Burden Of Leadership Quotes

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That's the burden of leadership, Logan: making the choice when none of the choices are good.
Brent Weeks (Beyond the Shadows (Night Angel, #3))
He said, one time, that no true leader burdened his followers with a greater load than they could carry, and no true leader sets too fast a pace for his follows to keep up.
Malcolm X (The Autobiography of Malcolm X)
You cannot be as E-ffective when you are IN-fected.
Johnnie Dent Jr.
Leadership is not about being appreciated; it is about responsibility. It does not matter that the burden is heavy; it matters that you carry it.
Master Splinter
The world won't be loyal and burden itself to those who are having one skill and talent any longer. Make yourself useful and indispensable...
Assegid Habtewold (The 9 Cardinal Building Blocks: For continued success in leadership)
Although leaders and followers are closely linked, it is the leader who often initiates the relationship, creates the communication linkages, and carries the burden for maintaining the relationship.
Peter Northouse
We want character but without unyielding conviction; we want strong morality, but without the emotional burden of guilt or shame; we want virtue but without particular moral justifications that invariably offend; we want good without having to name evil; we want decency without the moral authority to insist upon it; we want moral community without any limitations to personal freedom. In short, we want what we cannot have on the terms that we want it.
R. Albert Mohler Jr. (The Conviction to Lead: 25 Principles for Leadership That Matters)
Your leader is only one man,” I heard my voice say. “His strength is no more supernatural than your own, nor is his virtue, and by himself he could never preserve the good things that belong by right to everyone. To govern well, he must have your help—the help of his true, trustworthy friends. You must forever be worthy of his trust, and you must raise up true friends of your own, to help you carry your own burdens. And it is love that must bind all of us together.
Xenophon (Cyrus the Great: The Arts of Leadership and War)
The reality is that the American people have no desire for an empire. This is not to say that they don't want the benefits, both economic and strategic. It simply means that they don't want to pay the price. Economically, Americans want the growth potential of open markets but not the pains. Politically, they want to have an enormous influence, but not the resentment of the world. Military, they want to be protected from dangers but not to bear the burdens of long-term strategy.
George Friedman (The Next Decade: What the World Will Look Like)
we must not give way to a lust for plunder until the enemy is completely scattered. The man who’s too quick to plunder is no longer a man. He turns himself into a beast of burden and ought to be treated like a traitor.
Xenophon (Cyrus the Great: The Arts of Leadership and War)
The modern church encourages African-American women to keep others’ vineyards, while neglecting their own, in two ways: by venerating Black women’s performance of strength and depending upon women’s labor and financial support to maintain the church, without providing equal opportunity for Black women to exercise their gifts in ministerial leadership; and by distorting Scripture in a way that encourages suffering and self-sacrifice among Black women.
Chanequa Walker-Barnes (Too Heavy a Yoke: Black Women and the Burden of Strength)
Missional leaders not only feel the burden of God's mission but they also act on the burden and act upon it sacrificially. Leading a missional church is not for the faint of heart. It takes courage to push yourself beyond your comfort zone and to lead the church beyond it personal limits. Brokenness, inner turmoil and sacrifice will always be part of the missional leader's life.
Gary Rohrmayer (Next Steps For Leading a Missional Church)
Worship is God's gift of grace to us before it's our offering to God. We simply benefit from the perfect offering of the Son to the Father through the power of the Spirit (Ephesians 2:18). Worship is our humble, constant, appropriate, glad response to God's self-revelation and his enabling invitation. Apart from this perspective, leading worship can become self-motivated and self-exalting. We can become burdened by the responsibility to lead others and can think that we might not be able to deliver the goods. We subtly take pride in our worship, our singing, our playing, our planning, our performance, our leadership. Ultimately we separate ourselves from the God who drew us to worship him in the first place. That's why biblical worship is God-focused (God is clearly seen), God-centered (God is clearly the priority), and God-exalting (God is clearly honored). Gathering to praise God can't be a means to some "greater" end, such as church growth, evangelism, or personal ministry. God isn't a genie we summon by rubbing the bottle called "worship." He doesn't exist to help us get where we really want to go. God is where we want to go. So God's glory is the end of our worship, and not simply a means to something else. In the midst of a culture that glorifies our pitiful accomplishments in countless ways, we gather each week to proclaim God's wondrous deeds and to glory in his supreme value. He is holy, holy, holy. There is no one, and nothing, like the Lord.
Bob Kauflin (Worship Matters: Leading Others to Encounter the Greatness of God)
Whoever wishes to become great among you must be your servant” (Mark 10:44). By the way, it is dreadful to see this recommended as only another technique for succeeding in leadership. Jesus wasn’t giving techniques for successful leadership. He was telling us who the great person is. He or she is the one who is servant of all. Being a servant shifts one’s relationship to everyone. What do you think it would do to sexual temptation if you thought of yourself as a servant? What do you think it would do to covetousness? What do you think it would do to the feeling of resentment because you didn’t get what you thought you deserved? I’ll tell you. It will lift the burden.
Dallas Willard (The Great Omission: Reclaiming Jesus’s Essential Teachings on Discipleship)
Respecting indigenous leadership is not the same as waiting around to be told what to do while you do nothing. "I am waiting to be told exactly what to do do" should not be an excuse for inaction, and seeking guidance must be weighed against the possibility of further burdening indigenous people with questions. The appropriate line between being too interventionist and being paralyzed will be aided by a willingness to decenter oneself, and learning and acting from a place of responsibility rather than guilt. Original blog post: Unsettling America: Decolonization in Theory and Practice. Quoted In: Decolonize Together: Moving beyond a Politics of Solidarity toward a Practice of Decolonization. Taking Sides.
Harsha Walia
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.
Alfred Lansing (Endurance: Shackleton's Incredible Voyage)
For a patrimonial state to be stable over time, it is best ruled with consent, at least with consent from the largest minority, if not from the majority. Instinctive obedience must be the norm, otherwise too much effort needs to be put into suppressing disaffection for the regime's wider aims to be achievable. Consent is, however, not always easy to obtain. The collective view of most societies is rather conservative: in the main people prefer to see the social arrangements of their youth perpetuated into their old age; they prefer that things be done in the time-honoured way; they are suspicious of novelty and resistant to change. Thus when radical action must be taken, for whatever reason, a great burden falls on the ruler, the father-figure, who has to overcome this social inertia and persuade his subjects to follow his lead. In order that his will shall prevail, he needs to generate huge respect, preferably adulation, and if at all possible sheer awe among his people.
Paul Kriwaczek (Babylon: Mesopotamia and the Birth of Civilization)
Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.
Robert O. Paxton (The Anatomy of Fascism)
Passivity is one of the main enemies of biblical masculinity and it’s most obvious where it’s needed most. It’s a pattern of waiting on the sidelines until you’re specifically asked to step in. Even worse than that, it can be a pattern of trying to duck out of responsibilities or to run away from challenges. Men who think conflict should be avoided, or who refuse to engage with those who would harm the body of Christ or their family, not only model passivity but fail in their responsibilities as protectors. Running to the battle means routinely taking a step toward the challenge — not away from it. Instead of running and hiding, it means running into the burning building or into any other situation that requires courage and/or strength. It means having a burden of awareness and consistently asking yourself, “Is there any testosterone needed in this situation?” That doesn’t mean being a fool who just rushes in, but simply being a leader with the instinct to go where the need is. So show leadership, protection and provision in your family, work, church, and community by consistently moving toward the action. Demonstrate your availability by consistently asking those you encounter, “Do you need anything?” Watch for needs and challenges in whatever situation you’re in and cultivate a habit of running to the battle. Keep your head Whether it was a bear attacking his sheep, Goliath looming in the distance, Saul hurling a spear at him or any other crisis David faced, he moved toward the action with calm resolve. He didn’t panic. He was a man of action and engagement. When there is a crisis, leaders don’t panic. Crisis reveals character and capacity. This is the point when true leaders are distinguished from others. So keep your head. Be anxious for nothing (Phil 4:6-7). Time is wasted while you panic. Just step forward. Be unflappable and resilient.
Randy Stinson (A Guide To Biblical Manhood)
A harsh word breaks the heart. A kind word can sooth the savage beast. A word never spoken can bury a burden or save a relationship.
J. Loren Norris
God creates man and woman to cherish their shared equality while complementing their various differences..Most people view marriage as a means of self-fulfillment accompanied by sexual satisfaction..The husband is the head of his wife? Wives should submit to their husbands? Are you serious?.In our limited understanding, we hear [these] words and we recoil in disgust..As soon as we hear the word submission alongside the previous picture of headship, we immediately think in terms of inferiority and superiority, subordination and domination..God made clear from the start that men and women are equal in dignity, value and worth..[submission] means to yield to another in love..The three persons of the Trinity are equally diving..Yet the Son submits to the Father..this doesn't mean that God the Father is dominating and that God the Son is cruelly forced into compulsory subordination. Rather, the Son gladly submits to the Father in the context of close relationship..submission is not a burden to bear..Onlookers will observe a wife joyfully and continually experiencing her husband's sacrificial love for her..the world will realize that following Christ is not a matter of duty. Instead, it is a means to full, eternal, and absolute delight..the first sin occurred..as a response to a gender-specific test..the man sits silently by-- like a wimp..the man has the audacity to blame his wife..the first spineless abdication of a man's responsibility to love, serve, protect, and care for his wife..Sure, through a job a man provide[s] for the physical needs of his wife, but..that same job often prevents him from providing for her spiritual, emotional, and relational needs..He never asks how she feels, and he doesn't know what's going on in her heart. He may think he's a man because of his achievements at work and accomplishments in life, but in reality he's acting like a wimp who has abdicated his most important responsibility on earth: the spiritual leadership of his wife..The work of Satan in Genesis 3 is a foundational attack not just upon humanity in general but specifically upon men, women, and marriage..For husbands will waffle back and forth between abdicating their responsibility to love and abusing their authority to lead. Wives, in response, will distrust such love and defy such leadership. In the process they'll completely undercut how Christ's gracious sacrifice on the cross compels glad submission in the church..Headship is not an opportunity for us to control our wives; it is a responsibility to die for them..[Husbands], don't love our wives based upon what we get from them..Husbands, love your wives not because of who they are, but because of who Christ is. He loves them deeply, and our responsibility is to reflect his love..the Bible is not saying a wife is not guilty for sin in her own life. Yet the Bible is saying a husband is responsible for the spiritual care of his wife. When she struggles with sin, or when they struggle in marriage, he is ultimately responsible..If we are harsh with our wives, we will show the world that Christ is cruel with his people..God's Word is subtly yet clearly pointing out that God has created women with a unique need to be loved and men with a unique need to be respected..Might such a wife be buying into the unbiblical lie that respect is based purely upon performance? So wives, see yourselves in a complementary, not competitive, relationship with your husband..we cannot pick and choose where to obey God.
David Platt (A Compassionate Call to Counter Culture in a World of Poverty, Same-Sex Marriage, Racism, Sex Slavery, Immigration, Abortion, Persecution, Orphans and Pornography)
It’s the curse of the leader burdened with knowledge to bear the responsibility of using that knowledge to liberate others.
Starr Z. Davies (Unique (Powers, #2))
If there was one thing she had learned on this trip, it was that leadership was more than titles and giving orders. It was an act of becoming something greater than what one had been before; it was doing things for others, things that they could not do themselves. It was a burden, true, but it refined as much as it hurt.
Brandon Sanderson (White Sand)
prophet in Shiloh.” The reminder that other men also shared the burden of leadership alleviated some of my distress. For years I had imagined myself alone in my task, but if Adonai was also using another man with long plaited hair, maybe the responsibility wasn’t as heavy as I feared.
Angela Elwell Hunt (Delilah: Treacherous Beauty (Dangerous Beauty #3))
In short, we need to learn how to participate from a platform of servanthood rather than power. Let me illustrate. In my fifteen years as a global outreach pastor, I observed two types of North American ministries doing global ministry. The first ministry came together, often in North America, and prayerfully asked God for vision for (as a random example) Argentina and how they should initiate their work in Argentina. After developing their vision, they would go to Argentina to recruit Argentine Christians to join their vision. The recruitment would go something like this: "Jorge, this is our vision for Argentina. Would you join us and help us fulfill our vision-what we believe to be God's vision-for Argentina?" Often Jorge would say yes, especially if the North American mission came fully funded and offered him a decent salary. The second ministry might also develop a burden for a specific country (let's stick with Argentina), but when they went and visited Jorge, their approach was different. They would say, "Jorge, we believe that God has given us a burden for Argentina, but we're here to serve. What is your vision for Argentina? And is there anything in our experiences or resources that you could use to fulfill your vision for your country?" Both ministry approaches could have some success, but the former kept the North Americans on the platform of leadership, often dictating the strategy and funding the vision to the point that local leaders became dependent and failed to look for local, indigenous sources of support. This approach could work, especially if it was well funded. But for leaders like Jorge, it was an outsider's plan imposed on his country. After the funding was gone, these ministries often faltered.
Paul Borthwick (Western Christians in Global Mission: What's the Role of the North American Church?)
Shrieking out his terror, the soldier clawed with puny fingers at the shaggy breast in vain endeavor to push away the grinning jaws. The lion lowered his head, the gaping fangs closed with a single sickening crunch upon the fear-distorted face, and turning strode back across the body of the dead horse dragging his limp and bloody burden with him.
Business and Leadership Publishing (Tarzan of the Apes: the Complete 26 Novels)
Hatred is a burden that can hunt you day by day, robbing you off your personal joy in broad day light.
Israelmore Ayivor (Leaders' Frontpage: Leadership Insights from 21 Martin Luther King Jr. Thoughts)
5. Empower others to act. Leaders seek to empower others and deploy them for action. They seek to remove obstacles that hamper action that is in line with the vision. The rebuilding of the wall was a monumental task that took many people; therefore, it required broadening the base of those committed to the vision. Nehemiah involved many people in the project. He placed people in areas about which they were passionate. For example, several worked on the wall in front of their homes (3:23), likely most burdened for that particular area of the wall. Ministry leaders must empower others to develop leaders. Leadership development must not be only the responsibility of the senior pastor or senior leadership team. Others must be invited to embrace the opportunity to invest their lives in creating and commissioning leaders. 6. Generate short-term wins. Change theorist William Bridges stated, “Quick successes reassure the believers, convince the doubters, and confound the critics.”7 Leaders are wise to secure early wins to leverage momentum. Nehemiah and those rebuilding the wall faced immediate and constant ridicule and opposition; therefore, it was necessary for Nehemiah to utilize short-term wins to maintain momentum. After the initial wave of criticism, Nehemiah noted that the wall was halfway complete (4:6). The reality of the progress created enough energy to overcome the onslaught of negativity. Ministry leaders can create short-term wins by beginning with a few people, by inviting others to be developed. As leaders are discipled, people in the church will take notice. People will begin to see that the church does more than produce programs and events.
Eric Geiger (Designed to Lead: The Church and Leadership Development)
Hunter’s insight should serve as a lesson in why moral confusion will not work: We want character but without unyielding conviction; we want strong morality, but without the emotional burden of guilt or shame; we want virtue but without particular moral justifications that invariably offend; we want good without having to name evil; we want decency without the moral authority to insist upon it; we want moral community without any limitations to personal freedom. In short, we want what we cannot have on the terms that we want it.
R. Albert Mohler Jr. (The Conviction to Lead: 25 Principles for Leadership That Matters)
I give you a life with the wisdom and strength to carry the burden of leadership. It will weigh heavy, but remember that every problem is nothing more than a challenge to be overcome.
Erin Hunter (Mistystar's Omen (Warriors Novellas))
The year 1944 was the year of the greatest burdens in this mighty struggle. It was a year that again proved conclusively that the bourgeois social order is no longer capable of braving the storms of the present or of the coming age. State after state that does not find its way to a truly social reorganization will go down the path to chaos. The liberal age is a thing of the past. The belief that you can counter this invasion of the people by parliamentary-democratic half-measures is childish and just as naive as Metternich’s methods when the national drives for unification were making their way through the nineteenth century. The lack of a truly social, new form of life results in the lack of the mental will to resist not only in the nations but also in the lack of the moral power of resistance of their leaders. In all countries we see that the attempted renaissance of a democracy has proved fruitless. The confused tangle of political dilettantes and military politicians of a bygone bourgeois world who order each other around is, with deadly certainty, preparing for a plunge into chaos and, insofar as Europe is concerned, into an economic and ethnic catastrophe. And, after all, one thing has already been proved: this most densely populated continent in the world will either have to live with an order that gives the greatest consideration to individual abilities, guarantees the greatest accomplishments, and, by taming all egotistical drives, prevents their excesses, or states such as we have in central and western Europe will prove unfit for life, which means that their nations are thereby doomed to perish! In this manner-following the example of royal Italy-Finland, Romania, Bulgaria, and Hungary collapsed during this year. This collapse is primarily the result of the cowardice and lack of resolve of their leaders. They and their actions can be understood only in light of the corrupt and socially amoral atmosphere of the bourgeois world. The hatred which many statesmen, especially in these countries, express for the present German Reich is nothing other than the voice of a guilty conscience, an expression of an inferiority complex in view of our organization of a human community that is suspicious to them because we successfully pursue goals that again do not correspond to their own narrow economic egotism and their resulting political shortsightedness. For us, my German Volksgenossen, this, however, represents a new obligation to recognize ever more clearly that the existence or nonexistence of a German future depends on the uncompromising organization of our Volksstaat, that all the sacrifices which our Volk must make are conceivable only under the condition of a social order which clears away all privileges and thereby makes the entire Volk not only bear the same duties but also possess the same vital rights. Above all, it must mercilessly destroy the social phantoms of a bygone era. In their stead, it must place the most valuable reality there is, namely the Volk, the masses which, tied together by the same blood, essence, and experiences of a long history, owe their origin as an individual existence not to an earthly arbitrariness but to the inscrutable will of the Almighty. The insight into the moral value of our conviction and the resulting objectives of our struggle for life give us and, above all, give me the strength to continue to wage this fight in the most difficult hours with the strongest faith and with an unshakable confidence. In such hours, this conviction also ties the Volk to its leadership. It assured the unanimous approval of the appeal that I was forced to direct to the German Volk in a particularly urgent way this year. New Year’s Proclamation to the National Socialists and Party Comrades Fuhrer Headquarters, January 1, 1945
Adolf Hitler (Collection of Speeches: 1922-1945)
In eight areas of your life you have the power to be guided by your soul: thoughts, emotions, perception, personal relationships, social role, environment, speech, and the body. In all of these areas your behavior affects the people you lead. If you evolve, so will they. Leading from the soul means that evolution is your top priority. You never act in such a way as to lower the self-esteem of others. You examine your underlying beliefs and modify them as new opportunities for growth reveal themselves. Because evolution is an unstoppable force in the universe, you draw upon invisible powers. Therefore being responsible is no longer a burden. It rests lightly on you as long as you continue to grow.
Deepak Chopra (The Soul of Leadership: Unlocking Your Potential for Greatness)
In the midst of a crisis, every leader has to shoulder the two sets of burdens that Lincoln did. He or she has to manage the turbulence itself—fight the war, turn the company around, or save the teenager who has turned to drugs. At the same time, he or she has to define what the crisis means and why it is worth navigating, solving, or reversing—first for him- or herself, and then for all the other people involved.
Nancy F. Koehn (Forged in Crisis: The Power of Courageous Leadership in Turbulent Times)
By this time, around 0745, unknown others were doing the same, whether NCOs or junior officers or, in some cases, privates. Staying on the beach meant certain death; retreat was not possible; someone had to lead; men took the burden on themselves and did. Bingham put it this way: “The individual and small-unit initiative carried the day. Very little, if any, credit can be accorded company, battalion, or regimental commanders for their tactical prowess and/or their coordination of the action.
Stephen E. Ambrose
There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73
Francis Fukuyama (Trust: Human Nature and the Reconstitution of Social Order)
Jimmy and Grace returned to Detroit in late August, in time to participate in the final work to relaunch Correspondence. On September 21–22 the organization held a national convention in Detroit attended by the full membership across the country, just as they had done with the initial founding of the paper. During the convention Jimmy and Lyman were elected as the cochairmen of the organization. 77 This reflected a solidification of Jimmy’s leadership of the organization. In title Jimmy and Lyman shared responsibility, but in practice, with Jimmy there in Detroit and Lyman in Los Angeles, “90% of the burden of national leadership rest[ ed] with” Jimmy, as Glaberman described the situation. In a letter to C. L. R., Glaberman reported that Jimmy had been “the key figure in the convention” and “he remains that today. He consciously and vigorously took over the direction of the organization and his leadership was accepted by everyone.” Given the many activities and spaces in which Jimmy had taken responsibility for building the organization—leading editorial committees and reaching out to workers in his neighborhood and at Chrysler—Glaberman expressed concern that Jimmy not overextend himself: “The organization looks to him to give direction on all these things and he is not very cooperative when any attempt is made to slow him down.” 78
Stephen M. Ward (In Love and Struggle: The Revolutionary Lives of James and Grace Lee Boggs (Justice, Power, and Politics))
One of the burdens of leadership is to say things that are uncomfortable.
Helio Fred Garcia (The Power of Communication: Skills to Build Trust, Inspire Loyalty, and Lead Effectively)
One of the burdens of leadership is to have a very high tolerance for repetition.
Helio Fred Garcia (The Power of Communication: Skills to Build Trust, Inspire Loyalty, and Lead Effectively)
The capacity for leadership is one of the greatest gifts in the universe. But it brings with it a heavy burden. Never forget that.
Peter David (New Frontier: Complete in One Volume (Star Trek: New Frontier #1-4))
If you can feed in the presence of your enemies, if you can be blessed under the weight of burdens, when you praise God in pain, it is preparation for provision.
Patience Johnson (Why Does an Orderly God Allow Disorder)
All of us long for success throughout our lives, but we should long to see greater significance later in life and not see it wasted on our younger years. Success, in and of itself, is a heavy burden to bear; to bear it without a firm foundation of maturity and strong character can lead to great personal destruction. I
Neil Cole (Journeys to Significance: Charting a Leadership Course from the Life of Paul (Jossey-Bass Leadership Network Series))
Burdens grew heavier the higher one ascended in rank. Captains concerned themselves with ships and crews, commodores with squadrons, task force commanders with objectives, and theater commanders with campaigns. The burdens of sailors weighed mostly on the muscles. The weight of leadership was subtler and heavier. It could test the conscience.
James D. Hornfischer (Neptune's Inferno: The U.S. Navy at Guadalcanal)
Leadership and Culture” may seem like a vague or general catch-all phrase. Let me offer some questions to guide you down the path and to set the stage for upcoming chapters on this important first piece of the framework. What does it feel like to be part of your company’s sales team? Is it a high-performance culture? Why do you feel that way? Are team members laser-focused on goals and results? What’s the vibe in the sales department (whether it is local or based remotely)? What does accountability look like on this team? How often, how big, and how loud are victories celebrated? Is the manager leading the team or just reacting to circumstances? Are sales team meetings valuable? Do salespeople leave those meetings better equipped, envisioned, and energized, or drained and discouraged? Do members of the sales team feel supported, valued, and appreciated? Does the existing compensation plan make sense and does it drive the desired behaviors and results? In what ways is the manager putting his or her fingerprints on the team? How much of the sales leader’s time is devoted to non-sales activities and executive and administrative burdens? What’s the level of intensity, passion, and heart-engagement of team members? I don’t believe that anyone would doubt that we can create significant lift in a sales organization by improving the answers to these questions.
Mike Weinberg (Sales Management. Simplified.: The Straight Truth About Getting Exceptional Results from Your Sales Team)
believed it was better to assume the burden of leadership than to drift along in the shadows.
Robert M. Edsel (The Monuments Men: Allied Heroes, Nazi Thieves, And The Greatest Treasure Hunt In History)
Leadership means accepting and bearing the burden of the nation for welfare, leaving personal interests.
Ehsan Sehgal
forgiveness is actually for yourself: until you forgive, you carry the burden and the weight of the grief.
George Kohlrieser (Care to Dare: Unleashing Astonishing Potential Through Secure Base Leadership (J-B Warren Bennis Series))
No president since World War II has contributed more to the militarization of the United States than President Bush,” wrote intelligence expert Melvin A. Goodman in 2013. “Under his leadership from 2001 to 2009, the United States fought two unsuccessful wars, experienced a financial crisis, initiated irreversible tax cuts that burden the US economy and compromised the rule of law at home and abroad. President Bush’s militarization of foreign and national security policy included the creation of an entrenched national security state.
Howard Bryant (Full Dissidence: Notes from an Uneven Playing Field)
I was never burdened by the notion that I was working for a political party that was fundamentally hypocritical on the deficit and economy and one that would proceed to impeach Bill Clinton for lying about sex under the leadership of Speaker Newt Gingrich, who was having an affair with a former House intern himself.
Stuart Stevens (It Was All a Lie: How the Republican Party Became Donald Trump)
You have found your calling when you get to a point in life that you keep having this burden in your heart, that if you fail to pursue that vision, your life will make no meaning.
Benjamin Suulola
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.
Ehsan Sehgal
One barrier could entail time restraint. It does require some time to identify the tasks completed and determine who would be best suited for the task. Also, you must factor in training the individual. Consider this as mentoring or developing the team member. Start thinking of delegation as growth of the individual team member and less of a burden on you.
Cara Bramlett (Servant Leadership Roadmap: Master the 12 Core Competencies of Management Success with Leadership Qualities and Interpersonal Skills (Clinical Minds Leadership ... (Clinical Mind Leadership Development))
And since human system levels are interconnected, Self-leadership at any level helps to heal all levels. We believe that each client who unburdens helps reduce the burden load of the planet, allowing all of us to have a little more access to the Self.
Susan McConnell (Somatic Internal Family Systems Therapy: Awareness, Breath, Resonance, Movement and Touch in Practice)
This troubled planet is a place of most violent contrasts. Those who receive the rewards are totally separated from those who shoulder the burdens. It is not a wise leadership. - Mr. Spock
Margaret Armen (Star Trek 12)
Great leaders make people buy into the vision and are not burdened by it. To have a brilliant vision is one thing but to execute it is completely another thing.
Dr. Lucas D. Shallua
deep-seated issues that are part of our culture and national identity emerged to haunt us: Our obsession with individual liberties, even at the expense of others’ lives and health. Our belief that the country can isolate itself from the rest of the world and rely on our wealth to protect us from global problems. Our increasingly unequal and separate nation, where people like Ahmed shoulder the lion’s share of the risks and burdens. Our health care system, which is inaccessible to many even in normal times. Our diminishment of science and expertise.
Andy Slavitt (Preventable: The Inside Story of How Leadership Failures, Politics, and Selfishness Doomed the U.S. Coronavirus Response)
Workers are begging us to lighten their load, to remove the burdens, the hassles, and the irritants that come with video meetings.
Betty Johnson (Making Virtual Work: How to Build Performance and Relationships)
General Electric was the largest company in the world in 2004, worth a third of a trillion dollars. It had either been first or second each year for the previous decade, capitalism’s shining example of corporate aristocracy. Then everything fell to pieces. The 2008 financial crisis sent GE’s financing division—which supplied more than half the company’s profits—into chaos. It was eventually sold for scrap. Subsequent bets in oil and energy were disasters, resulting in billions in writeoffs. GE stock fell from $40 in 2007 to $7 by 2018. Blame placed on CEO Jeff Immelt—who ran the company since 2001—was immediate and harsh. He was criticized for his leadership, his acquisitions, cutting the dividend, laying off workers and—of course—the plunging stock price. Rightly so: those rewarded with dynastic wealth when times are good hold the burden of responsibility when the tide goes out. He stepped down in 2017. But Immelt said something insightful on his way out. Responding to critics who said his actions were wrong and what he should have done was obvious, Immelt told his successor, “Every job looks easy when you’re not the one doing it.
Morgan Housel (The Psychology of Money: Timeless lessons on wealth, greed, and happiness)