Eagle Leadership Quotes

When eagles are silent, parrots begin to chatter.

You will never see an eagle of distinction flying low with pigeons of mediocrity.

An eagle never loses sleep over a turkey's sentiments.

the Entente Powers, far from aiding Poland, regarded her activities with irritation. Poland won her independence for twenty years by her own efforts under the leadership of Piłsudski.

After visiting these two places (Berchtesgaden and the Eagle's lair on Obersalzberg) you can easily see how that within a few years Hitler will emerge from the hatred that surrounds him now as one of the most significant figures who ever lived. He had boundless ambition for his country, which rendered him a menace to the peace of the world, but he had a mystery about him in the way that he lived and in the manner of his death that will live and grow after him. He had in him the stuff of which legends are made.

We stand at an immense fork in the raod. One way is the path of generosity, dignity and a respect for other races and customs; the other leads most certainly to greed, suspicion, hatered and the old, bloody course of violence and waste - and now, God help us, to the very destruction of all the struggles and triumphs of the human race on this earth. My old friends and fellow townsmen: which will it be?

An eagle does not crawl because it was born to fly.

Turkeys can run with eagles but cannot fly with them.

If your company mission is to climb a tree, which would you rather do: hire a squirrel or train a horse?

In business, real discipline comes in saying no to the wrong opportunities.” —Jim Collins

Success is when you are able to reproduce the process.

We need to change the narrative and be productive.

If you are landing it doesn't really matter who is sitting beside you but while you are taking off, it is very important you know who is around you. Eagles don't flock with pigeons.

Patronising women is another manoeuvre, an infamous example being then British prime minister David Cameron’s ‘Calm down, dear’ to Labour MP Angela Eagle in 2011.48 In the Inter-Parliamentary Union’s (IPU) 2016 global study on sexism, violence and harassment against female politicians, one MP from a European parliament said ‘if a woman speaks loudly in parliament she is “shushed” with a finger to the lips, as one does with children. That never happens when a man speaks loudly’.49 Another noted that she is ‘constantly asked – even by male colleagues in my own party – if what I want to say is very important, if I could refrain from taking the floor.’ Some tactics are more brazen. Afghan MP Fawzia Koofi told the Guardian that male colleagues use intimidation to frighten female MPs into silence – and when that fails, ‘The leadership cuts our microphones off’.50 Highlighting the hidden gender angle of having a single person (most often a man) in charge of speaking time in parliament, one MP from a country in sub-Saharan Africa (the report only specified regions so the women could remain anonymous) told the IPU that the Speaker had pressured one of her female colleagues for sex. Following her refusal, ‘he had never again given her the floor in parliament’. It doesn’t necessarily even take a sexual snub for a Speaker to refuse women the floor: ‘During my first term in parliament, parliamentary authorities always referred to statements by men and gave priority to men when giving the floor to speakers,’ explained one MP from a country in Asia. The IPU report concluded that sexism, harassment and violence against female politicians was a ‘phenomenon that knew no boundaries and exists to different degrees in every country’. The report found that 66% of female parliamentarians were regularly subjected to misogynistic remarks from their male colleagues, ranging from the degrading (‘you would be even better in a porn movie’) to the threatening (‘she needs to be raped so that she knows what foreigners do’).

A brick could replace the eagle as the symbol for the United States of America. And why not? A brick just sort of sits there, expecting everything to be built around it; a brick crumbles, much like an empire; and a brick is nonthinking, just like America’s “leadership” in Washington DC—on both sides of the political spectrum.


The short version of it is, he and a squad of special operations troops flew into a village in southern Afghanistan in two Blackhawks, with a gunship flying support. They were targeting a house where two Taliban leadership guys were hiding out with their bodyguards. They landed, hit the house, there was a short fight there, they killed one man, but they’d caught the Taliban guys while they were sleeping. They controlled and handcuffed the guys they were looking for, and had five of their bodyguards on the floor. Then the village came down on them like a ton of bricks. Instead of just being the two guys with their bodyguards, there were like fifty or sixty Taliban in there. There was no way to haul out the guys they’d arrested—there was nothing they could do but run. They got out by the skin of their teeth.” “What about Carver?” Lucas asked. “Carver was the last guy out of the house. Turns out, the Taliban guys they’d handcuffed were executed. So were the bodyguards, and two of them were kids. Eleven or twelve years old. Armed, you know, but . . . kids.” “Yeah.” “An army investigator recommended that Carver be charged with murder, but it was quashed by the command in Afghanistan—deaths in the course of combat,” Kidd said. “The investigator protested, but he was a career guy, a major, and eventually he shut up.” “Would he talk now? I need something that would open Carver up.” “I don’t think so,” Kidd said. “He’s just made lieutenant colonel. He’s never going to get a star, but if he behaves, he could get his birds before he retires.” “Birds?” “Eagles. He could be promoted to colonel. That’s a nice retirement bump for guys who behave. But, there’s another guy. The second-to-the-last guy out. He’s apparently the one who saw the executions and made the initial report. He’s out of the army now. He lives down in Albuquerque.

There are mentors who have the job of forming flocks and leading flocks in a flight pattern. That's good. But then there are mentors who have the job of training eagles how to soar alone. I am the eagle mentor. I'm not here to mentor you on how to fly in a flock; I am here to call out the eagles amongst you and encourage them on their destiny to soar high alone. This is my job, this is my calling.

Like the phoenix, we rise; like the eagle, we soar.

The best way to keep a nation down is to silence their leadership,” Jack said.

Change is the key that unlocks the door to growth and excitement in any organization. The leader’s ability to inspire a culture of change can make or break their success. Tomorrow comes at us with lightning speed, and our competitive advantage is a fleeting thing. Bill Gates puts it this way: “In three years, every product my company makes will be obsolete. The only question is whether we will make them obsolete or somebody else will.

One of the biggest reasons many leaders fail is their unwillingness to accept their limitations. Ego gets in the way. They feel they’re smart enough to do it all and mistakenly feel that what they don’t know can be learned on the fly. So many times it’s a recipe for disaster, especially for entrepreneurs. Walt Disney failed many times early in his career. He had brilliant ideas, but his ability to execute them was painfully lacking. He also, believe it or not, was a lousy artist. After the third failure, Disney was finally convinced that, to succeed, he must surround himself with great artists who could bring his animation ideas to life. He also needed his brother, Roy, to handle the financial side of the business. These two moves made all the difference and freed Walt up to do what he did best—using his imagination to plan their future.

More and more they are relying on their gut—and their feelings—to make decisions. In fact, he said, it really doesn’t matter how customers feel about you and your business. What makes a difference is how your products make them feel about themselves and their decisions.

Far too many companies are focused on the product and not the experience. We need to replace our brain with our heart, because that’s often how people make decisions. Studies have proven that the essential difference between emotion and reason is that emotion leads to action and reason leads to conclusions.

When hiring someone, start with the premise that attitudes are contagious. Then ask yourself one question: Is theirs worth catching? I’ve been in business for over thirty years, and I’ve come to realize the difference in success and failure is not how you look, not how you dress, not how much you’re educated, but how you think! In my business life, I’ve watched many very intelligent people fail miserably because they have a negative attitude, and I’ve also observed just as many people with average intelligence soar to success because of positive attitudes. Southwest Airlines’s vice president of people is often asked the question “How do you get your people to be so nice?” Her answer is always the same: “We hire nice people.

Brian Tracy, in his book Eat That Frog, says that your “frog” should be the most difficult item on your to-do list, the one where you’re most likely to procrastinate, because if you eat that first, it’ll give you energy and momentum for the rest of the day. But if you don’t, and you let him sit there on the plate and stare at you while you do a hundred unimportant things, it can drain your energy and you won’t even know it. So here’s your assignment: for the next thirty days, take a look at your list, circle the frog, and eat that first.

Winning is not a sometime thing; it is an all the time thing. You don’t win once in a while; you don’t do things right once in a while; you do them right all of the time.” —Vince Lombardi

As a leader, however, we must manage our attitudes. Do we need to be perfect? Of course not. But we can never underestimate the influence that our actions and our attitudes will have on our team.

I have a friend who, at sixty-five, looked like he was fifty-five. When I saw him, I said, “Tony, you look great.” He said, “I feel great! I got a second job.” I said, “A second job? I thought your import business was doing well.” He said, “It is. My second job is on the treadmill from six to seven every morning. When I started looking at it as a second job, I showed up whether I wanted to or not! The pay is lousy, but the benefits to my health and my attitude are priceless!

For many years, Darrel Royal was the football coach for the University of Texas at Austin. They always had great teams and winning records. Sometimes, however, when they won a close game, a sportswriter would suggest that while the Longhorns were skilled, they had been lucky on that day. Hearing it one time too often, Coach Royal finally said, “Luck is partly the residue of design, the simple act of being prepared for luck when it arrives.” And there is something else to luck, Royal said—luck follows speed. Move, and luck finds you. Move quickly, and it finds you more often.

values are critical to build great brands and great companies. 2.They must be continuously enforced to truly make it a part of your company culture. Why the need for values in an organization? Core values serve as critical guides for making decisions, and when in doubt, they cut through the fog like a beacon in the night. Identifying the core values that define your company is one of the more important functions of leadership. They can make or break your long-term success. But you also should know that gaps between your values and your actions can do more harm than good. In other words, if you talk about building a customer-first culture but fail to do so, you’ll lose the respect of your employees and your customers.

Choose to soar with the eagles while chickens roost below.

if there really is no way you can win, you never say it out loud. You assess why, change strategy, adjust tactics, and keep fighting and pushing till either you’ve gotten a better outcome or you’ve died. Either way, you never quit when your country needs you to succeed. As Team 5 was shutting down the workup and loading up its gear, our task unit’s leadership flew to Ramadi to do what we call a predeployment site survey. Lieutenant Commander Thomas went, and so did both of our platoon officers in charge. It was quite an adventure. They were shot at every day. They were hit by IEDs. When they came home, Lieutenant Commander Thomas got us together in the briefing room and laid out the details. The general reaction from the team was, “Get ready, kids. This is gonna be one hell of a ride.” I remember sitting around the team room talking about it. Morgan had a big smile on his face. Elliott Miller, too, all 240 pounds of him, looked happy. Even Mr. Fantastic seemed at peace and relaxed, in that sober, senior chief way. We turned over in our minds the hard realities of the city. Only a couple weeks from now we would be calling Ramadi home. For six or seven months we’d be living in a hornet’s nest, picking up where Team 3 had left off. It was time for us to roll. In late September, Al Qaeda’s barbaric way of dealing with the local population was stirring some of Iraq’s Sunni tribal leaders to come over to our side. (Stuff like punishing cigarette smokers by cutting off their fingers—can you blame locals for wanting those crazies gone?) Standing up for their own people posed a serious risk, but it was easier to justify when you had five thousand American military personnel backing you up. That’ll boost your courage, for sure. We were putting that vise grip on that city, infiltrating it, and setting up shop, block by block, house by house, inch by inch. On September 29, a Team 3 platoon set out on foot from a combat outpost named Eagle’s Nest on the final operation of their six-month deployment. Located in the dangerous Ma’laab district, it wasn’t much more than a perimeter of concrete walls and concertina wire bundling up a block of residential homes. COP Eagle’s

I am not here to rear chickens, I am here to raise eagles.

Even when you succeed, continue loving God the way you do.

Africans must realize that it is time to be fruitful and multiply. 

What will people say?" is never part of your grave let alone part of your sandwich, then why bother?

Eagles symbolize leadership and authority, as they are often seen as kings of the sky, commanding respect and admiration

A wise choice is when you become a capital choice to many.

Eagles do fly alone but feed their families.

send our joyful greetings and thanks. Now our minds are one. The oratory is more than an economic model; it’s a civics lesson, too. Freida emphasizes that hearing the Thanksgiving Address every day lifts up models of leadership for the young people: the strawberry as leader of the berries, the eagle as leader of the birds. “It reminds them that much is expected of them eventually. It says this is what it means to be a good leader, to have vision, and to be generous, to sacrifice on behalf of the people. Like the maple, leaders are the first to offer their gifts.” It reminds the whole community that leadership is rooted not in power and authority, but in service and wisdom.

Theodore Roosevelt jumped on his horse and rode to the front. One trooper remembers a great distinction. “He didn’t say ‘Go on’; he said, ‘Come on!’”9 The spirit of the moment seized those still alive. A wild animalistic cheer erupted. One Rough Rider called it “patriotic insanity.”10 A Pawnee Indian, the son of Chief Big Eagle, let out a native war cry.11

On June 28 Cominform (the post-war successor to Comintern) expelled the Yugoslavs and appealed to "healthy elements" in the Party to overthrow the leadership. Tito's flattering secret codename OREL ("Eagle") was hurridly downgraded to STERVYATNIK ("Carrion Crow").