Heroic Leadership Quotes

Humanity needs heroic leadership from those who see all life as precious.

Most people don't care who's in charge as long as someone is.

Everyone is a leader, and everyone is leading all the time-sometimes in immediate, dramatic, and obvious ways, more often in subtle, hard-to-measure ways, but leading nonetheless.

His was the strong soul, gentle, but tempered with fire, fervent, heroic and good, the helper and friend of mankind. It is such as he who make progress possible.

Leaders make themselves and others comfortable in a changing world. They eagerly explore new ideas, approaches, and cultures rather than shrink defensively from what lurks around life's next corner. Anchored by nonnegotiable principles and values, they cultivate the "indifference" that allows them to adapt confidently.

What distinguishes love-driven leaders from tyrants? "Great affection" coupled with the passion to see others "run at full speed towards perfection." Love-driven leadership is not urging others forward without concern for their aspirations, well-being, or personal needs. Nor is it being the nice-guy manager who overlooks underperformance that could damage a subordinate's long-term prospects. Instead, love-driven leaders hunger to see latent potential blossom and to help it happen. In more prosaic terms, when do children, students, athletes, or employees achieve their full potential? When they're parented, taught, coached, or managed by those who engender trust, provide support and encouragement, uncover potential, and set high standards.

Neoconservatives have written about “getting lucky” with a “Pearl Harbor event.” Michael Ledeen wrote for example in his 1999 book Machiavelli on Modern Leadership: “Of course, we can always get lucky. Stunning events from outside can providently awaken the enterprise from its growing torpor, and demonstrate the need for renewal, as the devastating Japanese attack on Pearl Harbor in 1941 so effectively aroused the United States from its soothing dreams of permanent neutrality….” Then the 9/11 attack aroused war fever against Muslims and Arabs in the Middle East. This is precisely the reason that “false flags” are popular tools for those who see war as noble and heroic in their effort to promote an agenda that is never noble but always self-serving. And there’s nothing heroic about chickenhawks, of which there are many.

It was clear that only a handful of banks would emerge as winners in our changing, consolidating industry. And the winners likely would be those whose employees could take risks and innovate, who could work smoothly on teams and motivate colleagues, and who could not only cope with change but also spur change. In short, leadership would separate the winners from the losers.

(a) Nationalism, in the form of the historicist idea that the state is the incarnation of the Spirit (or now, of the Blood) of the state-creating nation (or race); one chosen nation (now, the chosen race) is destined for world domination. (b) The state as the natural enemy of all other states must assert its existence in war. (c) The state is exempt from any kind of moral obligation; history, that is, historical success, is the sole judge; collective utility is the sole principle of personal conduct; propagandist lying and distortion of the truth is permissible. (d) The ‘ethical’ idea of war (total and collectivist), particularly of young nations against older ones; war, fate and fame as most desirable goods. (e) The creative rôle of the Great Man, the world-historical personality, the man of deep knowledge and great passion (now, the principle of leadership). (f) The ideal of the heroic life (‘live dangerously’) and of the ‘heroic man’ as opposed to the petty bourgeois and his life of shallow mediocrity.

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Savarkar took on Nehru’s repeated attacks on the Hindu Sangathanist leadership. Reacting to one of Nehru’s assertion that any attempt by Hindu Sangathanist leaders to establish a Hindu Rashtra in India would meet the same fate that Hitler and Mussolini met in Europe, Savarkar denounced his threats through a statement on 22 October 1947. As if the mere demand for a Hindu Raj constitutes a danger to his Government so much more imminent, impending, incalculably disastrous as to call for his immediate attention than the already established Moslem Raj in Pakistan where fanatical atrocities, arson, bloodshed and butchery have been the order of the day . . . Pusillanimous enough to tolerate these diabolical actions and threats on the part of the Moslems against his ‘Indian Union’ Pandit Nehru and his pseudo-nationalistic section in the Congress are delivering mock heroics against the Hindus and swearing that they will fight tooth and nail against those who demand a Hindu Raj.

Finally, what the history of this period proves is that, during a time of general apostacy, Christians who remain faithful to their traditional faith may have to worship outside the official churches, the churches of priests in communion with their lawfully appointed diocesan bishop, in order not to compromise that traditional Faith; and that such Christians may have to look for truly Catholic teaching, leadership, and inspiration not to their diocesan bishop, not to the bishops of their country as a body, not to the bishops of the world, not even to the Roman Pontiff, but to one heroic confessor when the other bishops and the Roman Pontiff might have repudiated or even excommunicated. And how would they recognize that this solitary confessor was right and the Roman Pontiff and body of the episcopate (not teaching infallibly) were wrong? The answer is that they would recognize in the teaching of the confessor what the faithful of the fourth century recognized in the teaching of Athanasius: the one true Faith into which they had been baptized, in which they had been catechized, and which their Confirmation gave them the obligation of upholding. In no sense whatsoever can such fidelity to tradition be compared to the Protestant practice of private judgment. The fourth century Catholic traditionalists upheld Athanasius in his defense of the Faith that had been handed down, the Protestant uses his private judgment to justify a breach with the traditional Faith.

Conscious Capitalism has four tenets: higher purpose, stakeholder integration, conscious leadership, and conscious culture and management

Life’s too short to play small with your talents,” The Spellbinder spoke to the room of thousands. “You were born into the opportunity as well as the responsibility to become legendary. You’ve been built to achieve masterwork-level projects, designed to realize unusually important pursuits and constructed to be a force for good on this tiny planet. You have it in you to reclaim sovereignty over your primal greatness in a civilization that has become fairly uncivilized. To restore your nobility in a global community where the majority shops for nice shoes and acquires expensive things yet rarely invests in a better self. Your personal leadership requires—no, demands—that you stop being a cyber-zombie relentlessly attracted to digital devices and restructure your life to model mastery, exemplify decency and relinquish the self-centeredness that keeps good people limited. The great women and men of the world were all givers, not takers. Renounce the common delusion that those who accumulate the most win. Instead, do work that is heroic—that staggers your marketplace by the quality of its originality as well as from the helpfulness it provides. While you do so, my recommendation is that you also create a private life strong in ethics, rich with marvelous beauty and unyielding when it comes to the protection of your inner peace. This, my friends, is how you soar with the angels. And walk alongside the gods.

We are the heroes and heroines of our own life story. The heroic journey is a universal one that transcends history, geography, and culture. What we learn through the journey that we think is deeply personal to us is to actually completely universal. It applies equally to our personal and professional lives, because in truth there is no difference between them; the person you are is the leader you are.

Management guru Jim Collins has some good words here. He and Morten T. Hansen studied leadership in turbulent times. They looked at more than twenty thousand companies, sifting through data in search of an answer to this question: Why in uncertain times do some companies thrive while others do not? They concluded, “[Successful leaders] are not more creative. They’re not more visionary. They’re not more charismatic. They’re not more ambitious. They’re not more blessed by luck. They’re not more risk-seeking. They’re not more heroic. And they’re not more prone to making big, bold moves.” Then what sets them apart? “They all led their teams with a surprising method of self-control in an out-of-control world.”2

Long before love is a corporate virtue that improves team performance, it is a personal leadership stance. The love-driven leader possesses the vision to see and engage others as they are, not through the cultural filters, prejudices, or narrow-mindedness that diminishes them.

that's what love-driven leaders do. They see further. They move themselves beyond what blocks our vision in order to see what a fairer, more welcoming world might look like. They point the way to a future in which true men and women will enjoy greater chances to reach their potential. And leaders guided by the resolve that "love ought to manifest itself more by deeds than by words" help create that better future.

That's love-driven leadership: the vision to see each person's talent, potential, and dignity; the courage, passion, and commitment to unlock that potential; and the resulting loyalty and mutual support that energize and unite teams.

all leadership begins with self-leadership.

You are a Hero. Be Heroic. Always.

Yeah, leadership ain’t yellin’ and screamin’, or standing heroically out in front. Not all of it, anyway. Leadership, at its core, is doing your damnedest to bend over backwards to support and shelter the people working under you. They, in turn, throw their heart and soul into their jobs. “Idiots who have this idea of their subordinates fawning over them just because they work for them rarely have their expectations meet reality. Same goes for those who think they can wring money out of employees like a dishrag. Bites ‘em in the ass more often than not.

Dusk had fallen on December 1, 1955, when Rosa Parks, a tailor’s assistant, finished her long day’s work in a large department store in Montgomery, the capital of Alabama and the first capital of the Confederacy. While heading for the bus stop across Court Square, which had once been a center of slave auctions, she observed the dangling Christmas lights and a bright banner reading “Peace on Earth, Goodwill to Men.” After paying her bus fare she settled down in a row between the “whites only” section and the rear seats, according to the custom that blacks could sit in the middle section if the back was filled. When a white man boarded the bus, the driver ordered Rosa Parks and three other black passengers to the rear so that the man could sit. The three other blacks stood up; Parks did not budge. Then the threats, the summoning of the police, the arrest, the quick conviction, incarceration. Through it all Rosa Parks felt little fear. She had had enough. “The time had just come when I had been pushed as far as I could stand to be pushed,” she said later. “I had decided that I would have to know once and for all what rights I had as a human being and a citizen.” Besides, her feet hurt. The time had come … Rosa Parks’s was a heroic act of defiance, an individual act of leadership. But it was not wholly spontaneous, nor did she act alone. Long active in the civil rights effort, she had taken part in an integration workshop in Tennessee at the Highlander Folk School, an important training center for southern community activists and labor organizers. There Parks “found out for the first time in my adult life that this could be a unified society.” There she had gained strength “to persevere in my work for freedom.” Later she had served for years as a leader in the Montgomery and Alabama NAACP. Her bus arrest was by no means her first brush with authority; indeed, a decade earlier this same driver had ejected her for refusing to enter through the back door. Rosa Parks’s support group quickly mobilized. E. D. Nixon, long a militant leader of the local NAACP and the regional Brotherhood of Sleeping Car Porters, rushed to the jail to bail her out. Nixon had been waiting for just such a test case to challenge the constitutionality of the bus segregation law. Three Montgomery women had been arrested for similar “crimes” in the past year, but the city, in order to avoid just such a challenge, had not pursued the charge. With Rosa Parks the city blundered, and from Nixon’s point of view, she was the ideal victim—no one commanded more respect in the black community.

In her book Leaving Church, former parish priest and award-winning preacher Barbara Brown Taylor describes what it was like to feel her soul slipping away. She says: Many of the things1 that were happening inside of me seemed too shameful to talk about out loud. Laid low by what was happening at Grace-Calvary, I did not have the energy to put a positive spin on anything. . . . Beyond my luminous images of Sunday mornings I saw the committee meetings, the numbing routines, and the chronically difficult people who took up a large part of my time. Behind my heroic image of myself I saw my tiresome perfectionism, my resentment of those who did not try as hard as I did, and my huge appetite for approval. I saw the forgiving faces of my family, left behind every holiday for the last fifteen years, while I went to conduct services for other people and their families. Above all, I saw that my desire to draw as near to God as I could had backfired on me somehow. Drawn to care for hurt things, I had ended up with compassion fatigue. Drawn to a life of servanthood, I had ended up a service provider. Drawn to marry the Divine Presence, I had ended up estranged. . . . Like the bluebirds that sat on my windowsills, pecking at the reflections they saw in the glass, I could not reach the greenness for which my soul longed. For years I had believed that if I just kept at it, the glass would finally disappear. Now for the first time, I wondered if I had devoted myself to an illusion.

Research on those with the intention and sense of having the ability to start one’s own business (entrepreneurial intention) has tended to identify a “heroic,” extraverted, not-very-sensitive type. However, HSPs have also been found to have a strong entrepreneurial intention, being skilled at recognizing opportunities (depth of processing, aware of subtle stimuli, creativity, etc.) and motivated to be self-employed and manage their own energy and resources— something I discuss in the chapter on work. Finally, John Hughes, an interim CIO and an author on best practices for CEOs, has written on the reasons HSPs make exceptional leaders. First, they notice what others miss, having a greater sense of what is happening for their team. Second, they prefer to process more than simply to take action, often standing back to let others on their team receive credit. Third, and most important, they exhibit what is called “resonant leadership,” obtaining a “feel” for what is going on, often nonverbal, so that they lead with understanding and empathy. Such leaders tend to “say and do the right things at just the right time. This isn’t luck or magic, it’s their innate ability to feel deeply, process richly, and patiently consider the right words and actions for the moment.

Life's too short to play small with your talents. “You were born into the opportunity as well as the responsibility to become legendary. You’ve been built to achieve masterwork-level projects, designed to realize unusually important pursuits and constructed to be a force for good on this tiny planet. You have it in you to reclaim sovereignty over your primal greatness in a civilization that has become fairly uncivilized. To restore your nobility in a global community where the majority shops for nice shoes and acquires expensive things yet rarely invests in a better self. Your personal leadership requires—no, demands—that you stop being a cyber-zombie relentlessly attracted to digital devices and restructure your life to model mastery, exemplify decency and relinquish the self-centeredness that keeps good people limited. The great women and men of the world were all givers, not takers. Renounce the common delusion that those who accumulate the most win. Instead, do work that is heroic—that staggers your marketplace by the quality of its originality as well as from the helpfulness it provides. While you do so, my recommendation is that you also create a private life strong in ethics, rich with marvelous beauty and unyielding when it comes to the protection of your inner peace. This, my friends, is how you soar with the angels. And walk alongside the gods.

Life's too short to play small with your talents. “You were born into the opportunity as well as the responsibility to become legendary. You’ve been built to achieve masterwork-level projects, designed to realize unusually important pursuits and constructed to be a force for good on this tiny planet. You have it in you to reclaim sovereignty over your primal greatness in a civilization that has become fairly uncivilized. To restore your nobility in a global community where the majority shops for nice shoes and acquires expensive things yet rarely invests in a better self. Your personal leadership requires—no, demands—that you stop being a cyber-zombie relentlessly attracted to digital devices and restructure your life to model mastery, exemplify decency and relinquish the self-centeredness that keeps good people limited. The great women and men of the world were all givers, not takers. Renounce the common delusion that those who accumulate the most win. Instead, do work that is heroic—that staggers your marketplace by the quality of its originality as well as from the helpfulness it provides. While you do so, my recommendation is that you also create a private life strong in ethics, rich with marvelous beauty and unyielding when it comes to the protection of your inner peace. This, my friends, is how you soar with the angels. And walk alongside the gods.

White evangelicals have pieced together this patchwork of issues, and a nostalgic commitment to rugged, aggressive, militant white masculinity serves as the thread binding them together into a coherent whole. A father’s rule in the home is inextricably linked to heroic leadership on the national stage, and the fate of the nation hinges on both.

White evangelicals have pieced together this patchwork of issues, and a nostalgic commitment to rugged, aggressive, militant white masculinity serves as the thread binding them together into a coherent whole. A father’s rule in the home is inextricably linked to heroic leadership on the national stage, and the fate of the nation hinges on both.

Lenin had no monopoly upon heroic leadership of the Bolshevik cause during the revolutionary period. Many others rendered exceptional service in saving the Revolution and constructing the new Soviet order. It is particularly noteworthy that Trotsky rose to great heights as the organizer of the Red Army and chief manager of its operations on the far-flung fronts of the Civil War.

But Murray pays no attention to accomplishments in other human endeavours such as warfare, voyages of discovery, and heroic leadership. His achievements come only in the form of ‘great books’ and ‘great ideas.’ Europeans were also exceptional in their contentious and expansionist behaviours. Their scholarly achievements, including their liberal values, were inseparably connected to their aristocratic ethos of competitive individualism. There is no need to concede to multicultural critics, as Norman Davies believes, ‘the sorry catalogue of wars, conflict, and persecutions that have dogged every stage of the [Western] tale.’[5] The intellectual and artistic achievements of Europeans, seemingly peaceful as they may seem, are part of the same expansionist and disputatious psychological make-up Spengler designated as ‘Faustian’.

By 1928, with only $20 million in partnership capital and either sole or joint control over funds worth $500 million, this created a devastating level of exposure on the eve of the October 1929 stock market crash. John Kenneth Galbraith used phrases such as “gargantuan insanity” and “madness … on a heroic scale” to describe GTSC’s strategy.21 When the crash came, GTSC shares fell from their high of $326 to less than $2 per share. The ensuing debacle and damage to Goldman’s reputation, leadership, and clients caused Goldman to stay away from the asset management business.

The courage to see the Infinite Game—to see the purpose of business as something more heroic than simply making money, even if it’s unpopular with the finite players around us—is hard. True Courage to Lead holds the company and its leadership to a much higher standard than simply acting within the bounds of the law. Only when organizations operate on a higher level than federal, state and local laws can we say they have integrity. Which, incidentally, is the actual definition of integrity—firm adherence to a code of especially moral or artistic values: incorruptibility. Indeed, the pursuit of a Just Cause is a path of integrity. It means that words and actions must align. It also means that there will be times when leadership must choose to ignore all the voices calling for the company to serve the interests of those who don’t necessarily believe in the Cause at all.

the abilities to innovate, to remain flexible and adapt constantly, to set ambitious goals, to think globally, to move quickly, to take risks.

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

I remember how I felt in those days. The fear didn’t set in for a long time: for almost a month everyone was on tenterhooks, waiting for them to announce that, under the leadership of the Communist Party, our scientists, our heroic firemen, our soldiers have once again conquered the elements. They have won an unprecedented victory, they have driven the cosmic fire back into a test tube. The fear took a while to set in. For a long time, we kept it out. Yes, that was it. Absolutely! As I now realize, we could not make the mental connection between fear and peaceful nuclear energy. From all the textbooks and other books we’d read, in our minds we pictured the world as follows: military nuclear power was a sinister mushroom cloud billowing up into the sky, like at Hiroshima and Nagasaki, incinerating people instantly; whereas peaceful nuclear energy was a harmless light bulb. We had a childish image of the world; we were living life as depicted in children’s stories.

RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Behind my heroic image of myself I saw my tiresome perfectionism, my resentment of those who did not try as hard as I did, and my huge appetite for approval.

BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

In other words, speed, innovation, and global focus happen only when lots of delegated authority sits alongside lots of centralized authority.

When Nadal told trainees that for men on a journey, the whole world would become their house, he was encouraging far more than mobility alone. He was pronouncing a fundamentally hopeful, optimistic, adventurous, and even playful outlook. Leaders with a "whole world is our house" attitude eagerly look forward to what lies around life's next bend. Ingenuity rests on the conviction that most problems have solutions, and that imagination, perseverance, and openness to new ideas will uncover them.

The measure of their personal greatness is less what they found at journey's end and more the depth of human character that carried them along the way: their imagination, will, perseverance, courage, resourcefulness, and willingness to bear the risk of failure.

First. Love ought to manifest itself more by deeds than by words.

Critical and feminist theorists show that most leadership research, including studies of transformational leadership, continue to present prescriptions - heroic or post-heroic - as if they were gender neutral. The critics argue that, although there is a search for a different kind of leader- a 'post-heroic hero' who displays characteristics different from the traditional model - even this leader continues 'to enjoy the same godlike reverence for individualism associated with traditional models'.

The urgent question of our time is whether we can make change our friend and not our enemy.