Framing Leadership Quotes

Remember There’s No Such Thing As An Unrealistic Goal – Just Unrealistic Time Frames

Like creating a masterpiece, quitting is an art: you have to decide what to keep within the frame and what to keep out.

The art of questioning is to ignite innovative thinking; the science of questioning is to frame system thinking, with the progressive pursuit of better solutions.

John Frame’s ‘tri-perspectivalism’ helps me understand Willow. The Willow Creek style churches have a ‘kingly’ emphasis on leadership, strategic thinking, and wise administration. The danger there is that the mechanical obscures how organic and spontaneous church life can be. The Reformed churches have a ‘prophetic’ emphasis on preaching, teaching, and doctrine. The danger there is that we can have a naïve and unBiblical view that, if we just expound the Word faithfully, everything else in the church — leader development, community building, stewardship of resources, unified vision — will just happen by themselves. The emerging churches have a ‘priestly’ emphasis on community, liturgy and sacraments, service and justice. The danger there is to view ‘community’ as the magic bullet in the same way Reformed people view preaching.

Of the various qualities of leadership, women were rated far, far ahead of men on being “honest,” “intelligent,” “compassionate,” “outgoing,” and “creative,” and were considered just as “hardworking” and “ambitious” as men. Men were perceived as excelling only in being “decisive.”1 The preference for men as leaders, then, suggests that the frame for respondents emphasized the role of decisiveness in leadership.

Framing the right problem is equally or even more important than solving it.

The company’s leadership plays a major role in framing the right questions for decision-making.

Cindy Sherman, Frida Kahlo, Georgia O’Keeffe, Judy Chicago, and Barbara Kruger are just some of the many women who broke old conventions and altered norms in modern art.

Frame your problem statements into actionable tasks and goals that lead to a solution. Problem statements incite procrastination and resistance whereas solution statements inspire hope and motivation.

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

Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

The last time the "best and brightest" got control of the country, they dragged it into a protracted, demoralizing war in Southeast Asia, from which the country has still not fully recovered. Yet Reich seems to believe that a new generation of Whiz Kids can do for the faltering American economy what Robert McNamara's generation failed to do for American diplomacy: to restore, through sheer brainpower, the world leadership briefly enjoyed by the United States after World War II and subsequently lost not, of course, through stupidity so much as through the very arrogance the "arrogance of power," as Senator William Fulbright used to call it to which the "best and brightest" are congenitally addicted. This arrogance should not be confused with the pride characteristic of aristocratic classes, which rests on the inheritance of an ancient lineage and on the obligation to defend its honor. Neither valor and chivalry nor the code of courtly, romantic love, with which these values are closely associated, has any place in the world view of the best and brightest. A meritocracy has no more use for chivalry and valor than a hereditary aristocracy has for brains. Although hereditary advantages play an important part in the attainment of professional or managerial status, the new class has to maintain the fiction that its power rests on intelligence alone. Hence it has little sense of ancestral gratitude or of an obligation to live up to responsibilities inherited from the past. It thinks of itself as a self-made elite owing its privileges exclusively to its own efforts. Even the concept of a republic of letters, which might be expected to appeal to elites with such a large stake in higher education, is almost entirely absent from their frame of reference.

When countries negotiate with one another, they typically operate as if they are opponents in a chess match or merchants in a bazaar in which maximizing one’s own benefit is the sole objective. Smart leaders know their own countries’ vulnerabilities, take advantage of others’ vulnerabilities, and expect the other countries’ leaders to do the same. Most people who haven’t had direct contact with the leadership of their own and other countries form their views based on what they learn in the media, and become quite naive and inappropriately opinionated as a result. That’s because dramatic stories and gossip draw more readers and viewers than does clinical objectivity. Also, in some cases “journalists” have their own ideological biases that they are trying to advance. As a result, most people who see the world through the lens of the media tend to look for who is good and who is evil rather than what the vested interests and relative powers are and how they are being played out. For example, people tend to embrace stories about how their own country is moral and the rival country is not, when most of the time these countries have different interests that they are trying to maximize. The best behaviors one can hope for come from leaders who can weigh the benefits of cooperation, and who have long enough time frames that they can see how the gifts they give this year may bring them benefits in the future.

Make a deliberate effort to feed your conscious and subconscious mind to achieve a well programmed mind frame, ready to succeed. Read the right material, watch the right material and listen to the right material. Practice and expose yourself to the right material so that you can form positive attitudes, positive feelings and positive habits. For each person, the right material is defined from their unique vision, mission, beliefs and values.

In the press gallery, I estimate there have been four or five “generations” of journalists (there is a turnover every two or three years) who do not remember a time when political stories were not framed as leadership stories, or took as their focus how a policy decision would affect the fortunes of the major political parties, rather than giving at least some consideration to whether it is a good or bad policy, and how it might affect voters.

Programming means your mindset, thought processes and frame of reference must be correctly wired and mapped to enable the incubation of thoughts and ideas that lead to success. Your subconscious mind is key in this process and will always look for ways and means, night and day, to fulfil and implement the thoughts that are always fed into it. It is your faithful servant. I call it the connection between God and man. It is an essential part of the human spirit.

Study to acquire knowledge - not just to get a certificate or promotion. Acquisition of knowledge is key to the programming or reprogramming of your mind and expanding your frame of reference. Choose the areas of study in line with your vision and mission as well as your strengths and interests. Make sure you seek opportunities to practice and implement the new information and knowledge you gain from your study.

As noble as our intentions might be as we assume a leadership role, we are always one errant, unthinking action or careless word away from getting outside the boundaries of good judgment or even the moral absolutes that must frame all decisions.

Without conflict and tension, music lacks dynamism and movement. The composer and the improvisational musician alike must contain the dissonance within a frame that holds the audience's attention until resolution is found. Music also teaches to distinguish the varieties of silence: restless, energized, bored, tranquil, and sublime.' With silence one creates moments so that something new can be heard; one holds the tension in an audience or working group, or punctuates important phrases, allowing time for the message to settle. Creating music takes place in relation to structures and audiences. Structural limits provide scaffolding for creativity. Plato put it this way: "If there is no contradictory impression, there is nothing to awaken reflection."' People create in relation to something or someone. Although the audience may be safely tucked inside the composer's mind, still it is there.

The sanctions pressing on individuals for good performance are, first, their own pride and conscience framed within adequate information that guides them and tells them how they are doing; second, the social pressure of peers whose own performance is interlinked with theirs and who have access to the common pool of information so that they know how their colleagues are doing; and finally, the last-resort authority of the superior officer, which, in a good institution, is rarely used. The value of coercive power is inverse to its use.

Work is associated with meaningfulness when it possesses one or more of four key attributes: (1) The work has an important positive impact on the well-being of human beings (Brown, Nesse, Vinokur, & Smith, 2003; Grant, 2008; Grant et al., 2007). (2) The work is associated with an important virtue or a personal value (Bright, Cameron, & Caza, 2006; Weber, 1992). (3) The work has an impact that extends beyond the immediate time frame or creates a ripple effect (Cameron & Lavine, 2006; Crocker, Nuer, Olivier, & Cohen, 2006). (4) The work builds supportive relationships or a sense of community in people (Polodny, Khurana, & Hill-Popper, 2005; Rousseau, 1992).

As a leader, to what extent do you: —— Establish, recognize, reward, and maintain accountability for goals that contribute to human benefit, so that the effects on other people are obvious? —— Emphasize and reinforce the core values of the individuals who work in the organization, so that congruence between what the organization accomplishes and what people value is transparent? —— Tie the outcomes of the work to an extended time frame, so that long-term benefits are clear? —— Ensure that contribution goals take precedence over acquisition or achievement goals for individuals in the organization?

Saipem, an Italian-based company founded in 1957, has built some of the world's largest energy and infrastructure projects. It is organized into five business divisions that focus on onshore and offshore drilling, engineering and construction, and conceptual design services. Given its connection to oil and gas contracts, which effectively collapsed in 2014 with a plunge in oil prices, it has had to set a course beyond fossil fuels and rethink everything about its business. This "change or die" scenario sets the tone for its reporting and disclosure. Its 2019 sustainability report acknowledges the scenario it is facing and tackles the issue of the low-carbon transition head-on. At its core is the organziations rallying call, or "the four challenges," which describe the context and frame the opportunities it must capture to remain competitive.

Simply altering the way in which you frame a situation and the questions you ask will change any interaction and the outcome.

Apologizing and backing that up with behavior change is normailzed in our organization from onboarding. While some leaders consider apologizing to be a sign of weakness, we teach it as a skill and frame the willingness to apologize and make amends as brave leadership.

Knowing What Your Job Is We are trained to believe our “job” is the set of tasks we accomplish for an employer in return for money. That’s how I saw it until a CEO shared with me his approach to business. He viewed his career as a non-stop search for a better job and because of that changed jobs and companies often. Apparently it worked because he was the head of a company when I met him. Usual Frame: Your job is what your boss tells you it is. Reframe: Your job is to get a better job. Don’t confuse your job with the work your employer wants you to do. The boss might want you to process all the pending orders by quitting time, but your job is to get a better job. Everything else you do should service that reframe. If it doesn’t help you leave the job you are in and upgrade, it might not be worth doing. But don’t worry that this line of thinking feels sociopathic—doing a good job on your assigned duties is one way to look good for promotions.  The reframe reminds us to be in continuous job-search mode, including on the first day of work at a new job. If that sounds unethical, consider that your employer would drop you in a second if the business required it. In a free market, you can do almost anything that is normal and legal. Changing jobs—for any reason you want—is normal. Your employer’s job is to take care of the shareholders. It’s your job to take care of you. That doesn’t always mean acting selfishly. If being generous with your time and energy seems as if it will have the better long-term payoff, do that. Your employer might want to frame employees as “a family,” which is common, but that’s to divert you from the fact that they can fire you at will. They don’t want you to know you have the same power to fire them. Part of the job of leadership is convincing you that what is good for the leader is good for you. Sometimes that is the case but keep your priorities clear. You are number one. When I recommend being selfish in the job market, I expect you to know that approach works best when dealing with a big corporation. A small business might require a more generous approach. When your workplace reframe is that your job is to get a better job, that helps you make decisions that work in your favor. For example, if you’re offered a choice of two different projects at work, pick the one that teaches you a valuable skill, lets you show off what you can do, or lets you network with people who can help you later. Don’t make the mistake of picking the project that has the most value to the company if doing so has the least value to you. Sometimes your best career move is to do exactly what your boss asks, especially if it’s critical to the company. You’ll know those situations when you see them. Don’t lose sight of your mission: Get a better job. Boredom

Self-compassion allows us to reexamine our bias toward critical voices and more objectively contrast them against a gentler framing: "You're not good enough" versus "You're human.

Recent presidents have gone off on ad hoc adventures. They have set unattainable goal because they have framed the issue incorrectly, as they believed their own rhetoric.

The second attribute of imaginatively gridlocked relationship systems is a continual search for new answers to old questions rather than an effort to reframe the questions themselves. In the search for the solution to any problem, questions are always more important than answers because the way one frames the question, or the problem, already predetermines the range of answers one can conceive in response. The critical difference between

864 The honors you receive will not be medals to hang on your chest, citations to frame for your walls, or laudatory speeches. Your work as a leader will be etched in the hearts and on the faces of your co-workers.

What could me more human than a state of permanent doubt when facing the thoughts and actions of our fellow beings? How we make decisions in that state of permanent doubt matters to everybody of course and most situations in our lives feature one hundred and one small decisions that we are barely conscious of making. Decisions are often framed in the context of strategy and leadership as singular moments in matters of destiny, but they are more like repeated challenges and matters of character. Mostly we are not global leaders with a clear personal narrative featuring decisive moments and clear take home messages. Mostly we are strangers to ourselves and each other, hungry for insight, meaning and refuge to get us through the day. I believe chess can and should speak to that more familiar experience of life.

The more my perspective broadened, the more confirmed I became in my view that contemporary leadership dilemmas have less to do with the specificity of given problems, the nature of a particular technique, or the makeup of a given group than with the way everyone is framing the issues. In addition, I began to realize that this similarity in thinking processes had to do with regressive (in the sense of counter-evolutionary) emotional processes that could be found everywhere. Nor did gender, race, or ethnicity seem to make a difference in the strength or the effects of these processes.

A few key terms that frame the dynamics of complexity theory will be a starting point for further study and further reflection on how complexity theory can increase our awareness of organizational dynamics and the nested systems of change that constitute life and change.

FOGLAMP project checklist FOGLAMP is an acronym for focus, oversight, goals, leadership, abilities, means, and process. This tool can help you cut through the haze and plan your critical projects. Complete the table for each early-win project you set up. Project: __________________________ Question Answer Focus: What is the focus for this project? For example, what goal or early win do you want to achieve? Oversight: How will you oversee this project? Who else should participate in oversight to help you get buy-in for implementing results? Goals: What are the goals and the intermediate milestones, and time frames for achieving them? Leadership: Who will lead the project? What training, if any, do they need in order to be successful? Abilities: What mix of skills and representation needs to be included? Who needs to be included because of their skills? Because they represent key constituencies? Means: What additional resources, such as facilitation, does the team need to be successful? Process: Are there change models or structured processes you want the team to use? If so, how will they become familiar with the approach?

People trust you when you are genuine and authentic, not an imitation … You need to be who you are, not try to emulate somebody else … Leaders are defined by their unique life stories and the way they frame their stories to discover their passions and the purpose of their leadership.

All leaders need three core communication techniques in their toolkit to support Signature Voice: framing, advocacy, and listening and engagement

Leaders need to provide context to align people and resources around a mission, vision, and execution to get jobs done. If they don't people make up their own frames and stories, increasing the risk of misalignment.

Songbun can be imagined as a political ethnos, people who are grouped according to their perceived loyalty to the leadership. Hostile elements are on the lowest end of this political-ethnos spectrum, and one of the tasks of loyal North Koreans is to weed out the hostile elements. In such a frame, human rights may be viewed by lower Songbun individuals as something preserved for the elite. The elite may view the international community’s desire to bring “western imperialist” rights as an effort to grant rights to undeserving political criminals.

When the American people feel they are doing all right for themselves they do not give much thought to the character of the man in the White House; they are satisfied to have a President ‘who merely fits the picture frame,’ as Warren Harding did.” However, “when adversity sets in and problems become too big for individual solution,” then, Sherwood argued, the people start looking anxiously for guidance, calling for a leader to “step out of the picture frame and assert himself as a vital, human need.

The weekly leadership team Issues List. The time frame on these items is much shorter. These are all of the relevant issues for this week and quarter that must be tackled at the highest level. These issues will be resolved in your weekly leadership team meetings. You should not be solving departmental issues. These will typically be more strategic in nature. If it can be solved at a departmental level, push it down. Leadership issues include things as diverse as company Rocks being off track, a bad number in the Scorecard, key employee issues, major client difficulties, and process-and system-related problems.

Beware leaders that want to negotiate for shorter time frames than the team feels is prudent. Most leaders have been away from the front lines for a long time and have grown out of touch with how long it takes to plan and execute well-thought-out improvements.

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.

Obsessed with proving that it deserves a seat at the table, IT leadership continues to frame its problems in the same old ways—oblivious to the deep changes brought on by the Agile revolution—while the Agile world, ever suspicious of management, proceeds as if it can manage without the involvement of IT leaders.