Equity Leadership Quotes

Equality does not see colour, therefore, contributes to privilege. Equity sees colour, recognises systemic forms of racism and actively provided resources to level the playing field

Teach your children about credit, tax and investing. Be extremely truthful about how they all work

You need to build your own infrastructure. This is extremely difficult to do, but you have to

While others may believe the hope phase is gone, and the insolvency phase is upon us, I think not. Great things are yet to come

Precision is more important than speed

You need to aim higher, dream bigger. Your children will most likely follow what you do with your life. Regardless of what it is. Teach them about equity and the power of ownership

In times of great difficulty and uncertainty. Keep focused on your goals and objectives

Do not be a Reactionary

Regulation is a good thing, until it cripples innovation and limits participation and inclusivity

You need to be quick to respond and to rectify underlying problems

Corporate elites said they needed free-trade agreements, so they got them. Manufacturers said they needed tax breaks and public-money incentives in order to keep their plants operating in the United States, so they got them. Banks and financiers needed looser regulations, so they got them. Employers said they needed weaker unions—or no unions at all—so they got them. Private equity firms said they needed carried interest and secrecy, so they got them. Everybody, including Lancastrians themselves, said they needed lower taxes, so they got them. What did Lancaster and a hundred other towns like it get? Job losses, slashed wages, poor civic leadership, social dysfunction, drugs. Having helped wreck small towns, some conservatives were now telling the people in them to pack up and leave. The reality of “Real America” had become a “negative asset.” The “vicious, selfish culture” didn’t come from small towns, or even from Hollywood or “the media.” It came from a thirty-five-year program of exploitation and value destruction in the service of “returns.” America had fetishized cash until it became synonymous with virtue.

Most people are honest, loyal, law-abiding citizens who focus their energy on making a living, raising a family, and contributing to society. Others are more selfish, concerned only about themselves, and appear to lack a moral compass. These individuals display little regard for others, allowing their need for power and prestige to override their sense of fairness and equity.1 Unfortunately, some individuals in the business world allow the responsibilities of leadership and the perquisites of power to override their moral sense.

For me, feminism isn't just about gender equality as an end goal, because that implied that the structures we live under currently are the correct ones and the only problem with them is that women do not experience equity beneath them. I disagree. I am in favour of reimagine what out societies should look like, including the ways in which masculine ideas of power and leadership are absorbed as natural and normal. Feminism is also about liberating women from the expectation that we behave in a certain kind of way in order to be taken seriously or given any kind of power at all, however nominal it might be.

As women gain rights, families flourish, and so do societies. That connection is built on a simple truth: Whenever you include a group that’s been excluded, you benefit everyone. And when you’re working globally to include women and girls, who are half of every population, you’re working to benefit all members of every community. Gender equity lifts everyone. From high rates of education, employment, and economic growth to low rates of teen births, domestic violence, and crime—the inclusion and elevation of women correlate with the signs of a healthy society. Women’s rights and society’s health and wealth rise together. Countries that are dominated by men suffer not only because they don’t use the talent of their women but because they are run by men who have a need to exclude. Until they change their leadership or the views of their leaders, those countries will not flourish. Understanding this link between women’s empowerment and the wealth and health of societies is crucial for humanity. As much as any insight we’ve gained in our work over the past twenty years, this was our huge missed idea. My huge missed idea. If you want to lift up humanity, empower women. It is the most comprehensive, pervasive, high-leverage investment you can make in human beings.

{D]iversity, equity, and inclusion' represents a new mode of institutional governance. Diversity is the new system of racial standing, equity is the new method of power transfer, inclusion is the new method of enforcement. All of this could be presented to institutional leadership in a language that appears to be soft, benign, tolerant, and open-minded — something that, combined with the threat of accusation, elite administrators were culturally incapable of resisting.

Without ever saying so, many intelligent people think, “Who am I to challenge authority and question whether our social leaders know what they are doing, where they are going, and how to get there?” Thus, a vital message must be dramatized to gain the attention of decent people. To follow the leader by default without verifying the equity, utility, and morality of the leadership through observational analysis is to bury our heads in the sand and to risk human extinction.

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.

Parenting pressures have resculpted our priorities so dramatically that we simply forget. In 1975 couples spent, on average, 12.4 hours alone together per week. By 2000 they spent only nine. What happens, as this number shrinks, is that our expectations shrink with it. Couple-time becomes stolen time, snatched in the interstices or piggybacked onto other pursuits. Homework is the new family dinner. I was struck by Laura Anne’s language as she described this new reality. She said the evening ritual of guiding her sons through their assignments was her “gift of service.” No doubt it is. But this particular form of service is directed inside the home, rather than toward the community and for the commonweal, and those kinds of volunteer efforts and public involvements have also steadily declined over the last few decades, at least in terms of the number of hours of sweat equity we put into them. Our gifts of service are now more likely to be for the sake of our kids. And so our world becomes smaller, and the internal pressure we feel to parent well, whatever that may mean, only increases: how one raises a child, as Jerome Kagan notes, is now one of the few remaining ways in public life that we can prove our moral worth. In other cultures and in other eras, this could be done by caring for one’s elders, participating in social movements, providing civic leadership, and volunteering. Now, in the United States, child-rearing has largely taken their place. Parenting books have become, literally, our bibles. It’s understandable why parents go to such elaborate lengths on behalf of their children. But here’s something to think about: while Annette Lareau’s Unequal Childhoods makes it clear that middle-class children enjoy far greater success in the world, what the book can’t say is whether concerted cultivation causes that success or whether middle-class children would do just as well if they were simply left to their own devices. For all we know, the answer may be the latter.

The most intriguing correlations obtained by the Minnesota study were also among the most unexpected. Social and political attitudes between twins reared apart were just as concordant as those between twins reared together: liberals clustered with liberals, and orthodoxy was twinned with orthodoxy. Religiosity and faith were also strikingly concordant: twins were either both faithful or both nonreligious. Traditionalism, or “willingness to yield to authority,” was significantly correlated. So were characteristics such as “assertiveness, drive for leadership, and a taste for attention.” Other studies on identical twins continued to deepen the effect of genes on human personality and behavior. Novelty seeking and impulsiveness were found to have striking degrees of correlation. Experiences that one might have imagined as intensely personal were, in fact, shared between twins. “Empathy, altruism, sense of equity, love, trust, music, economic behavior, and even politics are partially hardwired.” As one startled observer wrote, “A surprisingly high genetic component was found in the ability to be enthralled by an esthetic experience such as listening to a symphonic concert.” Separated by geographic and economic continents, when two brothers, estranged at birth, were brought to tears by the same Chopin nocturne at night, they seemed to be responding to some subtle, common chord struck by their genomes.

President Mubarak had overspent his goodwill and reputational equity that he may have had when he assumed leadership in Egypt 30 years ago. His harsh policies and unresponsive attitude to the needs of the people quickly eroded any likelihood for him to salvage his presidency following the breakout of these rashes of protests.

Most people try to find meaning in life by building something that's not just here today and gone tomorrow. We strive to overcomeour sense of finiteness by producingsomething. Some people build equity and get a great sense of power and success by looking at their house and thinkingthrough their portfolio. Somebuild professional reputations throughskilland hard work and get a sense of power and success from their heavy responsibilities and the numbersof people that look to them for leadership. Some people build artistic expressions and exalt in what they have created. Some,moresimply, build hobbies and collections (of coins or beetles or buttons) and gain a senseof superiority from the size of their collection or the richness of their garden or the shine of their car or the wonders of their new Apple computer. The falseteachers in 2 Peter lined their pockets with money (2:14–16); elevated themselves aboveauthority (2:10), built a reputation as astute interpreters of Paul's hard letters (3:16;2:18),and gave themselves to sexual licentiousness. Peter's response to us and themisthis: it'sgoing to be burned up. The implication of verse 11is this: the only things that are going to survive the fires of judgment on this earth are the expressionsof holiness and godliness. I

The theoretical frameworks we bring to our praxis and our own experiences as scholars of color coalesce with a fundamental assumption in ACL, that identity is central to our praxis as leaders, and that our work as scholars advocating for increased diversity of leadership in spaces of higher learning is very much informed by our own identities.

In serving the poor, one serves humanity. In serving mankind, one serves equity. In serving goodness, one serves God. In serving the Creator, one serves himself.

there’s actually a theory out there called leadership oppression, where people like you because you’re strong, but they don’t like you.

Here is what I did and I regret how I did it. Here is where I was coming from. I am not saying that to excuse it. I know it caused damage, and I am sorry for the hurt that it caused. I would like to hear how it affected you.” Repair work takes humility and courage, but also builds significant trust and relational equity. The simplest repair is when you acknowledge what you did, apologize for it, and acknowledge the impact it had on the other. An apology without an acknowledgment of impact isn’t enough. But most people will give each other grace for these situations if repair is handled well. Recognize

We have invented poverty and environmental degradation, and we can invent social equity, and ecological harmony.

Inclusion is the story of sunlight falling equally on the garden of flowers (Diversity) and the gardeners (Inclusive Leaders) tending to the plants to grow and flower. Some plants need extra support, some need extra care and nutrition. The sun merely shining (Equality) cannot impact all equally unless they are made receptive (Equity). Only then, can these flowers bloom and bear fruits. Responsibility also rests with those who want to be included, by constantly upgrading themselves to be receptive to the efforts of inclusion. This is what sunflowers do. Diversity can be imposed; Inclusion is a choice. A choice which comes from love.

We, as citizens, cannot delegate or offload these responsibilities to the state or to markets. Sarkaar cannot and should not be the sole arbiter of peace and justice; and the Bazaar cannot and should not be the sole provider of community goods and services. For true equity and justice to prevail, it should be elements within Samaaj that assert moral leadership and maintain harmony; that unleash social innovation; and that sustain an atmosphere of respectful social association.

And when a person experiences advantages because of their privilege, unconsciously or consciously, they may not readily or willingly critique the system they have benefited from.

Unless she is shedding tears of joy, a woman is not meant to cry.

A great leader realizes this dichotomy of utilizing his platform while placing others on this platform as well. They know mutual respect and how to listen to words and body language.

they tend to follow a common pattern: The incident: Someone writes or says something that’s acceptable to most of society but blasphemy within SJF. The backlash: A major protest occurs both within the institution and on social media, often equating the offender’s words with harm and demanding punishment in the name of safety. The moment of truth: Leadership within the institution—in each case, an institution specifically built to play by liberal rules—is forced to either stand up for its liberal ideals or cede to mob demands. Leadership cedes to SJF: In many cases, leadership initially stands up for liberal values. But when the backlash persists, to avoid being guilty by association, leadership fires the target or retracts their words. Leadership affirms allegiance to SJF: Public statements say something like, “The incident is antithetical to our values. We vow that it will not happen again. We reaffirm our commitment to diversity, equity, and inclusion.

When life throws you a curveball, embrace the chaos, and turn it into your competitive advantage by shifting your mindset and transforming adversity into opportunity.

Passion is very important. However, our people still need to pay bills in order to live what they are passionate about to an optimal level.

Based on this "pool of available data," you make decisions about which data you think matter; these are the data you select to pay attention to. Still, as you begin to review the data, some will seem more credible or important than others, leading you to assign meaning and draw conclusions. From that step, you take action, generating more data.

The most profound revolution of our era is the realisation that by shifting our internal mindset, we possess the power to transform the external realities of our lives.

Freedom lies in being bold. The chains of social conditioning can only be broken by those who dare to challenge the status quo and redefine what leadership means beyond gender.

Knowing when to say no to certain deals, knowing which relationships to maintain and which to discard, knowing when your health is affected by your work; company and when to start over are all important as an entrepreneur