Enthusiastic Leadership Quotes

The more we are able to engage in enthusiastic disagreement with each other, the more we will be able to uncover the best in ourselves and each other.

The philosophy of project-based homeschooling — this particular approach to helping children become strong thinkers, learners, and doers — is dependent upon the interest and the enthusiastic participation and leadership of the learners themselves, the children.

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.

Be an example, be positive, be enthusiastic, be proactive--that is proactive leadership.

An average idea enthusiastically embraced will go farther than a genius idea no one gets.

evangelical churches often make extroversion a prerequisite for leadership, sometimes explicitly. “The priest must be … an extrovert who enthusiastically engages members and newcomers, a team player,” reads an ad for a position as associate rector of a 1,400-member parish.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

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.

One study comparing eight- to ten-year-old children in Shanghai and southern Ontario, Canada, for example, found that shy and sensitive children are shunned by their peers in Canada but make sought-after playmates in China, where they are also more likely than other children to be considered for leadership roles. Chinese children who are sensitive and reticent are said to be dongshi (understanding), a common term of praise. Similarly, Chinese high school students tell researchers that they prefer friends who are “humble” and “altruistic,” “honest” and “hardworking,” while American high school students seek out the “cheerful,” “enthusiastic,” and “sociable.” “The contrast is striking,” writes Michael Harris Bond, a cross-cultural psychologist who focuses on China. “The Americans emphasize sociability and prize those attributes that make for easy, cheerful association. The Chinese emphasize deeper attributes, focusing on moral virtues and achievement.

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.

Earth (481-640) People with this personality type are likely to become successful leaders. You tend to be more disciplined and careful at planning tasks. Loyalty and trust are important equations in your relationships hence they prove to be your strength in hard times. You respect others and keep people united which makes people flourish under your leadership. Earth signs are efficient decision makers hence always remain firm on the step they took. Fire: (400-300) Fire people are smart enthusiastic and energetic to be around. You are very competitive and curious, and more often very passionate about your goals and desires. Trusting people with a job or any important personal task is hard hence making emotional connections are difficult for you. making friends or getting a lover, your life is full of drama and there’s always a lot happening around you. You are intelligent and always find new ways to do things Water (160-320) Water people are kind and empathetic but sensitive. And you sometimes tend to become people pleasers. being quite impulsive and always in a hurry, you make decisions haphazardly. Water people are shy and introverted while partying around with friends on a weekend would be the last thing you want to do. You dread small talk and expressing yourself to a group of people is quite a demanding job. People feel relaxed in your presence you bring out the best in them. Decision-making can be demanding and you are sometimes regretful of overthinking and hence not capable of finding a firm decision. Air: (0-160) You have quite an entrancing personality. People are naturally drawn towards you and find your company comforting and friendly. Air signs are naturally smart and quite efficient in their workplace. While using your challenges and opportunities wisely you are likely to have great careers. you are good at advising your colleagues. But being bound in a relationship sometimes doesn’t seem to help you, rather you respect open free yet intimate emotional connections. Air people who are artistic and creative always look at things from a unique lens. So now you know your element.

All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was

It always struck Julia as odd that those two teams felt so different. Her study group felt stressful because everyone was always jousting for leadership and critiquing each other’s ideas. Her case competition team felt exciting because everyone was so supportive and enthusiastic. Both groups, however, were composed of basically the same kinds of people. They were all bright, and everyone was friendly outside of the team settings. There was no reason why the dynamic inside Julia’s study group needed to become so competitive, while the culture of the case team was so easygoing.

The German leadership was well aware that its impressive economic success would inevitably provoke anxieties and echoes of the past, against which an enthusiastic integration into Europe was the only antidote to hand. Thus, France and Germany both needed Europe for their respective national projects, though for very different reasons.

If you’re in a church that is growing and people are enthusiastic, you should count yourself lucky.

Glenn Hammond Curtiss was a bicycle enthusiast before he started building motorcycles. Although he only attended grammar school to the 8th grade, his interests motivated him to move on to greater things. In 1904, as a self-taught engineer, he began to manufacture engines for airships. During this time, Curtiss became known for having won a number of international air races and for making the first long-distance flight in the United States. On September 30, 1907, Curtiss was invited to join a non-profit pioneering research program named the “Aerial Experimental Association,” founded under the leadership of Dr. Alexander Graham Bell, to develop flying machines. The organization was established having a fixed time period, which ended in March of 1909. During this time, the members produced several different aircraft in a cooperative, rather than a competitive, spirit.

The first steps toward improvement involve recognizing weaknesses, making corrections, and cultivating strengths. Many reasons explain why church leadership is less than the best, and some of the following considerations may apply to you. • Perhaps we lack a clearly defined goal that will stretch us, challenge faith, and unify life’s activities. • Perhaps our faith is timid, and we hesitate to take risks for the kingdom. • Do we show the zeal of salvation in Christ, or is our demeanor morbid and sad? Enthusiastic leaders generate enthusiastic followers. • We may be reluctant to grasp the nettle of a difficult situation and deal courageously with it. Or we may procrastinate, hoping that problems will vanish with time. The mediocre leader postpones difficult decisions, conversations, and letters. Delay solves nothing, and usually makes problems worse. • Perhaps we sacrifice depth for breadth, and spreading ourselves thin, achieve only superficial results.

public statements condemning segregation, sharply worded telegrams to Washington, and meetings with White House officials—were demonstrably ineffectual. New and more dramatic measures were in order. Mass action, Randolph reasoned, would be required, and he proposed a protest of 10,000 black people marching down Pennsylvania Avenue to demand an end to segregation in the armed forces and exclusion from jobs in the defense industry. Drawing on community organizing and protest networks developed during the 1920s and 1930s, this would be a broad, national mobilization of African Americans. The substance of their demand would be full and equal participation in the national defense effort, and the form of the demand would be a mass mobilization designed to compel the federal government to action. The MOWM, in effect, pioneered the type of protest politics that was used to considerable effect during the civil rights movement to push the federal government to enforce or enact African American citizenship rights. Randolph announced the March on Washington proposal in a January 1941 statement to the press. He declared that “power and pressure do not reside in the few, and intelligentsia, they lie in and flow from the masses.… Power is the active principle of only the organized masses, the masses united for a definitive purpose.” 19 Two months later Randolph issued the official call for the march, set for July 1, 1941. Drawing on his standing as a prominent black leader, and especially as the head of the Brotherhood of Sleeping Car Porters (BSCP), Randolph made his case that the time was right. “In this period of power politics, nothing counts but pressure, more pressure, and still more pressure,” he wrote in the call to march. “To this end we propose that 10,000 Negroes MARCH ON WASHINGTON FOR JOBS IN NATIONAL DEFENSE AND EQUAL INTEGRATION IN THE FIGHTING FORCES.” 20 To coordinate this massive effort, organizers established a March on Washington Committee, headed by Randolph, along with a sponsoring committee and regional committees in cities across the country. Galvanized by a rising desire for action within black communities, the idea found enthusiastic approval in the black press and eventually won the endorsement of the National Association for the Advancement of Colored People (NAACP), the National Urban League, and other elements of black leadership. 21 By the end of May, Randolph estimated that 100,000 black Americans would march. A national grassroots movement was afoot, and Randolph grew even more confident in his vision for the demonstration. “Let the Negro masses march!” he declared. “Let the Negro masses speak!” 22

Work hard. Work smart. Remain grounded. Serve others and be enthusiastic.

Connect enthusiastically. Give relentlessly and lead courageously.

If you don’t have a bold and enthusiastic buoyant presence, you won’t have any influence.

Organizations that create a climate such as that described in this chapter will naturally experience an acceleration of their OODA loops. So the question becomes how to install it. Boyd suggested, in his briefing “Organic Design for Command and Control,” that it will grow naturally if the senior management sets the proper conditions. He defines the two essential elements necessary for running any human organization along maneuver conflict—rapid OODA loop—lines as: •   Leadership—implies the art of inspiring people to enthusiastically take action towards uncommon goals. It must interact with the system to shape the character or nature of that system in order to realize what is to be done. •   Appreciation—refers to the recognition of worth or value, clear perception, understanding, comprehension, discernment, etc. It must not interact nor interfere with the system, but must discern (not shape) the character / nature of what is being done or about to be done.

it is more about attitude than reality. Maybe it can’t be done, but always start out believing you can get it done until facts and analysis pile up against it. Have a positive and enthusiastic approach to every task. Don’t surround yourself with instant skeptics. At the same time, don’t shut out skeptics and colleagues who give you solid counterviews. “It can be done” should not metamorphose into a blindly can-do approach, which leaves you running into brick walls. I try to be an optimist, but I try not to be stupid.

When I teach leadership principles, I ask individuals to identify the top distractions that steal time from their productivity. Then, for each distraction, I have them write a plan to help them set boundaries and implement it. I always have enthusiastic individuals reporting back to me, amazed at how this little exercise not only increased productivity but also improved their sense of discipline and self-management. all going wrong. I love this quote from Pastor Joel’s book You Can, You Will: Every day we get to choose our attitudes. We can determine to be happy and look on the bright side—expecting good things and believing we will accomplish our dreams—or we can elect to be negative by focusing on our problems, dwelling on what didn’t work out, and living worried and discouraged. These are the choices we all can make. Nobody can force you to have a certain attitude. Life will go so much better if you simply decide to be positive. When you wake up, choose to be happy. That is the fourth undeniable quality of a winner. Choose to be grateful for the day. Choose to look on the bright side. Choose to focus on the possibilities. Focus On: Being Consistent and Dependable. Getting Your Mind Right. Not Hesitating. Focus On: Knowledge Passion 1. Release your feelings: Our instincts can make it easy to hold everything inside, but sprezzatura doesn’t mean you can never show vulnerability. Always make sure you have support, whether it’s from a friend, mentor, pastor, or counselor. 2. Let go of ego: Sometimes you might worry that no one else is cut out for a certain task, but that feeling can often come from a place of arrogance. Don’t be afraid to delegate or share the workload with other individuals on your team. 3. Prioritize your attention: Don’t get distracted by the environment around you. We can’t always control what’s going on in our presence, so be intentional with your focus by concentrating on what demands your attention.

Secretary of the treasury Albert Gallatin is accused of treason by war enthusiasts merely for suggesting budget adjustments to pay for war measures.

Leadership embodies a spirit of encouragement. It is difficult to lead people where they are not enthusiastically encouraged to go.

But Bill made it okay to bring love to the workplace. He created a culture of what people who study these things call “companionate” love: feelings of affection, compassion, caring, and tenderness for others. He did this by genuinely caring about people and their lives outside of work, by being an enthusiastic cheerleader, by building communities, by doing favors and helping people whenever he could, and by keeping a special place in his heart for founders and entrepreneurs. Love is part of what makes a great team great. Yes, this was a natural part of Bill’s personality—he was way more ebullient than most of us! But it was also something he likely learned from football.

Above all else, people must be able to believe in their leaders. They must believe that your word can be trusted, that you are personally passionate and enthusiastic about the work that you’re doing, and that you have the necessary knowledge and skill to lead.

We would not be National Socialists if we did not possess the unshakable belief that we will succeed in making men with German blood into enthusiastic Germans through our leadership and education

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Leadership: The skill of influencing people to work enthusiastically toward goals identified as being for the common good.

Without vision, people perish. Without direction, people drift. Without a goal, motivation wanes. Without a mission, ministries fade. Youth groups lose their life. Once-vibrant churches slowly die. We need a clear and compelling vision that is constantly and enthusiastically communicated.

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