Bulls Leadership Quotes

I'm accustomed to being top man. I been a bull goose catskinner for every gyppo logging operation in the Northwest and bull goose gambler all the way from Korea, was even bull goose pea weeder on that pea farm at Pendleton -- so I figure if I'm bound to be a loony, then I'm bound to be a stompdown dadgum good one.

Leadership is much more than hitting the bull’s eye. There is a large human component in leadership behaviour Young managers have to explore hitting deeper chords in human nature rather than just hitting targets.

To those inclined to defend Trump, they might consider how it would have looked if President Obama had called the FBI director to a one-on-one dinner during an investigation of senior officials in his administration, then discussed his job security, and then said he expected loyalty. There would undoubtedly be people appearing on Fox News calling for Obama’s impeachment in an instant. This, of course, was not something I could ever conceive of Obama doing, or George W. Bush, for that matter. To my mind, the demand was like Sammy the Bull’s Cosa Nostra induction ceremony—with Trump, in the role of the family boss, asking me if I have what it takes to be a “made man.” I did not, and would never.

we have much to learn from the struggles in Alabama and Mississippi in the early 1960s. In the spring of 1963 the Southern Christian Leadership Conference led by Dr. King launched a “fill the jails” campaign to desegregate downtown department stores and schools in Birmingham. But few local blacks were coming forward. Black adults were afraid of losing their jobs, local black preachers were reluctant to accept the leadership of an “Outsider,” and city police commissioner Bull Connor had everyone intimidated. Facing a major defeat, King was persuaded by his aide, James Bevel, to allow any child old enough to belong to a church to march. So on D-day, May 2, before the eyes of the whole nation, thousands of schoolchildren, many of them first graders, joined the movement and were beaten, fire-hosed, attacked by police dogs, and herded off to jail in paddy wagons and school buses. The result was what has been called the “Children’s Miracle.” Inspired and shamed into action, thousands of adults rushed to join the movement. All over the country rallies were called to express outrage against Bull Connor’s brutality. Locally, the power structure was forced to desegregate lunch counters and dressing rooms in downtown stores, hire blacks to work downtown, and begin desegregating the schools. Nationally, the Kennedy administration, which had been trying not to alienate white Dixiecrat voters, was forced to begin drafting civil rights legislation as the only way to forestall more Birminghams. The next year as part of Mississippi Freedom Summer, activists created Freedom Schools because the existing school system (like ours today) had been organized to produce subjects, not citizens. People in the community, both children and adults, needed to be empowered to exercise their civil and voting rights. A mental revolution was needed. To bring it about, reading, writing, and speaking skills were taught through discussions of black history, the power structure, and building a movement. Everyone took this revolutionary civics course, then chose from more academic subjects such as algebra and chemistry. All over Mississippi, in church basements and parish halls, on shady lawns and in abandoned buildings, volunteer teachers empowered thousands of children and adults through this community curriculum. The Freedom Schools of 1964 demonstrated that when Education involves young people in making community changes that matter to them, when it gives meaning to their lives in the present instead of preparing them only to make a living in the future, young people begin to believe in themselves and to dream of the future.

During the silence that followed, I didn’t move, speak, or change my facial expression in any way. The president of the United States just demanded the FBI director’s loyalty. This was surreal. To those inclined to defend Trump, they might consider how it would have looked if President Obama had called the FBI director to a one-on-one dinner during an investigation of senior officials in his administration, then discussed his job security, and then said he expected loyalty. There would undoubtedly be people appearing on Fox News calling for Obama’s impeachment in an instant. This, of course, was not something I could ever conceive of Obama doing, or George W. Bush, for that matter. To my mind, the demand was like Sammy the Bull’s Cosa Nostra induction ceremony—with Trump, in the role of the family boss, asking me if I have what it takes to be a “made man.” I did not, and would never. I was determined not to give the president any hint of assent to this demand, so I gave silence instead. We looked at each other for what seemed an eternity, but was maybe two seconds or so. I stared again at the soft white pouches under his expressionless blue eyes. I remember thinking in that moment that the president doesn’t understand the FBI’s role in American life or care about what the people there spent forty years building. Not at all.

Heracles was the strongest man who ever lived. No human, and almost no immortal creature, ever subdued him physically. With uncomplaining patience he bore the trials and catastrophes that were heaped upon him in his turbulent lifetime. With his strength came, as we have seen, a clumsiness which, allied to his apocalyptic bursts of temper, could cause death or injury to anyone who got in the way. Where others were cunning and clever, he was direct and simple. Where they planned ahead he blundered in, swinging his club and roaring like a bull. Mostly these shortcomings were more endearing than alienating. He was not, as the duping Atlas and the manipulation of Hades showed, entirely without that quality of sense, gumption and practical imagination that the Greeks called 'nous'. He possessed saving graces that more than made up for his exasperating faults. His sympathy for others and willingness to help those in distress was bottomless, as were the sorrow and shame that overcame him when he made mistakes and people got hurt. He proved himself prepared to sacrifice his own happiness for years at a stretch in order to make amends for the (usually unintentional) harm he caused. His childishness, therefore, was offset by a childlike lack of guile or pretence as well as a quality that is often overlooked when we catalogue the virtues: fortitude -the capacity to endure without complaint. For all his life he was persecuted, plagued and tormented by a cruel, malicious and remorseless deity pursuing a vendetta which punished him for a crime for which he could be in no way held responsible- his birth. No labour was more Heraclean than the labour of being Heracles. In his uncomplaining life of pain and persistence, in his compassion and desire to do the right thing, he showed, as the American classicist and mythographer Edith Hamilton put it, 'greatness of soul'. Heracles may not have possessed the pert agility and charm of Perseus and Bellerophon, the intellect of Oedipus, the talent for leadership of Jason or the wit and imagination of Theseus, but he had a feeling heart that was stronger and warmer than any of theirs.

Consciously or unconsciously, you may choose to delay by burying yourself in other work or fool yourself into believing that the time isn’t ripe to make the call. The result is what leadership thinkers have termed work avoidance: the tendency to avoid taking the bull by the horns, which results in tough problems becoming even tougher.1

No one could know that this moment of triumph was to be a bittersweet coda. Kennedy thanked the march leaders—and Bull Connor—for making it all possible. Then the president turned to King, extended his hand, and whispered, “I have a dream.

You can't fake a great steak nor can you convince a raging bull to give you a easy eight second ride.

Red Bull is another case. In America and Europe, Red Bull invented the ‘energy drink’ category. All attempts by the Coca-Cola Corporation and other soft-drink makers to compete with Red Bull have failed. Energy drinks are a separate niche and Red Bull is a valuable star. There is another clue as to whether or not a niche market is viable, and it is simply this: is the niche highly profitable? Does it generate a lot of cash? Leadership in a niche is not valuable unless, sooner or later, the niche is very profitable and gushes out cash. For sure, if your product is very good and you give it away, you can attain leadership in a niche. Free newspapers, for example. But unless you have some other way of taking in cash - through advertising in this case - your niche business will be unprofitable and gobble up cash. It follows that you can tell whether or not niche leadership really exists by seeing whether the niche leader is very profitable and cash-positive. If not, there is a kind of theoretical niche leadership, but the niche has little or no practical value. It will never qualify as a star business. Is Dr Pepper’s niche leadership valuable? Is Red Bull’s? You bet!

Hush,” said January. “We may be old, but we’re not silly. Satan is a catchall term. It gives identity to our theory of a centralized leadership. Call him what you want, a maximum leader, a caudillo. A Genghis Khan or Sitting Bull. Or a council of wise men, or warlords. The concept is sound. Logical.

Bull in a China Shop The metaphor “bull in a china shop” appropriately describes how a clumsy (or socially awkward) person can sometimes find themselves in a quite delicate position. Have you ever been in a social situation where it was prudent to bite your tongue, smile and nod, choose your words carefully, or remain silent all together? One in which, if you didn’t—it could cause damage?” “You can be a bull. And you can be in the china shop. But, just don’t break anything! Even the biggest, baddest, most boorish bull can skate carefully through a china shop with dignity and grace if he exercises mindfulness and consideration.

The Executive Leadership Assessment (results) quickly devolved into arguments about the ways in which Disney management did or did not function as a team, which pretty much proved the consultant’s point: that Disney’s top-tier executives, under Michael Eisner’s governance, does not make a good team; They don’t qualify as "a team," much less a group. Later, Eisner dismissed the whole experiment as a waste of time. Away from Eisner, several of the participants later conceded the issue. ‘What Michael likes is to put six pit bulls together and see which five die,’ one said.

As I mentioned in the first chapter, management experts Dave Logan, John King, and Halee Fischer-Wright describe five stages of tribal development in their book, Tribal Leadership. My goal in my first year as head coach was to transform the Bulls from a stage 3 team of lone warriors committed to their own individual success (“I’m great and you’re not”) to a stage 4 team in which the dedication to the We overtakes the emphasis on the Me (“We’re great and you’re not”).

This Tribal Leader makes it clear that violating rules has consequences and that he will enforce them—and we’ve seen him follow the adage on his wall with such unwavering conviction and resolution that it has shocked people around him. Sample has done the same, as have hundreds of other Tribal Leaders we’ve met. Glen Esnard, a Tribal Leader whom we’ll meet in Chapter 8, told us, “You have to publicly execute people who disobey the rules, otherwise everyone thinks you don’t mean what you say, and then there’s no leadership, only bulls---.” What Machiavelli refers to as atrocities, Sample calls “decisions you have to make for the good of the institution.” Glen,

Gladiator” is not merely a title reserved for those in the rodeo arena of bull riding. Being a gladiator is a state of mind, an attitude that anyone can embody. It is about having the confidence to shut out the skeptics and the courage to step into your own personal arena, whatever that may be, giving everything you have without holding back.

America, the richest nation in the world, indeed the richest in all history—its 125 million people possessed more real wealth and real income, per person and in total, than the people of any other country—was now paying the price for accepting too many get-rich-quick schemes, the damaging duels fought between bulls and bears, pool operations and manipulations, buying on overly slim margins securities of low and even fraudulent quality. The indecisive and sometimes misleading leadership from the business and political world had contributed to the nationwide stampede to unload.

It is nothing new that there is a lot of money to be made in religion. The sixth-century Quraysh knew this as well as any modern televangelist. In the equivalent of a Wall Street bull market, the elite of Mecca ran the city as a kind of oligarchy, with power in the hands of the wealthy few. Access was always mediated, and always for a fee. Selling the special ihram clothing was part of the business of pilgrimage, as was the provision of water and food for the pilgrims, and the sale of fodder for their camels and donkeys and horses. Which clans controlled which franchises was determined by the Quraysh leadership, who essentially parceled out monopolies (Muhammad’s own clan, the Hashims, held the one on providing water, thanks to Abd al-Muttalib’s ownership of the treasured Zamzam well). Every aspect of the pilgrimage had been carefully calculated down to the last gram of silver or gold or its equivalent in trade. Fees for the right to set up a tent, for entry to the Kaaba precinct, for the officials who cast arrows in front of Hubal or cut the throats of sacrificial animals and divided up the meat—all these and more were predetermined, and to the sole profit of the Quraysh. Their business was faith, and their faith was in business.

Americans believe that the bottom line isn't everything, it's the only thing, and America is strangling on that lack of vision."13 Bennis also noted, "It isn't either a bull or a bear market anymore, it's a pig market."14

Are these not the phrases you hear kids declaring? Whenever you hear yourself using these words and/ or phrases, you are in the meadow of a million bulls! To recreate one's life as extraordinary is to acknowledge failing as healthy. Failing is an integral element in the art of being unbeatable. It is also a secret. The more comfortable you become at failing, the less time you'll need to recover. The faster you recover from each failure, the faster you'll be able to RE-create your life to be extraordinary. If you are uncomfortable with this idea, no doubt you are someone who is interested in winning all the time. If winning is all that interests you, I suggest you find a game of which you are currently proficient and keep playing it. This will ensure that you will constantly win.