Largest Leadership Quotes

It is interesting to note that an overwhelming majority of citizens in the world's three largest democracies have different religions: India (81 percent Hindu), the United States (76 percent Christian), and Indonesia (87 percent Muslim). Two of them have elected women as leaders of their government.

My own view – speaking as a historian rather than citizen – is that as long as Pakistan exists there will be Hindu fundamentalists in India. In times of stability, or when the political leadership is firm, they will be marginal or on the defensive. In times of change, or when the political leadership is irresolute, they will be influential and assertive.

The largest locomotive in the New York Central system, while standing still, can be prevented from moving by a single one-inch block of wood placed in front of each of the eight drive wheels! The same locomotive, moving at 100 miles per hour, can crash through a wall of steel-reinforced concrete five feet thick. The only difference is momentum. Confidence gives you the momentum that makes the difference. You

As president, I fought for the unity of the country until the very end. I fought by political means – it is important to emphasize this – and I tried to win over Soviet citizens and my colleagues, the leaders of the Union republics. Even today, I believe that the integrity of the country could have been preserved and that a new Union was in everyone's interest. But the coup weakened my position, and the leadership of Russia, the largest republic of the USSR, under Boris Yeltsin decided to dissolve the Soviet Union instead. The country fell apart, the state collapsed.

The efficiency of the hospital was a perfect illustration of Dunbar’s number – that magic number of 150. The size of our brain, Robin Dunbar, an eminent evolutionary anthropologist at Oxford University, has argued (and the brain size of other primates), is determined by the size of our ‘natural’ social group, when humans and their brains evolved in small hunting and gathering groups. We have the largest brains among primates, and the largest social group. We can relate to about 150 people on an informal, personal basis, but beyond that leadership, impersonal rules and job descriptions become necessary. So

Ultimately, Reagan presided over the largest tax cut in American history, and accomplished it working in tandem with (rather than against) a huge Democratic Party majority in the House. It was a bipartisan triumph. The Washington Post called Reagan’s accomplishment “one of the most remarkable demonstrations of presidential leadership in modern history.” After a slow start through 1982–1983, the stimulus effect of the Reagan tax cuts was extraordinary, sparking the longest peacetime expansion/recovery in the nation’s history: ninety-two consecutive months, far surpassing the previous record of fifty-eight months.

For a patrimonial state to be stable over time, it is best ruled with consent, at least with consent from the largest minority, if not from the majority. Instinctive obedience must be the norm, otherwise too much effort needs to be put into suppressing disaffection for the regime's wider aims to be achievable. Consent is, however, not always easy to obtain. The collective view of most societies is rather conservative: in the main people prefer to see the social arrangements of their youth perpetuated into their old age; they prefer that things be done in the time-honoured way; they are suspicious of novelty and resistant to change. Thus when radical action must be taken, for whatever reason, a great burden falls on the ruler, the father-figure, who has to overcome this social inertia and persuade his subjects to follow his lead. In order that his will shall prevail, he needs to generate huge respect, preferably adulation, and if at all possible sheer awe among his people.

the rivalry between the big and little states almost tore the convention apart. Their dispute was over whether the legislative branch should be proportioned by population or by equal votes per state. Finally, Franklin arose to make a motion on behalf of a compromise that would have a House proportioned by population and a Senate with equal votes per state. “When a broad table is to be made, and the edges of planks do not fit, the artist takes a little from both, and makes a good joint,” he said. “In like manner here, both sides must part with some of their demands.” His point was crucial for understanding the art of true political leadership: Compromisers may not make great heroes, but they do make great democracies. The toughest part of political leadership, however, is knowing when to compromise and when to stand firm on principle. There is no easy formula for figuring that out, and Franklin got it wrong at times. At the Constitutional Convention, he went along with a compromise that soon haunted him: permitting the continuation of slavery. But he was wise enough to try to rectify such mistakes. After the Constitutional Convention, he became the president of a society for the abolition of slavery. He realized that humility required tolerance for other people’s values, which at times required compromise; however, it was important to be uncompromising in opposing those who refused to show tolerance for others. During his lifetime, Benjamin Franklin donated to the building fund of each and every church built in Philadelphia. And at one point, when a new hall was being built to accommodate itinerate preachers, Franklin wrote the fund-raising document and urged citizens to be tolerant enough so “that even if the Mufti of Constantinople were to send a missionary to preach Mohammedanism to us, he would find a pulpit at his service.” And on his deathbed, he was the largest individual contributor to the building fund for Mikveh Israel, the first synagogue in Philadelphia.

Positional Leaders Feed on Politics When leaders value position over the ability to influence others, the environment of the organization usually becomes very political. There is a lot of maneuvering. Positional leaders focus on control instead of contribution. They work to gain titles. They do what they can to get the largest staff and the biggest budget they can—not for the sake of the organization’s mission, but for the sake of expanding and defending their turf. And when a positional leader is able to do this, it often incites others to do the same because they worry that others’ gains will be their loss. Not only does it create a vicious cycle of gamesmanship, posturing, and maneuvering, but it also creates departmental rivalries and silos.

SEPTEMBER 25 GROWTH OF PEOPLE = GROWTH OF COMPANY People are the principal asset of any company, whether it makes things to sell, sells things made by other people, or supplies intangible services. Nothing moves until your people can make it move. In actual studies of leadership in American business, the average executive spends three-fourths of his working time dealing with people. The largest single cost in most business is people. The largest, most valuable asset any company has is its people. All executive plans are carried out, or fail to be carried out, by people. According to William J. H. Boetcker, people divide themselves into four classes: 1. Those who always do less than they are told 2. Those who will do what they are told, but no more 3. Those who will do things without being told 4. Those who will inspire others to do things It’s up to you. As Ralph Waldo Emerson said, “Trust men and they will be true to you: treat them greatly and they will show themselves great.” —Developing the Leader Within You CULTIVATE AN ENVIRONMENT THAT INSPIRES YOUR PEOPLE TO DO GREAT THINGS.

worrying you?” I talked for about ten minutes. I talked about the map and the calendar—more than forty of the nation’s sixty largest cities seeing rises in killings of young black men, all coming at the same time, in a pattern that didn’t line up with other crime trends, and mixed geographically with large cities that were not seeing a murder increase.

the Koch brothers—owned virtually all of what had become under their leadership the second-largest private company in America. They owned four thousand miles of pipelines, oil refineries in Alaska, Texas, and Minnesota, the Georgia-Pacific lumber and paper company, coal, and chemicals, and they were huge traders in commodity futures, among other businesses. The company’s consistent profitability had made the two brothers the sixth- and seventh-wealthiest men in the world. Each was worth an estimated $14 billion in 2009. Charles, the elder brother, was a man of unusual drive, accustomed to getting his way. What he wanted that weekend was to enlist his fellow conservatives in a daunting task: stopping the Obama administration from implementing Democratic policies that the American public had voted for but that he regarded as catastrophic.

General Electric was the largest company in the world in 2004, worth a third of a trillion dollars. It had either been first or second each year for the previous decade, capitalism’s shining example of corporate aristocracy. Then everything fell to pieces. The 2008 financial crisis sent GE’s financing division—which supplied more than half the company’s profits—into chaos. It was eventually sold for scrap. Subsequent bets in oil and energy were disasters, resulting in billions in writeoffs. GE stock fell from $40 in 2007 to $7 by 2018. Blame placed on CEO Jeff Immelt—who ran the company since 2001—was immediate and harsh. He was criticized for his leadership, his acquisitions, cutting the dividend, laying off workers and—of course—the plunging stock price. Rightly so: those rewarded with dynastic wealth when times are good hold the burden of responsibility when the tide goes out. He stepped down in 2017. But Immelt said something insightful on his way out. Responding to critics who said his actions were wrong and what he should have done was obvious, Immelt told his successor, “Every job looks easy when you’re not the one doing it.

As understood in Tibet, the king’s particular function is to join heaven and earth. Heaven refers to the sphere of spiritual truth and reality, includ­ing the world of unseen beings as well as the realm of ultimate reality itself. Earth is the realm of practicality. The king, then, is supposed to provide the connecting link, bringing spiritual reality down and making it real in this world. He is to rule over human society in such a way that it reflects and respects “the ways things are” in the largest sense. Tibetans say that their first kings originated in the mists of prehistory. Originally, these rulers were sacred beings who came from heaven and returned there at the end of their lives.

Conservative elites first turned to populism as a political strategy thanks to Richard Nixon. His festering resentment of the Establishment’s clubby exclusivity prepared him emotionally to reach out to the “silent majority,” with whom he shared that hostility. Nixon excoriated “our leadership class, the ministers, the college professors, and other teachers… the business leadership class… they have all really let down and become soft.” He looked forward to a new party of independent conservatism resting on a defense of traditional cultural and social norms governing race and religion and the family. It would include elements of blue-collar America estranged from their customary home in the Democratic Party. Proceeding in fits and starts, this strategic experiment proved its viability during the Reagan era, just when the businessman as populist hero was first flexing his spiritual muscles. Claiming common ground with the folkways of the “good ole boy” working class fell within the comfort zone of a rising milieu of movers and shakers and their political enablers. It was a “politics of recognition”—a rediscovery of the “forgotten man”—or what might be termed identity politics from above. Soon enough, Bill Clinton perfected the art of the faux Bubba. By that time we were living in the age of the Bubba wannabe—Ross Perot as the “simple country billionaire.” The most improbable members of the “new tycoonery” by then had mastered the art of pandering to populist sentiment. Citibank’s chairman Walter Wriston, who did yeoman work to eviscerate public oversight of the financial sector, proclaimed, “Markets are voting machines; they function by taking referenda” and gave “power to the people.” His bank plastered New York City with clever broadsides linking finance to every material craving, while simultaneously implying that such seductions were unworthy of the people and that the bank knew it. Its $1 billion “Live Richly” ad campaign included folksy homilies: what was then the world’s largest bank invited us to “open a craving account” and pointed out that “money can’t buy you happiness. But it can buy you marshmallows, which are kinda the same thing.” Cuter still and brimming with down-home family values, Citibank’s ads also reminded everybody, “He who dies with the most toys is still dead,” and that “the best table in the city is still the one with your family around it.” Yale preppie George W. Bush, in real life a man with distinctly subpar instincts for the life of the daredevil businessman, was “eating pork rinds and playing horseshoes.” His friends, maverick capitalists all, drove Range Rovers and pickup trucks, donning bib overalls as a kind of political camouflage.

gap between average employee and CEO pay is largest in the financial industry and smallest in technology.

Among book publishers, the largest number of evangelical feminist books are being published by InterVarsity Press4 and Baker Books. Among popular journals, both Charisma magazine under the editorship of J. Lee Grady and Christianity Today under the leadership of David Neff clearly favor an evangelical feminist position (though Christianity Today has made some attempts to represent both sides fairly). Among parachurch ministries, InterVarsity Christian Fellowship is strongly committed to an evangelical feminist position, as is Youth With A Mission.

I recollect one evening he walked into my home in Mumbai having spent the entire day in one of the world’s largest slums, Dharavi. I thought he is going to come and tell me how terrible it was, how grim and dirty. He walked in with the same radiant smile we have seen in all his pictures and he told me what a great market potential and you are not exploiting it.

In the northeastern Brazilian state of Pernambuco, for example, a group of fishing families had lived since 1914 on islands in the Sirinhaém River estuary. In 1998 the Usina Trapiche sugar refinery petitioned the state to take over the land. The islanders say that the refinery then followed up its petition by destroying their homes and small farms, threatening further violence to those who did not leave. When the fishing families rebuilt their homes, they were burned down. Coca-Cola and PepsiCo use Usina Trapiche sugar in their products, but until Oxfam’s campaign they denied responsibility for the conduct of their suppliers. Oxfam asked all of the Big 10 food brands to show ethical leadership by requiring that their suppliers obtain the free, prior, and informed consent of indigenous and local communities before acquiring land. Nestlé was the first to support this principle fully. Then Coca-Cola declared a policy of zero tolerance for landgrabbing by its suppliers and bottlers and committed to disclosing its suppliers of sugar cane, soy, and palm oil, to conducting social, environmental, and human rights assessments, and to engaging with Usina Trapiche regarding the conflict with the people of the Sirinhaém River estuary. In 2014 PepsiCo also accepted the principle of responsibility for its suppliers. Associated British Foods, the largest sugar producer in Africa and another Big 10 food corporation, is now also committed to the same principle.12 The gains from these policy commitments are more difficult to quantify than in the example of Ghana’s oil revenues, but in the long run they too may be very substantial.

her imperative to “think dialectically”—a maxim drawn from her study of the philosopher G. W. F. Hegel. Because reality is constantly changing, we must constantly detect and analyze the emerging contradictions that are driving this change. And if reality is changing around us, we cannot expect good ideas to hatch within an ivory tower. They instead emerge and develop through daily life and struggle, through collective study and debate among diverse entities, and through trial and error within multiple contexts. Grace often attributes her “having been born female and Chinese” to her sense of being an outsider to mainstream society. Over the past decade she has sharpened this analysis considerably. Reflecting on the limits of her prior encounters with radicalism, Grace fully embraces the feminist critique not only of gender discrimination and inequality but also of the masculinist tendencies that too often come to define a certain brand of movement organizing—one driven by militant posturing, a charismatic form of hierarchical leadership, and a static notion of power seen as a scarce commodity to be acquired and possessed. Grace has struck up a whole new dialogue and built relationships with Asian American activists and intellectuals since the 1998 release of her autobiography, Living for Change. Her reflections on these encounters have reinforced her repeated observation that marginalization serves as a form of liberation. Thus, she has come away impressed with the particular ability of movement-oriented Asian Americans to dissect U.S. society in new ways that transcend the mind-sets of blacks and whites, to draw on their transnational experiences to rethink the nature of the global order, and to enact new propositions free of the constraints and baggage weighing down those embedded in the status quo. Still, Grace’s practical connection to a constantly changing reality for most of her adult life has stemmed from an intimate relationship with the African American community—so much so that informants from the Cointelpro days surmised she was probably Afro-Chinese.3 This connection to black America (and to a lesser degree the pan-African world) has made her a source of intrigue for younger generations grappling with the rising complexities of race and diversity. It has been sustained through both political commitments and personal relationships. Living in Detroit for more than a half century, Grace has developed a stature as one of Motown’s most cherished citizens: penning a weekly column for the city’s largest-circulation black community newspaper; regularly profiled in the mainstream and independent media; frequently receiving awards and honors through no solicitation of her own; constantly visited by students, intellectuals, and activists from around the world; and even speaking on behalf of her friend Rosa Parks after the civil rights icon became too frail for public appearances.

After years of serving as an IT auditor and consultant, I have extrapolated that many of the largest organizational formations needed effective leadership in generating consumer confidence regarding information systems management.

Secondly, given Iraq’s position as the largest and most powerful Arab state in the Gulf, it was viewed by the revolutionary regime as the main obstacle to Iran’s quest for regional hegemony. In the words of the influential member of the Iranian leadership, Hujjat al-Islam Sadeq Khalkhali: ‘We have taken the path of true Islam and our aim in defeating Saddam Hussein lies in the fact that we consider him the main obstacle to the advance of Islam in the region.

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.

Every great leader I served with understood the need to share the hardships with the men and women they led. Nothing gains the respect of the troops quicker than spending time on the factory floor, or in the trading room, the warehouse, the clinic, or the foxhole. The C-suite, the corner office, the front office, or the largest cubicle can trap you into believing that your place is above the people you serve. It is not. Wherever you sit as a leader, don’t sit for long. Get out of your office and spend time with the employees. This will give you an appreciation for the work they do, an understanding of the challenges they face, and insights into how to improve the business.

Having the entire team support the philosophy would ensure consistency in the team's work and maintain credibility within our organization. It's for these reasons that the leadership development program at Yum! Brands, the world's largest restaurant company

About I am the chairman of Thomas Nelson Publishers, the largest Christian publishing company in the world and the seventh largest trade book publishing company in the U.S. This is my personal blog. It is focused on “intentional leadership.” My philosophy is if you are going to lead well, you must be thoughtful and purposeful about it. I write on leadership, productivity, publishing, social media, and, on occasion, stuff that doesn’t fit neatly into one of these categories. I also occasionally write about the resources I am discovering. My goal is to create insightful, relevant content that you can put to work in your personal and professional life. If you are in a position of leadership—or aspire to be—then this blog is for you. I typically post three to four times a week. To make sure you don’t miss my newest posts, you can subscribe via RSS or e-mail. I also accept a limited amount of advertising. My Top Posts If you are new to my site, you might want to start with my most popular posts. Here are my top three in each category: Leadership • Creating a Life Plan • The Importance of a Leader’s Heart • Five Characteristics of Weak Leaders Productivity • Yes, You Can Stay on Top of E-mail • How to Shave 10 Hours Off Your Work Week • Slay Your Dragons Before Breakfast Publishing • Advice to First-Time Authors • Literary Agents Who Represent Christian Authors • Writing a Winning Book Proposal Social Media • Do You Make These 10 Mistakes When You Blog? • The Beginners Guide to Twitter • 12 Reasons to Start Twittering Miscellany • My Take on the Vibram FiveFingers Running Shoes • 20 Questions to Ask Other Leaders • Whatever Happened to Modesty?

Indonesia’s political geography has an amplifying effect on Indonesia’s rise. It is the largest archipelagic state in the world, and oversees maritime trade routes, which are critical lifelines for the East Asian powers, such as China, Japan and South Korea. Indonesia is the only rising Asian power that has its feet both in the Pacific and Indian Oceans, entitling it to play a leadership role in an expansive canvas stretching from eastern African shores to the western coast in the Americas.

The world's largest corporations have dedicated staff who provide ongoing coaching to their executives and leadership teams.

At Cal State, the nation’s largest university system with nearly 450,000 students on 23 campuses, the chancellor is preparing this summer to withdraw official recognition from evangelical groups that are refusing to pledge not to discriminate on the basis of religion in the selection of their leaders. And at Vanderbilt, more than a dozen groups, most of them evangelical but one of them Catholic, have already lost their official standing over the same issue; one Christian group balked after a university official asked the students to cut the words “personal commitment to Jesus Christ” from their list of qualifications for leadership. At most universities that have begun requiring religious groups to sign nondiscrimination policies, Jewish, Muslim, Catholic and mainline Protestant groups have agreed, saying they do not discriminate and do not anticipate that the new policies will cause problems. Hillel, the largest Jewish student organization, says some chapters have even elected non-Jews to student boards.