Favorite Leadership Quotes

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A successful business owner will know their business as good as they know their favorite celebrity, their partner, and even their dogs.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
Restructuring is a favorite tactic of antisocials who have reached a senior position in an organization. The chaos that results is an ideal smokescreen for dysfunctional leadership. Failure at the top goes unnoticed, while the process of restructuring creates the illusion of a strong, creative hand on the helm.
Manfred F.R. Kets de Vries (The Leader on the Couch: A Clinical Approach to Changing People and Organizations)
A lot of us say this about cheerleading: Most of the time it’s not fun. It’s hard. It’s exhausting. You’re putting your body through all this pain and hard work and long hours of working out. And we do it all for these brief moments of success. Whether it’s winning a championship, mastering a skill, or having a successful full out in practice—those moments of success are exhilarating. That’s why we keep coming back and putting in the hours.
Monica Aldama (Full Out: Lessons in Life and Leadership from America's Favorite Coach)
Educators are in the news, too. Usually that’s bad. I had a favorite college professor. He used to tell us, 'If you make CNN as a teacher, you’re probably going to jail.
Tucker Elliot (The Rainy Season)
To single out your worst failure or least favorite person will surely make news . . . and your obituary writer’s day.
Colin Powell (It Worked for Me: In Life and Leadership)
Self-discipline is central to the leadership of institutions and to reforming them. A favorite saying of mine is "Never miss a good chance to shut up." I won't tell you how many times in a congressional hearing I just wanted to scream. How often in the White House Situation Room I wanted to say, "That's the dumbest idea I ever heard." How often in a briefing at the CIA or the Pentagon I wanted to tell someone where to stick his PowerPoint slides. Senior leaders want to blow off steam-shout at people- all the time. But to be an effective leader, you have to suppress those urges.
Robert M. Gates (A Passion for Leadership: Lessons on Change and Reform from Fifty Years of Public Service)
Joshua 23:10 provides my favorite image of God’s favor. It says, “One of you routs a thousand, because the LORD your God fights for you.” How can a single warrior with one sword take down a thousand armed enemies? Because God fights for him!
Kevin T. Myers (Home Run: Learn God's Game Plan for Life and Leadership)
Experts say that the nervous system needs to be reprogrammed to allow for greater happiness, fulfillment, and relational connectedness. The good news is that the nervous system is highly receptive to new programming. In fact, it is somewhat capable of reprogramming itself if we provide support. To create the space and allow the nervous system to develop this new capacity, we encourage leaders to integrate just after they experience a new high. For example, you close the deal you never thought you’d be able to close; you get the promotion you’ve always wanted; you have a great weekend away with your partner and experience a new level of closeness. At these moments, we suggest leaders integrate by doing things that are grounding, ordinary, mindless, soothing, mundane, and/or repetitive. This could be going for a walk, mowing the lawn, sweeping the floor, washing the car, making a meal, flipping through a favorite hobby magazine, or taking a little longer shower. This allows for the gentle raising of old Upper Limits (the reprogramming of the nervous system), without forcefully blowing past them in a way that actually causes a big crash.
Jim Dethmer (The 15 Commitments of Conscious Leadership: A New Paradigm for Sustainable Success)
Chapter 4 Tyranny Is Tyranny Around 1776, certain important people in the English colonies made a discovery that would prove enormously useful for the next two hundred years. They found that by creating a nation, a symbol, a legal unity called the United States, they could take over land, profits, and political power from favorites of the British Empire. In the process, they could hold back a number of potential rebellions and create a consensus of popular support for the rule of a new, privileged leadership. When we look at the American Revolution this way, it was a work of genius, and the Founding Fathers deserve the awed tribute they have received over the centuries. They created the most effective system of national control devised in modern times, and showed future generations of leaders the advantages of combining paternalism with command.
Howard Zinn (A People's History of the United States: 1492 to Present)
The first black president found that he was personally toxic to the GOP base. An entire political party was organized around the explicit aim of negating Obama. It was thought by Obama and others that this toxicity was the result of a relentless assault waged by Fox News and right-wing talk radio. Trump’s genius was understanding that it was something more, that it was a hunger for revanche so strong that a political novice and accused rapist could topple the leadership of one major party and throttle the presumed favorite of another.
Ta-Nehisi Coates (We Were Eight Years in Power: An American Tragedy)
But I knew the truth. It was a story I would see played out over and over again in the next few years. It wasn’t about any so-called principles—it was about chaos. But it was chaos that developed in a predictable pattern: the far-right knuckleheads would refuse to back the House leadership no matter what, but because they were “insurgents” they never had the responsibility of trying to actually fix things themselves. So they got to “burn it all down” and screw up the legislative process, which of course allowed them to continue to complain loudly about how Washington’s spending problem never got solved. That kept their favorite straw man alive to take more hits. And every time they punched him, they got another invitation to go on Fox News or talk radio, or they got another check from their friends in outside groups like DeMint’s outfit. It was their own little private stimulus plan.
John Boehner (On the House: A Washington Memoir)
You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!
Terri L. Sjodin (Scrappy: A Little Book About Choosing to Play Big)
It is rather like arguing with an Irishman,” wrote Michael Hadow of his many conversations with Dayan. “He enjoys knocking down ideas just for the sake of argument and one will find him arguing in completely opposite directions on consecutive days.” Indeed, Dayan was a classic man of contradictions: famed as a warrior, he professed deep respect for the Arabs, including those who attacked his village, Nahalal, in the early 1930s, and who once beat him and left him for dead. A poet, a writer of children’s stories, he admitted publicly that he regretted having children, and was a renowned philanderer as well. A lover of the land who made a hobby of plundering it, he had amassed a huge personal collection of antiquities. A stickler for military discipline, he was prone to show contempt for the law. As one former classmate remembered, “He was a liar, a braggart, a schemer, and a prima donna—and in spite of that, the object of deep admiration.” Equally contrasting were the opinions about him. Devotees such as Meir Amit found him “original, daring, substantive, focused,” a commander who “radiated authority and leadership [with] … outstanding instincts that always hit the mark.” But many others, among them Gideon Rafael, saw another side of him: “Rocking the boat is his favorite tactic, not to overturn it, but to sway it sufficiently for the helmsman to lose his grip or for some of its unwanted passengers to fall overboard.” In private, Eshkol referred to Dayan as Abu Jildi, a scurrilous one-eyed Arab bandit.
Michael B. Oren (Six Days of War: June 1967 and the Making of the Modern Middle East)
Ask team members to share a favorite travel photo, but not name the place. Team members ask questions and try to figure out where the photo was taken. Ask team members to share their favorite photo and
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
The upset is in the mind of the favorite.
Bo Schembechler (Bo's Lasting Lessons: The Legendary Coach Teaches the Timeless Fundamentals of Leadership)
A player who is working hard and productively for the group shouldn’t receive the same treatment as someone who is offering less. And while each and every person on your team fills a role and performs a function, some of those roles and functions are filled by people much harder to replace than others. It would be naïve to suggest that a superstar in your organization—a top producer—won’t receive some accommodations not afforded others. This is not a double standard but rather a fact of life. Those small accommodations, however, must not apply in areas of your basic principles and values or they will soon be replaced by the perception that favoritism and special treatment are the norm.
John Wooden (Wooden on Leadership: How to Create a Winning Organization)
LEADERS SHOULD BE AS PASSIONATE ABOUT THEIR LIFE’S WORK AS THEY ARE THEIR TOP SPORTS TEAM OR FAVORITE PASTIME.
Brad Lomenick (H3 Leadership: Be Humble. Stay Hungry. Always Hustle.)
One of Jeff’s favorite techniques is to create a forcing function—a set of guidelines, restrictions, or commitments that force a desirable outcome without having to manage all the details of making it happen. Forcing functions are a powerful technique used at Amazon.com to enforce a strategy or change.
John Rossman (The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company)
Choose to normalize giving best service to other people. Give best service regardless, if those people are black or white. Whether they are famous or not ,or whether they are your friends or not. If you are offering service. Always choose to give best service to everyone, not just your favorite people.
De philosopher DJ Kyos
The anti-Trump movement is a conspiracy by the powerful and connected to overturn the will of the American people. Among the co-conspirators are FBI officials illegally exonerating their favorite candidate of violating well-defined federal criminal statutes, first to help her get elected and then to frame Donald J. Trump for “Russia collusion” that never happened. It all began when members of the Obama administration, seeking a Hillary Clinton presidency and continuation of Obama’s platform, used the intelligence community to spy on the campaign of the Republican candidate for president. But once the unelected Deep State got on board, the anti-Trump conspiracy grew from mere dirty politics to an assault on our republic itself. Continuing beyond Election Day and throughout President Trump’s term to date, the LYING, LEAKING, LIBERAL Establishment has sought to nullify the decision of the American people and continue the globalist, open-border oligarchy that the people voted to dismantle in 2016. The perpetrators of this anti-American plot include, but are not limited to, the leadership at the FBI, the CIA, NSA, and other intelligence agencies, the Democrat Party, and perhaps even the FISA (Foreign Intelligence Surveillance Act) courts. And let’s not forget the media and entertainment industries that are waging a nonstop propaganda campaign that would render envious their counterparts in the worst totalitarian states of history. Yes, this is a conspiracy, and you and anyone who loves the America described in our founding documents, are among its victims. The rule of law has become irrelevant and politically motivated fiction has become truth.
Jeanine Pirro (Liars, Leakers, and Liberals: The Case Against the Anti-Trump Conspiracy)
My favorite cartoon character, Charlie Brown, displayed an attitude with which many of us can identify. He and Linus were talking about their problems. Linus said, “I guess it’s wrong always to be worrying about tomorrow. Maybe we should think only about today.” Charlie Brown replied, “No, that’s giving up. I’m still hoping that yesterday will get better.” What
John C. Maxwell (Be a People Person: Effective Leadership Through Effective Relationships)
The importance of day-to-day coaching comes to mind when I think of my favorite college teacher. He was always getting into trouble with the dean and other faculty members because on the first day of class he would hand out the final examination. The rest of the faculty would say, ‘What are you doing?’ He’d say, ‘I thought we were supposed to teach these students.’ They’d say, ‘You are, but don’t give them the questions for the final exam.’ He’d say, ‘Not only am I going to give them the questions for the final exam, but what do you think I’m going to teach them all semester?’” “He
Kenneth H. Blanchard (Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II)
I often have people come up to me after a sermon and show me their outline, pointing out some blanks they filled out before the message began. You can see in their eyes and sly smile a sense of “Look, I got you!” In reality I got them. If they’re jotting down a passage, a point, or one of my favorite sound bites before I say it, they’ve come to the point of knowing the information. In the ultimate sense, my message has become memorable.
Larry Osborne (Sticky Church (Leadership Network Innovation Series Book 6))
Integrity should never be used as a badge of self-righteousness. We live in an age of outrage, and simply refusing to participate in that takes a certain conviction and willingness to not be pulled by the cultural currents into a state of righteous indignation. Always act with integrity, but do it with a light heart and a humble attitude. As one of our favorite philosophers, Robert Solomon, advises, don’t regard yourself as “the moral rock around which the rest of the earth revolves.”7
John Mackey (Conscious Leadership: Elevating Humanity Through Business)
Vigilant leadership Long-term prospects Stock stability Buy at attractive prices.
Stig Brodersen (Warren Buffett Accounting Book: Reading Financial Statements for Value Investing (Warren Buffett's 3 Favorite Books Book 2))
So, I agree that all our favorite movies have conflict. What I don’t get is why our meetings need to have it too. I mean, sure, they won’t be as boring. But how much of a difference is that really going to make in the long run?” Will considered the question, wanting to find the right words. Casey didn’t let him. “Come on now, Matt. If we’re engaged, don’t you think we’re going to be making better decisions? And we’ll probably be more likely to get everyone’s ideas and opinions out on the table.” “And that’s one of the big problems with your meetings now,” added Will. “Every time you guys are on the verge of getting into a crucial conversation about something that might get heated, you seem to bail out.
Patrick Lencioni (Death by Meeting: A Leadership Fable...About Solving the Most Painful Problem in Business)
The problem with politics. Someone might convince you that what the other person or party is doing It is wrong . Only to find out that they were beneficiaries before, or they are beneficiaries in waiting. They are angry now, because they are not benefiting, or their favorite people are not in power. They don’t care about state affairs, your wellbeing or wellbeing of the country. They only care about their own wellbeing and what can they benefit. Their outrage it is not about what is happening in the country , but it is about their well running dry.
De philosopher DJ Kyos
What does it mean to have a Courageous Culture? Our favorite definition of culture comes from Seth Godin: “People like us do things like this.”1 It’s that invisible force of mutual understanding and awareness that drives behavior. A Courageous Culture is a place where “people like us” speak up. We share ideas. We solve problems. The default is to contribute. It’s a culture where silence isn’t safe and effort is everything. Courageous Cultures go way beyond employee engagement. People are energized. They bring their whole selves to their work. Innovation isn’t limited to the senior leadership team or R&D. Everyone innovates, every day.
Karin Hurt (Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates)
One of my favorite examples of this occurred in the life of Moses in the Old Testament. Though born a Hebrew, he lived a life of privilege in the palace of Egypt until he was forty years old. But after killing an Egyptian, he was exiled to the desert for forty years. There God used him as a shepherd and father, and after four decades of faithful service in obscurity, Moses was called to leadership. Scripture says by that time he was the most humble man in the world. Bill Purvis, the senior pastor of a large church in Columbus, Georgia, said, “If you do what you can, with what you have, where you are, then God won’t leave you where you are, and He will increase what you have.
John C. Maxwell (The Maxwell Daily Reader: 365 Days of Insight to Develop the Leader Within You and Influence Those Around You)
Key Apache Warriors Cochise—one of the great Chiricahua (Chokonen) chiefs. Born c. 1805. No known pictures exist but he was said to be very tall and imposing, over six feet and very muscular. Son-in-law to Mangas Coloradas. Died in 1874, probably from stomach cancer. Chihuahua—chief of the Warm Springs band (Red Paint people) of the Chiricahua. Fought alongside Geronimo in the resistance. Died in 1901. Fun—probably a cousin to Geronimo and among his best, most trusted warriors. Fun committed suicide in captivity in 1892, after becoming jealous over his young wife, whom he also shot. Only slightly wounded, she recovered. Juh—pronounced “Whoa,” “Ho,” or sometimes “Who.” Chief of the Nedhni band of the Apache, he married Ishton, Geronimo’s “favorite” sister. Juh and Geronimo were lifelong friends and battle brothers. Juh died in 1883. Loco—chief of the Warm Springs band. Born in 1823, the same year as Geronimo. Once was mauled by a bear and killed it single-handedly with a knife, but his face was clawed and his left eye was blinded and disfigured. Known as the “Apache Peacemaker,” he preferred peace to war and tried to live under reservation rules. Died as a prisoner of war from “causes unknown” in 1905, at age eighty-two. Lozen—warrior woman and Chief Victorio’s sister. She was a medicine woman and frequent messenger for Geronimo. She fought alongside Geronimo in his long resistance. Mangas Coloradas—Born in 1790, he was the most noted chief of the Bedonkohe Apache. A massive man for his era, at 6'6” and 250 pounds, he was Geronimo’s central mentor and influence. He was betrayed and murdered by the U.S. military in 1863. Geronimo called his murder “the greatest wrong ever done to the Indians.” Mangas—son of the great chief Mangas Coloradas, but did not succeed his father as chief because of his youth and lack of leadership. Died as a prisoner of war in 1901. Naiche—Cochise’s youngest son. Succeeded older brother Taza after he died, becoming the last chief of the free Chiricahua Apache. Nana—brother-in-law to Geronimo and chief of the Warm Springs band. Sometimes referred to as “Old Nana.” Died as a prisoner of war in 1896. Victorio—chief of the Warm Springs band. Noted and courageous leader and a brilliant military strategist. Brother and mentor to warrior woman Lozen. Slain by Mexicans in the massacre of Tres Castillos in 1880.
Mike Leach (Geronimo: Leadership Strategies of an American Warrior)
I'm a car guy. Growing up, one of my favorite pastimes was working on old cars with my grandfather Daddy Bob. He taught me early on that no matter how complex a system is, it can always be reduced to a small handful of components. This is critical because when your car won't start, you need to be able to quickly identify which component is either most affected or responsible. Daddy Bob taught me that pretty much every internal combustion engine can be reduced to three components: air, fuel, and fire. Sure, there are other parts, but the whole system really comes down to those three areas. So when we were diagnosing an engine problem, Daddy Bob would ask, "OK, Robbie, where do you think the problem is : in the air, the fuel, or the fire?" Once we knew that answer, we could move on to fix the problem.
Robbie Poe (Private Practice MBA: A Step-by-Step Guide to Put Your Practice on Autopilot)
While your workplace might not be your favorite place to be. God cares about your work ethic. Because of this, your leadership in your workplace should reflect Him.
Nick Chellsen (You Are A Leader: Understanding Your Circle Of Influence)
Exemplary followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. They apply their talents for the benefit of the organization even when confronted with bureaucratic stumbling blocks or passive or pragmatist coworkers. Effective leaders appreciate the value of exemplary followers. When one of the authors was serving in a follower role in a staff position, he was introduced by his leader to a conference as “my favorite subordinate because he’s a loyal ‘No-Man’.” Exemplary followers—high on both critical dimensions of followership—are essential to organizational success.
Richard L. Hughes (Leadership: Enhancing the Lessons of Experience)
Exemplary followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. They apply their talents for the benefit of the organization even when confronted with bureaucratic stumbling blocks or passive or pragmatist coworkers. Effective leaders appreciate the value of exemplary followers. When one of the authors was serving in a follower role in a staff position, he was introduced by his leader to a conference as “my favorite subordinate because he’s a loyal ‘No-Man’.” Exemplary followers—high on both critical dimensions of followership—are essential to organizational success. Leaders, therefore, would be well advised to select people who have these characteristics and, perhaps even more important, create the conditions that encourage these behaviors.
Richard L. Hughes (Leadership: Enhancing the Lessons of Experience)
The renowned leadership expert Warren Bennis, who authored 30 leadership books, including one of my favorites, On Becoming a Leader, indicated that: “a leader is not simply someone who experiences the personal exhilaration of being in charge. Instead, a leader is someone whose actions have the most profound consequences on other people’s lives, for better or for worse, sometimes forever and ever.
Gifford Thomas (The Inspirational Leader: Inspire Your Team To Believe In The Impossible)
I tell them all on the first day: “Your actions affect others. So when you don’t go to class, the whole team is going to run. I’m hoping that you feel bad about that. That’s the whole purpose, for it to motivate you enough not to want others to be disciplined because of your poor decision.
Monica Aldama (Full Out: Lessons in Life and Leadership from America's Favorite Coach)
Organizations are great only when their people work as hard for each other as they do for themselves.
Sheri Staak (Tune In to Wow Leadership: 10 Lessons Learned from America's Favorite Shows)
Since I got rid of syndicated and indoctrinated media my life is a product of what I seek and not what I am told. I recommend everyone in the age of information to demand more of what they seek rather simply pushing the favorite list on their remote control.
James Emlund
Morale is born of loyalty…discipline and efficiency, all of which breed confidence in self and in comrades. Most of all morale is promoted by unity—unity in service to the country and in the determination to attain the objective of national security. Morale is at one and the same time the strongest, and the most delicate of growths. It withstands shocks, even disasters of the battlefield, but can be destroyed utterly by favoritism, neglect or injustice.
Brian W. Clark (Eisenhower's Leadership: Executive Lessons from West Point to the White House)
In Walked Jim September 2013: Entering his first morning staff meeting as FBI director, Jim Comey loped to the head of the table, put down his briefing books, and lowered his six-foot-eight-inch, shirtsleeved self into a huge leather chair. He leaned the chair so far back on its hind legs that he lay practically flat, testing gravity. Then he sat up, stretched like a big cat, pushed the briefing books to the side, and said, as if he were talking to a friend, I don’t want to talk about these today. I’d rather talk about some other things first. He talked about how effective leaders immediately make their expectations clear and proceeded to do just that for us. Said he would expect us to love our jobs, expect us to take care of ourselves … I remember less of what he said than the easygoing way he spoke and the absolute clarity of his day-one priority: building relationships with each member of his senior team. Comey continually reminded the FBI leadership that strong relationships with one another were critical to the institution’s functioning. One day, after we reviewed the briefing books, he said, Okay, now I want to go around the room, and I want you all to say one thing about yourselves that no one else here knows about you. One hard-ass from the criminal division stunned the room to silence when he said, My wife and I, we really love Disney characters, and all our vacation time we spend in the Magic Kingdom. Another guy, formerly a member of the hostage-rescue team, who carefully tended his persona as a dead-eyed meathead—I thought his aesthetic tastes ran the gamut from YouTube videos of snipers in Afghanistan to YouTube videos of Bigfoot sightings—turned out to be an art lover. I really like the old masters, he said, but my favorite is abstract expressionism. This hokey parlor game had the effect Comey intended. It gave people an opportunity to be interesting and funny with colleagues in a way that most had rarely been before. Years later, I remember it like yesterday. That was Jim’s effect on almost everyone he worked with. I observed how he treated people. Tell me your story, he would say, then listen as if there were only the two of you in the whole world. You were, of course, being carefully assessed at the same time that you were being appreciated and accepted. He once told me that people’s responses to that opening helped him gauge their ability to communicate. Over the next few years I would sit in on hundreds of meetings with him. All kinds of individuals and organizations would come to Comey with their issues. No matter how hostile they were when they walked in the door, they would always walk out on a cloud of Comey goodness. Sometimes, after the door had closed, he would look at me and say, That was a mess. Jim has the same judgmental impulse that everyone has. He is complicated, with many different sides, and he is so good at showing his best side—which is better than most people’s—that his bad side, which is not as bad as most people’s, can seem more shocking on the rare moments when it flashes to the surface.
Andrew G. McCabe (The Threat: How the FBI Protects America in the Age of Terror and Trump)
manipulation through the tactic of mass assignation. Silvia, a CIO for a logistics agency, described the tactic in the following manner. “Behind closed doors I assemble the team and we plan how to best maneuver the multitude of stakeholders we have to influence to get large-scale change done. We create a highly detailed power map that includes their priorities, relationships, likes, dislikes — even their hobbies and favorite foods. This power map file is encrypted and kept only on my personal laptop, which no one may access but me.” Then she explains, “We continuously analyze their communication styles and who they relate to both on and off the team to determine the best person, channel and information to sway them. If they need to meet with Paul on a project, but they dislike Paul but like Mary, for example, we have Mary set up the meeting and Paul just shows up with her. If they like golf, the information we provide them includes golf analogies. If they like seafood, I take them out for lunch at the local oyster bar. I learned to do this when I worked for a consumer products company. This is how we analyzed the relationships between multiple target customers at the same time to determine how to sell more, and it made sense to apply it internally here.” As noted, mass
Tina Nunno (The Wolf in CIO's Clothing: A Machiavellian Strategy for Successful IT Leadership)
Warren Buffett invests according to four simple principles. Vigilant leadership Long-term prospects Stock stability Buy at attractive prices. One of the greatest strengths of Warren Buffett is his ability to make things simple. As you can see above, his principles are straightforward and easy to remember. As you navigate your way through this book, always keep these four principles at the forefront of your mind. Ensuring that all four are met at all times is paramount to anything else.
Stig Brodersen (Warren Buffett Accounting Book: Reading Financial Statements for Value Investing (Warren Buffett's 3 Favorite Books Book 2))
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.
James B. Comey (A Higher Loyalty: Truth, Lies, and Leadership)
You keep going until you get it right. And then you keep going until you can`t get it wrong.
Monica Aldama (Full Out: Lessons in Life and Leadership from America's Favorite Coach)