Exceed Leadership Quotes

It’s exceedingly difficult for employees to have the company’s back when they can’t trust the company to have theirs. Actually, it’s impossible.

Learn to master your thoughts and watch closely what you deposit into your spirit. Speak over your life. Living in peace has transformative power.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

My life has far exceeded my expectations not because of my own personal efforts or mindset but because of my friends who have enriched my existence

You do not wake up one morning to change the world. You train for it; this kind of preparation takes a life time. Anybody can become exceedingly great.

God, when I am wrong, make me willing to change. When I am right, make me easy to live with. So strengthen me that the power of my example will far exceed the authority of my rank.

Teams bring together a broader mix of skills that exceed those of any single individual. 2. Teams jointly develop and strive toward clear goals. 3. Teams can adjust with greater speed and effectiveness. 4. Trust and confidence are more easily built in teams.

Our spiritual maturity will never exceed our knowledge of the Bible,

Do not be afraid to try something new. The cost of playing it safe all the time could far exceed the cost of daring to change.

Do not thou hasten above the most Highest: for thy haste is in vain to be above him, for thou hast much exceeded.

Achieving your goal is great Exceeding your goal is exceptional Exceeding your goal and teaching others is Leadership

If we want to be irreplaceable, we have to do our very best to make sure our contribution exceeds our pay by as much as possible. Seeking to understand what explicit impact our boss values about us can be part of the equation.... we should carry out the intent of our position which encompasses performing the job we’ve been hired to do and not just the portion of it we enjoy doing

Consider with thyself; as the rain is more than the drops, and as the fire is greater than the smoke; but the drops and the smoke remain behind: so the quantity which is past did more exceed.

the leader’s prayer written by Pauline H. Peters: “God, when I am wrong, make me willing to change. When I am right, make me easy to live with. So strengthen me that the power of my example will far exceed the authority of my rank.

Trust, honesty, and integrity are exceedingly important qualities because they so strongly affect followers. Most individuals need to trust others, especially their boss. Subordinates must perceive their leader as a consistently fair person if they’re to engage in the kind of innovative risk-taking that brings a company rewards.

One of the most important things you can do as a leader is make sure you and your organization are delivering what you promised. The question I ask to make an assessment of this is “Did we exceed expectations?” This ensures my future success and that of my organization. The future is dim professionally for anyone who doesn’t exceed the expectations of customers or clients.

Meanwhile, two miles down the mine shaft, nineteen men sat in absolute darkness trying to figure out what to do. One of the groups included a man whose arm had been pinned between two timbers, and, out of earshot, the others discussed whether to amputate it or not. The man kept begging them to, but they decided against it and he eventually died. Both groups ran out of food and water and started to drink their own urine. Some used coal dust or bark from the timbers to mask the taste. Some were so hungry that they tried to eat chunks of coal as well. There was an unspoken prohibition against crying, though some men allowed themselves to quietly break down after the lamps died, and many of them avoided thinking about their families. Mostly they just thought about neutral topics like hunting. One man obsessed over the fact that he owed $1.40 for a car part and hoped his wife would pay it after he died. Almost immediately, certain men stepped into leadership roles. While there was still lamplight, these men scouted open passageways to see if they could escape and tried to dig through rockfalls that were blocking their path. When they ran out of water, one man went in search of more and managed to find a precious gallon, which he distributed to the others. These men were also instrumental in getting their fellow survivors to start drinking their own urine or trying to eat coal. Canadian psychologists who interviewed the miners after their rescue determined that these early leaders tended to lack empathy and emotional control, that they were not concerned with the opinions of others, that they associated with only one or two other men in the group, and that their physical abilities far exceeded their verbal abilities. But all of these traits allowed them to take forceful, life-saving action where many other men might not.

There are times when even the best leaders lose their emotional balance. Leadership brings with it responsibility, and responsibility, in times of serious adversity, brings emotional turmoil and strain. In this sense responsibility is like a lever, which can upset a leader’s emotional balance when adversity presses down hard on one end. When the adversity is threatening enough or comes without warning, it can unbalance the leader at a single stroke. Even a leader as great as Lincoln was floored more than once in this way. Other times the effect is cumulative, coming after a period of sustained high tension—of pressure on one end and resistance on the other—until finally the leader’s equanimity begins to give way. The point is that every leader has her emotional limits, and there is no shame in exceeding them. What distinguishes effective leaders from inferior ones, rather, is their ability to restore their emotional balance.

The primatologist Thelma Rowell conducted a study of feral sheep that she specifically designed to challenge the prejudices and assumptions about intelligence and social complexity embodied by comparative psychology’s preference for studying animals most like ourselves: that is, other primates. Sheep were chosen as an alternative because they ‘are popularly taken as the very paradigm of both gregariousness and silliness’, and the study concluded that, at least when they are allowed to flock naturally, sheep display forms of emotional and social intelligence equal to or exceeding those of primates. These include ‘an elaborate communicative repertoire and an interactive set of rules for using it’; ‘long-term relationships which can carry over periods in which they are not evident’; and techniques for ‘assessing and attempting to modify interactions between other sheep’, including combinations of behaviours ‘akin to reconciliation’. Moreover, ‘their ability to lead and to respond to leadership exceeds anything that has been reported for a primate.

I am passionate about... Doing the impossible, taking on big challenges Creating new structures to achieve big results Solving problems, removing obstacles Getting the best out of people I really like ... Working with very bright people who have good values Working with companies that are respected or where respect can be created Building a culture that will succeed and be a place where people can grow and enjoy work My greatest contribution is ... Being able to do many different things well Accomplishing the mission, exceeding expectations Building an organization from scratch Saving the day—taking dire situations, fixing them, and turning them into winners I am particularly good at... Taking things that look like failures and making them into exceptional successes Developing people—getting them to be creative, committed, and accountable Getting the job done quickly with practical, interesting solutions I am known for ... Creative leadership Overcoming challenging obstacles Rising to the occasion Seeing the core issues, problems, solutions Getting to the heart of the matter quickly, and intuitively analyzing the situation I have exceptional ability to ... Devise straightforward solutions that are efficient and practical Take complex problems and quickly develop elegant solutions Create solutions that get the job done Exercise: Passions and Gifts (Downloadable) Now it �s your turn. Complete the following sentences. You may list multiple answers for each of the items below. Keep your responses focused on the career and work aspects of your life. I feel passionate about ... What I really like is... My greatest contribution is... I am particularly good at... I am known for... I have an exceptional ability to... Colleagues often ask for my help with... What motivates me most is... I would feel disappointed, frustrated, or sad if I couldn�t do...

The National Socialist Movement has, besides its delivery from the Jewishcapitalist shackles imposed by a plutocratic-democratic, dwindling class of exploiters at home, pronounced its resolve to free the Reich from the shackles of the Diktat of Versailles abroad. The German demands for a revision were an absolute necessity, a matter of course for the existence and the honor of any great people. Posterity will some day come to regard them as exceedingly modest. All these demands had to be carried through, in practice against the will of the British French potentates. Now more than ever we all see it as a success of the leadership of the Third Reich that the realization of these revisions was possible for years without resort to war. This was not the case-as the British and French demagogues would have it-because we were not then in a position to wage war. When it finally appeared as though, thanks to a gradually awakening common sense, a peaceful resolution of the remaining problems could be reached through international cooperation, the agreement concluded in this spirit on September 29, 1938, at Munich by the four great states predominantly involved, was not welcomed by public opinion in London and Paris, but was condemned as a despicable sign of weakness. The Jewish capitalist warmongers, their hands covered with blood, saw in the possible success of such a peaceful revision the vanishing of plausible grounds for the realization of their insane plans. Once again that conspiracy of pitiful, corrupt political creatures and greedy financial magnates made its appearance, for whom war is a welcome means to bolster business. The international Jewish poison of the peoples began to agitate against and to coroode healthy minds. Men of letters set out to portray decent men who desired peace as weaklings and traitors, to denounce opposition parties as a “fifth column,” in order to eliminate internal resistance to their criminal policy of war. Jews and Freemasons, armament industrialists and war profiteers, international traders and stockjobbers, found political blackguards: desperados and glory seekers who represented war as something to be yearned for and hence wished for. Adolf Hitler - speech to the Reichstag Berlin, July 19, 1940

Live the example in training and mirror what you’re going to do in combat. Adhering to this philosophy will make your transition to the battlefield seamless. If you have built a realistic training system that mirrors combat and you train to exceed the standards, you will do well. The only change is that you may lose people.

When you exceed expectations day in and day out, it’s not only fantastic for others, it says a lot about you.

At the onset, critics pointed out that Boracay beach closure seemed to be a drastic move, an isolated strategy. But the statement was nothing but a myth. When I visited Florida as part of the US Department of State’s International Visitor Leadership Program (IVLP), I learned that beach closures were part of a standard operating procedure relevant to Algal Bloom Monitoring. Recently, it closed Jupiter Beaches on Palm Beach County, Hobe Sound Beach, and Bathtub Beach in Martin County. In Rhode Island, the moment the concentration of Enterocci bacteria in beach water exceeds 60 colony-forming units per 100 mililiters, they issue a temporary closure. In 2018 alone, there were at least 40 beach closures in Rhode Island.” - Anna Mae Yu Lamentillo , Night Owl: A Nationbuilder’s Manual 2nd Edition (p. 212 Boracay: A case of political will)

Thucydides tells us that prior to the outbreak of the Peloponnesian War an Athenian citizen informed the Spartan assembly that Athens was animated by three of the strongest motives - fear, interest, and honor. Among other things this is a statement on the enduring motivations of humanity. Fear and interest are understandably compelling; the idea of honor is less clear. Honor can be expressed in terms of reputation, respect, prestige, fame, pride, and esteem. When the ideas of fear, interest, and honor intersect people become exceptionally motivated. Fear of punishment produces only so much effort as to alleviate the threat of punishment. Monetary or other material interest engenders only enough effort to achieve the reward. When the ideas of honor become involved people are motivated to exceed expectations - they go "above and beyond the call of duty.

Lord gave His church some final instructions. In fact, the very last words He spoke on earth have been commonly known as “the Great Commission.”1 This unchanging command is to “make disciples of all ethnic groups of the world” (Matt. 28:19-20). All four Gospels, along with the book of Acts, repeat the disciple-making mission entrusted to the church.2 In fact, from a hermeneutical perspective, one must interpret the entire New Testament in light of the Great Commission and the redemptive work of Jesus. The salvific mission of Jesus remains the same and has been handed down to every believer. The follower of Christ must obediently pick up the baton and carry on the mission of Jesus. On the other hand, the Great Commission has fallen on hard times and in reality has been re-defined as “the Great Omission.”3 Perhaps one’s conscience has been soothed by the fine art of “making church members” or helping the poor. Nevertheless, the haunting words of the Great Commission continue to echo from the pages of Scripture, “make disciples of all nations” not just casual followers. Far too often, Christians are content with leading people to say a prayer or sign a card in order to ease their guilty hearts. The bar of discipleship has been lowered, and leadership has accepted the fact that most church members will never be involved in the disciple-making mission of Jesus. In fact, low expectations have become the norm in everyday Christianity. The content of preaching continues to be “dumbed down,” and the ever-widening gap between the professional clergy and the common layman continues to expand. As long as the offerings exceed the budget, leadership will accept the status quo. Nevertheless, the church remains oblivious to the mission of Jesus. Perhaps missiologist Ed Stetzer has correctly surmised the situation: The greatest travesty in the contemporary church is we pile hundreds of Christians into our churches and stack them in on padded pews very similar to products stacked on shelves in the grocery store and we let them come and go and do absolutely nothing and we let them think they’re okay. The greatest sin in most churches is that we have made it okay to do nothing and call ourselves a follower of Jesus.4

Our actions may never reach the heights of our thinking, but you can be certain that the quality of your actions will never exceed the quality of your thinking.

Ensure that the pace and type of change internally match or exceed the changes occurring externally.

Leaders provide opportunities for people to exceed their previous levels of performance.

The spies, sent to search out the Promised Land, could be likened to a Baptist committee. Instead of looking to God’s promises, they fed on one another’s perception of the impossibility before them—conquering the land God had promised. God’s great works have not come through committees but through leaders who were totally surrendered to Him. While ten of the twelve committee members were fearful of the giants and battle, Joshua fixed his focus on God. He had the pure vision to focus on God’s clearly revealed will rather than on the obstacles to fulfilling it. “And Joshua the son of Nun, and Caleb the son of Jephunneh, which were of them that searched the land, rent their clothes: And they spake unto all the company of the children of Israel, saying, The land, which we passed through to search it, is an exceeding good land. If the LORD delight in us, then he will bring us into this land, and give it us; a land which floweth with milk and honey. Only rebel not ye against the LORD, neither fear ye the people of the land; for they are bread for us: their defence is departed from them, and the LORD is with us: fear them not. But all the congregation bade stone them with stones. And the glory of the LORD appeared in the tabernacle of the congregation before all the children of Israel.”—NUMBERS 14:6–10 A pattern oft repeated in the lives of leaders who make a difference is the opposition that comes as they edge closer to being used of God. It’s as if the devil senses the potential for God’s power to flow through their surrendered lives and plants doubts in their minds and accusations in the minds of others. “You’re not good enough,” “You can’t do it,” “You’ll never see people saved,” “It can’t be done,” “No one wants to hear what you have to say”—these thoughts are common darts of discouragement the devil hurls at leaders. The person who places confidence in personal ability, education, friendships, allegiances, or alliances, will fail indeed. But while there will always be the naysayers who insist that God’s will cannot be done, a Spirit-filled leader will place his confidence solely in God Almighty and press forward. Joshua knew the victory would not come through his sword, his ingenuity, or his military skill. But he also knew that if God was in it, God would do it. This knowledge gave him the confidence to insist, against the voice of his peers, “If the LORD delight in us, then he will bring us into this land, and give it us” (Numbers 14:8). In a world of ideals, such leadership would be appreciated and readily followed. But the results in Joshua’s life were not quite so rosy. For believing God and trying to lead others to do the same, Joshua became a target. The people wanted to take the life of this faith-filled man of God! If you will be a spiritual leader where you work—a man of God who doesn’t laugh at improper jokes or join in ungodly conversation—if you will be distinct and stand for what is right, not everyone will applaud. You may be mocked, criticized, and ostracized. Standing for Christ may be difficult at times, but it does make a difference. Like Joshua, we must understand the importance of vision and be willing to make sacrifices to lead others. For “where there is no vision, the people perish…” (Proverbs 29:18).

Exceed, succeed, outdo, overdo, all with a smile.

Lawrence's concern about the loss of twenty Arabs may seem odd during a war in which British war dead would exceed 750,000, but he felt strongly that "Our men were not materials, like soldiers, but friends of ours, trusting in our leadership.

Employees rarely exceed what they believe is possible for themselves to achieve, and what you believe is possible becomes their possibility ceiling.

Initiative and Leadership Leadership is essential for attaining success—and initiative is the foundation upon which leadership sits. Initiative is that exceedingly rare quality that impels a person to do what ought to be done without being told to. Leadership is found only among those who have acquired the habit of initiative. Leadership is something you must invite yourself into; it will never thrust itself upon you. If you carefully analyze all the leaders with which you are familiar, you will see that they not only exercised initiative, but also went about their work with a definite purpose. You will further see that they possessed self-confidence. Anyone who lacks these traits is not really a leader. Here is the exact procedure to become a person of initiative and leadership: FIRST You must eliminate all procrastination. This habit gnaws at the soul. Nothing is possible until you throw it off. SECOND You can best develop initiative by making it your business to interest those around you in doing the same. You learn best that which you teach. THIRD Understand that there are two kinds of leadership. One is as deadly as the other is helpful. The deadly brand belongs to pseudo-leaders who force

It’s Simple: Establish a winning culture by setting high standards. Your employees want to be challenged. Hold people accountable when they fail to meet the standards. Accountability is the only thing separating the high performers from the pack. Acknowledge those who meet or exceed the standard. It will reinforce the winning culture.

It does something to you when you are running close to what you perceive as our limit (back then, I still topped at 40 percent) and there is someone else out there who makes the difficult look effortless. It was obvious that his preparedness was several levels above our own. Captain Connolly did not show up to simply get through the program and graduate so he could collect some wings for his uniform and belong to the unspoken fraternity of supposed badasses at Fort Campbell. He came to explore what he was made of and grow. That required a willingness to set a new standard wherever possible and make a statement, not necessarily to our dumb asses, but to himself. He was respectful to all the instructors and the school, but he was not there to be led... Most people love standards. It gives the brain something to focus on, which helps us reach a place of achievement. Organizational structure and atta' boys from our instructors or bosses keep us motivated to perform and to move up on that bell curve. Captain Connolly did not require external motivation. He trained to his own standard and used the existing structure for his own purposes. Air Assault School became his own personal octagon, where he could test himself on a level even the instructors hadn't imagined. For the next nine days, he put his head down and quietly went about the business of smashing every single standard at Air Assault School. He saw the bar that the instructors pointed to and the rest of us were trying to tap as a hurdle to leap over, and he did it time and again. He understood that his rank only meant something if he sought out a different certification: an invisible badge that says, "I am the example. Follow me, motherfuckers, and I will show you that there is more to this life than so-called authority and stripes or candy on a uniform. I'll show you what true ambition looks like beyond all the external structure in a place of limitless mental growth." He didn't say any of that. He didn't run his mouth at all. I can't recall him uttering word one in ten fucking days, but through his performance and extreme dedication, he dropped breadcrumbs for anybody who was awake and aware enough to follow him. He flashed his tool kit. He showed us what potent, silent, exemplary leadership looked like. He checked into every Gold Group run, which was led by the fastest instructor in that school, and volunteered to be the first to carry the flag... His conditioning was clearly off the charts, and I'm not talking about the physical aspect alone. Being a physical specimen is one thing, but it takes so much more energy to stay mentally prepared enough to arrive every day at a place like Air Assault School on a mission to dominate. The fact that he was able to do that told me it couldn't possibly have been a one-time thing. It had to be the result of countless lonely hours in the gym, on the trails, and in the books. Most of his work was hidden, but it is within that unseen work that self-leaders are made. I suspect the reason he was capable of exceeding any and all standards consistently was because he was dedicated at a level most people cannot fathom in order to stay ready for any and all opportunities. p237

When leaders excel in their positions, they often exceed the expectations of their followers.

a third dynamic that inflicts overload on many unwilling victims is “follow the leader.” Our economy and our society are run by the driven. They climb to positions of power by force and then demand the same over-commitment from those under them. That our leaders should require of us an honest day’s work is not disputed. But when they require overloading that destroys the worker, then they have exceeded the moral mandate for leadership.

Even on factory assembly lines respect and trust between leaders and followers may inspire line workers to exceed design expectations and motivate them not to slack off. Respect for leaders by followers can't be mandated; it must be earned. It has to be given to leaders by their followers.

mutual trust, respect and obligation between both parties involved in the relationship. Such high degrees of mutuality in these areas result in a situation where leaders provide support well beyond basic contract assistance. Followers then respond with behaviours that exceed those normally expected through typical employment contract requests (Uhl-Bien, Graen, & Scandura, 2000; Wilson,

what we don’t know and can’t do far exceeds what we do know and can do. A little humility, then, is hardly rocket science. It is common sense.

On the other hand, Russia’s natural resources are enormous. No other country can boast of so large a variety of minerals, and only the United States is richer in resources. The empire had about twenty percent of the world’s coal supplies, located primarily in the Donets (Ukraine) and Kuznets (in mid Siberia) basins. Its huge oil and gas reserves may have exceeded half the world’s total supply. And there were vast supplies of iron, manganese, copper (of relatively low quality), lead, zinc, aluminum, nickel, gold, platinum, asbestos, and potash. Well endowed by nature, Russia seemed destined for a long period of leadership on the world scene. But because it failed to discard its archaic social and political system, Russia could not take advantage of the advances