Exhibit Leadership Quotes

Since when has leadership been a criterion for sanity? Or vice versa. Hitler was a gifted leader, even Nixon. Exhibit leadership qualities as an adolescent, they pack you off to law school for an anus transplant. If it takes, you go into government.

Often when a woman exhibits leadership, she’s accused of having that Jezebel spirit. I look forward to the day when women with leadership and insight, gifts and talents, callings and prophetic leanings are called out and celebrated as a Deborah, instead of silenced as a Jezebel.

Women exhibit traits essential for strong, balanced leaders.

The ability to succeed is not what makes someone a leader. Exhibiting the qualities of leadership is what makes someone an effective leader. Qualities like honesty, integrity, courage, resiliency, perseverance, judgment and decisiveness,

that leaders inspire trust, be authentic, tell the truth, serve others (particularly those who work for and with them), be modest and self-effacing, exhibit empathic understanding and emotional intelligence, and other similar seemingly sensible nostrums.

Though the United States has made many mistakes in its eventful history, it has retained the ability to mobilize others because of its commitment to lead in the direction most want to go—toward liberty, justice, and peace. The issue before us now is whether America can continue to exhibit that brand of leadership under a president who doesn’t appear to attach much weight to either international cooperation or democratic values. The answer matters because, although nature abhors a vacuum, Fascism welcomes one.

There are two things a leader can do: he can either contaminate his environment (and his people) with his attitude and actions, or he can inspire confidence. A leader must be visible to the people he leads. He must be self-confident and always maintain a positive attitude. If a leader thinks he might lose in whatever crisis or situation; then he has already lost. He must exhibit a determination to prevail no matter what the odds or how difficult the situation. He must have and display the will to prevail by his actions, his words, his tone of voice, his appearance, his demeanor, his countenance, and the look in his eyes. He must never give off any hint or evidence that he is uncertain about a positive outcome.

Try This Counterintuitive Way To Be Well-Liked: One of the biggest misconceptions about connecting is seeking, first, to be liked. In fact, the counterintuitive way to get someone to like you is in knowing this core truth: If they like the way they feel when around you, they will like you. In fact, they will project onto you the character traits they most like in others, even if you have not yet exhibited them. Conversely, if they do not like the way they act when around you, they will instinctively blame you for it, regardless of the true reason. They will project onto you some of the qualities they most dislike in others. What's worse, they will go out of their way to prove they are right, even in ways that damage their reputation as well as yours.

This job of international leadership is not the kind of assignment one ever finishes. Old dangers rarely go away completely, and new ones appear as regularly as dawn. Dealing with them effectively has never been a matter of just money and might. Countries and people must join forces, and that doesn’t happen naturally. Though the United States has made many mistakes in its eventful history, it has retained the ability to mobilize others because of its commitment to lead in the direction most want to go—toward liberty, justice, and peace. The issue before us now is whether America can continue to exhibit that brand of leadership under a president who doesn’t appear to attach much weight to either international cooperation or democratic values. The answer matters because, although nature abhors a vacuum, Fascism welcomes one.

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

I am a congenital optimist about America, but I worry that American democracy is exhibiting fatal symptoms. DC has become an acronym for Dysfunctional Capital: a swamp in which partisanship has grown poisonous, relations between the White House and Congress have paralyzed basic functions like budgets and foreign agreements, and public trust in government has all but disappeared. These symptoms are rooted in the decline of a public ethic, legalized and institutionalized corruption, a poorly educated and attention-deficit-driven electorate, and a 'gotcha' press - all exacerbated by digital devices and platforms that reward sensationalism and degrade deliberation. Without stronger and more determined leadership from the president and a recovery of a sense of civic responsibility among the governing class, the United States may follow Europe down the road of decline.

on November 1 he issued a statement that stopped just short of an endorsement. “I want to make it palpably clear,” King said, “that I am deeply grateful to Senator Kennedy for the genuine concern he expressed.… [He] exhibited moral courage of a high order.” In private, he added that the contrast between Kennedy’s call and Nixon’s inaction was very real to him. Even though Nixon had known him longer, he had done nothing. “I really considered him a moral coward,” King remarked.

BRITAIN HAD NOT FOUGHT a major continental war in a century, and the high command exhibited a stubborn disconnection from reality so complete as to merge at times with the criminal. A survey conducted in the three years before the war found that 95 percent of officers had never read a military book of any kind. This cult of the amateur, militantly anti-intellectual, resulted in a leadership that, with noted exceptions, was obtuse, willfully intolerant of change, and incapable for the most part of innovative thought or action

In common parlance, “fool” and “sage” appear to be opposites, one connoting ignorance and the other wisdom. At their depths, however, both exhibit a nonattachment to form or outcome. The Sacred Fool acts from what often seems to be innocence, insanity, or lampoonery but is no less wise for it. We think of a Sage, in contrast, as strictly sober; but because she doesn’t strive and doesn’t seek positions of elected or hired leadership, the true Sage has neither investment in sobriety nor compulsion to comply with rules. The Sacred Fool dimension of our own psyches merges the innocence of the child and the wisdom of the elder. Both draw on the capacity to perceive simply and purely, to be fully present to the moment and to all things existing and happening within it. The Sacred Fool — in others or in ourselves — helps us grasp the big picture by poking fun at himself (and, in so doing, at all of us) or by making fun of us directly. He also might respond to our solemn questions and conceptions with perspectives that reject or reframe our most cherished assumptions.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Transformational leadership isn’t soft; rather, it is a different kind of strength not easily recognized. It is the type of strength exhibited by people who can get struck in the cheek and have the courage not to fight back, even though they could.

Beer says, ‘In organizations that exhibit these barriers, you see that the leadership team members are coming with their own agenda, and there is no effective senior team in place that is committed to the same strategy, priorities and values. The lower levels don’t know what the top is trying to do and upper levels don’t know what they want done. And there is silence; the lower level teams can’t speak honestly with the top about what the problems are that block their efficacy—clear and common priorities and strategy or their pattern of management.

As a leader, there are professional skills and traits that are expected. It’s your job to identify and exhibit them so you can be challenged and judged professionally as a leader—and not as a woman.

He must exhibit a determination to prevail no matter what the odds or difficult the situation.

The nature of the Amazon Leadership Principles is borne out in processes and practices throughout the company. For example, the six-page narratives that the company uses in place of PowerPoint decks to present quarterly and yearly business updates require both the writer and reader to Dive Deep and Insist on the Highest Standards. The Press Release/Frequently Asked Questions process—aka PR/FAQ—reinforces customer obsession, starting with customer needs and working backwards from there. (See chapters four and five for a detailed discussion of both the six-pager and the PR/FAQ.) The Door Desk Award goes to a person who exemplifies Frugality and Invention. The Just Do It Award is an abnormally large, well-worn Nike sneaker given to employees who exhibit a Bias for Action. It usually goes to a person who has come up with a clever idea outside the scope of their job. What’s peculiarly Amazonian about the award is that the idea doesn’t have to be implemented—nor does it have to actually work if it is—in order to be eligible. The stories we tell in part two of this

Good one! Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right one or the smart one. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.

Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right move or the smart move. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.

PREPARE YOURSELF—CHECKLIST If you have been promoted, what are the implications for your need to balance breadth and depth, delegate, influence, communicate, and exhibit leadership presence? If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it? What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop? Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots? How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you do this?

Research on those with the intention and sense of having the ability to start one’s own business (entrepreneurial intention) has tended to identify a “heroic,” extraverted, not-very-sensitive type. However, HSPs have also been found to have a strong entrepreneurial intention, being skilled at recognizing opportunities (depth of processing, aware of subtle stimuli, creativity, etc.) and motivated to be self-employed and manage their own energy and resources— something I discuss in the chapter on work. Finally, John Hughes, an interim CIO and an author on best practices for CEOs, has written on the reasons HSPs make exceptional leaders. First, they notice what others miss, having a greater sense of what is happening for their team. Second, they prefer to process more than simply to take action, often standing back to let others on their team receive credit. Third, and most important, they exhibit what is called “resonant leadership,” obtaining a “feel” for what is going on, often nonverbal, so that they lead with understanding and empathy. Such leaders tend to “say and do the right things at just the right time. This isn’t luck or magic, it’s their innate ability to feel deeply, process richly, and patiently consider the right words and actions for the moment.

I did a study, called Men, that I’m hoping to make into a film. It’s about testosterone and how it acts in homogenized groups of male leadership. It’s about looking at what happens when you just have men at the fore of the political, financial, religious and cultural systems of the world. Historically, these systems were-and let’s be honest, still are-run by men: mostly white men. The continuation of this could be the end of us, because it’s one of the reasons we’ve had such intractability around climate change. In a closed system of male-dominated leadership, men’s testosterone and cortisol levels rise, which produces a really negative cascade of effects. It produces an acute focus on short-term threats and a very long-lens focus on long-term threats: so terrorism feels very, very immediate, but climate change-which is much more likely to be the bigger catastrophe-is put off. Men also fire dopamine and serotonin when they engage in conflict, so in these situations they exhibit much more risk-taking behavior. Women have somewhat of a different leadership style, so when you inject a tipping point of 30 per cent women into a ruling system of men, the entire group changes biochemically-communication, collaboration and consensus-building becomes more possible. My big theory is that, if more women were involved in the leadership of the world, in every country, we might see less war and more action on some of the direst threats. There are studies that bear this theory out; the countries that have the most progressive policies toward women generally have more women in office and in business. These countries also have the highest gross domestic products, they have the highest happiness indices and they have the lowest incidences of war. The countries that have the most repressive policies towards women are in endless cycles of war and tend to be doing very, very poorly.

Once the boundaries have been established, the next step is to make the operations and workflow visible with the assistance of a board or other aids. While identifying the individual steps of the process through which the workflow passes, Kanban groups should not let themselves be tempted to make the mistake of simply illustrating the official process as stipulated in project handbooks. Of course, there are organizations (such as military or infrastructure) that are required to adhere to strict processes. However, apart from these exceptions, official processes usually exhibit the weakness that they only exist on paper and barely correspond to actual reality. Such nonexistent processes are the wrong starting point for change. To orient ourselves around them would unnecessarily delay the change and/or improvement. In a technical kanban system, it is always the process currently being used in real life that should be visualized. The visualization is therefore also a task for the Kanban team—only the team knows how it actually functions. The identified steps in the process are listed in columns according to their operational sequence. Figure 3.1 shows a sample workflow of analysis, development, and testing represented using a visual board. As with most things in Kanban, there is no recommended layout for the board. We have seen boards visualizing the workflow in spiral form and boards using a motorway as a metaphor—anything that expresses the process as sensibly and clearly as possible is permissible. Many teams explicitly take note of the completion criteria (“definition of done”) for each step so that all team members share the same understanding of when the work has been finished.

Wikipedia: Amity-enmity complex The amity-enmity complex theory was introduced by Sir Arthur Keith in his work, A New Theory of Human Evolution (1948). He posited that humans evolved as differing races, tribes, and cultures, exhibiting patriotism, morality, leadership and nationalism. Those who belong are part of the in-group, and tolerated; all others are classed as out-group, and subject to hostility…

In private enterprise, the human resources office is the prospective employee’s first introduction to the corporation. Management must realize that the company is being appraised from the moment a bright, discerning candidate enters through the door. If he is greeted by a cheerful receptionist and led to an office that exhibits signs of good taste and stability, he will be pleasantly biased before the interview even begins.

The martial valor of Ares, the royalty of Hera, the intelligence and leadership of Zeus, the inspiration of Apollo (Ares: Phaedr. 252c8; Hera: 253b1; Zeus: 252e1-6; Apollo: 253b3, 265b4), and other virtues corresponding to the other Gods are brought to birth among mortals, both in thought and in action, as a product of mortals’ yearning for the virtues’ original, divine bearers. Nor does each God represent but a single virtue; each one must rather exhibit a mixture of many virtues, just as would any virtuous human.

Bonhoeffer contended in his address that if a leader’s main objective was to idolize himself, that leader was not exhibiting true, godly leadership, but was in fact a “mis-leader” of the people he pretended to lead.

As the driving force behind schools, administrators exhibit strong leadership skills and a commitment to fostering positive and inclusive learning environments.

However when assessing how well a candidate exhibits the Amazon Leadership Principles, we adopted a technique called Behavioral Interviewing. This involves assigning one or more of the 14 Leadership Principles to each member of the interview panel, who in turn poses questions that map to their assigned leadership principle, seeking to elicit two kinds of data.

As the driving force behind schools, administrators exhibit strong leadership skills and a commitment to fostering positive and inclusive learning environments.

A truly successful life is one filled with friends so it helps if people like being around you. If you suspect they don’t, have a think about how strongly you exhibit ‘likeable’ qualities such as listening well, being trustworthy, kind, generous, compassionate, fun, positive and unselfish. The good news is that you can learn such qualities even if they don’t come naturally to you.

out of curiosity, I googled it and looked through YouTube videos. In all of my searching, I found one video of something that could be called Donald Trump exhibiting a laugh, and a mean one at that—in January 2016, when he asked a New Hampshire audience about the origin of a noise in the background that sounded like a dog barking and someone shouted: “It’s Hillary.” There is a risk that I’m overinterpreting this, and I suppose it’s possible that in private he may keep his wife or children or some favorite staff member in stitches or that I have missed a collection of his public laughs, but I don’t know of another elected leader who doesn’t laugh with some regularity in public.

Often when a woman exhibits leadership, she’s accused of having that Jezebel spirit. I look forward to the day when women with leadership and insight, gifts and talents, callings and prophetic leanings are called out and celebrated as a Deborah, instead of silenced as a Jezebel. I

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

Worried that you’re not a born leader? That you lack charisma, the right talents, or some other secret ingredient? No need: leadership isn’t about personality or talent. In fact, the best leaders exhibit wildly different personalities, attitudes, values, and strengths—they’re extroverted or reclusive, easygoing or controlling, generous or parsimonious, numbers or vision oriented. So what do effective leaders have in common? They get the right things done, in the right ways—by following eight simple rules: Ask what needs to be done. Ask what’s right for the enterprise. Develop action plans. Take responsibility for decisions. Take responsibility for communicating. Focus on opportunities, not problems. Run productive meetings. Think and say “We,” not “I.

Exhibiting vulnerabilities requires being confident in yourself and being able to laugh at your own mistakes. People who have to appear perfect often feel that way because they lack self-confidence. Yet, being willing to open up and be vulnerable can do more to make a team come together than standing aloof.

They know that good leaders sometimes suffer mission failure and bad leaders sometimes enjoy mission success. The ability to succeed is not what makes someone a leader. Exhibiting the qualities of leadership is what makes someone an effective leader.

around in order to feel powerful, the most common response is going to be “Who the fuck are you?” So the trick is to exhibit leadership—lead—without having to claim leadership or to subjugate others. This is leadership really as a service function, as a gift to the group.

Leadership does not come from being in a position of authority; it comes from exhibiting the qualities of a leader. The ability recognizes these qualities and goes where it needs to in order to guide those who will listen.

Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

If you come in acting like the boss, bossing people around in order to feel powerful, the most common response is going to be “Who the fuck are you?” So the trick is to exhibit leadership—lead—without having to claim leadership or to subjugate others. This is leadership really as a service function, as a gift to the group. I

During my lifetime of learning, I've concluded that a leader must exhibit character, energy, drive, tenacity, and unmatched ethical behavior in every area of one's life.

Our nation and the world are faced with a great crisis. This is a time for each and every one of us to commit ourselves to the highest level of personal and civic service and sacrifice. To win the war against the Coronavirus, we must exhibit the highest level of self-leadership possible. This current crisis requires from each of us new faith in Divinity and humanity, and it requires a new patriotism grounded in self-discipline, compassion, and undying respect for our own life and the lives of others. By honoring this pledge, together we can return stability to our lives and the world.

Loyal people would exhibit more emotional intelligence than others who are less faithful, due their empathy, flexibility and honesty.

The issue before us now is whether America can continue to exhibit that brand of leadership under a president who doesn’t appear to attach much weight to either international cooperation or democratic values. The answer matters because, although nature abhors a vacuum, Fascism welcomes one.

LEADERSHIP is when you don't have great position but you still exhibit power and influence over others.

Exhibit a ferocious and intelligently applied work ethic directed at continual improvement;

As did most of the white leading cadre, Bunting exhibited a paternalism with respect to the Natives. This paternalism was rooted in an abiding lack of faith in the revolutionary potential of the Native movement. They saw the South African revolution in terms of the direct struggle for socialism. This white leadership, brought up in the old socialist traditions and comprised mainly of European immigrants, had not yet absorbed Lenin's teachings on the national and colonial questions.