Decided Leadership Quotes

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Like creating a masterpiece, quitting is an art: you have to decide what to keep within the frame and what to keep out.
Richie Norton
Every great leader can take you back to a defining moment when they decided to lead
John Paul Warren
Whenever I speak to young people, I suggest they do something that might seem a little odd: Close your eyes, I say. Sit there, and imagine you are at the end of your life. From that vantage point, the smoke of striving for recognition and wealth is cleared. Houses, cars, awards on the wall? Who cares? You are about to die. Who do you want to have been? I tell them that I hope some of them decide to have been people who used their abilities to help those who needed it—the weak, the struggling, the frightened, the bullied. Standing for something. Making a difference. That is true wealth.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
Leadership is being the first egg in the omelet.
Jarod Kintz (Who Moved My Choose?: An Amazing Way to Deal With Change by Deciding to Let Indecision Into Your Life)
Marcos, each question I ask is designed to give you just enough rope. What you do with that rope is up to you. You decide with your answers if that rope will hang you or save you. How you choose is up to you. I pray that over time you will learn that being honest, even if you did wrong, is a better option.
Mark Villareal (Leadership Lessons From Mom)
My son, I will love you unconditionally no matter what you do. I pray you choose wisely, and that you are always safe. But what I want most, is that whatever you decide and become, that you are a good example to others. That is what would comfort me. This, I believe, is your responsibility in life. I want you to own that responsibility and I want you to live that responsibility.
Mark Villareal (Leadership Lessons From Mom)
Perfectionism is a particularly evil lure for women, who, I believe, hold themselves to an even higher standard of performance than do men. There are many reasons why women’s voices and visions are not more widely represented today in creative fields. Some of that exclusion is due to regular old misogyny, but it’s also true that—all too often—women are the ones holding themselves back from participating in the first place. Holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still seem to believe that they are not allowed to put themselves forward at all, until both they and their work are perfect and beyond criticism. Meanwhile, putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation. Just sayin’. And I don’t say this as a criticism of men, by the way. I like that feature in men—their absurd overconfidence, the way they will casually decide, “Well, I’m 41 percent qualified for this task, so give me the job!” Yes, sometimes the results are ridiculous and disastrous, but sometimes, strangely enough, it works—a man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish more women would risk these same kinds of wild leaps. But I’ve watched too many women do the opposite. I’ve watched far too many brilliant and gifted female creators say, “I am 99.8 percent qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side.” Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. (Ha ha ha! Just kidding! I can totally imagine: We got it from every single message society has ever sent us! Thanks, all of human history!) But we women must break this habit in ourselves—and we are the only ones who can break it. We must understand that the drive for perfectionism is a corrosive waste of time, because nothing is ever beyond criticism. No matter how many hours you spend attempting to render something flawless, somebody will always be able to find fault with it. (There are people out there who still consider Beethoven’s symphonies a little bit too, you know, loud.) At some point, you really just have to finish your work and release it as is—if only so that you can go on to make other things with a glad and determined heart. Which is the entire point. Or should be.
Elizabeth Gilbert (Big Magic: Creative Living Beyond Fear)
battles are decided more by the morale of the troops than by their bodily strength.
Xenophon (Cyrus the Great: The Arts of Leadership and War)
Leadership is self-made. People who have deliberately decided to become problems solver lead better.
Israelmore Ayivor (Leaders' Frontpage: Leadership Insights from 21 Martin Luther King Jr. Thoughts)
one thing I have learned since coming to Tosu City is that age does not guarantee better decisions or stronger leadership. The ability to put aside personal agendas and decide what is best for the whole does.
Joelle Charbonneau (Graduation Day (The Testing, #3))
Values are the individual biases that allow you to decide which actions are true for you alone.
Stan Slap
Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out.
Ronald Reagan
We need to decide how we want to be treated. Then we need to begin treating others in that manner.
John C. Maxwell (Be A People Person: Effective Leadership Through Effective Relationships)
Choices, options, decisions abound. Choose right, take the best option and decide well.
Jaachynma N.E. Agu
The most risky day in the world will be the day the bird will decide to swim and the fish will decide to fly. Stay glued to what you can do.
Israelmore Ayivor (Leaders' Frontpage: Leadership Insights from 21 Martin Luther King Jr. Thoughts)
The term 'black' was given a rebirth by the black youth revolt. As reborn, it does not refer to the particular color of any particular person, but to the attitude of pride and devotion to the race whose homeland from times immemorial was called 'The Land of the Blacks.' Almost overnight our youngsters made 'black' coequal with 'white' in respectability, and challenged the anti-black Negroes to decide on which side they stood. This was no problem for many who are light or even near-white in complexion, for they themselves were among the first to proclaim with pride, 'call me black!' Those who hate the term but hold the majority of leadership positions feel compelled to use it to protect their leadership roles.
Chancellor Williams (Destruction of Black Civilization: Great Issues of a Race From 4500 B.C. To 2000 A.D.)
I had discovered long ago the first lesson of political courage: to think anew. I had then learned the second: to be prepared to lead and to decide. I was now studying the third: how to take the calculated risk. I was going to alienate some people, like it or not. The moment you decide, you divide.
Tony Blair (A Journey: My Political Life)
We will never know peace and stability in the world without balance. And we will never know balance without justice for all. Yet, justice exists only where there is fairness and equality -- when every man and country is treated and viewed equally. No country should be given power over another. In addition, no country should be granted privileges that are denied to others. No one country has the authority to decide which country will be embargoed, denied to protect itself, and will be favored based on the weight of their resources. Eliminate the hypocrisy.
Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
You don’t become the person you wish to become; you become the person you choose to become. True leadership does not come true wishes; it comes by choices!
Israelmore Ayivor (Leaders' Watchwords)
battles are decided more by the morale of the troops than by their bodily strength.” Syazarees
Xenophon (Cyrus the Great: The Arts of Leadership and War)
In the end, leaders don't decide who leads. Followers do.
James M. Kouzes (Credibility: How Leaders Gain and Lose It, Why People Demand It (J-B Leadership Challenge: Kouzes/Posner Book 245))
This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.
Stan Slap
No man's advice can change you unless you speak to yourself. Bible school or seminars can't change you, going to church can't change you except you decide to change. Psalm 139:23 - 24
Patience Johnson (Why Does an Orderly God Allow Disorder)
Sometimes it’s not the times you decide to fight, but the times you decide to surrender—those are the decisions that can make all the difference. Those are the ones that can shape your story in history.
Courtney Praski (The Seven (The Oloris Series, #1))
The spiritual leader will not procrastinate when faced with a decision, nor vacillate after making it. A sincere but faulty decision is better than weak-willed "trial balloons" or indecisive overtures. To postpone decision is really to decide for the status quo. In most decisions the key element is not so much knowing what to do but in living with the results.
J. Oswald Sanders (Spiritual Leadership)
When all the facts are in, swift and clear decision is another mark of a true leader. A visionary may see, but a leader must decide. An impulsive person may be quick to declare a preference; but a leader must weigh evidence and make his decision on sound premises.
J. Oswald Sanders (Spiritual Leadership)
The problem with your company is not the economy, it is not the lack of opportunity, it is not your team. The problem is you. That is the bad news. The good news is, if you're the problem, you're also the solution. You're the one person you can change the easiest. You can decide to grow. Grow your abilities, your character, your education, and your capacity. You can decide who you want to be and get about the business of becoming that person.
Dave Ramsey (EntreLeadership: 20 Years of Practical Business Wisdom from the Trenches)
Decide to be rich! Hate poverty strong.
Jaachynma N.E. Agu
If you decide to walk for others be prepared to carry them for many miles.
Lorin Morgan-Richards
The criminal investigation was not centered on the fact that Secretary Clinton decided to use nongovernmental email to do her work.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
If you think that leadership is deciding what you want and telling people to do it, I feel sorry for you. Reality is going kick your ass so far that not even Google will find you.
Guy Kawasaki (The Art of the Start 2.0: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything)
You accomplish exactly as much as the people who serve you decide you'll accomplish, and nothing more.
Orson Scott Card (Shadow Puppets (The Shadow Series, #3))
Page holds Musk up as a model he wishes others would emulate—a figure that should be replicated during a time in which the businessmen and politicians have fixated on short-term, inconsequential goals. “I don’t think we’re doing a good job as a society deciding what things are really important to do,” Page said. “I think like we’re just not educating people in this kind of general way. You should have a pretty broad engineering and scientific background. You should have some leadership training and a bit of MBA training or knowledge of how to run things, organize stuff, and raise money. I don’t think most people are doing that, and it’s a big problem. Engineers are usually trained in a very fixed area. When you’re able to think about all of these disciplines together, you kind of think differently and can dream of much crazier things and how they might work. I think that’s really an important thing for the world. That’s how we make progress.
Ashlee Vance (Elon Musk: Inventing the Future)
Those who depend fully on another person's knowledge to decide what is possible are easily manipulated. The most effective leaders utilize experts from all fields , but rely on none when it comes to making a decision.
Joelle Charbonneau
How do tyrants hold on to power for so long? For that matter, why is the tenure of successful democratic leaders so brief? How can countries with such misguided and corrupt economic policies survive for so long? Why are countries that are prone to natural disasters so often unprepared when they happen? And how can lands rich with natural resources at the same time support populations stricken with poverty? Equally, we may well wonder: Why are Wall Street executives so politically tone-deaf that they dole out billions in bonuses while plunging the global economy into recession? Why is the leadership of a corporation, on whose shoulders so much responsibility rests, decided by so few people? Why are failed CEOs retained and paid handsomely even as their company’s shareholders lose their shirts? In
Bruce Bueno de Mesquita (The Dictator's Handbook: Why Bad Behavior is Almost Always Good Politics)
When women can decide whether and when to have children; when women can decide whether and when and whom to marry; when women have access to healthcare, do only our fair share of unpaid labor, get the education we want, make the financial decisions we need, are treated with respect at work, enjoy the same rights as men, and rise up with the help of other women and men who train us in leadership and sponsor us for high positions—then women flourish … and our families and communities flourish with us.
Melinda Gates (The Moment of Lift: How Empowering Women Changes the World)
Don’t be afraid to be afraid, have the courage to face fear, and jump - there are lots of great things that happen when we decide to take risks." (C)(P) Tânia Tomé
Tânia Tomé
I took control of my life the day I decided to be the one behind the wheel, the day I stopped chasing and started leading the way.
John Maiorana (oohGiovanni)
We cannot stop people from providing their opinions, but we can decide which opinions matter to us.
AmyK Hutchens (The Secrets Leaders Keep: Insightful Stories and Provocative Questions That Unlock the Hidden Secrets to Winning Big in Business and Life)
You hire the best people you can possibly find. Then it's up to you to create an environment where great people decide to stay and invest their time.
Rich Lesser
Stop now and decide to never worry again about what others think about you.
Chris Mentillo
You plan to rob the world of its treasures if you decide to die with your potentials unleashed! The world needs your leadership influence; don’t take it raw to the cemetery!
Israelmore Ayivor (Leaders' Watchwords)
All progress begins with a decision. Effective leadership requires decisive action. Embrace the process of deciding, yet recognize when you have reached a choice point.
Angie Morgan
Our best-laid plans are often our worst-made decisions.
Craig D. Lounsbrough
It was time to confront everything I had hated about the Navy as I climbed up through its ranks, and fix it all. Though the goal was presumptuous, I told myself that it was important that I try to do this. I might never get promoted again, but I decided that the risk was worth it. I wanted a life I could be proud of. I wanted to have a positive effect on young people’s lives. I wanted to create the best organization I could. And I didn’t want to squander this leadership opportunity. I have learned over and over that once you squander an opportunity, you can never get it back.
D. Michael Abrashoff (It's Your Ship: Management Techniques from the Best Damn Ship in the Navy)
Signs of communist domination of the andartes were not difficult to find, but at the same time there was no indication that the KKE desired to seize power by force. On the contrary, what evidence there is suggests that the KKE - in so far as its divided leadership was capable of any decisions at all in the absence of a clear lead from Moscow - had decided not to seize power at a time when it could easily have done so.
Mark Mazower (Inside Hitler's Greece: The Experience of Occupation, 1941-44)
Everything changes when we finally cast off the shackles of striving for approval and acceptance outside of our own skin and instead decide that we are in fact good enough—that there is nothing we need to do to earn acceptance, approval, or love. When
Karen Kimsey-House (Co-Active Leadership: Five Ways to Lead)
JFK apparently felt genuine sympathy for his 1960 presidential opponent Richard Nixon. He felt that, with Nixon's frequent shifts in political philosophy and reinventions, he must have to decide which Nixon he will be at each stop. This, Kennedy reasoned, must be exhausting.
David Pietrusza (1960--LBJ vs. JFK vs. Nixon: The Epic Campaign That Forged Three Presidencies)
One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it.
Walter Isaacson (Steve Jobs)
How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.
Austin Channing Brown (I'm Still Here: Black Dignity in a World Made for Whiteness)
If you think that leadership is deciding what you want and telling people to do it, I feel sorry for you. Reality is going kick your ass so far that not even Google will find you. The goal of this chapter is to help you become such a great leader that you’ll appear on the first page of a Google search for “leader.
Guy Kawasaki (The Art of the Start 2.0: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything)
When people are skilled at adopting free traits, it can be hard to believe that they’re acting out of character. Professor Little’s students are usually incredulous when he claims to be an introvert. But Little is far from unique; many people, especially those in leadership roles, engage in a certain level of pretend-extroversion. Consider, for example, my friend Alex, the socially adept head of a financial services company, who agreed to give a candid interview on the condition of sealed-in-blood anonymity. Alex told me that pretend-extroversion was something he taught himself in the seventh grade, when he decided that other kids were taking advantage of him. “I was the nicest person you’d ever want to know,” Alex recalls, “but the world wasn’t that way. The problem was that if you were just a nice person, you’d get crushed. I refused to live a life where people could do that stuff to me. I was like, OK, what’s the policy prescription here?...
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
Our desires, dreams and hopes, open portals. These portals manifest in our conscience and five senses, in the form of decisions related to the material world but also opportunities. Now, at the exact same time, or maybe even slightly before in time, we get the exact opposite, the temptation, the illusion and deception. And when we are about to make a decision, as if by magic, the two things come stronger to us, as if pushing us into a duality that makes it hard to decide. Now, this brings me to another super interesting fact: Most people assume that they have freewill, and that choices are hard to be made, and that life is full of dualities. And I've learned that this is just a great deception related to our planet, which, as human beings, we must transcend. And what I'm really saying here is that the duality and the freewill don't exist. There's only one choice to be made, the one that bring us upwards. Self-destruction is not a choice. And yet, every duality presents exactly that, and not really a choice.
Robin Sacredfire
The issue of respect is also useful in guiding parents’ interpretation of given behavior. First, they should decide whether an undesirable act represents a direct challenge to their authority . . . to their leadership position as the father or mother. The form of disciplinary action they take should depend on the result of that evaluation.
James C. Dobson (The New Dare to Discipline)
As Page puts it, “Good ideas are always crazy until they’re not.” It’s a principle he’s tried to apply at Google. When Page and Sergey Brin began wondering aloud about developing ways to search the text inside of books, all of the experts they consulted said it would be impossible to digitize every book. The Google cofounders decided to run the numbers and see if it was actually physically possible to scan the books in a reasonable amount of time. They concluded it was, and Google has since scanned millions of books. “I’ve learned that your intuition about things you don’t know that much about isn’t very good,” Page said. “The way Elon talks about this is that you always need to start with the first principles of a problem. What are the physics of it? How much time will it take? How much will it cost? How much cheaper can I make it? There’s this level of engineering and physics that you need to make judgments about what’s possible and interesting. Elon is unusual in that he knows that, and he also knows business and organization and leadership and governmental issues.
Ashlee Vance (Elon Musk: Inventing the Future)
Under the leadership of Henry Kissinger, first as Richard Nixon’s national security adviser and later as secretary of state, the United States sent an unequivocal signal to the most extreme rightist forces that democracy could be sacrificed in the cause of ideological warfare. Criminal operational tactics, including assassination, were not only acceptable but supported with weapons and money. A CIA internal memo laid it out in unsparing terms:        On September 16, 1970 [CIA] Director [Richard] Helms informed a group of senior agency officers that on September 15, President Nixon had decided that an Allende regime was not acceptable to the United States. The President asked the Agency to prevent Allende from coming to power or to unseat him and authorized up to $10 million for this purpose. . . . A special task force was established to carry out this mandate, and preliminary plans were discussed with Dr. Kissinger on 18 September 1970.
John Dinges (The Condor Years: How Pinochet And His Allies Brought Terrorism To Three Continents)
Our intellect is like a judge who decides the ‘right’ course of action. There is no dearth of information or knowledge in the world, and the mind is where all this is stored. A simple computer can beat the mind by storing many times more information than the mind can ever imagine grasping in its lifetime. But both the mind, as well as the computer, are of no use without the intellect, which alone can help them use their stored information. This makes the intellect superior to both.
Awdhesh Singh (Practising Spiritual Intelligence: For Innovation, Leadership and Happiness)
To be clear, male leadership in marriage does not mean the husband does everything or even that he decides everything. Rather, it means he typically initiates and always leads those shared discussions with his wife by which the various aspects of marriage and family life are decided and planned. The wife's opinion is vitally important, and a godly couple should be a close-knit team. But there should be no area of family life in which the husband does not serve as leader, facilitator, and overseer.
Richard D. Phillips (The Masculine Mandate: God's Calling To Men)
Leadership is a difficult practice personally because it almost always requires you to make a challenging adaptation yourself. What makes adaptation complicated is that it involves deciding what is so essential that it must be preserved going forward and what of all that you value can be left behind. Those are hard choices because they involve both protecting what is most important to you and bidding adieu to something you previously held dear: a relationship, a value, an idea, an image of yourself.
Ronald A. Heifetz (The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World)
In June 1789 some congressmen wanted Washington to have to gain senatorial approval to fire as well as hire executive officers—the Constitution was silent on the subject; the House duly approved that crippling encroachment on executive authority. When the Senate vote ended in a tie, Vice President Adams cast the deciding vote to defeat the measure, thereby permitting the president to exert true leadership over his cabinet and, for better or worse, preventing the emergence of a parliamentary democracy.
Ron Chernow (Washington: A Life)
Unless the Labour leadership candidates decide to settle the issue through televised mud-wrestling (Adam Boulton, I think, for referee, and he may even take part) they will find it hard to gain massive attention for their utterances. Nor would the wannabes be wise to sign up to Lord Adonis's optimistic gloom about the coalition not lasting. Watching David Laws this week going about deficit reduction with an avidity bordering on the erotic, I realised that there are very good reasons why the centre should hold.
David Aaronovitch
When you are a mother and a homemaker, you are your own boss. The days are what you make of them. The tasks that need to get done are put on a list at your discretion. This means that you must be leadership material. At the same time, what you get done is up to you, too. You also have to be a hardworking employee. The part of you that decides where to go must work with the part of you that needs to go there. Making a list that you cannot accomplish does not make you a better housewife, it makes you a bad leader.
Rachel Jankovic (Fit to Burst: Abundance, Mayhem, and the Joys of Motherhood)
Thus, the top-management approach has these essential characteristics: 1. We make an overall diagnosis before we decide on the specific problems to be solved. 2. We determine the order in which problems should be solved. We try to persuade the client to let us put first things first. 3. In the solution of problems, we take an integrating approach and recognize that: (a) external factors are usually important in the solution of internal problems; (b) very few problems can be solved in any single department or section of the business or government agency.36
Elizabeth Haas Edersheim (McKinsey's Marvin Bower: Vision, Leadership, and the Creation of Management Consulting)
Meanwhile, two miles down the mine shaft, nineteen men sat in absolute darkness trying to figure out what to do. One of the groups included a man whose arm had been pinned between two timbers, and, out of earshot, the others discussed whether to amputate it or not. The man kept begging them to, but they decided against it and he eventually died. Both groups ran out of food and water and started to drink their own urine. Some used coal dust or bark from the timbers to mask the taste. Some were so hungry that they tried to eat chunks of coal as well. There was an unspoken prohibition against crying, though some men allowed themselves to quietly break down after the lamps died, and many of them avoided thinking about their families. Mostly they just thought about neutral topics like hunting. One man obsessed over the fact that he owed $1.40 for a car part and hoped his wife would pay it after he died. Almost immediately, certain men stepped into leadership roles. While there was still lamplight, these men scouted open passageways to see if they could escape and tried to dig through rockfalls that were blocking their path. When they ran out of water, one man went in search of more and managed to find a precious gallon, which he distributed to the others. These men were also instrumental in getting their fellow survivors to start drinking their own urine or trying to eat coal. Canadian psychologists who interviewed the miners after their rescue determined that these early leaders tended to lack empathy and emotional control, that they were not concerned with the opinions of others, that they associated with only one or two other men in the group, and that their physical abilities far exceeded their verbal abilities. But all of these traits allowed them to take forceful, life-saving action where many other men might not.
Sebastian Junger (Tribe: On Homecoming and Belonging)
Within three weeks the hollowness of another Nazi promise was exposed when Hitler decreed a law bringing an end to collective bargaining and providing that henceforth “labor trustees,” appointed by him, would “regulate labor contracts” and maintain “labor peace.”18 Since the decisions of the trustees were to be legally binding, the law, in effect, outlawed strikes. Ley promised “to restore absolute leadership to the natural leader of a factory—that is, the employer… Only the employer can decide. Many employers have for years had to call for the ‘master in the house.’ Now they are once again to be the ‘master in the house.
William L. Shirer (The Rise and Fall of the Third Reich: A History of Nazi Germany)
Working Group Strong, clearly focused leader Individual accountability The group’s purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates Team Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together
Harvard Business School Press (HBR's 10 Must Reads on Managing People)
Remember Martin L. King’s organization, the Southern Christian Leadership Conference? When it staged marches in Alabama, that state’s governor, George Wallace, called the organization’s members “professional agitators with pro-Communist affiliations.” Sound familiar? How close to “outside agitators”! The phrase begs the question: outside of what? The state? America? This country is called the United States of America, founded upon a national Constitution. Do all citizens have the right to protest, or just some? Is what happened to Mike Brown a local matter, or is his unjustifiable killing actually a national issue? It’s not the job of media to police protests—deciding who are “good” demonstrators, who are “bad” ones. Their job is to report what is happening, period. Were it not for these protests, let us be frank, the mass media would’ve ignored the crimes police committed against Michael Brown, against his family, against his community, and against his fellow citizens—us. If media were doing their job, reporting on the vicious violence launched against young Blacks the nation over, perhaps Michael Brown would be alive today. Let us look at the cops, almost 98 percent of whom are outsiders to Ferguson. They work there, they kill there, but they don’t live there. They dwell in neighboring, whiter counties and towns. Who are the real outside agitators?
Mumia Abu-Jamal (Have Black Lives Ever Mattered? (City Lights Open Media))
When Libya fought against the Italian occupation, all the Arabs supported the Libyan mujahideen. We Arabs never occupied any country. Well, we occupied Andalusia unjustly, and they drove us out, but since then, we Arabs have not occupied any country. It is our countries that are occupied. Palestine is occupied, Iraq is occupied, and as for the UAE islands... It is not in the best interest of the Arabs for hostility to develop between them and Iran, Turkey, or any of these nations. By no means is it in our interest to turn Iran against us. If there really is a problem, we should decide here to refer this issue to the international court of Justice. This is the proper venue for the resolution of such problems. We should decide to refer the issue of the disputed UAE islands to the International Court of Justice, and we should accept whatever it rules. One time you say this is occupied Arab land, and then you say... This is not clear, and it causes confusion. 80% of the people of the Gulf are Iranians. The ruling families are Arab, but the rest are Iranian. The entire people is Iranian. This is a mess. Iran cannot be avoided. Iran is a Muslim neighbour, and it is not in our interes to become enemies. What is the reason for the invasion and destruction of Iraq, and for killing of one million Iraqis? Let our American friends answer this question: Why Iraq? What is the reason? Is Bin Laden an Iraqi? No he is not. Were those who attacked New York Iraqis? No, they were not. were those who attacked the Pentagon Iraqis? No, they were not. Were there WMDs in Iraq? No, there were not. Even if iraq did have WMDs - Pakistan and India have nuclear bombs, and so do China, Russia, Britain, France and America. Should all these countries be destroyed? Fine, let's destroy all the countries that have WMDs. Along comes a foreign power, occupies an Arab country, and hangs its president, and we all sit on the sidelines, laughing. Why didn't they investigate the hanging of Saddam Hussein? How can a POW be hanged - a president of an Arab country and a member of the Arab League no less! I'm not talking about the policies of Saddam Hussein, or the disagreements we had with him. We all had poitlical disagreements with him and we have such disagreements among ourselves here. We share nothing, beyond this hall. Why won't there be an investigation into the killing of Saddam Hussein? An entire Arab leadership was executed by hanging, yet we sit on the sidelines. Why? Any one of you might be next. Yes. America fought alongside Saddam Hussein against Khomeini. He was their friend. Cheney was a friend of Saddam Hussein. Rumsfeld, the US Defense Secretary at the time Iraq was destroyed, was a close friend of Saddam Hussein. Ultimately, they sold him out and hanged him. You are friends of America - let's say that ''we'' are, not ''you'' - but one of these days, America may hang us. Brother 'Amr Musa has an idea which he is enthusiastic. He mentioned it in his report. He says that the Arabs have the right to use nuclear power for peaceful purposes, and that there should be an Arab nuclear program. The Arabs have this right. They even have the right to have the right to have a nuclear program for other... But Allah prevails... But who are those Arabs whom you say should have united nuclear program? We are the enemies of one another, I'm sad to say. We all hate one another, we deceive one another, we gloat at the misfortune of one another, and we conspire against one another. Our intelligence agencies conspire against one another, instead of defending us against the enemy. We are the enemies of one another, and an Arab's enemy is another Arab's friend.
Muammar Gaddafi
A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.
Stephen A. Schwarzman (What It Takes: Lessons in the Pursuit of Excellence)
Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.
Jason Selk (Executive Toughness: The Mental-Training Program to Increase Your Leadership Performance)
Dominant people and groups used power to: • declare what styles of music will and will not be used • determine what historical religious leaders looked like racially • decide which teachings to emphasize, and which to downplay • determine what religious education literature to use • decide which pictures or other art goes on the walls • declare who the spiritual heroes are and why • decide which aspects of history to remember and how to interpret the past • decide who is mature in their faith, and who is not • determine how much race and ethnicity will be talked about • declare that race is not important and will not be discussed • declare that the race of those in leadership does not matter • look at and treat the non-majority groups with paternalism • force others to assimilate or leave the congregation • determine the culture through which the faith will be interpreted • determine the culture through which faith will be practiced • make others feel powerless • remain ignorant about other cultures • determine if change will happen and the pace of change (almost always, slowly) • make people feel small, unimportant, like outsiders • deny having power
Michael O. Emerson (People of the Dream: Multiracial Congregations in the United States)
You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!
Terri L. Sjodin (Scrappy: A Little Book About Choosing to Play Big)
Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems.
Dale Carnegie (Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist)
In the shock of the moment, I gave some thought to renting a convertible and driving the twenty-seven hundred miles back alone. But then I realized I was neither single nor crazy. The acting director decided that, given the FBI’s continuing responsibility for my safety, the best course was to take me back on the plane I came on, with a security detail and a flight crew who had to return to Washington anyway. We got in the vehicle to head for the airport. News helicopters tracked our journey from the L.A. FBI office to the airport. As we rolled slowly in L.A. traffic, I looked to my right. In the car next to us, a man was driving while watching an aerial news feed of us on his mobile device. He turned, smiled at me through his open window, and gave me a thumbs-up. I’m not sure how he was holding the wheel. As we always did, we pulled onto the airport tarmac with a police escort and stopped at the stairs of the FBI plane. My usual practice was to go thank the officers who had escorted us, but I was so numb and distracted that I almost forgot to do it. My special assistant, Josh Campbell, as he often did, saw what I couldn’t. He nudged me and told me to go thank the cops. I did, shaking each hand, and then bounded up the airplane stairs. I couldn’t look at the pilots or my security team for fear that I might get emotional. They were quiet. The helicopters then broadcast our plane’s taxi and takeoff. Those images were all over the news. President Trump, who apparently watches quite a bit of TV at the White House, saw those images of me thanking the cops and flying away. They infuriated him. Early the next morning, he called McCabe and told him he wanted an investigation into how I had been allowed to use the FBI plane to return from California. McCabe replied that he could look into how I had been allowed to fly back to Washington, but that he didn’t need to. He had authorized it, McCabe told the president. The plane had to come back, the security detail had to come back, and the FBI was obligated to return me safely. The president exploded. He ordered that I was not to be allowed back on FBI property again, ever. My former staff boxed up my belongings as if I had died and delivered them to my home. The order kept me from seeing and offering some measure of closure to the people of the FBI, with whom I had become very close. Trump had done a lot of yelling during the campaign about McCabe and his former candidate wife. He had been fixated on it ever since. Still in a fury at McCabe, Trump then asked him, “Your wife lost her election in Virginia, didn’t she?” “Yes, she did,” Andy replied. The president of the United States then said to the acting director of the FBI, “Ask her how it feels to be a loser” and hung up the phone.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized
Anonymous
But Welch also thought through another issue before deciding where to concentrate his efforts for the next five years. He asked himself which of the two or three tasks at the top of the list he himself was best suited to undertake. Then he concentrated on that task; the others he delegated. Effective executives try to focus on jobs they’ll do especially well. They know that enterprises perform if top management performs—and don’t if it doesn’t.
Harvard Business School Press (HBR's 10 Must Reads on Leadership)
If they had kept quiet, and lain low for a time, things might have fizzled out as another unreal Wortstreist, blown up by a few ambitious authors of the party press. As it was, they decided to counter-attack the noisy, irrepressible outsiders--foreigners, to boot--and so forced a reluctant leadership to turn its full, slow, wrath against them; and against Bernstein too. For the most practical manifestation of revisionism was indiscipline and disobedience, a door opened to centrifugal forces of bourgeois influence.
John Peter Nettl (Rosa Luxemburg)
That feeling lasts to this day, though sometimes it expresses itself in ways that might seem corny to people who fortunately never had the experience of measuring their time on this earth in seconds. The Ramsey Rapist taught me at an early age that many of the things we think are valuable have no value. Whenever I speak to young people, I suggest they do something that might seem a little odd: Close your eyes, I say. Sit there, and imagine you are at the end of your life. From that vantage point, the smoke of striving for recognition and wealth is cleared. Houses, cars, awards on the wall? Who cares? You are about to die. Who do you want to have been? I tell them that I hope some of them decide to have been people who used their abilities to help those who needed it—the weak, the struggling, the frightened, the bullied. Standing for something. Making a difference. That is true wealth.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
OODA loop.” The acronym, from military strategy, stands for “observe, orient, decide, act.” It comes into play whenever there are recurring cycles of action and information in a competitive landscape. Whoever can react more quickly (and wisely)—“get inside the other’s OODA loop”—will most likely win.
Adam Steltzner (The Right Kind of Crazy: A True Story of Teamwork, Leadership, and High-Stakes Innovation)
#23 - Take Immediate Action Many people have difficulty taking action. Reasons vary. Some folks fear failure. Others are disinclined to try new things. Still others are saddled with indecision to the point that they become paralyzed when confronted with multiple options. But making decisions and acting on them quickly can benefit you in several ways. First, you become more committed to the path you choose for yourself. Second, you radiate confidence, an essential trait if you serve in a leadership role. Third, it improves communication; others will realize you’re disinclined to vacillate and respond in a similar manner. Fourth, you accomplish more. These advantages are tough to ignore. If you tend to dither when making decisions and forging ahead, consider developing this habit. It can literally change your life. If you’re unaccustomed to taking immediate action, here’s how I would build this habit… How to start small: Compile a list of tasks you’ve put on the back burner. During Week 1, pick one task from the list each day. Regardless of the reason you put it off (procrastination, a fear of failure, etc.), commit to finishing it before the end of the day. Beginning in Week 2, continue to work through your list of postponed tasks, addressing one per day. In addition, spend 10 minutes per day cleaning up your email inbox. This is a common area of indecision for people. Train yourself to deal with each email decisively. Respond to it, delete it, or archive it. During Week 3, focus on making at least one decision quickly per day. When confronted with multiple options, choose one within 10 seconds. For example, let’s say your spouse asks you which restaurant you’d like to visit for dinner. Instead of spending five minutes considering every local venue, just choose one. Be decisive. Starting in Week 4, look for opportunities to make quick decisions and take immediate action. For example, if you’re presented with more than one set of driving directions, pick one and move on. If you’re at the grocery store and trying to decide between chocolate chip ice cream or Rocky road, choose one and put it in your shopping cart. If you’re trying to decide between two wines for a dinner party, make a fast decision. Give yourself 10 seconds.
Damon Zahariades (Small Habits Revolution: 10 Steps To Transforming Your Life Through The Power Of Mini Habits!)
For months, abolitionists had argued for enlisting blacks in the armed services. Lincoln had hesitated, regarding such a radical step premature and hazardous for his fragile coalition. Now, however, he decided the time had come. “The dogmas of the quiet past are inadequate to the stormy present,” he told Congress. “As our case is new, so we must think anew, and act anew.” A new clause declaring that the Army would commence with the recruitment of blacks was inserted into the Proclamation, along with a humble closing appeal suggested by Secretary Chase asking “the considerate judgment of mankind, and the gracious favor of Almighty God.
Doris Kearns Goodwin (Leadership: In Turbulent Times)
Deciding to put my energy and experience into building a business at the time I did it felt perfectly natural; but when I started to look around I realised that I was in a very small minority of women around my age, leading business.
Sheila Holt (Trust is the New Currency: How to build trust, attract the right partners and create wealth through business and investments)
Only time and pressure decide if a stone evolves itself to become a brilliant gem or brittle down to soil
Joshy A J
When people failed to be something good in life or to achieve something good. They become savages. Since they cant rise, they decide to bring everyone whose rising down.
De philosopher DJ Kyos
The new leaders will not be content to sit back and let the cruise control do the driving. They will be looking forward, scanning the landscape, watching the competition, spotting emerging trends and new opportunities, avoiding impending crises. They will be explorers, adventurers, trailblazers. Advanced technology will give them an interactive, real-time connection with the marketplace; and they will get feedback from sensors at the peripheries of the organization. But they will be led just as much by their own intuition. Sometimes they will decide to ignore the data and drive by the seat of their pants. Tomorrow’s successful leaders will be what Warren Bennis calls ‘leaders of leaders’. They will decentralize power and democratize strategy by involving a rich mixture of different people from inside and outside the organization in the process of inventing the future.
Rowan Gibson (Rethinking the Future: Rethinking Business Principles, Competition, Control and Complexity, Leadership, Markets and the World)
Hitler and Mussolini, by contrast, not only felt destined to rule but shared none of the purists’ qualms about competing in bourgeois elections. Both set out—with impressive tactical skill and by rather different routes, which they discovered by trial and error—to make themselves indispensable participants in the competition for political power within their nations. Becoming a successful political player inevitably involved losing followers as well as gaining them. Even the simple step of becoming a party could seem a betrayal to some purists of the first hour. When Mussolini decided to change his movement into a party late in 1921, some of his idealistic early followers saw this as a descent into the soiled arena of bourgeois parliamentarism. Being a party ranked talk above action, deals above principle, and competing interests above a united nation. Idealistic early fascists saw themselves as offering a new form of public life—an “antiparty”—capable of gathering the entire nation, in opposition to both parliamentary liberalism, with its encouragement of faction, and socialism, with its class struggle. José Antonio described the Falange Española as “a movement and not a party—indeed you could almost call it an anti-party . . . neither of the Right nor of the Left." Hitler’s NSDAP, to be sure, had called itself a party from the beginning, but its members, who knew it was not like the other parties, called it “the movement” (die Bewegung). Mostly fascists called their organizations movements or camps or bands or rassemblements or fasci: brotherhoods that did not pit one interest against others, but claimed to unite and energize the nation. Conflicts over what fascist movements should call themselves were relatively trivial. Far graver compromises and transformations were involved in the process of becoming a significant actor in a political arena. For that process involved teaming up with some of the very capitalist speculators and bourgeois party leaders whose rejection had been part of the early movements’ appeal. How the fascists managed to retain some of their antibourgeois rhetoric and a measure of “revolutionary” aura while forming practical political alliances with parts of the establishment constitutes one of the mysteries of their success. Becoming a successful contender in the political arena required more than clarifying priorities and knitting alliances. It meant offering a new political style that would attract voters who had concluded that “politics” had become dirty and futile. Posing as an “antipolitics” was often effective with people whose main political motivation was scorn for politics. In situations where existing parties were confined within class or confessional boundaries, like Marxist, smallholders’, or Christian parties, the fascists could appeal by promising to unite a people rather than divide it. Where existing parties were run by parliamentarians who thought mainly of their own careers, fascist parties could appeal to idealists by being “parties of engagement,” in which committed militants rather than careerist politicians set the tone. In situations where a single political clan had monopolized power for years, fascism could pose as the only nonsocialist path to renewal and fresh leadership. In such ways, fascists pioneered in the 1920s by creating the first European “catch-all” parties of “engagement,”17 readily distinguished from their tired, narrow rivals as much by the breadth of their social base as by the intense activism of their militants. Comparison acquires some bite at this point: only some societies experienced so severe a breakdown of existing systems that citizens began to look to outsiders for salvation. In many cases fascist establishment failed; in others it was never really attempted.
Robert O. Paxton (The Anatomy of Fascism)
One of the seven essential ingredients of effective military leadership laid down by Field Marshal Montgomery was, “He must have the power of clear decision.” The apostle Paul, as a spiritual field commander, fully qualified in this category of leadership. Indeed this was a key feature of his character which he displayed at the very time of his conversion. When the heavens burst open and he saw the exalted Christ, his first question was, “Who are you, Lord?” The answer, “I am Jesus of Nazareth, whom you are persecuting” (Acts 22:8), toppled his entire theological universe, but he immediately accepted the implications of his discovery. An absolute capitulation to the Son of God was the only possible response, and, with his newly completed soul, he decided on the spot that he needed to have unreserved allegiance and obedience. This led to his second question, “What shall I do, Lord?” (Acts 22:10). Vacillation and indecision were foreign to Paul’s training. Once he was sure of the facts, he moved to swift decision. To be granted light was to follow it. To see his duty was to do it. Once he is sure of the will of God, the effective leader will go into action regardless of consequences. He will be willing to burn his bridges behind him and accept responsibility for failure as well as for success. Procrastination and vacillation are fatal to leadership. A sincere though mistaken decision is better than no decision. Indeed, no decision is a decision—a decision that the present situation is acceptable. In most decisions the difficulty is not in knowing what we ought to do, but in summoning the moral purpose to come to a decision about it. This resolution process was no problem to Paul.
J. Oswald Sanders (Dynamic Spiritual Leadership)
Your wants or desires determine your behavior. Whatever you want in life it influences how you live your life. How you live your life daily will decide if you will get whatever you want.
De philosopher DJ Kyos
Decide that People Are Worth the Effort:
John C. Maxwell (The 5 Levels of Leadership: Proven Steps to Maximize Your Potential)
Early on in Midyear, the politically appointed leadership—Attorney General Lynch and Deputy Attorney General Sally Yates—had decided not to recuse themselves. Somehow, they saw the investigation of Hillary Clinton—former First Lady and former secretary of state, current candidate for the presidency, likely nominee of the Democratic Party, who was being supported by the president of the United States, to whom they owed their jobs—as a case they could handle without prejudice. Recusal would have been a reasonable and, I would argue, better decision for those political appointees to have made. A special prosecutor could have been appointed to oversee the case, to work with the career professionals at Justice or other attorneys. It would have been an extreme choice but also a safe one. I don’t know why they didn’t do that. Instead, they made a feckless compromise. They designated career professionals in the National Security Division as decision makers in this case but didn’t unambiguously commit to abide by those people’s decisions. The leadership at Justice chose not to be involved but also not to be recused—the worst possible choice afforded by the situation. They were not far enough removed to eliminate suspicion of partisan motivation, and not closely enough involved to exercise the active discernment that such a sensitive case demanded. It was a fatal choice. Had there been a competent, credible special counsel running Midyear Exam independently—the way Bob Mueller’s Russia investigation has been run—I think circumstances might have been very different, and we would not have been where we ended up in July.
Andrew G. McCabe (The Threat: How the FBI Protects America in the Age of Terror and Trump)
Here is the story, which I have abridged (with acknowledgement to Sergey Parkhomenko, journalist and broadcaster, who reported it): The River Ob makes a turn at Kolpashevo, and every year it eats away a few feet of a sand cliff there. On April 30, 1979, the Ob's waters eroded another six-foot section of bank. Hanging from the newly exposed wall were the arms, legs and heads of people who had been buried there. A cemetery at least several yards wide had been exposed. The bodies had been packed in and layered tightly. Some of the skulls from the uppermost layer rolled out from the sandbank, and little boys picked them up and began playing with them. News of the burial spread quickly and people started gathering at the sandbank. The police and neighbourhood watch volunteers quickly cordoned off the whole thing. Shortly afterwards, they built a thick fence around the crumbling sandbank, warning people away. The next day, the Communist Party called meeting in the town, explaining that those buried were traitors and deserters from the war. But the explanation wasn't entirely convincing. If this were so, why was everyone dressed in civilian clothes? Why had women and children been executed as well? And from where, for that matter, did so many deserters come in a town of just 20,000 people? Meanwhile, the river continued to eat away at the bank and it became clear that the burial site was enormous; thousands were buried there. People could remember that there used to be a prison on these grounds in the late 1930s. It was general knowledge that there were executions there, but nobody could imagine just how many people were shot. The perimeter fence and barbed wire had long ago been dismantled, and the prison itself was closed down. But what the town's people didn't know was that Kolpashevo's prison operated a fully-fledged assembly line of death. There was a special wooden trough, down which a person would descend to the edge of a ditch. There, he'd be killed by rifle fire, the shooter sitting in a special booth. If necessary, he'd be finished off with a second shot from a pistol, before being added to the next layer of bodies, laid head-to-toe with the last corpse. Then they'd sprinkle him lightly with lime. When the pit was full, they filled in the hole with sand and moved the trough over a few feet to the side, and began again. But now the crimes of the past were being revealed as bodies fell into the water and drifted past the town while people watched from the shore. In Tomsk, the authorities decided to get rid of the burial site and remove the bodies. The task, it turned out, wasn't so easy. Using heavy equipment so near a collapsing sandbank wasn't wise and there was no time to dig up all the bodies by hand. The Soviet leadership was in a hurry. Then from Tomsk came new orders: two powerful tugboats were sent up the Ob, right up to the riverbank, where they were tied with ropes to the shore, facing away from the bank. Then they set their engines on full throttle. The wash from the ships' propellers quickly eroded the soft riverbank and bodies started falling into the water, where most of them were cut to pieces by the propellers. But some of the bodies escaped and floated away downstream. So motorboats were stationed there where men hooked the bodies as they floated by. A barge loaded with scrap metal from a nearby factory was moored near the boats and the men were told to tie pieces of scrap metal to the bodies with wire and sink them in the deepest part of the river. The last team, also composed of local men from the town, worked a bit further downstream where they collected any bodies that had got past the boats and buried them on shore in unmarked graves or sank them by tying the bodies to stones. This cleanup lasted almost until the end of the summer.
Lawrence Bransby (Two Fingers On The Jugular)
When the book Lean In came out, urging women to step up their leadership in professional life, my initial response was, Oh brother! Women are already doing everything—now we also have to lean in? But all the talk about leaning in got me thinking about women who have had tremendous effects on this world and yet, like so many, haven’t gotten their due. I decided to adopt a hobby: Wherever I was lucky enough to travel, if a shrine dedicated to a female saint was nearby, I would take myself there and make of it what I could. From my grandfather Cassidy’s side of the family, my Catholic heritage goes back more than a thousand years. That is not an easy ship to jump from when the waters get rough, which they have been lately. In turning my eyes toward the women saints, I have found some fun, a lightness to the landscape where questions sprout everywhere—questions such as: So her body hasn’t decomposed? And she did what? With no money? And everybody said, no, no, no to her, but she did it anyway?
Mary Lea Carroll (Saint Everywhere: Travels in Search of the Lady Saints)
The ability to last in motherhood requires giving up expectations for our own lives, deciding that sacrificing our desires and wants for the sake of our family is our gift of worship to our heavenly Father. To truly follow the example of Jesus, we have to submit everything we are to the faithful hand of God. Jesus gave up everything for His children, so that they would be redeemed. And so He became the model of servant leadership and sacrificial love. When we die to ourselves and our expectations, a lot of the desperate feelings leave because we are no longer seeking to fulfill our own needs and expectations as the ultimate good in our lives.
Sarah Mae (Desperate: Hope for the Mom Who Needs to Breathe)
26 March 1958 Nehru reiterated: Let us remember that a school is essentially the teacher, not the building. The teacher, without any apparatus or building, can function as a school. This is an obvious proposition and yet it is ignored. I think the time has come, indeed it came long ago, for us to decide, definitely and positively, to have schools in our village without buildings, and to spend more on the teacher and on equipment. I think we can do without buildings completely for the primary schools, though, of course, a building is desirable where possible. But let us compromise on this issue and have the smallest structure, just to keep books and equipment, the classes being held in the open… Our climate is such that, for the great part of the year, it is easy and indeed healthier to sit in the open or under some shady tree. Perhaps the monsoon period is the only time when it is difficult to sit in the open. Let us have our school holidays during the monsoons. The main thing is the teacher. Let us train him better and give him a higher salary and some amenities. The rest will follow. (JNMF 2010; pp.822–3)
Madhav Godbole (The God Who Failed: An Assessment of Jawaharlal Nehru's Leadership)
Look Dienst,” Kohler said, “I know things were tough and you’d been pushing a long time. Believe me, there is an end point to anyone’s resources. There’s a place when all the will power, motivation, training, concern, and leadership simply isn’t enough any more. Everyone handles that point in his own way. Some guys decide to surrender, or say fuck it and charge. Some panic and get killed; some even decide to just sit there and get court-martialed. You’re too tough for that, though, and too concerned. You might be a bit too brave for all of this. No, no, I mean it. But let’s talk more about you and how you do things later. Still, I have to repeat, we don’t serve in bed here. I want you to get to the mess hall on your own. I know, I know,” Kohler said,
Ronald J. Glasser (365 Days)
Traditional silo or linear thinking is no longer sufficient to cope with unpredictable emergencies. We need the capacity to take a whole-system approach that is a product of personal development, of moving from the old fear paradigm to one of trust and of recognizing that humankind is evolving both socially and spiritually. Individuals can evolve far faster than the collective if they decide to embark on a personal developmental journey. Given the leadership failures that are so apparent today, a little compulsory evolution would do our leaders no harm at all. In practice the coaching process fosters evolution at every stage, for evolution emerges from within and can never be taught in prescriptive ways.
John Whitmore (Coaching for Performance: GROWing Human Potential and Purpose: The Principles and Practice of Coaching and Leadership)
Women are the one's holding themselves back from participating in the first place - holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still believe that they're not allowed to put themselves forward at all until both they are their work are perfect and beyond criticism. Meanwhile putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation... I like that feature in men - their absurd over-confidence, the way that they will casually decide "well I'm 41% qualified for this task, so give *me* the job..." sometimes, strangely enough, it works. A man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish women would also risk these same kinds of wild leaps, but I've watched too many women do the opposite. I've watched far too many brilliant and gifted female creators say "I am 99.8% qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side. Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. Hahaha! Just kidding! I can totally imagine. We've got it from every single message society has ever sent us. Thanks, all of human history!
Elizabeth Gilbert (Big Magic: Creative Living Beyond Fear)
Women are the one's holding themselves back from participating in the first place - holding back their ideas, holding back their contributions, holding back their leadership and their talents. Too many women still believe that they're not allowed to put themselves forward at all until both they and their work are perfect and beyond criticism. Meanwhile putting forth work that is far from perfect rarely stops men from participating in the global cultural conversation... I like that feature in men - their absurd over-confidence, the way that they will casually decide "well I'm 41% qualified for this task, so give *me* the job..." sometimes, strangely enough, it works. A man who seems not ready for the task, not good enough for the task, somehow grows immediately into his potential through the wild leap of faith itself. I only wish women would also risk these same kinds of wild leaps, but I've watched too many women do the opposite. I've watched far too many brilliant and gifted female creators say "I am 99.8% qualified for this task, but until I master that last smidgen of ability, I will hold myself back, just to be on the safe side. Now, I cannot imagine where women ever got the idea that they must be perfect in order to be loved or successful. Hahaha! Just kidding! I can totally imagine. We've got it from every single message society has ever sent us! Thanks, all of human history!
Elizabeth Gilbert (Big Magic: Creative Living Beyond Fear)
Every time we decide to use our power to influence others, particularly if we`re gleeful and hasty, we damage the relationship. We move from enjoying a healthy partnership based on trust and mutual respect to establishing a police state that requires constant monitoring.
Kerry Patterson (Crucial Confrontations: Tools for Resolving Broken Promises, Violated Expectations, and Bad Behavior)
Leadership’s role is to develop individuals who understand and practice integrity, courage, initiative, decisiveness, mental agility and personal accountability. These fundamental qualities must be aggressively cultivated which in turn allows for an atmosphere of adaptability at the lowest level, on the street. “I am here now in the situation that requires a decision…”  I AM EMPOWERED, SUPERENPOWERED TO DECIDE and ACT!
Fred Leland (Adaptive Leadership Handbook - Law Enforcement & Security)
Your decisions will determine your destination. “No decision” is the decision to be just how you were at where you had been.
Israelmore Ayivor (You Can Rise)
Oftentimes, if you decide to embrace the tension and move forward, this is your first battle. To move forward, we can’t keep everything we’ve always had. We have to pick what to take, what is absolutely necessary, and leave behind some things that have been important to us. What used to provide comfort may now only take up space or be a hindrance to getting where we need to go. Pastors
Hugh Halter (The Tangible Kingdom: Creating Incarnational Community (Jossey-Bass Leadership Network Series))
Spiritual life is not mystic; when you decide to work with God, you have stepped to mystery, God can intervene at any time, God can come down even when you are not ready. From the minute you know and understand that God is interested in your marriage, job, business, health, the minute you know that God is interested in what you are doing for Him, the job will take a new turn, your business will take a new course, your life will have a new direction.
Patience Johnson (Why Does an Orderly God Allow Disorder)
When it comes to deciding whether a leader is believable, people first listen to the words, then they watch the actions. They listen to the talk, and then they watch the walk. They listen to the promises of resources to support change initiatives, and then they wait to see if the money and materials follow.
James M. Kouzes (The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (J-B Leadership Challenge: Kouzes/Posner))
You could be a very trustworthy person. It doesn't matter! If they just met you, they decide to trust you or not in the 1st 3 - 4 seconds...
Assegid Habtewold (The 9 Cardinal Building Blocks: For continued success in leadership)
You can decide to refuse to allow people who aim at hating you to achieve their aims.
Israelmore Ayivor (Leaders' Frontpage: Leadership Insights from 21 Martin Luther King Jr. Thoughts)
Commanders are not always leaders. Commanders are appointed. Leaders are unofficially “elected” by the troops in the unit. Likewise in other fields of endeavor. Every leader is put through an informal process in the first few weeks wherein his people judge him and decide whether or not he is worthy of their trust. He must earn that trust. How? A leader must prove himself by his actions, appearance, demeanor, attitude, and decisions.
Harold G. Moore (Hal Moore on Leadership: Winning When Outgunned and Outmanned)
For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
After working with thousands of leaders and teams in every kind of industry, and in schools and government agencies worldwide, this is what we have learned: once you've decided what to do, your biggest challenge is in getting people to execute it at the level of excellence you need... It's natural for a leader to assume the people are the problem. After all, they are the ones not doing what we need to have done. But you would be wrong. The people are not the problem... The problem is inherent in the system.
Chris McChesney, Sean Covey & Jim Huling
We decided to use the metaphor that the company was like a sports team, not a family. Just as a great sports teams are constantly scouting for new players and culling others from their lineups, our team leaders would need to continually look for talent and reconfigure team makeup.
Patty McCord (Powerful: Building a Culture of Freedom and Responsibility)
The acquisition of power is a challenge, the consolidation of it greater still, but the mettle and method of testing power's boundaries ultimately decides if it is fed to excess or starved to extinction.
Stewart Stafford
The president fundamentally wants to be liked” was Katie Walsh’s analysis. “He just fundamentally needs to be liked so badly that it’s always … everything is a struggle for him.” This translated into a constant need to win something—anything. Equally important, it was essential that he look like a winner. Of course, trying to win without consideration, plan, or clear goals had, in the course of the administration’s first nine months, resulted in almost nothing but losses. At the same time, confounding all political logic, that lack of a plan, that impulsivity, that apparent joie de guerre, had helped create the disruptiveness that seemed to so joyously shatter the status quo for so many. But now, Bannon thought, that novelty was finally wearing off. For Bannon, the Strange-Moore race had been a test of the Trump cult of personality. Certainly Trump continued to believe that people were following him, that he was the movement—and that his support was worth 8 to 10 points in any race. Bannon had decided to test this thesis and to do it as dramatically as possible. All told, the Senate Republican leadership and others spent $ 32 million on Strange’s campaign, while Moore’s campaign spent $ 2 million. Trump, though aware of Strange’s deep polling deficit, had agreed to extend his support in a personal trip. But his appearance in Huntsville, Alabama, on September 22, before a Trump-size crowd, was a political flatliner. It was a full-on Trump speech, ninety minutes of rambling and improvisation—the wall would be built (now it was a see-through wall), Russian interference in the U.S. election was a hoax, he would fire anybody on his cabinet who supported Moore. But, while his base turned out en masse, still drawn to Trump the novelty, his cheerleading for Luther Strange drew at best a muted response. As the crowd became restless, the event threatened to become a hopeless embarrassment. Reading his audience and desperate to find a way out, Trump suddenly threw out a line about Colin Kaepernick taking to his knee while the national anthem played at a National Football League game. The line got a standing ovation. The president thereupon promptly abandoned Luther Strange for the rest of the speech. Likewise, for the next week he continued to whip the NFL. Pay no attention to Strange’s resounding defeat five days after the event in Huntsville. Ignore the size and scale of Trump’s rejection and the Moore-Bannon triumph, with its hint of new disruptions to come. Now Trump had a new topic, and a winning one: the Knee.
Michael Wolff (Fire and Fury: Inside the Trump White House)
OODA loop.” The acronym, from military strategy, stands for “observe, orient, decide, act.
Adam Steltzner (The Right Kind of Crazy: A True Story of Teamwork, Leadership, and High-Stakes Innovation)
Machiavelli said that a proper conspiracy moves through three distinct phases: the planning, the doing, and the aftermath. Each of these phases requires different skills—from organization to strategic thinking to recruiting, funding, aiming, secrecy, managing public relations, leadership, foresight, and ultimately, knowing when to stop. Most important, a conspiracy requires patience and fortitude, so much patience, as much as it relies on boldness or courage. The question that remains: What would a world without these skills look like? And would a world with more of them be a nightmare or something better? That’s for you to decide. In the meantime and for the record, I simply present what happened.
Ryan Holiday (Conspiracy: Peter Thiel, Hulk Hogan, Gawker, and the Anatomy of Intrigue)
When I talked ONLY about what I got right I wasn’t doing myself or anyone else any favors. I want to be a role model not an unattainable ideal, I want my story to inspire people, not make them feel like they haven’t accomplished enough or can’t measure up. I think about the people who have sat in the audience of my speeches in the past, probably wondering why they were messing up when I seemingly never did, why was it so easy for me to find success when it was so hard for them. I can’t help to think, did I un-inspire anyone, did anyone decide they weren’t cut out for owning a business or being a leader because they were comparing themselves with the one sided version of my story? I really hope not. If I could go back to the times when I told those filtered stories of everything I did right, I’d talk about the things I speak about now. The things I wrote about in this book. I’d talk about how I told people what to do, instead of empowering them. I’d talk about how my poor decisions as a leader led to my shutting down a whole branch of my company. I’d confess I learned the value of autonomy by being too controlling. I’d talk about the people I didn’t ask to leave when I should have, and all the people I missed out on because I didn’t hire them when I had the chance. I’d talk about the times I hurt and let my people down. The times I didn’t listen to them or make them feel valued. The times I failed them and they left. I’d admit there’s no guide that explains exactly what it is like to lead, and no one gets it right the first time. You don’t mess up a couple times and skip your way to success. You mess up, get a little closer to achieving something and then make another mistake that puts you 10 steps back again. Sometimes you make the same mistake twice. Sometimes you feel like you want to give up. Sometimes you go to bed crying. These are the things I wish someone had told me when I was first starting out. Things I wish more leaders would get comfortable acknowledging. Because lets face it, leadership is really hard. And I learned that if its not hard, chances are you aren’t doing it right.
Kristin Hadeed
SUPERSIZE IT—Try sizing someone’s job the way you shop for shoes for a young child. How does the wise parent decide what size to buy? They start by measuring the child’s foot, and then they buy a pair that’s a size too big. And how does the parent respond when their child tries on those shoes, awkwardly parading down the store aisle, complaining that the shoes feel weird and too big and that their feet are flopping around in them? The parent reassures them, “Don’t worry, you’ll grow into them.” Try supersizing someone’s job. Assess their current capabilities and then give them a challenge that is a size too big. Give an individual contributor a leadership role; give a first-line manager more decision-making power. If they seem startled, acknowledge that the role or responsibility might feel awkward at first. Then step back and watch them grow into it.
Liz Wiseman (Multipliers, Revised and Updated: How the Best Leaders Make Everyone Smarter)
When creating the Vivid Vision, don’t worry about how it is going to happen, only that it’s going to happen. It’s the CEO’s job to figure out where the organization is going. It’s the role of the leadership team to figure out how they will make the Vivid Vision happen. President Kennedy didn’t sit down and map out exactly how to put a man on the moon; he just decided that was the direction the country was headed.
Cameron Herold (Vivid Vision: A Remarkable Tool For Aligning Your Business Around a Shared Vision of the Future)
In some cases, the companies started out fine, and made the decisions to take ethical shortcuts, usually because of a lethal combination of market forces and unethical staff (including leadership). In Twitter’s case, we can almost pinpoint the exact second this happened: It’s when they measured a Donald Trump tweet that broke their guidelines against the engagement it was getting, decided to leave it, and started defending that decision.
Mike Monteiro (Ruined by Design: How Designers Destroyed the World, and What We Can Do to Fix It)
Your organizational culture is something you get to decide. What do you want it to be like?
Nathan Mellor (Sleeping Giants: Authentic Stories and Insights for Building a Life That Matters)
Commit to Priorities Set the appropriate cadence for your OKR cycle. I recommend dual tracking, with quarterly OKRs (for shorter-term goals) and annual OKRs (keyed to longer-term strategies) deployed in parallel. To work out implementation kinks and strengthen leaders’ commitment, phase in your rollout of OKRs with upper management first. Allow the process to gain momentum before enlisting individual contributors to join in. Designate an OKR shepherd to make sure that every individual devotes the time each cycle to choosing what matters most. Commit to three to five top objectives—what you need to achieve—per cycle. Too many OKRs dilute and scatter people’s efforts. Expand your effective capacity by deciding what not to do, and discard, defer, or deemphasize accordingly. In choosing OKRs, look for objectives with the most leverage for outstanding performance. Find the raw material for top-line OKRs in the organization’s mission statement, strategic plan, or a broad theme chosen by leadership. To emphasize a departmental objective and enlist lateral support, elevate it to a company OKR.
John E. Doerr (Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs)
When the court decides, neither side usually has a large enough majority to contest judicial leadership. In contrast, Utah has a large LDS-Republican majority that can amend the state constitution, threaten retaliatory impeachments, or pass mitigating statutes against judicial decisions. In addition, the duration of conservative power has produced a more conservative court that defers to the legislature. The US Supreme Court sets an example of judicial leadership that some justices in Utah sought to follow. But the Utah reaction against federal court decisions and Utah’s conservative electorate and government have prevented the Utah court from emulating the national model.
Rod Decker (Utah Politics: The Elephant in the Room)
The story of Theodore Roosevelt,” one biographer has suggested, “is the story of a small boy who read about great men and decided he wanted to be like them.
Doris Kearns Goodwin (Leadership: In Turbulent Times)
It offers an important lesson for today’s leaders. No matter the mission—whether it be fighting injustice, starting a company, or teaching a classroom of fifth graders—leaders have to put a stake in the ground acknowledging what they’re doing and why. Each person must consciously decide for himself to embrace the larger purpose; he must also decide whether he is ready to walk onto the broader stage and lead.
Nancy F. Koehn (Forged in Crisis: The Power of Courageous Leadership in Turbulent Times)
His father considered that bones and muscles were “sufficient to make a man” and that time in school was “doubly wasted.” In rural areas, the only schools were subscription schools, so it not only cost a family money to give a child an education, but the classroom took the child away from manual labor. Accordingly, when Lincoln reached the age of nine or ten, his own formal education was cut short. Left on his own, Abraham had to educate himself. He had to take the initiative, assume responsibility for securing books, decide what to study, become his own teacher.
Doris Kearns Goodwin (Leadership: In Turbulent Times)
About half a century ago, one of Sigmund Freud’s last pupils decided to study mental health. The psychiatrist Roy Grinker—editor of the Archives of General Psychiatry, chairman of a department of psychiatry—had already spent decades studying mental illness when he began to wonder about mental health. Freud had written little about mental health. He and his followers saw neurosis as part of being human,
S. Nassir Ghaemi (A First-Rate Madness: Uncovering the Links Between Leadership and Mental Illness)
Howard knew that a strong enemy makes an opposing commander look good, and a great opposing general makes the victorious general look even better. Every time he had been called into the Plateau country, it had somehow involved an issue with Joseph. He had heard the man’s eloquence and seen the way that the other nontreaty chiefs had deferred to him on matters concerning the Wallowa. So he erroneously assumed that this imposing, charismatic, formidable chief was also the energetic, charismatic, formidable military leader of all the nontreaty bands. As a result, in his reports and in the dispatches from his friend, Sutherland, his military campaign was depicted as a struggle with the masterful war chief, Joseph, whose brilliant leadership and field strategies and tactics only served to make Howard’s victory seem even greater. Taking Howard’s lead, Sutherland referred to the Nez Perce as “Joseph’s people” and soon adopted the military shorthand of making observations such as “Joseph is in full retreat.” In the public’s mind, the Nez Perce were rapidly becoming “Joseph’s people,” and every military action was becoming an engagement between the Civil War general, Howard, and Joseph, the Nez Perce general and leader of the Nez Perce people. Meanwhile, the Nez Perce were anything but Joseph’s people. They were not even united among themselves. It had been all the chiefs could do to get everyone moving in a single direction. Even questions of allegiance still had not been sorted out. Many families included members who lived among the treaty factions as well as among the nontreaty bands. This had never presented a problem because all knew that a person or family could cross back and forth between sides if they decided that the Christian way or the traditional way was better. But now, with bullets flying, lines were hardening. In fact, in the Clearwater skirmish, one of the treaty Nez Perce fighting for the soldiers and even wearing a blue soldier’s jacket learned that his father had been killed while fighting on the nontreaty side, so he raced across the ground between the two factions, enduring fire from both camps, threw off his coat, and led a charge of the nontreaties against the soldiers he had just abandoned.
Kent Nerburn (Chief Joseph & the Flight of the Nez Perce)
Fear is what's gonna lock you up in your coffin and bury you alive, unless you decide to storm out of it as soon as possible.
Indy Bissessur
The merchant-capitalists knew, though, that changes would have to be made if the English colony was ever to be anything other than a wilderness that devoured men and money with equal ease. Determined to make Jamestown successful, the rich and powerful men who comprised the leadership of the Virginia Company decided to send a large fleet of ships and several hundred settlers—more than had ever been sent before—to Virginia with adequate supplies to place the settlement on a firm footing at last. Of course, sending enough supplies and settlers to guarantee—as much as possible—success in Virginia was an expensive proposition.
Kieran Doherty (Sea Venture: Shipwreck, Survival, and the Salvation of the First English Colony in the New World)
Now Archer and Ratcliffe and, to a lesser degree, John Martin, another of the original settlers whose laziness had angered Smith in the colony’s early days, and who had departed in 1608 only to return on the Falcon, all saw their chance to repay Smith for his cheek by stripping him of his office. Of course, Smith was not about to give up without a fight. He said, with justification, that since the colony’s new leaders and the new charter authorizing the change in leadership were somewhere out on the Atlantic (or at its bottom), there was neither need nor authority for him to give up his post. And he certainly did not want to turn the leadership of the colony over to men he knew were ill suited to guarantee its safety or survival. For his part, if Smith had known what lay in store in the next few weeks, he might well have simply thrown up his hands and ceded control to the men he found so distasteful. As it was, at one point, he said he would give up his commission to Martin, a man he apparently found slightly less offensive than Ratcliffe and Archer. Martin accepted, but kept the job for only three hours before deciding the responsibility was more than he wanted to shoulder and turning the task back to Smith. As much as Smith disliked Ratcliffe, Archer, and Martin, he felt no better when he surveyed the new settlers dispatched by the Virginia Company. They were, in Smith’s view, a pretty sorry lot.
Kieran Doherty (Sea Venture: Shipwreck, Survival, and the Salvation of the First English Colony in the New World)
At the same time, Smith decided that the best way, indeed the only way, to guarantee Jamestown’s future was to disperse settlers. In making this decision, he was taking a page out of the Indians’ playbook since the Powhatan people routinely broke into small groups when food was scarce so that they could better forage and live off the land. Smith opted to send about sixty colonists downriver under the leadership of John Martin and George Percy (two of the men he counted as enemies). At the same time, he dispatched roughly 130 colonists up the James to a spot near the village of Powhatan, ruled by Wahunsonacock’s son, Parahunt. This group he placed under the leadership of Francis West, whose only claim to leadership was that he was the twenty-three-year-old younger brother of Thomas West, Lord De La Warre, the man who had been named “governor for life” of the Virginia colony, and who was expected to arrive in Jamestown at almost any time. These groups, Smith believed, would be able to trade for supplies and live off the land, enabling those who remained in Jamestown to survive the fast approaching winter. Smith, as well as the men who left the protection of the settlement to live off the land, were unaware that Wahunsonacock was no longer willing even to feign friendship
Kieran Doherty (Sea Venture: Shipwreck, Survival, and the Salvation of the First English Colony in the New World)
Congress decided to put him on a committee to write a declaration explaining why the colonies were seeking independence. It was back in the days when Congress knew how to appoint really good committees: Franklin and Jefferson and John Adams were on it. They knew that leadership required not merely asserting values, but finding a balance when values conflict. We can see that in the deft editing of the famous sentence that opens the second paragraph of the Declaration. “We hold these truths to be sacred . . . ,” Jefferson had written. On the copy of his draft at the Library of Congress we can see the dark printer’s ink and backslashes of Franklin’s pen as he changes it to “We hold these truths to be self-evident.” His point was that our rights would come from rationality and the consent of the governed, not the dictates and dogma of any religion. Jefferson’s draft sentence went on to say that all men have certain inalienable rights. We can see Adams’s hand making an addition: “They are endowed by their Creator” with these inalienable rights. So just in the editing of one half of one sentence we can see how Franklin and his colleagues struck a unifying balance between the grace of divine providence and the role of democratic consent in the founding values of our nation.
Walter Isaacson (American Sketches: Great Leaders, Creative Thinkers & Heroes of a Hurricane)
Most people have no idea why others do what they do.. The whole World from their own little mind decide 'what' it is.. Sad when reasonably intelligible people continue to judge & judge.. 7.2 billion people under the Sun, how many can one please??? Therefore....
Abha Maryada Banerjee (Nucleus: Power Women: Lead from the Core)
The most extraordinary thing about the meetings which I attended was the extent to which they were absolutely without any human direction or leadership. “We must obey the Spirit,” is the watchword of Evan Roberts, and he is as obedient as the humblest of his followers. The meetings open—after any amount of preliminary singing while the congregation is assembling—by the reading of a chapter or a psalm. Then it is go as you please for two hours or more.   And the amazing thing is that it does go and does not get entangled in what might seem to be inevitable confusion. Three-fourths of the meeting consists of singing. No one uses a hymnbook. No one gives out a hymn. The last person to control the meeting in any way is Mr. Evan Roberts. People pray and sing, give testimony or exhort as the Spirit moves them. As a study of the psychology of crowds I have seen nothing like it. You feel that the thousand or fifteen hundred persons before you have become merged into one myriad-headed, but single-souled personality.   You can watch what they call the influence of the power of the Spirit playing over the crowded congregation as an eddying wind plays over the surface of a pond. If anyone carried away by his feelings prays too long, or if anyone when speaking fails to touch the right note, someone—it may be anybody—commences to sing. For a moment there is a hesitation as if the meeting were in doubt as to its decision, whether to hear the speaker or to continue to join in the prayer, or whether to sing. If it decides to hear and to pray the singing dies away. If, on the other hand, as usually happens, the people decide to sing, the chorus swells in volume until it drowns all other sound.
Evan Roberts (The Story of the Welsh Revival by Eyewitnesses)
Workers who can consistently decide with clarity and ease which tasks are most important when under pressure are the most prized in every organization. Highly focused in pressure-cooker situations, they rise to meet the challenges of an opportunity-saturated workplace that demands tough calls at every step.
Julie Morgenstern
The system you work in does not tell you who you get to be; you decide who you get to be.
Mindy Hall (Leading with Intention: Every Moment Is a Choice)
The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.
Luke Williams (The Principles of Management: How to Inspire Your Way to the Top (The Leadership Principles Book 1))
Comrades,” he said, “I trust that every animal here appreciates the sacrifice that Comrade Napoleon has made in taking this extra labour upon himself. Do not imagine, comrades, that leadership is a pleasure! On the contrary, it is a deep and heavy responsibility. No one believes more firmly than Comrade Napoleon that all animals are equal. He would be only too happy to let you make your decisions for yourselves. But sometimes you might make the wrong decisions, comrades, and then where should we be? Suppose you had decided to follow Snowball, with his moonshine of windmills — Snowball, who, as we now know, was no better than a criminal?
Anonymous
Chapter 11: Working Together Toward Equality For a long time, the focus has been on making sure women have the choice of working outside the home or in the home. The fact that women have this right is celebrated. The question now is, are we so focused upon the issue of personal choice that we’re failing to encourage women to go for positions of senior leadership? Men and women both need to support each other. Women have not always been there supporting each other, and many times women have actually done the opposite. When Marissa Mayer was named CEO of Yahoo, she was in her third trimester of pregnancy. She announced that her maternity leave would be a few weeks long, and she would be working throughout it. Many feminists were upset with her, arguing that Marissa was “hurting the cause by setting up unreasonable expectations.” Whatever women decided for themselves as far as leave should be fully supported. Sometimes women who are already in power become obstacles to more women gaining power. This was especially true in the days of tokenism, when women would look around and see that only one woman would be allowed to climb the ladder into the senior management. Women can view other women as rivals and treat them with hostility, or undermine them, ignore them, or even sabotage them.
Natalie Thompson (Lean In: A Summary of Sheryl Sandberg's Book)
One positive move would be for managers to seek out qualified female candidates to hire and promote. They can also invest more in the recruiting of these female candidates plus their mentoring and helping them get the experience they need. The battle between the stay-at-home moms and the career moms needs to stop. Each group should stop judging each other and causing guilt trips. Those women who have decided to stay at home and raise a family should not be looked down upon by the career women. Career women with families need not feel like the stay-at-home mothers and feminism both are making them feel guilty. Each group needs to be respectful of the other and their contributions. As more women attain senior positions of leadership, things will change. These women will raise the ceiling and the floor. This book was written to encourage women to dream big. It is also hoped that men will do their part to support women in their careers and in the workplace. While many women may not be focused on getting to the top, if more women lean in then conditions for all women will improve. Sheryl Sandberg looks forward to a world where her children and others, both boys and girls, will be able to make the choice of what to do with their lives without obstacles, both internal and external, slowing them down.
Natalie Thompson (Lean In: A Summary of Sheryl Sandberg's Book)
To teach Shelley to be more forceful, I resorted to a method you wouldn’t find in any instructional. I made her plan and run a practice. She had to design the workout, set up the drills, push her teammates through them, and decide when something had been done well enough. I never said a word. For a good hour and a half she just stood there and watched. I was drained. Not only do you have to talk, you are in the drill. I just remember being mentally exhausted after that practice. But what a great way to develop leadership and ownership. —SHELLEY SEXTON COLLIER
Pat Summitt (Sum It Up: A Thousand and Ninety-Eight Victories, a Couple of Irrelevant Losses, and a Life in Perspective)
The team gets together, without deciding what data they will examine, and begins to write down their evaluations of whatever topics come to mind, and stick them on the wall. Judgment is embedded in this method, as each post-it goes into a plus or minus column.
Alex Harms (The Little Guide to Empathetic Technical Leadership)
There are circumstances which can only be created and remedied in a crucible of fury, fire, and destruction like the serotinous cones of the Jack Pine and Lodgepole Pine trees. Only after exposed to extreme heat and enormous pressures will the cone open to begin anew and flourish amongst the cleansed but desolate landscape. Also, like the unpredictable restrained power of a dormant volcano storing it's potential energy over long periods of time gives way to this planets most enchanting display of scenic beauty to stark nightmarish backdrops. Egos are like wildfires to me because they start small but uncontrolled they will get out-of-hand and devour without prejudice. However, egotistical people are part of life and the best defense is a good offense with fire breaks dug in advance anticipation and left in place for when the right conditions present themselves where you must decide to fight that fire or be consumed by it.
Donavan Nelson Butler
I hated all of these pursuits, except photography and horseback riding, and little did the organizers know, I was already versed in a variety of social and leadership skills. After these confidence-building challenges, the various units headed off on separate expeditions. As the individual group developed the capacity to face challenges, the instructor would ask his allotted unit to make its own decisions. I was teamed with a group of five older boys between the ages of eighteen and twenty. Our Portuguese-French instructor was a twenty-three-year-old named Jules – the moment I’d set eyes on him, I was enthralled by his handsome ruggedness, and I had made it a point to join his team no matter what it took. Meanwhile, my “gaydar” also detected a half-Chinese and part Hispanic-American teammate called Kim. He, too, was checking out our instructor, and me. I befriended Kim and roomed with him on camping trips. Singapore, being a conservative society, did not condone homosexuality, let alone at this super ‘macho’ outpost. During a swimming sojourn, I decided to pretend to drown to get the instructor to come to my rescue. Sure enough, when I feigned suffocation in the ocean, Jules headed my direction. While swimming to pull me ashore, I reached to brush his groin, as if by accident. I did this several times and felt his growing penis with every touch. By the time he’d pulled me aground, he had sprouted a full erection behind his speedo. When he gave me the kiss of life, I jabbed my tongue into his mouth. Taken aback, he withdrew contact before resuming the revitalization process. This time, he lingered when his mouth was on mine. He played it cool, since our patrol was watching the entire incident. He ordered my teammates back to their respective duties when he carried me to the tent I shared with Kim. Although he knew I was capering with him, no words were exchanged throughout the entire process; neither did he make any attestation that he was aroused by what had transpired. Before leaving the tent, he uttered, “I’ll check in later to make sure you are okay…” He trailed off when Kim entered. My dearest ex, I’m sure you are intrigued to hear the rest of my story. You will… eventually. LOL! For now, I bid you adios, because my significant other is calling me to dinner.☺   Love and hugs. Your loving ex, Young XOXOXO
Young (Turpitude (A Harem Boy's Saga Book 4))
You had decided upon your course of action already. But that did not stop you from having a discussion, allowing us to be a part of the decision. Somehow, you guided us all into saying what you wanted to hear. And yet, you made each one of us feel as if it was our own decision. That is leadership.
Amish Tripathi (The Oath of the Vayuputras (Shiva Trilogy #3))
The two revolutions, therefore, taken together, must be understood as a centuries-long process of fundamental change in which the triumphant Western worldview of colonial days is replaced by a planetary understanding of the meaning of human existence that so transcends particular national differences as to enable the human species to create a planetary peace in the absence of an imperial power to enforce its particular institutions on anyone. In short, a coming to maturity of the human species. A transformation of this profound a depth must necessarily take form in the actions of the most capable nation on the planet, and Revel, after surveying the various claimants to leadership, decided that the United States fulfilled the basic requirements such a role entailed. He acclaimed the United States as the prototype nation in a process of world transformation. He cited many factors present in the United States but absent or improperly developed in other nations as justification for his choice. The United States had a continuing pattern of growth and economic prosperity unmatched by any other nation, a technological excellence unrivaled by anyone else, and a high level of basic research that would continue to provide increasingly sophisticated insights into the nature of basic scientific and social problems. Revel also felt that the United States was culturally oriented toward the future, whereas the European countries were directed toward the past, and the Communists were mired in theoretical and doctrinal considerations, rendering them incapable of confronting rapid and continued change. The
Vine Deloria Jr. (Metaphysics of Modern Existence)
Elsewhere in the government, Dodd thought he detected a new and decidedly moderate bent, at least by comparison to Hitler, Göring, and Goebbels, whom he described as “adolescents in the great game of international leadership.” It was in the next tier down, the ministries, that he found cause for hope.
Erik Larson (In the Garden of Beasts: Love, Terror, and an American Family in Hitler's Berlin)
oan Hilliard could feel the smile on her face as she stepped from her car. Not the best wheels, but they were hers, a token of four years spent working in a brokerage firm. Joan had always wanted to be a teacher, but she had finished college at the wrong time. To her great disappointment, she couldn’t land a teaching position. She had still wanted her own classroom but decided that any job was better than nothing. The brokerage firm paid well, and she felt better for the experience. She had learned about herself, how to work with other adults, and what life at work was all about. Above all, she felt more confident. She had learned to cope in a demanding and stressful adult environment. That experience ought to help in a classroom of kids. She was delighted to get a teaching assignment at Pico School. It looked like a friendly place from the outside. The surrounding neighborhood was in decline, but Pico boasted green lawns, welltrimmed shrubbery, and large, lattice-paned windows. Built in the 1950s, it had the architectural charm that Joan remembered from the schools of her childhood. As she walked through the arched entryway, she noticed the vaguely familiar smells of new wax and summer mustiness. As she turned down the corridor leading to the principal’s office, she ran into a tall, broad-shouldered man with hands on hips, scrutinizing the newly polished sheen on the floor. This had to be the custodian, admiring his work before hundreds of students’feet turned it into a mosaic of scuff marks. As she moved closer, he looked up and smiled as if he had
Lee G. Bolman (Reframing the Path to School Leadership: A Guide for Teachers and Principals)
The mass only follows, regardless of what any naive thinker proclaims, because the mass as I said earlier, is not yet wise enough to take their own decisions. They despise manipulation consciously, yet subconsciously they crave for it. That is why they have so many gods in the first place. They just love the idea of somebody else deciding things for them, and it gives them a kind of comfort.
Abhijit Naskar
The FBI didn’t do “matters.” The term means nothing in our language, and it was misleading to suggest otherwise. It was probably a mistake that I didn’t challenge this harder. But in that moment, I decided that her request was too frivolous to take issue with, especially as my first battle with a new boss. I also was confident the press, and the public, would totally miss the distinction between a “matter” and an “investigation” anyway. Maybe she knew that, too. I know the FBI attendees at our meeting saw her request as overtly political when we talked about it afterward. So did at least one of Lynch’s senior leaders. George Toscas, then the number-three person in the department’s National Security Division and someone I liked, smiled at the FBI team as we filed out, saying sarcastically, “Well, you are the Federal Bureau of Matters.
James B. Comey (A Higher Loyalty: Truth, Lies, and Leadership)
To this day, I don’t know why he spoke about the case publicly and seemed to absolve her before a final determination was made. If the president had already decided the matter, an outside observer could reasonably wonder, how on earth could his Department of Justice do anything other than follow his lead?
James B. Comey (A Higher Loyalty: Truth, Lies, and Leadership)
FOR HUNDREDS OF YEARS, people from every corner of the planet have flocked to New York City for the reason Frank Sinatra immortalized: to prove they could “make it.” The allure, the prestige, the struggle to survive, breeds a brand, an image of the city that ripples out to the rest of the world. Sinatra sang about proving himself to himself. “If I can make it there, I’ll make it anywhere.” New York was the yardstick. New York has indeed become a global yardstick—for artists, businesspeople, and dreamers of all stripes. He was a lawyer in New York? He must be good. Doesn’t matter if he was the worst lawyer in the city. If you can make it in New York, people assume that you can make it anywhere. The yardstick the public uses when judging a presidential candidate, it turns out, is not how much time the candidate has in politics. “It’s leadership qualities,” explains the presidential historian Doug Wead, a former adviser to George H. W. Bush and the author of 30 books on the presidents. Indeed, polls indicate that being “a strong and decisive leader” is the number one characteristic a presidential candidate can have. The fastest-climbing presidents, it turns out, used the Sinatra Principle to convey their leadership cred. What shows leadership like commanding an army (Washington), running a university (Wilson), governing a state for a few years—even if you started out as an actor (Reagan)—or building a new political party and having the humility to put aside your own interests for the good of the whole (Lincoln)? Dwight D. Eisenhower led the United States and its allies to victory against Hitler. He had never held an elected office. He won by a landslide with five times the electoral votes of his rival. “If he can make it there, he can make it anywhere,” US voters decided.
Shane Snow (Smartcuts: How Hackers, Innovators, and Icons Accelerate Success)
The Ramsey Rapist taught me at an early age that many of the things we think are valuable have no value. Whenever I speak to young people, I suggest they do something that might seem a little odd: Close your eyes, I say. Sit there, and imagine you are at the end of your life. From that vantage point, the smoke of striving for recognition and wealth is cleared. Houses, cars, awards on the wall? Who cares? You are about to die. Who do you want to have been? I tell them that I hope some of them decide to have been people who used their abilities to help those who needed it—the weak, the struggling, the frightened, the bullied. Standing for something. Making a difference. That is true wealth.
James B. Comey (A Higher Loyalty: Truth, Lies, and Leadership)
you just had to go with the president’s whims. As for the president, it was quite clear that deciding between contradictory policy approaches was not his style of leadership. He simply hoped that difficult decisions would make themselves.
Michael Wolff (Fire and Fury: Inside the Trump White House)
It is when citizens stop waiting for professionals or elected leadership to do something, and decide they can reclaim what they have delegated to others, that things really happen.
Peter Block
If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.
Boiler Service
No one can change your attitude or another person’s attitude – only you can decide to change your own attitude by influencing the whole value chain from programs running in your subconscious mind to beliefs and values you strongly hold.
Archibald Marwizi (Making Success Deliberate)
Emotions or feelings stem from your attitude and they become the basis on which you decide or act. All decisions, choices and actions have some kind of underlying emotional influence. To change the way you feel about someone or something you must first change the way you think about them.
Archibald Marwizi (Making Success Deliberate)
You have a passionate, unfiltered, messy, provocative discussion that ends when the leader of the team decides all the information has been aired. At that point, if no one has made a compelling enough argument for making a decision, the leader breaks the tie.
Patrick Lencioni (Death by Meeting: A Leadership Fable...About Solving the Most Painful Problem in Business)
When you get to the junction of double mindedness in purposefulness, remember the will of God.
Ernest Agyemang Yeboah
I am sorry for you tonight, Mr. President. You are facing one of the greatest decisions of your career. Upon what you decide depends on whether or not you are going to get your canal. If you fall back upon the old methods of sanitation you will fail, just as the French failed. If you back up Dr. Gorgas and his ideas, and you let him make his campaign against mosquitoes, then you get your canal. I can only give you my advice; you must decide for yourself. There is only one way of controlling yellow fever and malaria, and that is the eradication of the mosquitoes. But it is your canal; you must do the choosing and you must choose tonight whether you are going to build that canal.
Thomas W. Martin (Doctor William Crawford Gorgas Of Alabama And The Panama Canal)
knew that judges had no idea what they were deciding upon. They had not actually spent any time in the tenement housing looking the poor in the eye, smelling the stench of rotting tobacco and foul bedding. Almost a century later, in the 1970s, the business leadership saying “management by wandering around” became popular, a style of managing whereby executives walked through the workforce in an unstructured manner, just listening and interpreting. Several historians believe that it was Abraham Lincoln who first implemented the informal management style when he visited Union Army camps to inspect the troops in the early part of the Civil War. For Roosevelt, the Cigar Bill incident was a learning experience: leaders learn best by interpreting a situation firsthand.
Jon Knokey (Theodore Roosevelt and the Making of American Leadership)
Leadership as a Service But the best leadership—the kind that people can mention only with evident emotion and deep respect—is most often exercised by people without positional power. It happens outside the official hierarchy of delegated authority. When I’m on my home turf, I play tennis two or three times a week in groups organized by a charming fellow named Mike. Mike is our leader. It’s Mike who decides the matchups: who plays with whom and against whom. He’s the one who shuffles the players (16 of us on four courts) after each set so we all have different partners for all three sets. He invariably makes good pairings so that near the end of a half hour you can look across the courts and see four scores like 5 to 4, 6 to 6, 7 to 6, and 5 to 5. He has a great booming voice, easy to hear even when he is three courts away. He sets the meeting times, negotiates the schedules for court time, and makes sure there are subs for anyone who needs to be away. Nobody gave Mike the job of leading the group; he just stepped up and took it. His leadership is uncontested; the rest of us are just in awe of our good fortune that he leads us as he does. He gets nothing for it except our gratitude and esteem. —TDM In this example, leadership is not about extracting anything from us; it’s about service. The leadership that the Mikes of the world provide enables their endeavors to go forth. While they sometimes set explicit directions, their main role is that of a catalyst, not a director. They make it possible for the magic to happen. In order to lead without positional authority—without anyone ever appointing you leader—you have to do what Mike does: • Step up to the task. • Be evidently fit for the task. • Prepare for the task by doing the required homework ahead of time. • Maximize value to everyone. • Do it all with humor and obvious goodwill. It also helps to have charisma.
Tom DeMarco (Peopleware: Productive Projects and Teams)
Life’s greatest rewards come from your inner self, from the choices you make, from how you decide to live under whatever circumstances you find yourself in.
John C. Maxwell (Good Leaders Ask Great Questions: Your Foundation for Successful Leadership)
even if we only gain a psychological advantage, that can mean the difference between victory and defeat. I’m reminded of the words of my father the king, who says that battles are decided more by the morale of the troops than by their bodily strength.” Syazarees
Xenophon (Cyrus the Great: The Arts of Leadership and War)
Realistic and unrealistic expectations will be placed on you, demands will be made, fair and unfair judgment will be passed. Your growing leadership intelligence should reflect in your objective response or reaction to these challenges – remember more eyes than you can see are watching you. Know when it is prudent to make a comment, to set the record straight or just not comment. Decide which invitations to accept and which ones to send a representative or to turn down. Continuously reflecting on your mission, beliefs and values will make this process more objective.
Archibald Marwizi (Making Success Deliberate)
What I am talking about here is that positive leadership offers s true decentralized control throughout the organization. This decentralized (BOTTOMS/ UP) approach allows freedom to decide at the strategic, operational and tactical levels of a law enforcement mission. The intuitive decisions are made at the tactical and operational levels while the slower strategic decisions are made at the top. Decision makers working cohesively at all levels enhance successful operations.
Fred Leland (Adaptive Leadership Handbook - Law Enforcement & Security)
The advantages of using account of the legal defense DUI professional According to a DUI or DWI they have very high values, and can be much more difficult, if not able to qualified lawyer in these types of services. It important to get the services of professionals who are familiar with the course of DUI criminal record because the team is almost certainly best, highest paid on the common law also working for many years in a row, and he is almost certain that the officials involved to enforce the law and choose the most effective way. The consumption can peak at promoting the method of blood flow to help ease and the minimum number of punches than likely. Even if you do not want the removal of a fence of a demo, it is deliberately allowed to produce only for the ingredients so suddenly that the interest will be at least in his imprisonment and the decision of the necessary business expense. Education Lawyer, worth DUI, because they understand the rules on the details of the DUI. Great leadership only recognizes attorneys who offer surgery that seemed to bend the lowest possible cost. Field sobriety tests are defense without success, and when the lawyer to provide classroom-oriented, to the surprise of identifying the brain decides what industry breathalyzer sobriety vote or still under investigation. Trying to fight against DUI private value, it may be impossible for the layman is that much of the Berufsrecht did. DUI lawyer can be a file with the management consultants can be used or deny the accuracy of the successful management of blood or urine witnesses. Almost always one day, you can not help learning tool. If there is a case where the amount, solid, is the legal adviser to shock and other consultants witnesses are willing to cut portions and finds out she has some tire testing and influence. Being part of the time, problems with eating problems and more experience DUI attorney in looks secrets and created. The idea that the lawyer is suddenly more than the end result of controlling historical significance of countless people do not share the court made. It very appropriate, qualified, but two at the end of every little thing that you do not agree even repentance and uses for what was happening right opportunity. It can not be argued, perhaps, costs, what seems to be one that includes many just go to the airport to record driving under the influence, but their professional experience and meetings, both issues related to diversity, Lange random taxation measures. Many people today claim that the market is in DUI cases, of course, exhausted, and are a lawyer, go to their rights in the region.
DWI Lawyer
73% of companies have decided that lying to their employees about their potential to advance is the right choice.
Jeffrey Pfeffer (Leadership BS: Fixing Workplaces and Careers One Truth at a Time)
You had decided upon course of action already. But did not stopping others on having discussion. Allowing to be part of decision and guiding all to same decision as it was their own decision. This is called leadership. -From Oath of Vayuputras
Amit Tripathi
He felt everything — pride in his competence and leadership during the Second World War, pride in his noble intransigence during the Cold War, intellectual pleasure in what he called the “technically sweet” conception of the H-bomb, self-disgust that he could feel such pleasure in so monstrous a creation — but could decide on nothing. Brilliance of this scattershot type effectively disqualifies a man from political decision-making. Oppenheimer was simply not the sort of man a nation can entrust with its fate.
Algis Valiunas
age does not guarantee better decisions or stronger leadership. The ability to put aside personal agendas and decide what is best for the whole does.
Joelle Charbonneau (Graduation Day (The Testing, #3))
I don’t think we’re doing a good job as a society deciding what things are really important to do.” Page said. “I think like we’re just not educating people in this kind of general way. You should have a pretty broad engineering and scientific background. You have some leadership training and a bit of MBA training or knowledge of how to run things, organize stuff, and raise money. I don’t think most people are doing that, and it’s a big problem. Engineers are usually trained in a very fixed area. When you’re able to think about all of these disciplines together, you kind of think differently and can dream of much crazier things and how they might work. I think that’s really an important thing for the world. That’s how we make progress.
Ashlee Vance (Elon Musk and the Quest for a Fantastic Future Young Readers' Edition)
In the late 1990s, Parachute was the market leader with more than 50 per cent market share. Fresh from its success in taking market share in toothpaste away from Colgate using Pepsodent, HUL entered the coconut oil category to take on Marico. Dadiseth, the then chairman of HUL, had warned Mariwala to sell Marico to HUL or face dire consequences. Mariwala decided to take on the challenge. Even the capital markets believed that Marico stood no chance against the might of HUL which resulted in Marico’s price-to-earnings ratio dipping to as low as 7x, as against 13x during its listing in 1996. As part of its plans to take on Marico, HUL relaunched Nihar in 1998, acquired Cococare from Redcon and positioned both brands as price challengers to Parachute. In addition, HUL also increased advertising and promotion spends for its brands. In one quarter in FY2000, HUL’s advertising and promotional (A&P) spend on coconut oil alone was an amount which was almost equivalent to Marico’s full year A&P budget (around Rs 30 crore). As Milind Sarwate, former CFO of Marico, recalls, ‘Marico’s response was typically entrepreneurial and desi. We quickly realized that we have our key resource engine under threat. So, we re-prioritized and focused entirely on Parachute. We gave the project a war flavour. For example, the business conference on this issue saw Mariconians dressed as soldiers. The project was called operation Parachute ki Kasam. The leadership galvanized the whole team. It was exhilarating as the team realized the gravity of the situation and sprang into action. We were able to recover lost ground and turn the tables, so much so that eventually Marico acquired the aggressor brand, Nihar.’ Marico retaliated by relaunching Parachute: (a) with a new packaging; (b) with a new tag line highlighting its purity (Shuddhata ki Seal—or the seal of purity); (c) by widening its distribution; and (d) by launching an internal sales force initiative. Within twelve months, Parachute regained its lost share, thus limiting HUL’s growth. Despite several relaunches, Nihar failed against Parachute. Eventually, HUL dropped the brand Nihar off its power brand list before selling it off to Marico in 2006. Since then, Parachute has been the undisputed leader in the coconut oil category. This leadership has ensured that when one visits the hair oil section in a retail store, about 80 per cent of the shelves are occupied by Marico-branded hair oil.
Saurabh Mukherjea (The Unusual Billionaires)
When you decide to take a step to the right, you expect all parts of your body to work in unity to take that step. Actually, you do not even expect it; it is just as natural a feature of our existence as drawing breath. You would be dumbfounded if not outright terrorized if your left leg suddenly moved in the opposite direction. While this is an everyday occurrence in the corporate world, with organizations aimlessly ambling about like zombies, the problem of moving in unity becomes even more urgent if we truly aim to achieve business agility. It is only when we can harmonize the decentralized decision making in the teams with the intent of senior leadership that we can achieve real business agility. Imagine your organization moved like your body: If there is an unexpected noise in your environment, your whole body turns in that direction to assess the situation and address possible threats that might come towards you. How great would it be if your organization did the same? Flexibly reacting to changes in the environment without friction, discussion, or delay, just a seamless and natural response — would that not be true agility?
Gereon Hermkes (Scaling Done Right: How to Achieve Business Agility with [email protected] and Make the Competition Irrelevant)
We are always going to face moments in our lives that we must decide what deserves the allegiance of our focus.
Benjamin Suulola
Duckworth learned that the Whole Candidate Score—an agglomeration of standardized test scores, high school rank, physical fitness tests, and demonstrated leadership—is the single most important factor for admission, but that it is useless for predicting who will drop out before completing Beast. She had been talking to high performers across domains, and decided to study passion and perseverance, a combination she cleverly formulated as “grit.
David Epstein (Range: Why Generalists Triumph in a Specialized World)
Between the moral force of the civil rights movement and Johnson’s skillful use of the bully pulpit, a consensus had been built. While “to some people,” Johnson noted in his memoirs, the word consensus meant “a search for the lowest common denominator,” that definition belied the “prime and indispensable obligation of the Presidency”—to decide first what needs “to be done regardless of the political implications” and then to “convince the Congress and the people to do it.” For Johnson, a successful consensus was the consequence of effective persuasion.
Doris Kearns Goodwin (Leadership: In Turbulent Times)
Constantly looking for direction from adults and approval from their peers is a recipe for producing gullible adults who will not take the initiative to look deeper into issues and decide for themselves what needs to be done. They will hesitate to make life decisions because they have made very few in the past.
Ginny Seuffert (Your Children Can Change the World!: How homeschoolers can prepare their children for leadership in society, in business, and in government)
Leadership is not a position. It’s a behavior. And you don’t get to decide if you’re doing it well.
Rich Diviney (The Attributes: 25 Hidden Drivers of Optimal Performance)
By the time the operation was over, thirty-eight Egyptians and eight Israelis had been killed. Militarily the operation had been a success. The IDF had achieved its objectives, inflicting heavy damage on Egyptian infrastructure and personnel. Israel’s leadership hoped that the harsh reprisal would convince Egyptian president Gamal Abdul Nasser to rein in the fedayeen. Instead, Nasser was humiliated. Viewing the raid as a disaster, Nasser decided to take drastic measures. In September 1955 Egypt and Czechoslovakia announced a massive arms deal, including three hundred tanks, two hundred fighter planes, fifty bombers, artillery, naval equipment, and other weapons.
Eric Gartman (Return to Zion: The History of Modern Israel)
When an executive decides not to confront a peer about a potential disagreement, he or she is dooming employees to waste time, money, and emotional energy dealing with unresolvable issues. This causes the best employees to start looking for jobs in less dysfunctional organizations, and it creates an environment of disillusionment, distrust, and exhaustion for those who stay.
Patrick Lencioni (The Four Obsessions of an Extraordinary Executive: A Leadership Fable)
Once you start censoring yourself for others, you're giving them to power to decide what, when, where and how much you say.
Leslie Ehm (Swagger: Unleash Everything You Are and Become Everything You Want)
Stock plotlines—the themes people tell themselves so that they can build on the positive ones and create alternatives for the negative ones—happen in organizations and teams, and identifying them helps us decide whether we want to keep them or change them.
Marc A. Pitman (The Surprising Gift of Doubt: Use Uncertainty to Become the Exceptional Leader You Are Meant to Be)
We need to have a serious discussion about your leadership skills, Miss Foster,” Bronte’s sharp voice barked the next morning, jolting Sophie out of the dazed, half-sleepy state she’d been lingering in since sunrise. “And perhaps also about your strange choices for sleeping location.” Some part of her brain had been telling her that she needed to get up and get ready for a big day of super-important stuff. The other part had decided that all of that stuff could wait a tiny bit longer. And then a tiny bit longer after that. And a little more after that. As if she’d found some sort of strange mental snooze button—which she was happy to keep hitting as long as it let her stay surrounded by baby alicorns and Calla’s soothing songs instead of having to face reality. And now her entire brain was telling her that the best solution to her current situation was to pull her blankets over her head and wait for Bronte to go away.
Shannon Messenger (Legacy (Keeper of the Lost Cities #8))
Just as CEOs can’t look away when social issues clash with their values, employees can’t pretend that whatever its leadership decides to do is above their pay grade. If leadership won’t act on a company’s values, employees at every level need to hold them accountable.
Marc Benioff (Trailblazer: The Power of Business as the Greatest Platform for Change)