Ford Leadership Quotes

Henry Ford said, “Those who never make mistakes work for those of us who do.

In politics, Bugs Bunny always beats Daffy Duck. Daffy's always going berserk, jumping up and down, yelling. Bugs's got that sly smile, like he always knows what's up, like nothing can ruffle him.

It is a rule of leading people, Gideon. You may be confused, or afraid, or overwhelmed, or all three—those who depend on you must never see it.

The greatest leaders have the ability to have one eye on the prize and the other in the moment. When either one is lost they both will fail.

When you tell someone they made you angry, you give them complete control over how you think, how you feel  and how you act, and that includes a two-year-old child.

Being an affirming person and building an affirming culture in your organization will literally shift your organization into a whole new place and onto a whole new level.

I have found that when I intentionally control my thoughts, walk humbly, love and forgive unconditionally, generally, I have a pretty good day.

Experience is not the best teacher. The consequence from experience is the best teacher. No consequence no lesson.

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

term Lean was coined by John Krafcik in a 1988 article based on his master’s thesis at MIT Sloan School of Management1 and then popularized in The Machine that Changed the World and Lean Thinking. Lean Thinking summarized Womack and Jones’s findings from studying how Toyota operates, an approach that was spearheaded by Taiichi Ohno, codified by Shigeo Shingo, and strongly influenced by the work of W. Edwards Deming, Joseph Juran, Henry Ford, and U.S. grocery stores. Lean Thinking framed Toyota’s

the first businesses in the United States to implement Owen’s 8-hour day was the Ford Motor Company. In 1914, it not only cut the standard workday to eight hours, but it also doubled its workers’ pay in the process. To the shock of many at the time, this resulted in a significant increase in productivity, and Ford’s profit margins doubled within two years of implementation.

It was a sober lesson for President Kennedy—that in a dangerous world, the perception of weak American leadership can embolden our enemies to take aggressive action. Khrushchev came away with the opinion that the new American president was weak and inexperienced, while President Kennedy, in an interview with James Reston of the New York Times, said the summit meeting had been “the roughest thing in my life.

On January 5, 1914, Henry Ford more than doubled the minimum wage for many of his employees by introducing a $5 a day minimum pay scale for employees of the Ford Motor Company. On that same day, Ford began offering profit sharing to his employees and reduced shifts from nine hours to eight. Ford’s treasurer at the time, James Couzens, explained these bold leadership moves by saying, “It is our belief that social justice begins at home. We want those who have helped us to produce this

It has been noted in various quarters that the half-illiterate Italian violin maker Antonio Stradivari never recorded the exact plans or dimensions for how to make one of his famous instruments. This might have been a commercial decision (during the earliest years of the 1700s, Stradivari’s violins were in high demand and open to being copied by other luthiers). But it might also have been because, well, Stradivari didn’t know exactly how to record its dimensions, its weight, and its balance. I mean, he knew how to create a violin with his hands and his fingers but maybe not in figures he kept in his head. Today, those violins, named after the Latinized form of his name, Stradivarius, are considered priceless. It is believed there are only around five hundred of them still in existence, some of which have been submitted to the most intense scientific examination in an attempt to reproduce their extraordinary sound quality. But no one has been able to replicate Stradivari’s craftsmanship. They’ve worked out that he used spruce for the top, willow for the internal blocks and linings, and maple for the back, ribs, and neck. They’ve figured out that he also treated the wood with several types of minerals, including potassium borate, sodium and potassium silicate, as well as a handmade varnish that appears to have been composed of gum arabic, honey, and egg white. But they still can’t replicate a Stradivarius. The genius craftsman never once recorded his technique for posterity. Instead, he passed on his knowledge to a number of his apprentices through what the philosopher Michael Polyani called “elbow learning.” This is the process where a protégé is trained in a new art or skill by sitting at the elbow of a master and by learning the craft through doing it, copying it, not simply by reading about it. The apprentices of the great Stradivari didn’t learn their craft from books or manuals but by sitting at his elbow and feeling the wood as he felt it to assess its length, its balance, and its timbre right there in their fingertips. All the learning happened at his elbow, and all the knowledge was contained in his fingers. In his book Personal Knowledge, Polyani wrote, “Practical wisdom is more truly embodied in action than expressed in rules of action.”1 By that he meant that we learn as Stradivari’s protégés did, by feeling the weight of a piece of wood, not by reading the prescribed measurements in a manual. Polyani continues, To learn by example is to submit to authority. You follow your master because you trust his manner of doing things even when you cannot analyze and account in detail for its effectiveness. By watching the master and emulating his efforts in the presence of his example, the apprentice unconsciously picks up the rules of the art, including those which are not explicitly known to the master himself. These hidden rules can be assimilated only by a person who surrenders himself to that extent uncritically to the imitation of another.

The fascist leaders were outsiders of a new type. New people had forced their way into national leadership before. There had long been hard-bitten soldiers who fought better than aristocratic officers and became indispensable to kings. A later form of political recruitment came from young men of modest background who made good when electoral politics broadened in the late nineteenth century. One thinks of the aforementioned French politician Léon Gambetta, the grocer’s son, or the beer wholesaler’s son Gustav Stresemann, who became the preeminent statesman of Weimar Germany. A third kind of successful outsider in modern times has been clever mechanics in new industries (consider those entrepreneurial bicycle makers Henry Ford, William Morris, and the Wrights). But many of the fascist leaders were marginal in a new way. They did not resemble the interlopers of earlier eras: the soldiers of fortune, the first upwardly mobile parliamentary politicians, or the clever mechanics. Some were bohemians, lumpen-intellectuals, dilettantes, experts in nothing except the manipulation of crowds and the fanning of resentments: Hitler, the failed art student; Mussolini, a schoolteacher by trade but mostly a restless revolutionary, expelled for subversion from Switzerland and the Trentino; Joseph Goebbels, the jobless college graduate with literary ambitions; Hermann Goering, the drifting World War I fighter ace; Heinrich Himmler, the agronomy student who failed at selling fertilizer and raising chickens. Yet the early fascist cadres were far too diverse in social origins and education to fit the common label of marginal outsiders. Alongside street-brawlers with criminal records like Amerigo Dumini or Martin Bormann one could find a professor of philosophy like Giovanni Gentile or even, briefly, a musician like Arturo Toscanini. What united them was, after all, values rather than a social profile: scorn for tired bourgeois politics, opposition to the Left, fervent nationalism, a tolerance for violence when needed.

Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems.

Gossip is the biggest hindrance to building trust and productivity in organizations across America.

If you have influence with at least one person, that makes you a leader. An organization is any time two or more people are in relationship. So, everyone is a leader in some organization or sphere in which they live, work, and play.

There is a reason why they call it a pea brain when we get angry.

We have a leadership crisis in our world today. It is based on the reality that we have developed leaders who care more about what people think about them, or how they are seen than they care about those that follow them.

If you want to make American great again, make America love again.

If you have influence with at least one person, that makes you a leader. An organization is any time two or more people are in a relationship. So, everyone is a leader in some organization or sphere in which they live, work, and play.

Leadership is not about control. Leadership is about influence.

World War II and the loss of Robin had taught him that life was “unpredictable and fragile,” a truth that meant those who were spared owed debts of service to others. He had come of age as a businessman and as a father under Eisenhower, whose conservative centrism had created the conditions for Bush’s own prosperity and happiness in postwar Texas. As a politician Bush had apprenticed in Johnson’s Washington, where presidents were neither angels nor demons but sometimes right and sometimes wrong. Under Nixon and Ford, he had learned about diplomacy, national politics, and intelligence gathering firsthand. And Reagan had given him an impressive model of leadership to which to aspire, even if Bush knew he could never match the Gipper as a presidential performer.

Henry Ford summed it up best. “If I had asked people what they wanted,” he said, “they would have said a faster horse.” This is the genius of great leadership. Great leaders and great organizations are good at seeing what most of us can’t see.

From the Bible: “As a man thinketh, so is he.” • William James: “Belief creates the actual fact.” • Buddha: “All that we are is the result of all that we have thought.” • Emerson: “There is no thought in any mind, but it quickly tends to convert itself into power.” • Henry Ford: “Whether you think you can or can’t, you’re right.

Chronicling the mid-1970s up session with Gerald Ford's clumsiness, the author quotes a medieval maxim that the king has two bodies. The head of state has a physical body like everyone else, but he also represents the body politic, either reflecting its majesty or its weakness.

YOU MUST BE MENTALLY TOUGH ‘When everything seems to be going against you, remember that the aeroplane takes off against the wind, not with it.’ – Henry Ford

Our invariable response to, “It can’t be done” is, “Do it!” Henry Ford

In 1429, a seventeen-year-old girl who would soon come to be renowned as Jehanne la Pucelle (“Jeanne, the maiden”) left a small town in northeast France to offer her services as a military strategist to Charles VII, the Dauphin—or heir to the throne—whose forces were losing a protracted war against English partisans threatening to displace him. At first, no one took her seriously, but Jehanne’s determination overcame initial resistance: her skill and insight helped the French develop new battle plans and her courage inspired the demoralized troops. Under Jehanne’s leadership, the French forces successfully thwarted a siege on the city of Orleans. Later she led a campaign to retake the city and cathedral of Reims, where the kings of France had been crowned ever since the Frankish tribes were united under one ruler, allowing the Dauphin to be crowned king in the ancient tradition. Jehanne’s remarkable successes seemed divinely ordained, which necessarily implied Charles’s divine right to rule France. In 1430 Jehanne was captured in battle and imprisoned. An ecclesiastical tribunal stacked with English partisans tried her for heresy. But Jehanne’s faith was beyond reproach. She showed an astonishing familiarity with the intricacies of scholastic theology, evading every effort to lure her into making a heretical statement. Unable to discredit her faith through her verbal testimony, the tribunal seized on the implicit statements made by Jehanne’s attire. In battle, she wore armor, which required linen leggings and a form-fitting tunic fastened together with straps—both traditionally masculine attire—and, like the men she fought alongside, she adopted this martial attire when off the battlefield as well. Citing the biblical proscription in Deuteronomy 22:5 (KJV) which warns, “A woman shall not wear anything that pertains to a man, nor shall a man put on a women’s garment, for all who do are an abomination to the Lord your God,” the tribunal charged Jehanne with heresy. They burned her at the stake in 1431.

Author Maya Angelou has worked with some exceptional political leaders from Martin Luther King, Jr and Malcolm X to Bill Clinton and Barack Obama. In a podcast on courage and creativity for the Harvard Business Review in 2013, she said of leadership: ‘A leader sees greatness in other people. He nor she can be much of a leader if all she sees is herself.’ I can agree with this, having worked for six years with Jane Kendall, worldwide director of strategy and innovation at Saatchi & Saatchi. She sees greatness in others. A more selfless C it would be difficult to find in any organisation. Kendall has the Henry Ford secret of success: the ability to get the other person’s point of view and see things from that person’s angle as well as from your own.

Henry Ford knew this. He said, “You can take my factories, burn up my buildings, but give me my people, and I’ll bring my business right back again.” What did Henry Ford know that so many other people in leadership positions don’t know? He knew that buildings and bureaucracy are not essential to growth. A company must organize around what it is trying to accomplish, not around what is being done. I have seen people in an organization do things a particular way simply because the bureaucracy states it must be done that way, even when it hinders what the organization is trying to accomplish. Organize around tasks, not functions.

All feedback is relevant, even if it's not true.

If we could stop gossiping and learn not to be offended, we could change the world in about 48 hours.

There is always one more thing in someone’s hippocampus that you may know nothing about. There is always one more thing in your hippocampus that you may know nothing about.

Quoting page 115: The Hispanic civil rights organizations were heavily financed by the Ford Foundation, whose president from the late 1960s through the 1970s was McGeorge Bundy, Harvard alumni veteran of the Kennedy White House and tower of the nation’s eastern liberal establishment. In 1968 Ford had created MALDEF, as a Latino version of the NAACP, with a $2.2 million founding grant. La Raza, given a similar birthing grant of $630,000 by Ford in 1968, received $1,953,700 two years later. Between 1970 and 1999, Ford gave MALDEF $27.9 million and La Raza $21.5 million. In 1981 Ford started funding LULAC, the oldest Hispanic association. Noted since its origins in Texas in 1929 for espousing patriotism, political moderation, self-help ethnic, support for English language mastery, and bourgeois civic boosterism, LULAC in the 1970s adopted the strident tone of Chicano nationalism common to La Raza and MALDEF. In 1983 the Ford Foundation, led by Ford’s first African-American president, Franklin A. Thomas, began funding the National Immigration Forum, an umbrella association modeled on the Leadership Conference on Civil Rights, to coordinate lobbying against [immigration] restrictionist organizations such as FAIR. LULAC, although joining the racialized agenda of MALDEF and La Raza in the 1970s, retained its character as a membership-based organization rooted in the Hispanic (mainly Mexican-American) community. But the constituency represented by MALDEF and La Raza was essentially the Ford Foundation and the tightly networking community of Latino political careerists.

Unfortunately, there is more evidence that sales don’t significantly increase and bonds of loyalty are not formed simply when companies say or do everything their customers want. Henry Ford summed it up best. “If I had asked people what they wanted,” he said, “they would have said a faster horse.” This is the genius of great leadership.

Shamsiel means “Sun of El” and has mythological association with the Babylonian Deific Mask Shamas. This is a Lord of Light, Judge of the Heavens and Earth (as Shamas). The planetary associations of the Sun are traditionally creative, authoritative, courage, leadership, health and spiritual illumination. The balance of the sun is found in both its life-giving warmth and the blazing destructive heat are well noted. Solar Deific Masks such as Shamas, Ra, Apollo, Helios, Sol and in the Destructive solar heat Nergal (as the Black Sun, different power than the Mars association), SetTyphon, Apep/Apophis, Sekhmet, etc.

In frustration, Ford’s senior leadership selected a group of talented executives, dubbed them the growth team, and charged them with finding ways to grow the service business, fast. The Ford team did what borrowers should always do first: their homework. They gathered information about the market, compared themselves to their competitors, sized the opportunity, identified successful practices, and considered strategies for achieving growth and building share.