Cons Leadership Quotes

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MORGAN: Help me out here. THEO: What's up? MORGAN: Don't make me spell it out, Theo. THEO: Oh. MORGAN:Just talk dirty for a while. THEO: Blue-sky thinking. Thought shower. Full spectrum leadership. MORGAN: NOT corporate dirty. Sex dirty. THEO: I wouldn't know where to start.
Con Riley (After Ben (Seattle Stories, #1))
Más importante que empezar bien nuestro caminar con Dios es terminar bien la obra.
Victor Manuel Rivera (En Busca de la Verdadera Libertad (Spanish Edition))
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
John C. Maxwell (A Leader's Heart: 365-Day Devotional Journal)
LAS EMPRESAS TAMBIÉN APROVECHAN “Las empresas son cada más conscientes de que el impacto que tienen sobre el medio ambiente repercute mucho”, indica Cristina Palacios. En este tono, el auto compartido representa una ventana de oportunidad. Por un lado, ya no hay abasto de estacionamiento para el personal de muchas empresas, advierte la fundadora de Aventones. “Conocemos a empresas que rentan hasta tres estacionamientos satelitales y un lugar de estacionamiento puede estar costando entre 800 y 3,000 pesos. El gasto es enorme”. Por otro lado, el promover que sus empleados vayan juntos al trabajo contribuye a obtener certificaciones internacionales. Poseer el servicio de Aventones habilitado en su empresa da puntos a favor para la certificación LEED (Leadership in Energy & Environmental Design), que es un sistema de certificación de edificios sostenibles. Dentro de los requisitos para esa distinción, Palacios asegura que el transporte es una de las cosas que necesitan tener solucionadas las empresas para que sea sostenible. “El transporte puede llegar a ser muchísimo en la medición de emisiones de CO2, sobre todo en empresas de servicios, donde no tienen alta contaminación por ?la industria”. Por otro lado, añade, también están las certificaciones Great Place to Work y empresas socialmente responsables, donde incluir iniciativas como Aventones les da puntos a favor. Hasta la fecha, Aventones ha colaborado con 80 empresas, desde privadas hasta instituciones de gobierno y planean una expansión en universidades.
Anonymous
Often this shift occurs in reaction to apparent failings of previous generations or leadership. We see the outsider criticizing the previous leader or the church in general for a perceived arrogance and harshness and so, to win their respect or to gain a hearing—for the best possible motives of their salvation—we seek to establish ourselves as distinct from those that are disliked, and then present ourselves in such a way that the sinner is struck by our warmth, care and inclusiveness. This will almost certainly lead to growth. We will gain much positive feedback and on occasion great affirmation as the representatives of a kind of Christianity that is so much more appealing. However, the critical thing to note is that this path will always only buy short-term impact at the cost of long-term gain. Very shortly we will either have to display a very different side—in proclaiming the hard edges of a love that clearly has boundaries (to the disillusionment or greater disdain of the community, for having been conned), or we will shift our presentations so as to never disappoint our newly won audience. In doing this we will have taken the first steps on the path of compromise.
Anonymous
One of the worst mis­takes you can make as a leader is putting your life on cruise con­trol. Good, effective, and relevant leadership is all about lifelong learning. It is about being teachable, accountable, and proactive, and trying new things. Growth means taking calculated risks.
Dave Kraft (Leaders Who Last)
... yo también estoy de paso por esta vida, por eso no pierdo mi tiempo entreteniendo con cosas materiales y prefiero vivir humildemente.
David Fischman (The Secret of the Seven Seeds: A Parable of Leadership and Life)
Los verdaderos líderes motivan a sus subordinados, porque comparten la hazaña, y son soñadores que comparten el sueño. Eso genera equipos que están motivados, que dejan todo su talento, que tienen creatividad y entusiasmo, y eso es lo que permite las grandes cosas. Andre Carnegie, “El secreto de mi éxito fue rodearme de personas mejores que yo”. No me importa en este momento si la frase del industrial norteamericano es sincera, ni si es cierta. Solamente rescatar que él era un líder porque está haciendo esto: compartir la hazaña. Sin embargo, eso no es lo que se ve en los líderes mediocres. Por el contrario el mediocre, cuando hay hazaña, se jacta, se pavonea, y se la atribuye toda a sí mismo. Y, cuando hay anti-hazaña, para evitar su peso, la descarga sobre sus subordinados, les “echa la culpa” de los fracasos, y los humilla. Y, de tantas humillaciones, con el paso de los años, les puede aplastar la autoestima. Martin Ross (El Mapa de la Autoestima)
Violet Florence Martin (El Mapa de la Autoestima (Spanish Edition))
One reason Lore left Amazon is that he didn’t like the culture Bezos had created in which executives used sharp elbows and raised voices to get to the truth. Sitting in his modern Hoboken, New Jersey, office overlooking the Hudson River, Lore, dressed in a very un-Walmart-like black T-shirt and jeans, reflected on his years at Amazon. “Jeff said he didn’t believe in social cohesion because you can get to the wrong answer that way,” explains Lore. “There are some benefits to that approach. If you tell people exactly what you’re thinking—even if you hurt their feelings—you get to the right answers.” The downside, Lore believes, is that if you hurt coworkers’ feelings, maybe they don’t have as much trust in the leadership or they won’t speak up the next time or they’ll be risk averse or leave the company. “There are pros and cons to both approaches, but I personally love the Walmart culture of social cohesion where feelings matter. How you interact with people is very important and how you make them feel is very important. It’s not always about just getting to the right answer.
Brian Dumaine (Bezonomics: How Amazon Is Changing Our Lives and What the World's Best Companies Are Learning from It)
Quanto a Marchionne, sebbene non lo cercasse, il destino di uomo divisivo un po’ lo gratificava, perché è un corollario della scoperta della leadership. Gli è capitata dopo i cinquant’anni e sapeva come maneggiarla, a cominciare dal maglione nero. Prima ha accettato l’etichetta di manager socialdemocratico piovutagli in testa un po’ per caso, quindi ha svelato la sua natura reale di capo pragmatico, di formazione culturale nordamericana, di base meritocratica e liberale, ma disponibile a servirsi volta per volta degli strumenti che l’economia e la politica mettono a disposizione, la buona reputazione del manager con le banche e con la borsa (cruciali nel caso della put con Gm) o la rapidità di intercettare un’opportunità di relazione con l’amministrazione americana, com’è successo nel caso Chrysler.
Marco Ferrante (Marchionne: L'uomo dell'impossibile (Italian Edition))
There’s another level at which attention operates, this has to do with leadership, I argue that leaders need three kinds of focus, to be really effective, the first is an inner focus, let me tell you about a case that’s actually from the annals of neurology, there was a corporate lawyer, who unfortunately had a small prefrontal brain tumour, it was discovered early, operated successfully, after the surgery though it was a very puzzling picture, because he was absolutely as smart as he had been before, a very high IQ, no problem with attention or memory, but he couldn’t do his job anymore, he couldn’t do any job, in fact he ended up out of work, his wife left him, he lost his home, he’s living in his brother spare bedroom and in despair he went to see a famous neurologist named Antonio Damasio. Damasio specialized in the circuitry between the prefrontal area which is where we consciously pay attention to what matters now, where we make decisions, where we learn and the emotional centers in the midbrain, particularly the amygdala, which is our radar for danger, it triggers our strong emotions. They had cut the connection between the prefrontal area and emotional centers and Damasio at first was puzzled, he realized that this fellow on every neurological test was perfectly fine but something was wrong, then he got a clue, he asked the lawyer when should we have our next appointment and he realized the lawyer could give him the rational pros and cons of every hour for the next two weeks, but he didn’t know which is best. And Damasio says when we’re making a decision any decision, when to have the next appointment, should I leave my job for another one, what strategy should we follow, going into the future, should I marry this fellow compared to all the other fellows, those are decisions that require we draw on our entire life experience and the circuitry that collects that life experience is very base brain, it’s very ancient in the brain, and it has no direct connection to the part of the brain that thinks in words, it has very rich connectivity to the gastro- intestinal tract, to the gut, so we get a gut feeling, feels right, doesn’t feel right. Damasio calls them somatic markers, it’s a language of the body and the ability to tune into this is extremely important because this is valuable data too - they did a study of Californian entrepreneurs and asked them “how do you make your decisions?”, these are people who built a business from nothing to hundreds of millions or billions of dollars, and they more or less said the same strategy “I am a voracious gatherer of information, I want to see the numbers, but if it doesn’t feel right, I won’t go ahead with the deal”. They’re tuning into the gut feeling. I know someone, I grew up in farm region of California, the Central Valley and my high school had a rival high school in the next town and I met someone who went to the other high school, he was not a good student, he almost failed, came close to not graduating high school, he went to a two-year college, a community college, found his way into film, which he loved and got into a film school, in film school his student project caught the eye of a director, who asked him to become an assistant and he did so well at that the director arranged for him to direct his own film, someone else’s script, he did so well at that they let him direct a script that he had written and that film did surprisingly well, so the studio that financed that film said if you want to do another one, we will back you. And he, however, hated the way the studio edited the film, he felt he was a creative artist and they had butchered his art. He said I am gonna do the film on my own, I’m gonna finance it myself, everyone in the film business that he knew said this is a huge mistake, you shouldn’t do this, but he went ahead, then he ran out of money, had to go to eleven banks before he could get a loan, he managed to finish the film, you may have seen
Daniel Goleman
We lack space here to discuss in detail the pros and cons of market forecasting. A great deal of brain power goes into this field, and undoubtedly some people can make money by being good stock-market analysts. But it is absurd to think that the general public can ever make money out of market forecasts. For who will buy when the general public, at a given signal, rushes to sell out at a profit? If you, the reader, expect to get rich over the years by following some system or leadership in market forecasting, you must be expecting to try to do what countless others are aiming at, and to be able to do it better than your numerous competitors in the market. There is no basis either in logic or in experience for assuming that any typical or average investor can anticipate market movements more successfully than the general public, of which he is himself a part. There is one aspect of the “timing” philosophy which seems to have escaped everyone’s notice. Timing is of great psychological importance to the speculator because he wants to make his profit in a hurry. The idea of waiting a year before his stock moves up is repugnant to him. But a waiting period, as such, is of no consequence to the investor. What advantage is there to him in having his money uninvested until he receives some (presumably) trustworthy signal that the time has come to buy? He enjoys an advantage only if by waiting he succeeds in buying later at a sufficiently lower price to offset his loss of dividend income. What this means is that timing is of no real value to the investor unless it coincides with pricing—that is, unless it enables him to repurchase his shares at substantially under his previous selling price.
Benjamin Graham (The Intelligent Investor)
Negli anni Ottanta, in una riunione del gabinetto inglese, il ministro dell’Educazione doveva ottenere dagli altri ministri l’approvazione di un cattivo accordo con i sindacati degli insegnanti. I sì erano ventuno, con un unico no. Alla fine prevalse il no. «Come mai?» chiesero al ministro. «Perché il no era quello di Margaret Thatcher.» Blair utilizzava questo aneddoto per sostenere che le riforme sull’educazione sono complesse, difficili da spiegare e spesso politicamente impopolari, ma che proprio per questo è necessaria una leadership forte e convinta. Barber ricorda che Blair citava spesso la frase di un primo ministro inglese dell’Ottocento: «Ho già tante difficoltà a prendere le decisioni giuste, che non devo provare anche a essere buono».
Roger Abravanel (Meritocrazia: Quattro proposte concrete per valorizzare il talento e rendere il nostro paese più ricco e più giusto)
L'uomo di successo che incassa l'elogio pubblico di Barack Obama nell'operazione Chrysler, che sa trattare al tavolo del potere con i capi di Gm, allora prima azienda automobilistica mondiale, che scherza della sua rudezza, del suo pelo sullo stomaco, della sua aggressività (perché il suo obiettivo, spiega, è proteggere la Fiat) e di quel certo cinismo di cui le regole del suo gioco si nutrono, è anche un capitano d'impresa che gli altri definiscono socialdemocratico. E sul socialdemocratismo costruisce un piccolo successo di comunicazione, e di perfezionamento dell'identità. Marchionne si fa carico del suo sociale. Dice che un'azienda non può sopportare il peso della contrazione dei mercati oltre un certo limite, ma sostiene un modello nordeuropeo di flexsecurity (cioè un mercato del lavoro fatto di flessibilità per le imprese e sicurezza economica per i lavoratori), in contrasto con la cultura americana su cui è formato, mentre preferisce il modello americano di relazioni industriali
Marco Ferrante (Marchionne: L'uomo dell'impossibile (Italian Edition))
Marchionne è un informale antisalottiero. E' un mangiatore d'altri tempi, di quelli generosi con loro stessi, e fuma incessantemente (anche a tavola). Del cliché dell'antitalianità ha l'anticonformismo. E' un nemico delle formule di successo, dei consulenti aziendali. Ha inventato anche un'estetica personale. La spinta a rappresentare un carattere e ad avere delle idee che lo definiscano genera un'aggrovigliata matassa di suggestioni
Marco Ferrante (Marchionne: L'uomo dell'impossibile (Italian Edition))
Nonostante il carattere non programmatico del suo arrivo, ha finito con l'interpretare un segno di cambiamento nel nostro sistema economico e finanziario, E' un manager che dialoga direttamente con il mercato, che torna a preoccuparsi di prodotti, che allarga il campo della sua azione a una prospettiva commerciale internazionale. Inintenzionalmente è diventato quasi il simbolo di una generazione di dirigenti d'azienda che non hanno più bisogno del rapporto di protezione con le grandi istituzioni finanziarie nazionali.
Marco Ferrante (Marchionne: L'uomo dell'impossibile (Italian Edition))
The West has largely privatized the internal life. We build expansive back decks and avoid our front porches. We con- nect only if it’s convenient and scheduled. We pull into the driveway, hit a button to open the garage door, and enter directly into our houses without any exposure to neigh- bors. The very nature of our architecture has reinforced the message of our internal detachment.
Dr. Rob Murray
Have a mentor, but choose carefully. You want to learn from a professional, not a con artist. Once you find this kind of salesperson, ask her to take you on as an apprentice/ understudy. Make a lunch date, and ask what are the techniques that work best. Even if this super salesperson isn’t in your particular field, her knowledge would surely transfer to your line of work. WEEK 7 LEADERSHIP | FRIDAY Very few companies have meaningful evaluation systems in place.
Lillian Hayes Martin (The Business Devotional: 365 Inspirational Thoughts on Management, Leadership & Motivation)
Geriatric or other life extension for the powerful poses a similar threat to a sentient species as that found historically in the dominance of a self-perpetuating bureaucracy. Both assume prerogatives of immortality, collecting more and more power with each passing moment. This is power which draws a theological aura about itself: the unassailable Law, the God-given mandate of the leader, manifest destiny. Power held too long within a narrow framework moves farther and farther away from the adaptive demands of changed conditions. The leadership grows ever more paranoid, suspicious of inventive adaptations to change, fearfully protective of personal power and, in the terrified avoidance of what it sees as risk, blindly leads its people into destruction. ―BuSab Manual
Frank Herbert (The Dosadi Experiment (ConSentiency Universe, #2))
Even if the coffers hadn’t been empty, if we’d had all the money to make all the uniforms we needed to implement Phase Two, who do you think we could have conned into filling them? This goes to the heart of America’s war weariness. As if the “traditional” horrors weren’t bad enough—the dead, the disfigured, the psychologically destroyed—now you had a whole new breed of difficulties, “The Betrayed.” We were a volunteer army, and look what happened to our volunteers. How many stories do you remember about some soldier who had his term of service extended, or some exreservist who, after ten years of civilian life, suddenly found himself recalled into active duty? How many weekend warriors lost their jobs or houses? How many came back to ruined lives, or, worse, didn’t come back at all? Americans are an honest people, we expect a fair deal. I know that a lot of other cultures used to think that was naïve and even childish, but it’s one of our most sacred principles. To see Uncle Sam going back on his word, revoking people’s private lives, revoking their freedom… After Vietnam, when I was a young platoon leader in West Germany, we’d had to institute an incentives program just to keep our soldiers from going AWOL. After this last war, no amount of incentives could fill our depleted ranks, no payment bonuses or term reductions, or online recruiting tools disguised as civilian video games.17 This generation had had enough, and that’s why when the undead began to devour our country, we were almost too weak and vulnerable to stop them. I’m not blaming the civilian leadership and I’m not suggesting that we in uniform should be anything but beholden to them. This is our system and it’s the best in the world. But it must be protected, and defended, and it must never again be so abused.
Max Brooks (World War Z: An Oral History of the Zombie War)
«La vita è troppo breve per non sfruttare tutto il potenziale dei vostri talenti», disse l’incantatore rivolgendosi a una platea di migliaia di persone. «Siete nati con l’opportunità e, nello stesso tempo, la responsabilità di diventare una leggenda. Siete stati forgiati per realizzare capolavori, progettati per conseguire obiettivi importanti e insoliti, e costruiti per essere una forza del bene su questo minuscolo pianeta. È insita in voi stessi la rivendicazione della sovranità sulla vostra originaria grandezza, in una civiltà che è divenuta quasi incivile. Dovete riaffermare la vostra nobiltà in una comunità globale dove la maggioranza acquista belle scarpe e compra oggetti costosi, ma raramente investe nel migliorare se stessa. La vostra personale leadership richiede, anzi esige che smettiate di essere dei cyber-zombie, attratti irresistibilmente dal digitale. E che ristrutturiate la vostra vita per gestire il vostro talento, essere esempio di bontà e abbandonare quell’egocentrismo che costringe la brava gente a restare limitata. Le grandi donne e i grandi uomini del mondo sono state tutte persone che hanno dato, non che hanno preso. Rinunciate all’illusione comune secondo cui a vincere sono quelli che accumulano di più. Piuttosto, fate un lavoro eroico, che sbalordisca il vostro mercato con la sua originalità e i vantaggi che procura. E, mentre lo fate, la mia raccomandazione è che vi creiate anche una vita privata forte sul piano etico, ricca di meravigliosa bellezza e inflessibile quando si tratti di tutelare la vostra pace interiore. Questo, amici miei, è librarsi con gli angeli. Camminare al fianco degli dèi.»
Robin S. Sharma (Il Club delle 5 del mattino: Inizia presto la giornata, dai una svolta alla tua vita)
6. CHRISTIAN REFORMED CHURCH Nor is this movement confined to liberal denominations. The Christian Reformed Church (CRC) is still thought to be largely evangelical, and it was only in 1995 that the CRC approved the ordination of women. But now the First Christian Reformed Church in Toronto has “opened church leadership to practicing homosexual members ‘living in committed relationships,’ a move that the denomination expressly prohibits.”24 In addition, Calvin College in Grand Rapids, Michigan, the college of the Christian Reformed Church, has increasingly allowed expressions of support for homosexuals to be evident on its campus. World magazine reports: Calvin has since 2002 observed something called “Ribbon Week,” during which heterosexual students wear ribbons to show their support for those who desire to sleep with people of the same sex. Calvin President Gaylen Byker . . . [said], “. . . homosexuality is qualitatively different from other sexual sin. It is a disorder,” not chosen by the person. Having Ribbon Week, he said, “is like having cerebral palsy week.” Pro-homosexuality material has crept into Calvin’s curriculum. . . . At least some Calvin students have internalized the school’s thinking on homosexuality. . . . In January, campus newspaper editor Christian Bell crossed swords with Gary Glenn, president of the American Family Association’s Michigan chapter, and an ardent foe of legislation that gives special rights to homosexuals. . . . In an e-mail exchange with Mr. Glenn before his visit, Mr. Bell called him “a hate-mongering, homophobic bigot . . . from a documented hate group.” Mr. Bell later issued a public apology.25 This article on Calvin College in World generated a barrage of pro and con letters to the editor in the following weeks, all of which can still be read online.26 Many writers expressed appreciation for a college like Calvin that is open to the expression of different viewpoints but still maintains a clear Christian commitment. No one claimed the quotes in the article were inaccurate, but some claimed they did not give a balanced view. Some letters from current and recent students confirmed the essential accuracy of the World article, such as this one: I commend Lynn Vincent for writing “Shifting sand?” (May 10). As a sophomore at Calvin, I have been exposed firsthand to the changing of Calvin’s foundation. Being a transfer student, I was not fully aware of the special events like “Ribbon Week.” I asked a classmate what her purple ribbon meant and she said it’s a sign of acceptance of all people. I later found out that “all people” meant gays, lesbians, and bisexuals. I have been appalled by posters advertising a support group for GLBs (as they are called) around campus. God condemned the practice, so why cannot God’s judgment against GLB be proclaimed at Calvin? I am glad Calvin’s lack of the morals it was founded on is being made known to the Christian community outside of Calvin. Much prayer and action is needed if a change is to take place.—Katie Wagenmaker, Coopersville, Mich.27 Then in June 2004, the Christian Reformed Church named as the editor of Banner, its denominational magazine, the Rev. Robert De Moor, who had earlier written an editorial supporting legal recognition for homosexuals as “domestic partners.” The CRC’s position paper on homosexuality states, “Christian homosexuals, like all Christians, are called to discipleship, to holy obedience, and to the use of their gifts in the cause of the kingdom. Opportunities to serve within the offices and the life of the congregation should be afforded to them as they are to heterosexual Christians.”28 This does not indicate that the Christian Reformed Church has approved of homosexual activity (it has not), but it does indicate the existence of a significant struggle within the denomination, and the likelihood of more to come.
Wayne Grudem (Evangelical Feminism: A New Path to Liberalism?)
How can rational people who have their own best interests at heart fall for charismatic con artists who promise them the impossible while pursuing harmful agendas and corrupt selfish interests?
Tomas Chamorro-Premuzic (Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It))