Complementary Leadership Quotes

Acquiring the habit of note-taking is therefore a wonderfully complementary skill to that of listening.

1. Experience: People who have been down the road of life and understand it. 2. Heart for God: People who place God first and uphold His values. 3. Objectivity: People who see the pros and cons of the issues. 4. Love for people: People who love others and value them more than things. 5. Complementary gifts: People who bring diverse gifts to the relationship. 6. Loyalty to the leader: People who truly love and are concerned for the leader. The Maxwell Leadership Bible

The cause of this state of affair is undoubtedly complex. In my Truth, Beauty, and Goodness Reframed (2011), I argue that the challenge to truth comes from three complementary sources: (l) increased knowledge about the wide range of cultures around the globe, many of which hold apparently incompatible views about the world; (2) the postmodern critique of such traditional notions as truth, according to which claims to truth are seen as simple assertions of power; and (3) the human tendency, particularly during adolescence and early adulthood, to adopt relativistic stances (“you’ve got the right to your opinion, just like I have the right to my opinion”). Whatever the relative contributions of these and other factors, it seems clear that leadership becomes more difficult when everyone’s story is considered equally valid, independent of corroborating evidence.

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

Sending resonant signals is also different from merely adding to a cultural echo chamber. That’s because of the unique flavor of your own authority and experience, origins and obstacles. All the why’s you’ve addressed in terms of author, audience, topic and timing. Delineated in these ways, your big, generous idea, located at the edges of the possible, becomes a complementary addition to a rich and harmonic symphony. Complementary yet undeniably distinctive.

A fast way to get a clear understanding of yourself and others is through personality a profile assessment. Many companies and hiring managers administer these tests to ensure that personalities are well matched to positions. They also help build dream teams to optimize the combinations of strengths and complementary qualities among their people.

I think, in the end, we have to say that there should be no discussion of Martin Luther King Jr. without Ella Baker, which is to say they are complementary. These two figures, voices, tendencies in the Black freedom movement, and particularly in the human freedom movement in general, they say something to young people these days in the age of Obama. See, Obama ends up being the worst example of messianic leadership, captured by a vicious system that is oligarchic domestically and imperialistic globally and uses the resonances of this precious freedom struggle as a way of legitimating himself in the eyes of both the Black people and the mainstream Americans, and acting as if as community organizer he has some connection to Ella Baker, which is absurd and ludicrous in light of him running the oligarchic system and being so proud of heading the killing machine of US imperial powers. So that when young people - who now find themselves in an even more desperate situation given the present crisis - think about the legacy of Martin King and legacy of Ella Baker in the age of Obama, it compounds the misunderstandings and misconstructions, and sabotages the intellectual clarity and political will necessary to create the kind of change we need. To use jazz metaphors, what we need would be the expression and articulation of different tempos and different vibrations and different actions and different witnesses, so it's antiphonal; it's call-and-response, and in the call-and-response, there are Ella Baker-like voices tied to various kinds of deep democratic witnesses that have to do with everyday people organizing themselves. And then you've got the Martin-like voices that are charismatic, which are very much tied to a certain kind of messianic leadership, which must be called into question, which must be democratized, which must be de-patriarchalized. And yet they are part of this jazz combo.

Adam was the representative head and archetype for the whole human race. But remember, although Eve was given a subordinate role, she remained Adam's spiritual and intellectual equal. She was his helper, neither his supervisor nor his slave. By calling her Adam's helper, Scripture stresses the mutuality and the complementary nature of the partnership. Eve was in no way inferior to her husband, but she was to her husband, but she was nonetheless given a role that was subordinate to his leadership.

Leadership doesn't have to be competitive but complementary

The answer to this question is that trustees need a new view of people at their best in institutional roles. That view can be simply stated: No person is complete; no one is to be entrusted with all. Completeness is to be found only in the complementary talents of several who relate as equals. This flouts one of the time-honored assumptions—almost an axiom—of administrative lore: “You cannot manage by committee! Delegation of authority must be made to an individual.

The new assumption is that delegation of authority from trustees to operating executives is best made to a team of several persons whose exceptional talents are complementary and who relate to one another as equals, under the leadership of a primus inter pares (as discussed in the last chapter).

Experience had taught Brandeau that two heads with complementary skills were often better than one when a group needed leadership with high levels of both technical and managerial skills.

The common notions that the best teams are made up of people with complementary skill sets or similar personalities were disproven; the best teams are the ones with the most psychological safety. And that starts with trust.

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.

Accountability, a complementary aspect of integrity, involves taking responsibility for one's actions and decisions, both positive and negative.

Strategy: A strategy is a direct or indirect course of action, consisting of a series of maneuvers, to reach an objective at a cost that is significantly less than the benefits to be gained. A strategy is defined by judgments about what to do, how to do it, what to do it with, and how to limit both the costs and adverse consequences of doing it. Tactics apply strategy to the circumstances of the moment. Strategy: "The best strategy is always to be strong." — Carl Maria von Clausewitz, 1832 Strategy, components of: "Insofar as states act to prepare or to avoid war, or use a capacity for warmaking to extort concessions by intimidation without any actual use of force, the logic of strategy pplies in full, just as much as in war itself and regardless of what instruments of statecraft are employed. Thus, except for their purely administrative aspect, diplomacy, propaganda, secret operations, and economic controls are all subject to the logic of strategy, as elements in the adversarial dealings of states with one another." — Edward N. Luttwak, 1987 Strategy, criteria for effectiveness: "To be effective, a strategy must ... be able to win a domestic consensus, both among the technical and the political leadership. It must be understood by the opponents to the extent needed for ... deterrence. It must receive allied endorsement if alliances are to remain cohesive. It must be relevant to ... problems in ... uncommitted areas so as to discourage international anarchy." — Henry A. Kissinger, 1964 Strategy, diplomacy and: "The distinction between diplomacy and strategy is an entirely relative one. These two terms are complementary aspects of the single art of politics — the art of conducting relations with other states so as to further the 'national interest'. If, by definition, strategy, the conduct of military operations, does not function when the operations do not take place, the military means are [yet] an integral part of diplomatic method. Conversely, words, notes, promises, guarantees, and threats belong to the chief of state's wartime panoply with regard to allies, neutrals, and even today's enemies, that is, to the allies of yesterday or tomorrow." — Raymond Aron

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