Fascinating Leadership Quotes

The President in particular is very much a figurehead — he wields no real power whatsoever. He is apparently chosen by the government, but the qualities he is required to display are not those of leadership but those of finely judged outrage. For this reason the President is always a controversial choice, always an infuriating but fascinating character. His job is not to wield power but to draw attention away from it. On those criteria Zaphod Beeblebrox is one of the most successful Presidents the Galaxy has ever had — he has already spent two of his ten presidential years in prison for fraud.

One of the hardest tasks of leadership is understanding that you are not what you are, but what you’re perceived to be by others. —EDWARD L. FLOM

One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it.

The President in particular is very much a figurehead—he wields no real power whatsoever. He is apparently chosen by the government, but the qualities he is required to display are not those of leadership but those of finely judged outrage. For this reason the President is always a controversial choice, always an infuriating but fascinating character. His job is not to wield power but to draw attention away from it. On those criteria Zaphod Beeblebrox is one of the most successful Presidents the Galaxy has ever had—he has already spent two of his ten presidential years in prison for fraud. Very very few people realize that the President and the Government have virtually no power at all, and of these few people only six know whence ultimate political power is wielded. Most of the others secretly believe that the ultimate decision-making process is handled by a computer. They couldn’t be more wrong.

There is nothing more fascinating than the fusion between power and mystery in our great, little treasure: the human brain.

Branding is fascinating. Creating a brand that is authentic and timeless is what entrepreneurs dream of. Dare to be different, dare to dream.

A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

The President in particular is very much a figurehead – he wields no real power whatsoever. He is apparently chosen by the government, but the qualities he is required to display are not those of leadership but those of finely judged outrage. For this reason the President is always a controversial choice, always an infuriating but fascinating character.

Many people hear the word autistic, and they think of easily recognizable traits. They think of tics. Outbursts. They think of obsessions with trains. They don’t see the shy kid who’s fascinated with color and glass. They don’t think of the girl with few friends who shows strong leadership skills. But the autism spectrum is as vast and varied as those glass jars Ellis collects. No two situations are the same, and at the end of the day, ASD or not, Ellis is his own person. He’s his own unique person just like everybody else. He’s not broken. He doesn’t need to be fixed. None of us are perfect, but I love my son just as he is. And you do, too. Don’t you?

The hereditary Emperor is nearly dead and has been for many centuries. In the last moments of his dying coma he was locked in a stasis field which keeps him in a state of perpetual unchangingness. All his heirs are now long dead, and this means that without any drastic political upheaval, power has simply and effectively moved a rung or two down the ladder, and is now seen to be vested in a body that used to act simply as advisers to the Emperor—an elected governmental assembly headed by a President elected by that assembly. In fact it vests in no such place. The President in particular is very much a figurehead—he wields no real power whatsoever. He is apparently chosen by the government, but the qualities he is required to display are not those of leadership but those of finely judged outrage. For this reason the President is always a controversial choice, always an infuriating but fascinating character. His job is not to wield power but to draw attention away from it. On those criteria Zaphod Beeblebrox is one of the most successful Presidents the Galaxy has ever had—he has already spent two of his ten presidential years in prison for fraud. Very very few people realize that the President and the Government have virtually no power at all, and of these few people only six know whence ultimate political power is wielded. Most of the others secretly believe that the ultimate decision-making process is handled by a computer. They couldn’t be more wrong.

The Shah "had traveled to Europe and had been fascinated by the march of progress he observed there. But, once back in Terhan, this fascination had not been translated into sustained Persian modernization, but rather dissipated in the Shah's intense but short-lived passion for the latest novelties. "He is continually taking up and pushing some new scheme or invention which, when the caprice has been gratified, is neglected or allowed to expire".

China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

Wieland hosted a “quilt-in” at her New York City loft and invited friends, including Canadian expatriates, to help sew La raison avant la passion as a gift for Trudeau.58 The following year, she hosted a huge party attended by Canadian expatriates, various New York artists and writers, and Trudeau himself. Throughout the late 1960s, Wieland had both an artistic and personal relationship with Trudeau. This was unusual because very few artists, if any, had such a close relationship with the prime minister and because what appears to be Wieland’s fascination with Trudeau was, I would argue, far more complex than simple adoration. It seems clear that Wieland had initially been both fascinated by Trudeau-the-person and supportive of his campaign for Liberal leader. She formed a group in New York City, for example, called Canadians Abroad for Trudeau, and, in a 1986 interview, she told Barbara Stevenson that she had initially supported his leadership campaign.59 After Trudeau became prime minister in 1968, however, Wieland’s opinion shifted as she increasingly expressed skepticism towards him and his governing philosophy to the point that, by 1986, she referred to him as a “psychopath.”60 Wieland

a leader carries a vivid image in his or her head of what a future could be. “Leaders are fascinated by the future. You are a leader if, and only if, you are restless for change, impatient for progress, and deeply dissatisfied with the status quo.” He explains, “As a leader, you are never satisfied with the present, because in your head you can see a better future, and the friction between ‘what is’ and ‘what could be’ burns you, stirs you up, propels you forward. This is leadership.

The true motivations of the socialist and communist leaders is a fascinating question. In his book, The Whole of Their Lives, Ben Gitlow described the Communist movement as a devilish machine for transforming idealists into criminals. In revolutionary politics the personal ambitions of leaders play an important role. The altruistic souls motivated by high ideals and principles are common in the rank-and-file and rare in the leadership. The struggle for power in the communist organization proceeds as bitterly as it does at royal courts.

would be a fascinating character to profile. But how do you profile someone who shuns public attention? I started by cobbling together everything I could find about him online. I learned that what Bill lacked in physical strength, he made up for in heart. He was the MVP of his high school football team despite standing five feet ten and weighing 165 pounds. When the track coach was short on hurdlers, Bill volunteered. Since

Sir Roy Fedden headed the British team sent to defeated Germany by Sir Stafford Cripps. Fedden, a slim, elegant, clean-shaven man whose photographs usually reveal an expression of focused determination, showed keen intelligence and a fascination with car and aircraft engines at an early age. Passionately fond of his wife Norah Crew, and somehow finding time between engine experiments to sail and fish, Fedden, 60 years of age in 1945, attacked his task with customary gusto. Fedden Years earlier, Erhardt Milch and Hermann Goering, to Fedden's astonishment, permitted him to tour no less than 17 of their secret aeronautics facilities when he visited Germany in 1937 and 1938. The Luftwaffe leaders hoped to overawe Fedden with the potential of German military aircraft design, and thus cause him to influence the British government to reach an accommodation with the Third Reich. Fedden, in fact, urged the English leadership to modernize their aircraft design to match the Germans' potential and was fired.               Realizing their error several years later, the government re-employed Fedden in 1944, and a mix of aeronautics engineers, scientists, and RAF officers comprised Fedden's team.

The concept is made even more fascinating when you consider it as a psychological spectrum. Imagine a sliding scale of personalities that range from being an “introvert” to an “extrovert” and placing “ambivert” smack dab in the middle. This linear scale illustrates a continuum of experiences, because these descriptions do not apply to every person at all times. We all have tendencies, preferences, and comfort zones that change according to the people we are surrounded by, the environment we find ourselves in, and our levels of confidence in the moment. Using the scale above, where do you typically fall in the spectrum?

Two of the most significant things aspiring leaders can do are find self-love and discover truths about what makes your journey fascinating.

Leadership is largely ignored by recent liberal theorists. I suspect that the very idea of leadership has a non-egalitarian and authoritarian quality to it, best left to those (inspired by Max Webber) with a fascination for charisma or revolution; or left to fascists or management consultants and organisational psychologists. But this neglect by liberal theorists comes at a cost. Institutions and procedures are run by imperfect human beings and without ongoing maintenance, care and investment they decay. While I do not claim that 'leadership' is a sufficient response to the challenges of institutional decay and renewal, it may well be a necessary one.

At the time I was reading everything I could get my hands on about generals, samurai, shoguns, along with biographies of my three main heroes Churchill, Kennedy, and Tölstoy. I had no love of violence, but I was fascinated by leadership, or lack thereof, under extreme conditions. War is the most extreme of conditions. But business has its warlike parallels. Someone somewhere once said that business is war without bullets, and I tended to agree.

Despite the fact that Jesus came to demonstrate a model of leadership defined by love, care, honour and sacrifice, we humans took the word “dominion” and stripped it down to being all about hierarchy. Animals became little more than resources to use and exploit. Because we’ve seen animals as resources for so long, raised for meat and skins, we’ve historically seen them as inferior to us—“base” creatures with limited or no intelligence or capacity for emotion. Certainly not something we would wish to become.

Definite Pessimism A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

We often think of leaders as strong and confident individuals who possess or show very few faults. I would argue that we should turn this idea of leadership on its head. Vulnerable leaders are more beloved. Show more of yourself if you want to connect with and retain your team members.

From my experiences with managing teams in different settings, I have discovered that transparent leaders are much more effective at building loyal and cohesive teams than those who attempt to keep information close to their vests. As far as leadership qualities go, transparency is a differentiator.

Without cultural change, we are hopeless to change existing results.5 Of all changes, cultural change is the most difficult. It is essentially changing the collective DNA of an entire group of people. To understand how to change culture, it is helpful to know how change works in general. Changing Church Culture Change is extremely difficult. One of the most vivid and striking examples of this painful reality is the inability of heart patients to change even when confronted with grim reality. Roughly six hundred thousand people have a heart bypass each year in the United States. These patients are told they must change. They must change their eating habits, must exercise, and quit smoking and drinking. If they do not, they will die. The case for change is so compelling that they are literally told, “Change or die.”6 Yet despite the clear instructions and painful reality, 90 percent of the patients do not change. Within two years of hearing such brutal facts, they remain the same. Change is that challenging for people. For the vast majority of patients, death is chosen over change. Yet leadership is often about change, about moving a group of people to a new future. Perhaps the most recognized leadership book on leading an organization to change is John Kotter’s Leading Change. And when ministry leaders speak or write about leadership, they often look to the wisdom found in the book of Nehemiah, as it chronicles Nehemiah’s leadership in rebuilding the wall around Jerusalem. Nehemiah led wide-scale change. Nehemiah never read Kotter’s book, and he led well without it. The Lord well equipped Nehemiah for the task of leading God’s people. But it is fascinating to see how Nehemiah’s actions mirror much of what Kotter has observed in leaders who successfully lead change. With a leadership development culture in mind, here are the eight steps for leading change, according to Kotter, and how one can see them in Nehemiah’s leadership. 1. Establish a sense of urgency. Leaders must create dissatisfaction with an ineffective status quo. They must help others develop a sense of angst over the brokenness around them. Nehemiah heard a negative report from Jerusalem, and it crushed him to the point of weeping, fasting, and prayer (Neh. 1:3–4). Sadly, the horrible situation in Jerusalem had become the status quo. The disgrace did not bother the people in the same way that it frustrated Nehemiah. After he arrived in Jerusalem, he walked around and observed the destruction. Before he launched the vision of rebuilding the wall, Nehemiah pointed out to the people that they were in trouble and ruins. He started with urgency, not vision. Without urgency, plans for change do not work. If you assess your culture and find deviant behaviors that reveal some inaccurate theological beliefs, you must create urgency by pointing these out. If you assess your culture and find a lack of leadership development, a sense of urgency must be created. Leadership development is an urgent matter because the mission the Lord has given us is so great.

According to famed psychologist David McClelland, there are three basic types of motivation: 1) Achievement, 2) Authority and 3) Affiliation. Achievement Seekers Those who seek Achievement are looking for the following things: They attain realistic but challenging goals. Achieving the task is its own reward. Financial reward is a measurement of success. Security/status are not the primary motivators. Feedback is a quantifiable measure of success. They seek improvement. Authority Seekers Employees who seek Authority are looking for the following things: They value their ideas being heard and prevailing. Having influence and impact is the most important reward. They show leadership skills and enjoy directing others. Increasing personal status and prestige is important. Affiliation Seekers Employees who are motivated by Affiliation are looking for the following things: They need friendly relationships and are motivated by interaction with others. Being liked and held in high regard is important. They are team players. Emotions are a larger motivating factor than quantifiable data. They are in tune with others’ feelings and seek to make others happy.

At the time I was reading everything I could get my hands on about generals, samurai, shoguns, along with biographies of my three main heroes—Churchill, Kennedy, and Tolstoy. I had no love of violence, but I was fascinated by leadership, or lack thereof, under extreme conditions. War is the most extreme of conditions. But business has its warlike parallels. Someone somewhere once said that business is war without bullets, and I tended to agree.

Many people hear the word autistic, and they think of easily recognizable traits. They think of tics. Outbursts. They think of obsessions with trains. They don’t see the shy kid who’s fascinated with color and glass. They don’t think of the girl with few friends who shows strong leadership skills. But the autism spectrum is as vast and varied as those glass jars Ellis collects. No two situations are the same, and at the end of the day, ASD or not, Ellis is his own person. He’s his own unique person just like everybody else. He’s not broken. He doesn’t need to be fixed.