Hazardous Leadership Quotes

You don’t want to be in a situation where you can’t justify your compensation.

If upper management wants an issue to go away, they’ll allow us the opportunity to fix it. If we have a reputation for rectifying difficulties, they’ll want us to continue these efforts.

If I could teach aspiring managers only one concept, without question I would pick accumulating personal credibility. Credibility is something we earn. How? It’s amassed by successfully accomplishing tasks we’re assigned or which we volunteer to perform.

Learn the value of introducing proposals over time using masterful technique.... Deliver the message when the listener isn’t rushed or in an emotionally charged state.... Don’t unnerve your boss by dropping a crisis in their lap last-minute when you’ve had some warning yourself.

When faced with difficult decisions, painstakingly analyze the situation. Do your homework and be careful not to understate or overstate the impact of pertinent conditions. This includes researching possible consequences and deciding if the department, division, and company can live with them.

Kroldor’s men are going to blame him for the way things turned out,’ Hettar observed. ‘I know. But then, that’s one of the hazards of leadership.

If we want to be irreplaceable, we have to do our very best to make sure our contribution exceeds our pay by as much as possible. Seeking to understand what explicit impact our boss values about us can be part of the equation.... we should carry out the intent of our position which encompasses performing the job we’ve been hired to do and not just the portion of it we enjoy doing

If we don’t have all of the facts at hand, we still need to let the interested parties know that we’re on top of the research but that it will take time. When that information is gathered, inform them in an expedient manner. If employing the solution falls within our authority, implement it as soon as possible. If approval is required, document a request swiftly so any lag time won’t be attributed to our inattention.

...don’t confuse managing your interactions with your superior (i.e., planting seeds) with manipulating them.... if you gain approval to proceed with an initiative and things don’t go as planned, deliver bad news in person. This permits you to respond to questions, assess how the message is perceived, provide clarification, obtain any direction, and most importantly to provide your well-conceived plan to correct the situation

When your manager is conducting a meeting or conference call and presents an idea or goal, they’re looking for commitment to tackle the task. If you start listing all of the reasons why it won’t work or argue unimportant details, your boss will see your effort as adversarial. You become a roadblock preventing everyone in the group from moving forward.... If you have a small concern or issue you want heard, save it for a personal moment later.

There is a long and well-documented tradition of wisdom in the Christian faith that any venture into leadership, whether by laity or clergy, is hazardous. it is necessary that there be leaders, but woe to those who become leaders.

Keep in mind that when we limit our exposure to information, or when information itself is scarce, our picture of reality suffers. We become oblivious to both opportunities and hazards. Trends become invisible. History disappears. It's really just two sides of the same coin: the first commitment is as much a commitment to gathering information, from as many sources and in as much volume as can constructively be used, as it is a commitment to facing the facts.

He saw that while he had much to lose by refraining from the duel, he had precious little to gain by facing it: “I shall hazard much and can possibly gain nothing by the issue of the interview.” 72 Why then did he fight? To maintain his sense of honor and capacity for leadership, he argued, he had to bow to the public’s belief in dueling: “The ability to be in future useful, whether in resisting mischief or effecting good, in those crises of our public affairs which seem likely to happen would probably be inseparable from a conformity with public prejudice in this particular.” 73 In other words, he had to safeguard his career to safeguard the country. His self-interest and America’s were indistinguishable.

A documentary about Ernest Shackleton’s early twentieth-century exposition to the South Pole shows the classified ad Shackleton put in a London newspaper:   “Men wanted for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honor and recognition in case of success.” Ernest Shackleton.2 Men responded to Shackleton’s advertisement in droves. Why? Because the mission was clear. The cost and potential loss both drew the right men and made sure the wrong men didn’t sign up. God’s mission, similarly, is not for the faint of heart. Even becoming a Christian, according to Jesus, should be weighed heavily. Luke says, “Suppose one of you wants to build a tower. Will he not first sit down and estimate the cost to see if he has enough money to complete it? For if he lays the foundation and is not able to finish it, everyone who sees it will ridicule him, saying, ‘This fellow began to build and was not able to finish”’ (Luke 14:28-30).

A documentary about Ernest Shackleton’s early twentieth-century exposition to the South Pole shows the classified ad Shackleton put in a London newspaper:   “Men wanted for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honor and recognition in case of success.” Ernest Shackleton.2

When managers and consultants fail, government frequently responds with legislation, policies, and regulations. In earlier times, the federal government limited its formal influence to national concerns such as the Homestead Act and the Post Office. Now constituents badger elected officials to “do something” about a variety of ills: pollution, dangerous products, hazardous working conditions, and chaotic schools, to name a few. Governing bodies respond by making “policy.” But policymakers often don’t understand the problem well enough to get the solution right, and a sizable body of research records a continuing saga of perverse ways in which the implementation process undermines even good solutions (Bardach, 1977; Elmore, 1978; Freudenberg and Gramling, 1994; Peters, 1999; Pressman and Wildavsky, 1973). Policymakers,

When managers and consultants fail, government frequently responds with legislation, policies, and regulations. In earlier times, the federal government limited its formal influence to national concerns such as the Homestead Act and the Post Office. Now constituents badger elected officials to “do something” about a variety of ills: pollution, dangerous products, hazardous working conditions, and chaotic schools, to name a few. Governing bodies respond by making “policy.” But policymakers often don’t understand the problem well enough to get the solution right, and a sizable body of research records a continuing saga of perverse ways in which the implementation process undermines even good solutions (Bardach, 1977; Elmore, 1978; Freudenberg and Gramling, 1994; Peters, 1999; Pressman and Wildavsky, 1973). Policymakers, for example, have been trying for decades to reform U.S. public schools. Billions of taxpayer dollars have been spent. The result? About as successful as America’s switch to the metric system. In the 1950s Congress passed legislation mandating adoption of metric standards and measures. More than six decades later, if you know what a hectare is, or can visualize the size of a three-hundred-gram package of crackers, you’re ahead of most Americans. Legislators did not factor into their solution what it would take to get their decision implemented.

For months, abolitionists had argued for enlisting blacks in the armed services. Lincoln had hesitated, regarding such a radical step premature and hazardous for his fragile coalition. Now, however, he decided the time had come. “The dogmas of the quiet past are inadequate to the stormy present,” he told Congress. “As our case is new, so we must think anew, and act anew.” A new clause declaring that the Army would commence with the recruitment of blacks was inserted into the Proclamation, along with a humble closing appeal suggested by Secretary Chase asking “the considerate judgment of mankind, and the gracious favor of Almighty God.

Men wanted for Hazardous Journey. Small wages, bitter cold, long months of complete darkness, constant danger. Safe return doubtful. Honour and recognition in case of success.

The homoclite does not fail often, and when he does, he learns little. If he fails too much, he disintegrates rather than grows from the experience. Rarely having been tested in his youth, he hasn’t had a chance to develop the resilience that might see him through later hardships. Having suffered little, he can’t empathize with those who do. Having lived a secure life, he cannot recognize and react to hazards. A homoclite makes a good friend, but a risky leader.

Yet there are lessons for us all in the lives of those whose depression (sometimes aided by mania) spurred them onward to a realistic sense of the world’s hazards, empathic concern for others, creative approaches to problems, and the resilience to survive and thrive. Our normal mild self-illusion often serves us well in the course of our daily lives. As Ralph Waldo Emerson said, we need to aim slightly above if we wish to hit the mark. But such normal illusion also hides important realities. When the crises of daily life come, we realize that we had been living a forgetful life, unaware of some basic truths. Then some depression may help us see what has happened and what we must do. And then we might be able to meet the challenges of life, and maybe even attain some happiness in the process. Quite a paradox it is: being open to some depression may allow us, ultimately, to be less depressed.

To laugh is to risk appearing a fool. To weep is to risk appearing sentimental. To reach out for another is to risk involvement. To expose feelings is to risk rejection. To place your dreams before the crowd is to risk ridicule. To love is to risk not being loved in return. To go forward in the face of overwhelming odds is to risk failure. But risks must be taken because the greatest hazard in life is to risk nothing. The person who risks nothing does nothing, has nothing, is nothing. He may avoid suffering and sorrow, but he cannot learn, feel, change, grow, or love. Chained by his certitudes, he is a slave. Only a person who takes risks is free.

It was the weakness of the Continent that explains, in part, the determination of successive American governments to push Britain into the leadership of a continental federation. This would certainly have suited US interests, allowing it to take over Britain's world role (and trade) while passing on an expensive and potentially hazardous engagement in western and central Europe. The benefits for Britain were less clear, for it risked being sucked into a defensive commitment that was beyond its capacity to manage, while weakening ties with its most important markets. The Foreign Office warned in 1948 ‘that a federated Western Europe is becoming the battle cry of a new [American] isolationism’, in which the costs of reconstruction and defence would be offloaded onto the UK.50

Like records of the Lisbon earthquake before it, they demonstrate how a disaster only begins with the natural hazard. During the event itself, damage is inflicted, lives are lost, heroes are needed to rescue victims. But it’s only after the event has passed that the more difficult phase begins, the recovery and reconstruction that requires courage, perseverance, and leadership.