sendoff of the British Expeditionary Force into the maelstrom of World War I in Europe.

Fortune crowns the bold before the worthy

Everyone appears to be courageous until bad weathers arrive, and then we know the true leaders.

Some of the greatest advances happen when people are bold enough to speak their truth and listen to others speak theirs.

Boldness isn't second nature to everyone, it is intentionality

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

The most difficult step ever is the first step. It comes with doubts, uncertainties, and all sort of fears. If you defy all odd and take it, your confidence will replicate very fast and you'll become a master!

No matter what your job is, the key is your context, your beliefs about your responsibility to customers and the relationships you intend to enjoy or endure with them.

The big deal is that if employees aren't engaged, your company will suffer.

inclusion + engagement = execution muscle

The great differentiator going forward, the next frontier for exponential growth, the place where individuals and organizations will find a new and sustainable competitive edge, resides in the area of human connectivity.

Say "no" to corruption; it does not fit you! Say "no" to bad leadership; you don't fit there. Say "no" to immorality; it will only fake you! Be bold to say "no" if that is what will take your breakfast away; you will get a sweeter lunch pack for compensation sooner.

People who run away from challenges are cowards and no coward deserves a reward.

Stop talking about inclusion and engagement and start including and engaging in every conversation, every meeting.

While deeply admiring and affirming past prophets, the Qur’an casts a critical eye on human misapplication of their revelations. “Our prophetic guides came to them with clarifying signs, yet many among them soon lapsed, spreading disorder in the land” (5:32). The perpetual dynamic of monotheistic values revived by prophets only to be subsequently squandered by humans is what concerns the Qur’an. It diagnoses a range of repeated failures, including: losing a close relationship with the Divine and reverting to idolatry; debating minutiae as an excuse to avoid bold action; imposing dogma not found in scripture and turning petty disputes over dogma into deadly violence; and elites selfishly abusing their leadership positions to mislead and manipulate.

A lion will never be afraid of sheep, no matter how many outnumber it.

What differentiates victors and victims are visions and vigor. Victims won't get the vim to step out of their situations.

Joseph Pine wrote that today's economy is an "experience economy", meaning that customers want more than a good product or service; they want to enjoy the experience of using a product or service, which begins with their first interaction with a company. So if, in spite of all your customer-service training and "customer-facing" procedures, policies, and scripts, customers aren't feeling the love, you're in trouble. Love? Yes.

The world is changing. No matter what any of us is shopping for, we can find good products, good services, good solutions. We want to enjoy the experience of using those products, those services. This firm doesn't have a lock on brilliance. Your prospective clients can find that elsewhere. They want to enjoy the experience of implementing a brilliant solution in collegial and congenial partnership with teh people who brought it to them.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

Customer service has everything to do with consistency, systems, training, and the habits you and your team create.

Creating a company culture is the first operational step in becoming a bold, brave fempreneur. It creates certainty, a road map and stability.

If you are an aspiring leader and you have not yet gone through any trouble, prepare for one. It is by going through the hard times that you become harder against the storms of life.

Whatever your personal beliefs and experiences, I invite you to consider that we need a new worldview to navigate this chaotic time. We cannot hope to make sense using our old maps. It won’t help to dust them off or reprint them in bold colors. The more we rely on them, the more disoriented we become. They cause us to focus on the wrong things and blind us to what’s significant. Using them, we will journey only to greater chaos.

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

When dark situations arise, it is opportunity for you to reveal the leader in you. Rise and deal with them.

You can’t gather much if you won’t go on risk expedition. Leaders never fear the thorns; they’ll still go in for the beautiful roses no matter the number of pricks they’ll get.

Fear punches holes in your eyes so that you don't see the future clearly. Faith enlarges your vision to behold your destiny.

Develop your leaders into a competitive advantage. Reconnect your leader-power to success.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

Listen. In every office you hear the threads of love and joy and fear and guilt, the cries for celebration and reassurance, and somehow you know that connecting those threads is what you are supposed to do and business takes care of itself.

Your mission statement, vision statement, core values, and service standards provide a clear focus for all while keeping your team humble and hungry. It creates that family environment in which your employees enjoy coming to work and dealing with the challenges they face each day.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Your mission statement outlines why your company exists. It doesn’t have to be all fancy-pants, just a clear statement of what you do.

Even if you delegate that responsibility, ultimately you are the one responsible for how your brand is portrayed.

Never take lightly that becoming an employer puts another person’s ability to provide for their life in your hands.

Train your new employee properly. Sounds so obvious, and yet it often doesn’t happen.

When you have a strong company culture it will shine through your brand and you can authentically say, “This is what our brand is about.

Change does not surface when you are not ready to be the catalyst. Your reaction matters, not your inaction.

Inferiority intentions are sample chapters of defeated stories... Courageous beginnings are examples of true leadership values!

Lee assess a subordinate commander as "all lion; no fox.

Overcoming challenges purifies you like gold to become bold.

Anyone can point to the ocean, but only the brave get past the shore.

While others threw up their hands and asked, “What can we do?” Golda asked a different question: “What happens if we do nothing?” Doing was the only option.

Dare to take bold and unique decisions, no one had courage for.

Risk is managed not through cautious planning but through bold experiments combined with frequent inspection, feedback, and adaptation.

Be great or be dead.

Anyone that aspires to do a great thing in their lifetime must learn the boldness to do so.

Modern disaster psychologists have found that bold, decisive leadership greatly improves any group’s ability to survive the early stages of an impending catastrophe.

A balanced mind is not easily swayed by pressure or conformity. A balanced mind is enriched with bold action to commit something honorable for society. Taken from Emotional Beauty

The country needs and, unless I mistake its temper, the country demands bold, persistent experimentation. It is common sense to take a method and try it: If it fails, admit it frankly and try another. But above all, try something.

On January 5, 1914, Henry Ford more than doubled the minimum wage for many of his employees by introducing a $5 a day minimum pay scale for employees of the Ford Motor Company. On that same day, Ford began offering profit sharing to his employees and reduced shifts from nine hours to eight. Ford’s treasurer at the time, James Couzens, explained these bold leadership moves by saying, “It is our belief that social justice begins at home. We want those who have helped us to produce this

But, by a curious twist, it is not the leadership that is old and decorous that fetches him, but the leadership that is new and extravagant. He will resist dictation out of the past, but he will follow a new messiah with almost Russian willingness, and into the wildest vagaries of economics, religion, morals and speech. A new fallacy in politics spreads faster in the United States than anywhere else on earth, and so does a new fashion in hats, or a new revelation of God, or a new means of killing time, or a new metaphor or piece of slang. Thus the American, on his linguistic side, likes to make his language as he goes along, and not all the hard work of his grammar teachers can hold the business back. A novelty loses nothing by the fact that it is a novelty; it rather gains something, and particularly if it meet the national fancy for the terse, the vivid, and, above all, the bold and imaginative. The characteristic American habit of reducing complex concepts to the starkest abbreviations was already noticeable in colonial times, [Pg023] and such highly typical Americanisms as O. K., N. G., and P. D. Q., have been traced back to the first days of the republic. Nor are the influences that shaped these early tendencies invisible

This cape had become Stella. Bold, Bright, Daring, Red! It was a girl in a story-book. Stella was a star on the red carpet, in Hollywood. What a bright smile she had! That photograph! That trophy! And that red hair that flowed like a mane in the wind!

People will doubt you, money will come and go, and the unexpected will happen. Still, your commitment to the manifestation of your vision must remain intact because you exist for a specific reason. Your voice and your purpose matter—we need you to live as boldly as possible!

The army leadership, taking these wishes of Hitler on board and also bearing in mind the outcome of the war games, had already adjusted its strategic thinking when, on 18 February, Hitler spoke of the favourable impression he had gained of Manstein’s plan the day before.42 The die was now cast. By chance, the basic thoughts of the amateur had coincided with the brilliantly unorthodox planning of the professional strategist. Further refined by the OKH, the Manstein plan gave Hitler what he wanted: a surprise assault in the most unexpected area which, though not without risk, had the boldness of genius. The

Micromanagement fails because no one person can control multiple people executing a vast number of actions in a dynamic environment, where changes in the situation occur rapidly and with unpredictability. It also inhibits the growth of subordinates: when people become accustomed to being told what to do, they begin to await direction. Initiative fades and eventually dies. Creativity and bold thought and action soon die as well. The team becomes a bunch of simple and thoughtless automatons, following orders without understanding, moving forward only when told to do so. A team like that will never achieve greatness.

The quickest way a person can defame your character is by taking something you said out of context. But Fear Not. Everyone that was ever Anyone always had their words taken out of context. If you can't handle having your words twisted up, then leadership is not for you. Leadership is reserved for the ‪#‎BRAVE‬.

I'll kill you all," yelled Bill, and swore for three or four minutes, calling us every dirty name he could think of for being so chicken-hearted. When people talk about "leadership quality" I often think of Bill Unsworth; he had it. And like many people who have it, he could make you do things you didn't want to do by a kind of cunning urgency. We were ashamed before him. Here he was, a bold adventurer, who had put himself out to include us-- lily-livered wretches-- in a daring, dangerous, highly illegal exploit, and all we could do was worry about being hurt! We plucked up our spirits and swore and shouted filthy words, and set to work to wreck the house.

O my brave Almighty Human, with the ever-effulgent flow of courage, conscience and compassion, turn yourself into a vivacious humanizer, and start walking with bold footsteps while eliminating racism, terminating misogyny, destroying homophobia and all other primitiveness that have turned humanity into the most inhuman species on earth.

This is preeminently the time to speak the truth, the whole truth, frankly and boldly. Nor need we shrink from honestly facing conditions in our country today. This great Nation will endure as it has endured, will revive and will prosper. So, first of all, let me assert my firm belief that the only thing we have to fear is fear itself—nameless, unreasoning, unjustified terror which paralyzes needed efforts to convert retreat into advance. In every dark hour of our national life a leadership of frankness and vigor has met with that understanding and support of the people themselves which is essential to victory. I am convinced that you will again give that support to leadership in these critical days.

A true leader is the one who leaves memorable footprints of nobility. A leader who is decisive enough and have all the guts to take bold and frank decisions regardless of the oppositions and the temporal adverse effect of such decision on the masses, knowing that in the end, the fruits of such decision will be sweeter enough to put joy on the faces of the masses and they shall remember such noble footprints and ponder in humility.

Nothing so much marks a man as bold imaginative expressions,” Ralph Waldo Emerson wrote in his diary, speaking of Socrates and the golden sayings of Pythagoras: “A complete statement in the imaginative form of an important truth arrests attention and is respected and remembered.” Such oratory “will make the reputation of a man.” The way Lincoln had learned to use language, the collective story he told, and the depth of his conviction marked a turning point in his reputation as both a man and a leader.

The admiral was famously unflappable, but found the attack on Pearl Harbor a shattering experience. Spruance revealed this only to his wife and daughter, then waited anxiously for Admiral Chester Nimitz to take over as CincPac—Commander in Chief Pacific Fleet. After the obscenity at Pearl, America’s Pacific Fleet leadership was demoralized. Spruance sensed that Nimitz would inject some sorely needed fighting spirit, and he was right. Nimitz proved bold, aggressive, confident. Energized, the Pacific fleet began to sortie out and fight back. Spruance was elated.

So don't look over your shoulder or let fear and anxiety rule you. Go for broke. Let passion blaze your trail. Look ahead and pursue the dream that fits who you are as a person and a manager. Learn what you can, but don't get bogged down--in today's world, there's so much to know that learning can actually take the place of action and hold you back. Learn enough, then trust your gut and act. Be bold--or crazy--enough not to hold back. Take advantage of the freedom to be your own person. When the game is over, regardless of the score, you'll revel in what you've done.

It [spiritual authority and leadership] is not won by promotion, but my many prayers and tears. It is attained by confession of sin, and much heart-searching and humbling before God; by self-surrender, a courageous sacrifice of every idol, a bold uncomplaining embrace of the cross, and by eternally looking unto Jesus crucified. It is not gained by seeking great things for ourselves, but like Paul, by counting those things that are gain to us as loss for Christ. This is a great price, but it must be paid by the leader whose power is recognized and felt in heaven, on earth, and in hell.

Here are the commons symptoms that result from micromanagement: 1. The team shows a lack of initiative. Members will not take action unless directed. 2. The team does not seek solutions to problems; instead, its members sit and wait to be told about a solution. 3. Even in an emergency, a team that is being micromanaged will not mobilize and take action. 4. Bold and aggressive action becomes rare. 5. Creativity grinds to a halt. 6. The team tends to stay inside their own silo; not stepping out to coordinate efforts with other departments or divisions for fear of overstepping their bounds. 7. An overall sense of passivity and failure to react.

In a land where there are no musicians; in a land where there are no storytellers, teachers, and poets; in a land where there are no men and women of vision and leadership; in a land where there are no legends, saints, and champions; in a land where there are no dreamers, the people will most certainly perish. But you and I, we are the music makers; we are the storytellers, teachers, and poets; we are the men and women of vision and leadership; we are the legends, the saints, and the champions; and we are the dreamers of the dreams. Let us sit with God for a few minutes each day and dream with him, and with the vision he places in our hearts, go out into the world with a contagious love that cannot be ignored. Be bold. Be Catholic. When the Catholic faith is actually lived it is incredible potent.

The former South African archbishop Desmond Tutu used to famously say, “We are prisoners of hope.” Such a statement might be taken as merely rhetorical or even eccentric if you hadn’t seen Bishop Tutu stare down the notorious South African Security Police when they broke into the Cathedral of St. George’s during his sermon at an ecumenical service. I was there and have preached about the dramatic story of his response more times than I can count. The incident taught me more about the power of hope than any other moment of my life. Desmond Tutu stopped preaching and just looked at the intruders as they lined the walls of his cathedral, wielding writing pads and tape recorders to record whatever he said and thereby threatening him with consequences for any bold prophetic utterances. They had already arrested Tutu and other church leaders just a few weeks before and kept them in jail for several days to make both a statement and a point: Religious leaders who take on leadership roles in the struggle against apartheid will be treated like any other opponents of the Pretoria regime. After meeting their eyes with his in a steely gaze, the church leader acknowledged their power (“You are powerful, very powerful”) but reminded them that he served a higher power greater than their political authority (“But I serve a God who cannot be mocked!”). Then, in the most extraordinary challenge to political tyranny I have ever witnessed, Archbishop Desmond Tutu told the representatives of South African apartheid, “Since you have already lost, I invite you today to come and join the winning side!” He said it with a smile on his face and enticing warmth in his invitation, but with a clarity and a boldness that took everyone’s breath away. The congregation’s response was electric. The crowd was literally transformed by the bishop’s challenge to power. From a cowering fear of the heavily armed security forces that surrounded the cathedral and greatly outnumbered the band of worshipers, we literally leaped to our feet, shouted the praises of God and began…dancing. (What is it about dancing that enacts and embodies the spirit of hope?) We danced out of the cathedral to meet the awaiting police and military forces of apartheid who hardly expected a confrontation with dancing worshipers. Not knowing what else to do, they backed up to provide the space for the people of faith to dance for freedom in the streets of South Africa.

Nor did the Antarctic represent to Shackleton merely the grubby means to a financial end. In a very real sense he needed it—something so enormous, so demanding, that it provided a touchstone for his monstrous ego and implacable drive. In ordinary situations, Shackleton's tremendous capacity for boldness and daring found almost nothing worthy of its pulling power; he was a Percheron draft horse harnessed to a child's wagon cart. But in the Antarctic—here was a burden which challenged every atom of his strength. Thus, while Shackleton was undeniably out of place, even inept, in a great many everyday situations, he had a talent—a genius, even—that he shared with only a handful of men throughout history—genuine leadership. He was, as one of his men put it, "the greatest leader that ever came on God's earth, bar none.

If Bezos took one leadership principle most to heart—which would also come to define the next half decade at Amazon—it was principal #8, “think big”: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. In 2010, Amazon was a successful online retailer, a nascent cloud provider, and a pioneer in digital reading. But Bezos envisioned it as much more. His shareholder letter that year was a paean to the esoteric computer science disciplines of artificial intelligence and machine learning that Amazon was just beginning to explore. It opened by citing a list of impossibly obscure terms such as “naïve Bayesian estimators,” “gossip protocols,” and “data sharding.” Bezos wrote: “Invention is in our DNA and technology is the fundamental tool we wield to evolve and improve every aspect of the experience we provide our customers.

Hoover was deeply respected by both parties. In 1928, the Republicans nominated him for president. In his acceptance speech, delivered at the height of prosperity, Hoover proclaimed that Americans were “nearer to the final triumph over poverty than ever before in the history of any land.” His profound belief in individualism, voluntarism, and the fundamental strength of the American economy blinded him from realizing, until too late, that government had to exert a primary role in helping people through what was fast becoming the worst Depression the country had ever known. At the slightest uptick in the stock market, Hoover believed and summarily proclaimed that the worst was over. When the economy continued to flounder, he came under blistering assault. Still, he would not admit that voluntary activities had failed. He adopted a bunker mentality, refusing to countenance the worsening situation. By contrast, Roosevelt had adapted all his life to changing circumstances. The routine of his placid childhood had been disrupted forever by his father’s heart attack and eventual death. Told he would never walk again, he had experimented with one method after another to improve his mobility. So now, as Roosevelt campaigned for the presidency, he built on his own long encounter with adversity: “The country needs and, unless I mistake its temper, the country demands bold, persistent experimentation. It is common sense to take a method and try it: If it fails, admit it frankly and try another. But above all, try something.

Changes that appear turbulent to organizations that rely heavily on planning may appear normal to, even welcomed by, those who prefer a more visionary or learning approach. Put more boldly, if you have no vision but only formal plans, then every unpredicted change in the environment makes you feel like the sky is falling. —Henry Mintzberg

The Queen sets the tone. What a wonderful beautiful domino effect that her stance on acceptance will have. As the leader of a society she just boldly conveyed that it's okay to accept people where they are.

For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

Individuals matter. Leadership matters. A different American president might have adopted a more cautious approach to engagement with this communist leader. Reagan, however, dared to be bold.

You have that special spark. The spark that shows your boss that you love what you are doing and are driven to take on more responsibility. It’s an undeniable, beautiful spark. I want you to boldly and fearlessly show that ambitious spark. To everyone. To the universe.

Success is achieved by having integrity for a craft, a force for change, and, most of all, boldness to be honorable.

Take away your eyes from your past failures, current limitations, and future fears. Be hopeful, believe in yourself, be bold, and move on...

In 1984, West Point conducted a survey of 23,000 company-and field-grade officers to determine their current perceptions of the organization’s leadership. Nearly 49 percent of the surveyed officers responded that, “the bold, original, creative officer cannot survive in today’s Army.”[106] Gen. Donald Starry, DePuy’s successor at TRADOC, concurred with these leaders and started to rollback DePuy’s mechanical approach to the training and employment of the forces that emphasized firepower over maneuverability.[107]

Thought Leadership “Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future” Book by Ashlee Vance “Take risks now and do something bold. You won’t regret it.” - Elon Musk (CEO of SpaceX and Tesla) #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business

Thought Leadership “The Keys To Success” Book by Jim Rohn “The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.” - Jim Rohn (Entrepreneur) #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business

Now more than ever, we need people with the qualities Walt had: optimism, imagination, creativity, leadership, integrity, courage, boldness, perseverance, commitment to excellence, reverence for the past, hope for tomorrow and faith in God. How

Your company culture is made up of the family rules of your business that establish consistent expectations among all.

When you create a company culture, you are drawing your lines in the sand for you, first & then for anyone else who does business with you.