Enthusiasm And Leadership Quotes

You can buy a man's time, you can buy a man's physical presence at a certain place, you can even buy a measured number of skilled muscular motions per hour or day. But you cannot buy enthusiasm, you cannot buy initiative, you cannot buy loyalty; you cannot buy the devotion of hearts, minds, and souls. You have to earn these things.

the person who has technical knowledge plus the ability to express ideas, to assume leadership, and to arouse enthusiasm among people—that person is headed for higher earning power.

The choice to lead is nurtured by the willingness to rise above challenges of life.

What differentiates victors and victims are visions and vigor. Victims won't get the vim to step out of their situations.

The speed at which progress rolls is not determined by the number of people who started pushing it, but by the number of people who are passionate to hold on doing so.

Humbleness and enthusiasm are two great qualities for effective leadership. By aligning your 114 chakras, you can unleash your inner fire and inspire your team to achieve greatness.

Success comes to people with leadership skills, a sound vision, enthusiasm, and the willingness to put forth the effort to build an organization and find others who will do the same.

Definite purpose, absolute commitment.

In short, we needed to view technology as more of an opportunity than a threat, and we had to do so with commitment, enthusiasm, and a sense of urgency.

Tunney has all the makings of a hero – he was clean living, intelligent, polite, reasonably good-looking – but, like Lou Gehrig, he lacked the chemistry that stirred affection.

When an actor reaches down into his emotional well and pulls up a deeply personal response, the audience can sense something special is going on. They may not know exactly what they're seeing, but they recognize it as authentic.

Great romantics are granted lots of slack.

Without confidence, enthusiasm, and optimism in the command, victory would scarcely be obtainable.” ~ Dwight D. Eisenhower

Leaders are optimistic. When you walk with leaders, the spirit of hope will ramble around you and you will feel like “yes, I can break barriers with few blows.

All professions have some element of theater to them.

If you put your heart into everything you do, you will recreate yourself.

You can’t perform well in what you don’t love to do well. You can lead in what you can’t perform well. To lead well, be sure where you are, is where you supposed to be!

You are likely to lose the heat of your passion irrespective of how hot it was when you surrender yourself to a leader with lukewarm attitude.

The change "grief cycle", for some people, may be excitement, enthusiasm, engagement, effort, and excellence.

Teddy Roosevelt "had relished "every hour" of every day as president. Indeed, (he was) fearing the "dull thud" he would experience upon returning to private life.

Success requires planning, structure, and consistency. If you step out into the world armed with only a vision, enthusiasm, and good vibes—you will encounter every challenge imaginable on the way to attain it.

Strive to do small things well. Be a doer and a self-starter—aggressiveness and initiative are two most admired qualities in a leader—but you must also put your feet up and think. Strive for self-improvement through constant self-evaluation. Never be satisfied. Ask of any project, How can it be done better? Don’t overinspect or oversupervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat. Keep the troops informed; telling them “what, how, and why” builds their confidence. The harder the training, the more troops will brag. Enthusiasm, fairness, and moral and physical courage—four of the most important aspects of leadership. Showmanship—a vital technique of leadership. The ability to speak and write well—two essential tools of leadership. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities. Have consideration for others. Yelling detracts from your dignity; take men aside to counsel them. Understand and use judgment; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly. Stay ahead of your boss.

They came to me because they had finally realized, after years of observation and experience, that the highest-paid personnel in engineering are frequently not those who know the most about engineering. One can, for example, hire mere technical ability in engineering, accountancy, architecture or any other profession at nominal salaries. But the person who has technical knowledge plus the ability to express ideas, to assume leadership, and to arouse enthusiasm among people—that person is headed for higher earning power.

Lyndon Johnson knew how to make the most of such enthusiasm and how to play on it and intensify it. He wanted his audience to become involved. He wanted their hands up in the air. And having been a schoolteacher he knew how to get their hands up. He began, in his speeches, to ask questions.

You have to believe, and you have to develop the skills to transmit your belief. It’s your passion that brings the vision to life. If you’re going to lead, you have to recognize that your enthusiasm and expressiveness are among your strongest allies in your efforts to generate commitment in others. Don’t underestimate your talents.

As Jay Griffiths observes in her book Wild, René Descartes and the rationalists of the late-seventeenth and eighteenth centuries cultivated “a hatred of ‘enthusiasm,’ for its emotional, wild surges of knowing were too natural, too bodily, too animal. Rationalism demanded superiority to, and separation from, nature and nature’s ways of knowing.

Building everything from the bottom up is just as bad as top-down. In its egalitarian, power-to-the-people enthusiasm, GREEN sometimes puts too much of its energy into the lowest echelons. Everybody gets a say, whether competent or not. Nobody's opinion carries more weight than anyone else's. When misapplied, this noble philosophy only leads to a pooling of ignorance and wasted time. The one or two people with real expertise are shouted down by know-nothings getting their share of consensus.

In time of war, under the banner of an enemy recognisable as such, a foreigner from a camp outside the lines, the imperial idea grew strong in confidence and temper. The British democracy rallied to the call of a strong leadership, and it was not just in rhetorical enthusiasm but with considerable personal satisfaction that Churchill hailed the year 1940-1 as the British people's 'finest hour'. He, with other imperialists, was delighted by the fact that, when it came to the sticking-place, it was the old-fashioned loyalty of the reactionary British Empire to all that was symbolised by allegiance to Crown and country that came forward to save European civilisation from utter overthrow by German tyranny...The days of showing the flag—even for only a momentary glimpse, such as wall that inhabitants of Greece and Crete and Dieppe had of it—had returned. The Empire was the Empire once more, and to 10, Downing Street returned that imperial control that two generations of Dominion opinion had combined to condemn as sinister.

Eton’s great strength is that it does encourage interests--however wacky. From stamp collecting to a cheese-and-wine club, mountaineering to juggling, if the will is there than the school will help you. Eton was only ever intolerant of two things: laziness and a lack of enthusiasm. As long as you got “into something,” then most other misdemeanors were forgivable. I liked that: it didn’t only celebrate the cool and sporty, but encouraged the individual, which, in the game of life, matters much more. Hence Eton helped me to go for the Potential Royal Marines Officer Selection Course, age only sixteen. This was a pretty grueling three-day course of endless runs, marches, mud yomps, assault courses, high-wire confidence tests (I’m good at those!), and leadership tasks. At the end I narrowly passed as one of only three out of twenty-five, with the report saying: “Approved for Officer Selection: Grylls is fit, enthusiastic, but needs to watch out that he isn’t too happy-go-lucky.” (Fortunately for my future life, I discarded the last part of that advice.) But passing this course gave me great confidence that if I wanted to, after school, I could at least follow my father into the commandos.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

I DO NOT BELIEVE that such groups as these which I found my way to not long after returning from Wheaton, or Alcoholics Anonymous, which is the group they all grew out of, are perfect any more than anything human is perfect, but I believe that the Church has an enormous amount to learn from them. I also believe that what goes on in them is far closer to what Christ meant his Church to be, and what it originally was, than much of what goes on in most churches I know. These groups have no buildings or official leadership or money. They have no rummage sales, no altar guilds, no every-member canvases. They have no preachers, no choirs, no liturgy, no real estate. They have no creeds. They have no program. They make you wonder if the best thing that could happen to many a church might not be to have its building burn down and to lose all its money. Then all that the people would have left would be God and each other. The church often bears an uncomfortable resemblance to the dysfunctional family. There is the authoritarian presence of the minister—the professional who knows all of the answers and calls most of the shots—whom few ever challenge either because they don’t dare to or because they feel it would do no good if they did. There is the outward camaraderie and inward loneliness of the congregation. There are the unspoken rules and hidden agendas, the doubts and disagreements that for propriety’s sake are kept more or less under cover. There are people with all sorts of enthusiasms and creativities which are not often enough made use of or even recognized because the tendency is not to rock the boat but to keep on doing things the way they have always been done.

There is a distinction between leadership and management. Leadership is more about change, inspiration, setting the purpose and direction, and building the enthusiasm, unity and staying power for the journey ahead. Management, on the other hand, is less about change, more about stability and making the best use of resources to get things done – good administration, essentially.

Julia’s study group at Yale, for instance, felt draining because the norms—the tussles over leadership, the pressure to constantly demonstrate expertise, the tendency to critique—had put her on guard. In contrast, the norms of her case competition team—enthusiasm for one another’s ideas, withholding criticisms, encouraging people to take a leadership role or hang back as they wanted—allowed everyone to be friendly and unconstrained. Coordination was easy.

In April 2012, The New York Times published a heart-wrenching essay by Claire Needell Hollander, a middle school English teacher in the New York City public schools. Under the headline “Teach the Books, Touch the Heart,” she began with an anecdote about teaching John Steinbeck’s Of Mice and Men. As her class read the end together out loud in class, her “toughest boy,” she wrote, “wept a little, and so did I.” A girl in the class edged out of her chair to get a closer look and asked Hollander if she was crying. “I am,” she said, “and the funny thing is I’ve read it many times.” Hollander, a reading enrichment teacher, shaped her lessons around robust literature—her classes met in small groups and talked informally about what they had read. Her students did not “read from the expected perspective,” as she described it. They concluded (not unreasonably) that Holden Caulfield “was a punk, unfairly dismissive of parents who had given him every advantage.” One student read Lady Macbeth’s soliloquies as raps. Another, having been inspired by Of Mice and Men, went on to read The Grapes of Wrath on his own and told Hollander how amazed he was that “all these people hate each other, and they’re all white.” She knew that these classes were enhancing her students’ reading levels, their understanding of the world, their souls. But she had to stop offering them to all but her highest-achieving eighth-graders. Everyone else had to take instruction specifically targeted to boost their standardized test scores. Hollander felt she had no choice. Reading scores on standardized tests in her school had gone up in the years she maintained her reading group, but not consistently enough. “Until recently, given the students’ enthusiasm for the reading groups, I was able to play down that data,” she wrote. “But last year, for the first time since I can remember, our test scores declined in relation to comparable schools in the city. Because I play a leadership role in the English department, I felt increased pressure to bring this year’s scores up. All the teachers are increasing their number of test-preparation sessions and practice tests, so I have done the same, cutting two of my three classic book groups and replacing them with a test preparation tutorial program.” Instead of Steinbeck and Shakespeare, her students read “watered-down news articles or biographies, bastardized novels, memos or brochures.” They studied vocabulary words, drilled on how to write sentences, and practiced taking multiple-choice tests. The overall impact of such instruction, Hollander said, is to “bleed our English classes dry.” So

Display your passion, and others will be inspired. Enthusiasm is contagious.

The leader of an organization is the engine of change and reform, and his work is never done. If his yellow tablet keeps filling up with ideas, he should keep on truckin’. But if a leader cannot sustain his enthusiasm, energy, and creativity to keep making his institution better, he needs to step aside for someone who can.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

It’s Simple: You must bring energy and enthusiasm every single day. You are not entitled to anything but more hard work. The rank and file are working hard and getting paid less. Attack each day as though it were critical to the organization’s success.

In his report to the Auswärtiges Amt (Foreign Ministry), Wolff wrote that Husseini said, “Muslims inside and outside Palestine welcome the new regime in Germany and hope for the spread of fascist, antidemocratic state leadership to other countries.” In his view,” current Jewish influence on economy and politics” was “damaging everywhere and needed to be fought.” In the hope of doing economic damage to the Jews, Husseini opined that “Muslims hope for a boycott of the Jews in Germany because it would then be adopted with enthusiasm in the whole of the Muslim world.” Further, he was willing to spread the boycott message among Muslims traveling through Palestine and to “all Muslims.” He also looked forward to trade with “non-Jewish merchants” dealing in German products.3 Husseini’s remarks on March 1933 demonstrated his early enthusiasm for the Nazi regime based on his ideological support for its antidemocratic and anti-Jewish policies.

If I have to motivate you, I’m spending too much leadership time and leadership energy on the raw materials. Each employee needs to bring the raw materials: the energy, the enthusiasm, the professionalism, the drive. The leader creates an environment where people can do great work in service of something bigger than themselves. This environment includes projects that are meaningful and valuable. The leader brings the work to the right people.

Nothing great was ever achieved without enthusiasm,” wrote Ralph Waldo Emerson.

Jousting with an obvious hoodlum couldn't hurt.

In their enthusiasm to oppose Mr. Harper and the Conservatives, I think they’ve been getting the big things wrong about this country. For example, Canada’s prosperity depends upon our ability to develop our natural resources and get them to world markets. Every prime minister in our history would agree with that. Today, that means we have to create more environmentally sustainable ways of getting this job done, but it serves nobody to suggest that western Canada’s resource wealth is a “Dutch disease” that weighs down the rest of the economy. My party learned that painful lesson under my father’s leadership. Using western resource wealth to buy eastern votes is a strategy that, ultimately, impoverishes all Canadians.

Some people choose to lead, others to follow. Success is not primarily a matter of circumstances or native talent or even intelligence — it is a choice. Your beliefs, passion, values, enthusiasm, relationships, interpersonal skills and how they are blended, will move you further ahead towards success.

Winston Churchill’s great remark that “success is going from failure to failure without loss of enthusiasm.

Every unearnest minister is an unfaithful one.

Initial uniformity can be deceiving, warns the author, because parties arrive at that state from so many different motives which will be exposed over time.

I heard the story of a wealthy Texan who threw a party for his daughter because she was approaching the age to marry. He wanted to find a suitable husband for her—someone who was courageous, intelligent, and highly motivated. He invited a lot of young, eligible bachelors. After they had enjoyed a wonderful time at the party, he took the suitors to the backyard and showed them an Olympic-size swimming pool filled with poisonous snakes and alligators. He announced, “Whoever will dive in this pool and swim the length of it can have his choice of one of three things. One, he can have a million dollars; two, ten thousand acres of my best land; or three, the hand of my daughter, who upon my death will inherit everything I own.” No sooner had he finished when one young man splashed into the pool and reappeared on the other side in less than two seconds. The rich Texan was overwhelmed with the guy’s enthusiasm. “Man, I have never seen anyone so excited and motivated in all my life, I’d like to ask you: Do you want the million dollars, ten thousand acres, or my daughter?” The young man looked at him sheepishly, “Sir,” he said, “I would like to know who pushed me in the pool!” The

The beautiful thing having a vision for life is it adds energy, enthusiasm, winning spirit, patience, dedication and productive inner qualities in you.

The greatest enthusiasm in the world won’t make up for a business plan that doesn’t work.

(Lyndon) Johnson created his own theater.

Many people regard leaders as natually gifted with intellect, personal forcefulness, and enthusiasm. Such qualities certainly enhance leadership potential, but they do not define the spiritual leader. True leaders must be willing to suffer for the sake of objectives great enough to demand their wholehearted obedience. Spiritual leaders are not elected, appointed, or created by synods or churchly assemblies. God alone makes them.

Your enthusiasm for the continuing development of your team members will never wane. There’s a great old classic movie called Magnificent Obsession, in which the mentor tells the star, who is about to make a major life change, “This will obsess you, but it will be a magnificent obsession.” Finding strengths will be your magnificent obsession. The only time you get to work on your people’s weaknesses is when they ask you to. Any attempt on your part to work on their weaknesses before they’re ready is wasted time, both yours and theirs.

All great movements in the political and historical field have been created, have been provoked not by that sort of a negative feeling, but always by a local victory. And this is true from the very beginning. If we appreciate, for example, why we have during two years the great revolt of the slaves in the Roman Empire, under the leadership of Spartacus, it is not because slaves have the feeling of injustice and so on. Because they always have that, it’s their experience day after day. It is rather because in one small place a small group of slaves finds new means finally to create a victory—a small victory, a local victory. And after that, as the effect of enthusiasm, of affirmation, of the possibility of something new, we have the possibility of the creation of a new subjectivity at the general level.

The second-richest man in America, Warren Buffett, says one of his biggest challenges is to help his top people—all wealthy beyond belief—stay interested enough to jump out of bed in the morning and work with all the enthusiasm they did when they were poor and just getting started.

schoolchild. “See, it’s bead chain, just like yours,” a kid told a soldier in an ad promoting the program. Bert the Turtle taught a generation of schoolchildren to “duck and cover” when nuclear alarms sounded. But in the years ahead enthusiasm for such plans waned. Efforts to protect civilian life fell by the wayside and a fourth and final grim phase of nuclear reality settled over the United States. Soon grandiose plans gradually shrank to just a single, all-consuming governmental goal: protect the idea of a democratic leadership and preserve the National Command Authorities—that virtually never-ending succession line of officials authorized to launch the nation’s nuclear weapons.

Although the enthusiasm, energy, and positive attitude of the leader may not change the content of work, he or she certainly can make the context more fulfilling.

Many organizations make the mistake of using metrics in place of thematic and strategic goals. This is a problem because metrics do not inspire enthusiasm among employees.

A total of probably more than fifteen hundred engineers have passed through my classes. They came to me because they had finally realized, after years of observation and experience, that the highest-paid personnel in engineering are frequently not those who know the most about engineering. One can, for example, hire mere technical ability in engineering, accountancy, architecture or any other profession at nominal salaries. But the person who has technical knowledge plus the ability to express ideas, to assume leadership, and to arouse enthusiasm among people – that person is headed for higher earning power.

One can, for example, hire mere technical ability in engineering, accountancy, architecture or any other profession at nominal salaries. But the person who has technical knowledge plus the ability to express ideas, to assume leadership, and to arouse enthusiasm among people – that person is headed for higher earning power.

In B-3 section, Haffenden may have commanded over one hundred investigators from the New York District Attorney’s Office, FBI agents, and cops who had joined the war effort, but Haffenden himself was never a member of law enforcement of any kind. He had been a good-looking man in his youth, with a poise and cunning in his eyes, but now he wasn’t sleeping, and he wasn’t placing much emphasis on keeping himself in shape and healthy. He was now completely devoted to his job. His dark hair was mostly gone. His waistline was expanding, he had a double chin, and his only exercise was a weekly golf game. His face still lit up, as he always found energy in leadership. He gave off an infectious enthusiasm, and exuded confidence well beyond his abilities. He was also creative, and equipped with an imagination that was so extravagant that at times it had to be reined in by his superiors. At other times, it manifested into strokes of pure genius.

On the one hand, many people show great enthusiasm for strategy development, but on the other hand, a large proportion of them have used up this enthusiasm by the time of implementation at the latest.

The attraction to a charismatic leader, according to Weber, “may involve a subjective or internal reorientation born out of suffering, conflicts or enthusiasm,” and that this seems to occur “in times of psychic, physical, economic, ethical, religious, political distress.”100 Post also recognized that historical situations can be conducive to the rise of charismatic leadership: “At moments of societal crisis, otherwise mature and psychologically healthy individuals may temporarily come to feel overwhelmed and in need of a strong and self-assured leader.

the person who has technical knowledge plus the ability to express ideas, to assume leadership and to arouse enthusiasm among people—that person is headed for higher earning power.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility.

But the person who has technical knowledge plus the ability to express ideas, to assume leadership, and to arouse enthusiasm among people-that person is headed for higher earning power.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Certainly a leader needs a clear vision of the organization and where it is going, but a vision is of little value unless it is shared in a way so as to generate enthusiasm and commitment. Leadership and communication are inseparable.

If pitta is your primary dosha, you have a sharp intellect and a matching appetite. You’re of medium build and tend not to put on weight easily, but if you do, you can lose it easily too. You’re endowed with passion, enthusiasm and vitality. Mentally, you’re able to focus and you usually enjoy studying. In general, you have good leadership skills, but when your doshas are out of balance, you can be a bit fanatical. Your skin is sun-sensitive, and you have freckles and moles. You have light-colored eyes with a steady gaze. Your hair is light and very silky, and you have to wash it fairly often because it can get greasy. You love sweets and cold drinks, which both pacify your hot attributes.

Experienced campers know that you need to put more wood on the fire to keep it going. Experienced leaders know that the fires of enthusiasm can't continue without regular and consistent action.

And then … the working-class hero in the Oval Office delivered a landmark tax cut for the rich. Trump deregulated Wall Street banks, too. With his attacks on Obamacare, the president did his part to make our capitalist system just a little more brutal and Darwinian for ordinary people. He turned over the judiciary to the elites of the Federalist Society. He turned over the economy to the Chamber of Commerce. He turned the EPA over to polluters. He ran the U.S. government in a way designed to enrich and empower himself. The one leadership task to which Trump took with enthusiasm—rolling back the regulatory state—is essentially an attack on one of the few institutions in Washington designed to help working-class Americans. If this is populism, the word has truly come to mean nothing.

SEEK THOSE WITH A FIRE-IN-THE-BELLY ENTHUSIASM FOR YOUR ORGANIZATION

DEFINITE CHIEF AIM; HABIT OF SAVING; SELF CONFIDENCE; IMAGINATION; INITIATIVE; LEADERSHIP; ENTHUSIASM; SELF CONTROL; DOING MORE THAN PAID FOR; PLEASING PERSONALITY; ACCURATE THOUGHT; CONCENTRATION; COOPERATION; FAILURE; TOLERANCE; GOLDEN RULE; THE MASTER MIND.

I think I know the reason why there are few leaders. I am persuaded I know why 10% of the people dictate to the rest 90%. To lead requires a vision that is far bigger than you. It requires a strong belief in God and in a place He has carved for you in history. You have got to put everything on the line for what you believe and run the race of life with an unusual mixture of passion and perseverance. You will smile through your troubles and keep your head in success. You will hate less and love more, play less and work more, complain less and live more. You will enjoy what you do and do what you enjoy. You will fall and rise up again. You will fail and try again without losing your enthusiasm. You will stand on the high moral grounds and refuse to buckle under pressure. You are like an endangered specie. Now, you can understand why only few end up as leaders. It's a road less travelled by men. Yet, it’s the road God prescribed for you when He made you in His image and gave you a tremendous power to impact your world. If you are not a leader, you are not living optimally.

Being inspired creates the energy, the enthusiasm, the commitment, and the persistence people need to transform themselves and their organizations.

Politics is motion." John Sears