Gardener Leadership Quotes

The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing. A gardening approach to leadership is anything but passive. The leader acts as an “Eyes-On, Hands-Off” enabler who creates and maintains an ecosystem in which the organization operates.

[T]hese leaders must not believe they are actually being watched, for their behavior in no way reflects the possible existence of a set of values or ethical laws that supersedes their own dominion.

In the garden of dreams, there are many great seeds of possibilities waiting to sprout - looking for your attention - the water and the light.

Managers and leaders should develop talent like cultivating a garden, nurturing growth and potential.

Walt Disney’s brother tells an amusing story about Walt’s budding genius as a fifth grader. The teacher assigned the students to color a flower garden. As she walked among the rows examining the student’s work she stopped by young Walt’s desk. Noting that his drawing was quite unusual, she remarked, “Walt, that’s not right. Flowers don’t have faces on them.” Confidently he replied, “Mine do!” and continued his work. And they still do; flowers at Disneyland and Disney World all have faces. An

You are always a gardener. What grows - and how it grows - is up to you.

One who voluntarily deprives oneself of food may live twice as long as one who is forced to be without food. Similarly, you can choose to go without water for several days, but if you are deprived of it, you die more quickly. The older men survived because they had resaons to live - a garden to finish, a wife to see to, and grandchildren to help raise - whereas the younger men had less encouraging them to return (from battle). Strong wills become more crucial than strong bodies. It was this principle that inspired the establishment of Outward Bound. Yet, more than two millennia earlier, Alexander led his troops out of the desert with this same principle.

As full and equal partners Adam and Eve were responsible to tend the garden, to be fruitful and multiply and fill the earth, to subdue the earth, and to rule over the creatures. In other words, together they were given stewardship of the earth because they were equals.

Elsewhere in the government, Dodd thought he detected a new and decidedly moderate bent, at least by comparison to Hitler, Göring, and Goebbels, whom he described as “adolescents in the great game of international leadership.” It was in the next tier down, the ministries, that he found cause for hope.

No one wanted the job. What had seemed one of the least challenging tasks facing Franklin D. Roosevelt as newly elected president had, by June 1933, become one of the most intransigent. As ambas-sadorial posts went, Berlin should have been a plum—not London or Paris, surely, but still one of the great capitals of Europe, and at the center of a country going through revolutionary change under the leadership of its newly appointed chancellor, Adolf Hitler. Depending on one’s point of view, Germany was experiencing a great revival or a savage darkening. Upon Hitler’s ascent, the country had undergone a brutal spasm of state- condoned violence. Hitler’s brown- shirted paramilitary army, the Sturmabteilung, or SA—the Storm Troopers—had gone wild, arresting, beating, and in some cases murdering communists, socialists, and Jews. Storm Troopers established impromptu prisons and torture stations in basements, sheds, and other structures. Berlin alone had fi fty of these so- called bunkers. Tens of thousands of people were arrested and placed in “protective custody”— Schutzhaft—a risible euphemism. An esti-mated fi ve hundred to seven hundred prisoners died in custody; others endured “mock drownings and hangings,” according to a police affi davit. One prison near Tempelhof Airport became especially no-torious: Columbia House, not to be confused with a sleekly modern new building at the heart of Berlin called Columbus House. The up-heaval prompted one Jewish leader, Rabbi Stephen S. Wise of New York, to tell a friend, “the frontiers of civilization have been crossed.

If a plant is wild, living in a forest, it is not reliant on you at all. Dig that plant up, and resettle it in your garden, then it is slightly reliant on you. But if you put that plant in a pot, and bring it into your house, then it is totally reliant on you. It can no longer be called wild, and no longer survive, or breed, without your help. And that is what your leaders are constantly trying to do to you.

At a very personal level. as the head of an institution, it is the arrogance of my ambition that wants to see the outcome of my efforts in my own lifetime. But, our ability to even embark on this journey is the result of generations of people who have invested time and effort. - Ramesh Ramanathan, Janaagraha

Not surprisingly, the model of the leader as shepherd fits perfectly the work-and-keep Masculine Mandate of Genesis 2:15. God placed Adam in the garden to work it—to make it grow—and shepherds are leaders who nurture and inspire the hearts of those who follow. God also called Adam to keep the garden—to stand guard over it—and it is the shepherd-leader who protects those under his charge, keeping one eye always on the flock and the other alert for predators. Good shepherd-leadership, then, will always resemble Adam’s servant-lordship as the flock, like a garden, grows and bears fruit of all kinds under the watchful protection of the shepherd.

Pride, anger and hatred are fruits from the same garden that poison the world when ripe. A leader cultivates no such fruits.

Do not do everything for your children – teach them personal responsibility and accountability. This includes using your home environment – the kitchen, the garden, making their room/bed, chores – as training platforms. Prepare them to be independent.

You are always a gardener. What grow - and how it grows - is up to you.

Spirituality is not easy to define, but you can tell when it is present. It is the fragrance of the garden of the Lord, the power to change the atmosphere around you, the influence that makes Christ real to others.

Most people try to find meaning in life by building something that's not just here today and gone tomorrow. We strive to overcomeour sense of finiteness by producingsomething. Some people build equity and get a great sense of power and success by looking at their house and thinkingthrough their portfolio. Somebuild professional reputations throughskilland hard work and get a sense of power and success from their heavy responsibilities and the numbersof people that look to them for leadership. Some people build artistic expressions and exalt in what they have created. Some,moresimply, build hobbies and collections (of coins or beetles or buttons) and gain a senseof superiority from the size of their collection or the richness of their garden or the shine of their car or the wonders of their new Apple computer. The falseteachers in 2 Peter lined their pockets with money (2:14–16); elevated themselves aboveauthority (2:10), built a reputation as astute interpreters of Paul's hard letters (3:16;2:18),and gave themselves to sexual licentiousness. Peter's response to us and themisthis: it'sgoing to be burned up. The implication of verse 11is this: the only things that are going to survive the fires of judgment on this earth are the expressionsof holiness and godliness. I

How are we tending to the physical, mental, emotional and spiritual sides to the 'vehicle' of our life...our body. This garden needs constant care and constant growth to stay alive and healthy in all possible senses

Friday, January 30 God Has a Plan For I know the thoughts and plans that I have for you, says the Lord, thoughts and plans for welfare and peace and not for evil, to give you hope in your final outcome. JEREMIAH 29:11 AMP When Jeremiah wrote this, Israel was already in captivity in Babylon. Things looked pretty bleak, and many held no hope of returning to the land God had given them generations before under Joshua’s leadership. It was because they refused to listen to the prophets, telling them to repent of their sin of consistently turning away from God’s plan and living the way they wanted to, that they were in this predicament. After the majority of the Jews were taken to Babylon, Jeremiah wrote them a letter telling them to accept where they were. Since they were going to be there the full seventy years God had predicted, they were to settle down, build houses, establish communities, plant gardens, marry, die, celebrate their special days—in other words, live life to the fullest while they were there. The sooner they accepted God’s punishment, the sooner they could begin living again. The letter concluded with a reminder that God had not forgotten them. He still had plans for His people. Good plans, not evil. He wanted to give them hope that this punishment wasn’t for forever. God still has a plan for each one of His children. They are still plans for peace and good, hope-filled plans. Father, thank You for the thoughts and plans You have for each of Your children. Help us to live life to the fullest in the hope of those plans.

A shrub that bears fruit deserves to be watered more than a tree that does not.

Unmanaged” deconstructs the discipline of management and makes the compelling case that knowledge workers perform much more effectively for “Humble Gardeners” than “Angry Ranchers.” With decades of experience working with hundreds of professional service firms, Jack Skeels presents a convincing case for how the chronically misunderstood agile framework can produce transformational results.

Inclusion is the story of sunlight falling equally on the garden of flowers (Diversity) and the gardeners (Inclusive Leaders) tending to the plants to grow and flower. Some plants need extra support, some need extra care and nutrition. The sun merely shining (Equality) cannot impact all equally unless they are made receptive (Equity). Only then, can these flowers bloom and bear fruits. Responsibility also rests with those who want to be included, by constantly upgrading themselves to be receptive to the efforts of inclusion. This is what sunflowers do. Diversity can be imposed; Inclusion is a choice. A choice which comes from love.

A few days after Paul was banned from Madison Square Garden, over six thousand people showed up at a Harlem rally for him. And though the leadership of the black establishment either failed to support Paul or joined in the attacks against him, a significant portion of black public opinion became even more sympathetic.

Governments must nurture freedom as a garden, tending to it vigilantly to prevent its withering under the shadow of authority.

It’s easy to forget that the failure of Adam’s leadership in the garden was passivity, not aggression.

Public sector leaders, with the counsel and cooperation of private sector experts, can and must choose a game to invest in and then let the evolutionary pressures of market competition determine who wins within that game...effective government entities pick games. They issue grand challenges. They catalyse the formation of markets, and use public capital to leverage private capital. A nation can't "drift" to leadership. Some strong public hand is needed to point the market's hidden hand in a particular direction.

Don’t be afraid to cut ties or severely limit contact with people who gossip, complain, catastrophize, downplay your dreams, or only choose to see themselves as victims. Wherever you expend a lot of your energy, you also plant seeds. Love yourself enough to plant and protect the garden that you wish to grow.

To laugh often and much; to win the respect of intelligent people and the affection of children; to earn the appreciation of honest critics and endure the betrayal of false friends; to appreciate beauty, to find the best in others; to leave the world a little better; whether by a healthy child, a garden patch or a redeemed social condition; to know even one life has breathed easier because you have lived. This is the meaning of success.” Ralph Waldo Emerson

Years later as Task Force commander, I began to view effective leadership in the new environment as more akin to gardening than chess. The move-by-move control that seemed natural to military operations proved less effective than nurturing the organization—its structure, processes, and culture—to enable the subordinate components to function with “smart autonomy.” It

If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same. They need criticism, but they also require positive and substantive language and information and true support to really blossom. If you’re perceived as a negative person—always picking, pulling, criticizing—you will simply get tuned out by those around you. Your influence, ability to teach, and opportunity to make progress will be diminished and eventually lost. When that happens, you become useless, a hindrance to progress. When your feedback is interpreted as a personal attack rather than a critique with positive intentions, you are going backward. Constructive criticism is a powerful instrument essential for improving performance. Positive support can be equally productive. Used together by a skilled leader they become the key to maximum results. Most of us seem to be more inclined to offer the negative. I don’t know why, but it’s easier to criticize than to compliment. Find the right mixture for optimum results.

Your goal in managing people should like that of your garden: to provide one with enough support that it may flourish before your very eyes.