Leader Quality Quotes

There is no perfect fit when you're looking for the next big thing to do. You have to take opportunities and make an opportunity fit for you, rather than the other way around. The ability to learn is the most important quality a leader can have.

Leaders are not, as we are often led to think, people who go along with huge crowds following them. Leaders are people who go their own way without caring, or even looking to see, whether anyone is following them. "Leadership qualities" are not the qualities that enable people to attract followers, but those that enable them to do without them. They include, at the very least, courage, endurance, patience, humor, flexibility, resourcefulness, stubbornness, a keen sense of reality, and the ability to keep a cool and clear head, even when things are going badly. True leaders, in short, do not make people into followers, but into other leaders.

Good governance never depends upon laws, but upon the personal qualities of those who govern. The machinery of government is always subordinate to the will of those who administer that machinery. The most important element of government, therefore, is the method of choosing leaders.

A leader is one who, out of madness or goodness, volunteers to take upon himself the woe of the people. There are few men so foolish, hence the erratic quality of leadership.

I know my own reasons for keeping Peeta alive. He's my friend, and this is my way to defy the Capitol, to subvert its terrible Games. But if I had no real ties to him, what would make me want to save him, to choose him over myself? Certainly he is brave, but we have all been brave enough to survive a Games. There is that quality of goodness that's hard to overlook, but stil... and then I think of it, what Peeta can do so much better than the rest of us. He can use words. He obliterated the rest of the field at both interviews. And maybe it's because of that underlying goodness that he can move a crowd--no, a country--to his side with the turn of a simple sentence. I remember thinking that was the gift the leader of our revolution should have. Has Haymitch convinced the others of this? That Peeta's tongue would have far greater power against the Capitol than any physical strength the rest of us could claim? I don't know. It still seems like a really long leap for some of the tributes. I mean, we're talking about Johanna Mason here. But what other explanation can there be for their decided efforts to keep him alive?

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists.

A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the quality of his actions and the integrity of his intent.

A nation is great not by its size alone. It is the will, the cohesion, the stamina, the discipline of its people and the quality of their leaders which ensure it an honourable place in history.

A business will require you to wear many hats. You have to be a leader with a mission, vision, and direction.

Self-leaders are still true leaders even if they have no known followers. True leaders inspire by the influence of their characters and general self-made brands. Leadership is defined by the virtues of one's behaviour.

Contrary to popular opinion, leadership is not a reserved position for a particular group of people who were elected or appointed, ordained or enthroned. Leadership is self-made, self-retained, self-inculcated and then exposed through a faithful, sincere and examplary life.

There is within the human heart a quality of intelligence which has been known to surpass that attributed to the human mind.

Presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.... Leaders should strive for authenticity over perfection.

Attending to your own words and ideas as well as those of others is an admirable trait in any person, but a necessity in a leader.

The ability to learn is the most important quality a leader can have.”13

Self-leaders do not look for followers because they are busily pursuing their influencial dreams that followers will trace and ask for. Followers look for influence and that can be obtained from self-leaders.

Great leaders always seem to embody two seemingly disparate qualities. They are both highly visionary and highly practical.

A young child is a leader to an elderly person once his purpose has a faithful, sincere and trustworthy influence on people. Leadership is not restricted to position and age; it is self-made and influencial. Everyone has this self-leadership quality.

The ability to learn is the most important quality a leader can have.

Be willing to make decisions. That's the most important quality in a good leader. Don't fall victim to what I call the Ready- Aim-Aim-Aim Syndrome. You must be willing to fire

Courage is God's way of testing the virtues you profess to have and your level of commitment to everything you think you are.

The quality of a leader is reflected in the standards they set for themselves.

True leaders are willing to die for their dreams. They don't oppress with ignorance; they impress with visions". They live like Martin Luther King Jr, Nelson Mandela...

When you practice leadership,The evidence of quality of your leadership, Is known from the type of leaders that emerge out of your leadership

A true leader is still a leader even when he takes up servants' duty, provided he maintains a human face and added integrity to his self-retained qualities.

You can be in your room and lead people. Just develop your potentials and publicize them and you will see people looking for your product. That is influence; self-made leaders do not look for followers. Followers look for them.

Humans elect leaders on the basis of the promises they make. We [vampires] try to elect ours based solely on the strength of their character.

Your title is what you are; your visions are who you are. When you know who you are, then you will know where you can be useful most.

Political leaders, who use the tools of mass propaganda to create a sense of faux intimacy with citizens, no longer need to be competent, sincere, or honest. They need only to appear to have these qualities. Most of all they need a story, a personal narrative.

People were always chasing after some leader or another, and stumbling from one superstition to the next, cheering His Majesty one day and giving the most disgusting incendiary speeches in Parliament the next, and none of it ever amounted to anything in the end! If this could be miniaturized by a factor of a a million and reduced, as it were, to the dimensions of a single head, the result would be precisely the image of the unaccountable, forgetful, ignorant conduct and the demented hopping around that has always been the image of a lunatic.

Someone will declare, “I am the leader!” and expect everyone to get in line and follow him or her to the gates of heaven or hell. My experience is that it doesn’t happen that way. Unless you’re a guard on a chain gang, others follow you based on the quality of your actions rather than the magnitude of your declarations.

The concept of leadership is abused by people who think a person becomes a leader when he grows grey hair, put into a position and expected to function. Everyone has a leadership potential carried within in a specific area of his or purpose. Leadership is universal and built on trust.

The leader-leader structure is fundamentally different from the leader-follower structure. At its core is the belief that we can all be leaders and, in fact, it’s best when we all are leaders. Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership

A nation which has forgotten the quality of courage which in the past has been brought to public life is not as likely to insist upon or regard that quality in its chosen leaders today - and in fact we have forgotten.

When you don't see nothing wrong in anything you do, then you are doing everything wrong.

the quality of the conversation drives the nature of the impact. At the moment of contact, conversations have the power to transform our lives.

The best CEO is the one who combines the qualities of a leader and the ability to listen to subordinates.

Christ manifests his divine leadership in your sincere followership. Christ's followers become true leaders because Christ is the model of true leadership.

The ability to succeed is not what makes someone a leader. Exhibiting the qualities of leadership is what makes someone an effective leader. Qualities like honesty, integrity, courage, resiliency, perseverance, judgment and decisiveness,

A “self-leader” is the positively influence you have on yourself and on others without any influence with your titles and positions. You must be able to lead yourself before you can lead others.

Qualities that the world considers virtues will lead a leader to ruin, while those regarded as vices will often bring safety and prosperity. Good leadership requires a prince to “know how to do evil.

Since when has leadership been a criterion for sanity? Or vice versa. Hitler was a gifted leader, even Nixon. Exhibit leadership qualities as an adolescent, they pack you off to law school for an anus transplant. If it takes, you go into government.

Never “for the sake of peace and quiet” deny your own experience or convictions. —Dag Statesman and Nobel Peace Prize Winner

It is the will, the cohesion, the stamina, the discipline of its people, and the quality of their leaders which ensure it an honorable place in history.14

His Scotch bear-leader, Mr Boswell, was a butt of the first quality.

Leaders prioritize what they want.

If you don’t like the crop you are reaping, check the seed you are sowing.

Excellence in life, is like a play. For your real life play, the quality of the actors you bring on your life’s stage, determine your success. Always choose the best, most excellent actors.

Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership abilities in every aspect of our work life.

Imagine a land where people are afraid of dragons. It is a reasonable fear: dragons possess a number of qualities that make being afraid of them a very commendable response. Things like their terrible size, their ability to spout fire, or to crack boulders into splinters with their massive talons. In fact, the only terrifying quality that dragons do not possess is that of existence. Now, the people of this land know about dragons because their leaders have warned them about them. They tell stories about cruel dragons with razor teeth and fiery breath. They recount legends of dragons hunting by night on silent wings. In short, the leaders make sure that the people believe in all the qualities of dragons, including that key quality of existence. And then they control the people — when they need to — with their fear of dragons. The people pay a dragon-slaying tax … everyone stays indoors after dark to avoid being snatched by swooping claws … and nobody ever strays out of bounds for fear of being eaten well and truly up. Perhaps somebody will wonder if dragons aren’t, after all, fictitious because — despite their size — nobody seems to have actually seen one. And so it is necessary from time to time to provide evidence: a burnt tree or two, a splintered rock, the mysterious absence of a villager. The population is controlled by the dragons in its collective mind. It’s contrived superstition, and it is possible because the people do not know enough about the way the world works to know that dragons do not exist.

When I meet other men in business, I want to know what their relationship with their children is like. I think a mans role as a father says something about who he is as a businessman and the quality of leader he is.

When you start with WHY, those who believe what you believe are drawn to you for very personal reasons. It is those who share your values and beliefs, not the quality of your products, that will cause the system to tip.

Freedom can never be completely safeguarded by rules and laws. It is as much dependent on the courage, integrity, and responsibility of each of us as it is on these qualities in those who govern. Every trait in us and our leaders which points to passive submission to mere power betrays democratic freedom. In our American system of democratic government, three different powerful branches serve to check each other, the executive, the legislative, and the judiciary. Yet when there is no will to prevent encroachment of the power of one by any of the others, this system of checks, too, can degenerate.

Some women think being arrogant, selfish, bitter and looking down on others are qualities of being an Independent, strong, powerful and successful business women. No matter how high you are in life. Never look down on others and never forget humanity.

There’s barely a product or service on the market today that customers can’t buy from someone else for about the same price, about the same quality, about the same level of service and about the same features. If you truly have a first-mover’s advantage, it’s probably lost in a matter of months. If you offer something truly novel, someone else will soon come up with something similar and maybe even better. But if you ask most businesses why their customers are their customers, most will tell you it’s because of superior quality, features, price or service. In other words, most companies have no clue why their customers are their customers. This is a fascinating realization.

Tom Cruise, the church’s most coveted, celebrated, and protected celebrity member, and David Miscavige, the tyrannical leader and current head of the church. Ironically, for me and for most other people who have left the church and spoken out against it, the very qualities that we’ve been penalized for—defying, questioning, thinking independently—are the same qualities that made us prime candidates for Scientology in the first place.

Certainly, a clear line must be preserved by strict discipline, and on the other hand the men must know that everything is done for them that hard times permit. On the top of that it follows that, among real men, what counts is deeds, not words; and then it comes of itself, when such are the relations between men and their leaders, that instead of opposition there is harmony between them. The leader is merely a clearer expression of the common will and an example of life and death. And there is no science in all this. It is a practical quality, the simple manly commonsense that is native to a sound and vigorous race.

English heart surgeon Martyn Lloyd-Jones asserted, “Most unhappiness in life is due to the fact that you are listening to yourself rather than talking to yourself.

MAHARAJA-Leaders are not born but are made with ultimate qualities of courage, wisdom, sacrifice and benevolence.

If we did all the things we were capable of doing,” he once said, “we would literally astound ourselves.

Almost every man wastes part of his life in attempts to display qualities he does not possess.

Rousseau already observed that this form of government is more accurately an ‘elective aristocracy’ because in practice the people are not in power at all. Instead we’re allowed to decide who holds power over us. It’s also important to realise this model was originally designed to exclude society’s rank and file. Take the American Constitution: historians agree it ‘was intrinsically an aristocratic document designed to check the democratic tendencies of the period’. It was never the American Founding Fathers’ intention for the general populace to play an active role in politics. Even now, though any citizen can run for public office, it’s tough to win an election without access to an aristocratic network of donors and lobbyists. It’s not surprising that American ‘democracy’ exhibits dynastic tendencies—think of the Kennedys, the Clintons, the Bushes. Time and again we hope for better leaders, but all too often those hopes are dashed. The reason, says Professor Keltner, is that power causes people to lose the kindness and modesty that got them elected, or they never possessed those sterling qualities in the first place. In a hierarchically organised society, the Machiavellis are one step ahead. They have the ultimate secret weapon to defeat their competition. They’re shameless.

When a desire is deep, it reaches the subconscious mind and calls for cultivation of qualities that will help fulfill desires, and this is what transforms an ordinary person into a great leader.

The quality of authors determines the quality of books. The quality of musicians determines the quality of songs. The quality of artists determines the quality of paintings. The quality of architects determines the quality of buildings. The quality of generals determines the quality of warriors. The quality of preachers determines the quality of sermons. The quality of scientists determines the quality of inventions. The quality of leaders determines the quality of followers. The quality of scholars determines the quality of lectures. The quality of teachers determines the quality of students. The quality of schools determines the quality of graduates. The quality of graduates determines the quality of nations. The quality of plants determines the quality of air. The quality of air determies the quality of animals. The quality of animals determines the quality of food. The quality of food determines the quality of the planet.

If you want to wait till your black hairs turn grey and your teeth start pulling out before you become a leader, you are either too fast to prove your ignorance, or you are too late to know who you are made of.

When parties in a state are violent, he offered a wonderful contrivance to reconcile them. The method is this: You take a hundred leaders of each party; you dispose them into couples of such whose heads are nearest of a size; then let two nice operators saw off the occiput of each couple at the same time, in such a manner that the brain may be equally divided. Let the occiputs, thus cut off, be interchanged, applying each to the head of his opposite party-man. It seems indeed to be a work that requires some exactness, but the professor assured us, "that if it were dexterously performed, the cure would be infallible." For he argued thus: "that the two half brains being left to debate the matter between themselves within the space of one skull, would soon come to a good understanding, and produce that moderation, as well as regularity of thinking, so much to be wished for in the heads of those, who imagine they come into the world only to watch and govern its motion: and as to the difference of brains, in quantity or quality, among those who are directors in faction, the doctor assured us, from his own knowledge, that "it was a perfect trifle.

The outstanding negative quality of the totalitarian elite is that it never stops to think about the world as it really is and never compares the lies with reality. Its most cherished virtue, correspondingly, is loyalty to the Leader, who, like a talisman, assures the ultimate victory of lie and fiction over truth and reality.

Terrorism should be considered a valuable tactic when it is used to put to death some noted leader of the oppressing forces well known for his cruelty, his efficiency in repression, or other quality that makes his elimination useful. But the killing of persons of small importance is never advisable, since it brings on an increase of reprisals, including deaths.

Our lives are marked by the people who choose to matter more: the teacher who encouraged our curiosity, the neighbor who lent a helping hand in time of need, the great leaders and perceptive thinkers whose vision and innovation improve the quality of our lives. And that's what it means to matter more. It's not about pursuit of riches or fame. It's about making a difference in people's lives. Remembered or not, lived out in a small town or on the world stage, the journey of relevance matters.

The variable that marks some periods as barren and some as rich in prophetic vision is in the interest, the level of seeking, the responsiveness of the hearers. The variable is not in the presence or absence or the relative quality and force of the prophetic voices. The prophet grows in stature as people respond to his message...It is the seekers, then, who make the prophet.

Some leaders may be honest and good but unwise in legislation they choose to support. Others may possess wisdom but be dishonest and unvirtuous. We must be concerted in our desires and efforts to see men and women represent us who possess all three of these qualities.

As a member of the avant-garde who is capable of perceiving the conspiracy before it is fully obvious to an as yet unaroused public, the paranoid is a militant leader. He does not see social conflict as something to be mediated and compromised, in the manner of the working politician. Since what is at stake is always a conflict between absolute good and absolute evil, what is necessary is not compromise but the will to fight things out to a finish. Since the enemy is thought of as being totally evil and totally unappeasable, he must be totally eliminated–if not from the world, at least from the theatre of operations to which the paranoid directs his attention. This demand for total triumph leads to the formulation of hopelessly unrealistic goals, and since these goals are not even remotely attainable, failure constantly heightens the paranoid’s sense of frustration. Even partial success leaves him with the same feeling of powerlessness with which he began, and this in turn only strengthens his awareness of the vast and terrifying quality of the enemy he opposes.

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.

Remember, the only real leader you have is Jesus Christ. Unless you are daily taught of Him you will not be able to make the right decisions. To get to Him you need to pray, but it needs to be prayer of a unique quality. You can pray all night and all day and still not be in touch with His will. Prayer is not full and effective unless it adds up to our learning to wait upon the Lord for Him to make known His will. He needs to break down our tendency to cry out in prayer "Your will be done," and then to get up and still try to impose our will on circumstances.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Products with a clear sense of WHY give people a way to tell the outside world who they are and what they believe. Remember, people don’t buy WHAT you do, they buy WHY you do it. If a company does not have a clear sense of WHY then it is impossible for the outside world to perceive anything more than WHAT the company does. And when that happens, manipulations that rely on pushing price, features, service or quality become the primary currency of differentiation.

Mechanized warfare still left room for human qualities to play an important part in the issue. ‘Automatic warfare’ cancels them out, except in a passive form. Archidamus is at last being justified. Courage, skill and patriotism become shrinking assets. The most virile nation might not be able to withstand another, inferior to it in all natural qualities, if the latter had some decisively superior technical appliance. (...)The advent of ‘automatic warfare’ should make plain the absurdity of warfare as a means of deciding nations’ claims to superiority. It blows away romantic vapourings about the heroic virtues of war, utilized by aggressive and ambitious leaders to generate a military spirit among their people. They can no longer claim that war is any test of a people’s fitness, or even of its national strength. Science has undermined the foundations of nationalism, at the very time when the spirit of nationalism is most rampant.

Self proclamation of authoritative titles is a common phenomenon among religious and/or occult sect leaders. A cursory survey of this primarily 20th century phenomenon will instantly reveal a multitude of self-declared Masters, High Priests, gurus, Ipsissimi, Bhaghwani, etc.. I am pleased that I cannot count myself among such types. Legitimate religious teachers and scholars know that a genuine spiritual leader is one whose calling to lead is first noticed by those outside of him or herself based on certain qualities, abilities, and actions and then must subsequently be accepted by the individual in question as his or her destiny. This contrasts with those whose will to lead is born simply out of the mundane wish to be a leader. In such cases the goal being to reap the rewards a title brings without the hard work and the innate, manifest qualities which validate the position; in short what might be considered a 'false prophet'." --“From the Eye of the Storm” (Zeena's column for the SLM) Volume II – Winter Issue (2003): “One Year Later...

Generally, a mood will run its course in an inteligent man; if a woman doesn't puncture it prematurely, the man will puncture it himself. He will regain his senses somewhere along the way; he will say, "Now wait, we had better think about this." That is, if his wife hasn't said five minutes before, "Now, dear, don't you think we had better think about this?" Because then he won't, of course. If a woman is needling, it is doubly hard for a man to come out of a mood. That intensifies it. A man is really in a kind of travail when he is in a mood. He needs help, not needling, but feminine help. He probably won't thank you for it, but inside he will be awfully grateful. When a woman has to deal with a man in a mood, she generally does the wrong thing. She generally gets her animus out, that nasty thing, and says, "Now, look, this is utter nonsense, stop it. We don't need any more fishline leader." That is just throwing gasoline on the fire. There will be an anima-animus exchange, and all will be lost. The two are in the right hand and in the left hand of the goddess Maya, and you might as well give up for the afternoon. There is, however, a point of genius that a woman can bring forth if she is capable of it and willing to do it. If she will become more feminine than the mood attacking the man , she can dispel it for him. But this is a very, very difficult thing for a woman to do. Her automatic response is to let out the sword of the animus and start hacking away. But if a woman can be patient with a man and not critical, but represent for him a true feminine quality, then, as soon as his sanity is sufficiently back for him to comprehend such subtleties, he will likely come out of his mood. A wife can help a great deal if she will function from her feminine side in this way. She has to have a mature feminity to do this, a femininity that is strong enough to stand in the face of this spurious femininity the man is producing.

No one is charismatic. Someone becomes charismatic in history, socially. The question for me is once again the problem of humility. If the leader discovers that he is becoming charismatic not because of his or her qualities but because mainly he or she is being able to express the expectations of a great mass of people, then he or she is much more of a translator of the aspirations and dreams of the people, instead of being the creator of the dreams. In expressing the dreams, he or she is recreating these dreams. If he or she is humble, I think that the danger of power would diminish.

David Lloyd George had been to Germany, and been so dazzled by the Führer that he compared him to George Washington. Hitler was a ‘born leader’, declared the befuddled former British Prime Minister. He wished that Britain had ‘a man of his supreme quality at the head of affairs in our country today’. This from the hero of the First World War! The man who had led Britain to victory over the Kaiser!

Gideon,” he said, “think for a minute about the qualities that a leader—even a co-leader—is required to have. He’s a team player. He’s good at inspiring others. He’s able to hide his true feelings, put up a false front when necessary. He projects confidence at all times—even if he doesn’t feel confident. He can’t be a freelancer. And he’s certainly not a loner. Now, tell me: do any of these qualities describe you?

Among the admirable achievements of Hannibal is included in this: that although he led a huge army, made up of countless different races, on foreign campaigns, there was never any dissension, either among the troops themselves or against their leader, whether things were going well or badly. For this, inhuman cruelty was wholly responsible. It was this, along with his countless other qualities, which made him feared and respected by his soldiers. If it had not been for his cruelty, his other qualities would not have been enough. The historians, having given little thought to this, on the one hand admire what Hannibal achieved, and on the other condemn what made his achievements possible.

However, one intriguing shift that suggests there are limits to automation was the recent decision by Toyota to systematically put working humans back into the manufacturing process. In quality and manufacturing on a mass scale, Toyota has been a global leader in automation technologies based on the corporate philosophy of kaizen (Japanese for “good change”) or continuous improvement. After pushing its automation processes toward lights-out manufacturing, the company realized that automated factories do not improve themselves. Once Toyota had extraordinary craftsmen that were known as Kami-sama, or “gods” who had the ability to make anything, according to Toyota president Akio Toyoda.49 The craftsmen also had the human ability to act creatively and thus improve the manufacturing process. Now, to add flexibility and creativity back into their factories, Toyota chose to restore a hundred “manual-intensive” workspaces.

In the center of the movement, as the motor that swings it onto motion, sits the Leader. He is separated from the elite formation by an inner circle of the initiated who spread around him an aura of impenetrable mystery which corresponds to his “intangible preponderance.” His position within this intimate circle depends upon his ability to spin intrigues among its members and upon his skill in constantly changing its personnel. He owes his rise to leadership to an extreme ability to handle inner-party struggles for power rather than to demagogic or bureaucratic-organizational qualities. He is distinguished from earlier types of dictators in that he hardly wins through simple violence. Hitler needed neither the SA nor the SS to secure his position as leader of the Nazi movement; on the contrary, Röhm, the chief of the SA and able to count upon its loyalty to his own person, was one of Hitler’s inner-party enemies. Stalin won against Trotsky, who not only had a far greater mass appeal but, as chief of the Red Army, held in his hands the greatest power potential in Soviet Russia at the time. Not Stalin, but Trotsky, moreover, was the greatest organizational talent, the ablest bureaucrat of the Russian Revolution. On the other hand, both Hitler and Stalin were masters of detail and devoted themselves in the early stages of their careers almost entirely to questions of personnel, so that after a few years hardly any man of importance remained who did not owe his position to them.

the course of time, all of Apple’s competitors lost their WHY. Now all those companies define themselves by WHAT they do: we make computers. They turned from companies with a cause into companies that sold products. And when that happens, price, quality, service and features become the primary currency to motivate a purchase decision. At that point a company and its products have ostensibly become commodities. As any company forced to compete on price, quality, service or features alone can attest, it is very hard to differentiate for any period of time or build loyalty on those factors alone.

In this chapter I will describe the effects of the data deluge on all members of society generally and how it erodes the confidence, judgment, and decisiveness of leaders in particular. Then I will show the paradoxical side of the data deluge. Despite its anxiety-provoking effects, the proliferation of data also has an addictive quality. Leaders, healers, and parents “imbibe” data as a way of dealing with their own chronic anxiety. The pursuit of data, in almost any field, has come to resemble a form of substance abuse, accompanied by all the usual problems of addiction: self-doubt, denial, temptation, relapse, and withdrawal. Leadership training programs thus wind up in the codependent position of enablers, with publishers often in the role of “suppliers.” What does it take to get parents, healers, and managers, when they hear of the latest quick-fix fad that has just been published, to “just say no”?

That figure stood for a long time wholly in the light; this arose from a certain legendary dimness evolved by the majority of heroes, and which always veils the truth for a longer or shorter time; but to-day history and daylight have arrived. That light called history is pitiless; it possesses this peculiar and divine quality, that, pure light as it is, and precisely because it is wholly light, it often casts a shadow in places where people had hitherto beheld rays; from the same man it constructs two different phantoms, and the one attacks the other and executes justice on it, and the shadows of the despot contend with the brilliancy of the leader. Hence arises a truer measure in the definitive judgments of nations. Babylon violated lessens Alexander, Rome enchained lessens Caesar, Jerusalem murdered lessens Titus, tyranny follows the tyrant. It is a misfortune for a man to leave behind him the night which bears his form.

Strive to do small things well. Be a doer and a self-starter—aggressiveness and initiative are two most admired qualities in a leader—but you must also put your feet up and think. Strive for self-improvement through constant self-evaluation. Never be satisfied. Ask of any project, How can it be done better? Don’t overinspect or oversupervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat. Keep the troops informed; telling them “what, how, and why” builds their confidence. The harder the training, the more troops will brag. Enthusiasm, fairness, and moral and physical courage—four of the most important aspects of leadership. Showmanship—a vital technique of leadership. The ability to speak and write well—two essential tools of leadership. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities. Have consideration for others. Yelling detracts from your dignity; take men aside to counsel them. Understand and use judgment; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly. Stay ahead of your boss.

Dale Carnegie was a master at identifying potential leaders. Once asked by a reporter how he had managed to hire forty-three millionaires, Carnegie responded that the men had not been millionaires when they started working for him. They had become millionaires as a result. The reporter next wanted to know how he had developed these men to become such valuable leaders. Carnegie replied, “Men are developed the same way gold is mined. Several tons of dirt must be moved to get an ounce of gold. But you don’t go into the mine looking for dirt,” he added. “You go in looking for the gold.” That’s exactly the way to develop positive, successful people. Look for the gold, not the dirt; the good, not the bad. The more positive qualities you look for, the more you are going to find.

Well, anyhow, the practical outcome of all these damn democratic ideas, is that men of our quality -- yes, damn it! we have a quality -- excuse themselves from the hard and thankless service they owe -- not to the crowd, Dick, but to the race. (Much good it will do is to shirk like that in the long run.) We will not presume, we say, no. We shrug our shoulders and leave the geese, the hungry sheep, the born followers, call them what you will, to the leaders who haven't our scruples. The poor muts swallow those dead old religions no longer fit for human consumption, and we say 'let 'em.' They devour their silly newspapers. They let themselves be distracted from public affairs by games, by gambling, by shows and coronations and every soft of mass stupidity, while the stars in their courses plot against them. We say nothing. Nothing audible. We mustn't destroy the simple faith that is marching them to disaster. We mustn't question their decisions. That wouldn't be democratic. And then we sit here and say privately that the poor riff-raff are failing to adapt themselves to those terrible new conditions -- as if they had had half a chance of knowing how things stand with them. They are shoved about by patriotisms, by obsolete religious prejudices, by racial delusions, by incomprehensible economic forces. Amid a growth of frightful machinery...

India is a land where contradictions will continue to abound, because there are many Indias that are being transformed, with different levels of intensity, by different forces of globalization. Each of these Indias is responding to them in different ways. Consider these coexisting examples of progress and status quo: India is a nuclear-capable state that still cannot build roads that will survive their first monsoon. It has eradicated smallpox through the length and breadth of the country, but cannot stop female foeticide and infanticide. It is a country that managed to bring about what it called the ‘green revolution’, which heralded food grain self-sufficiency for a nation that relied on external food aid and yet, it easily has the most archaic land and agricultural laws in the world, with no sign of anyone wanting to reform them any time soon. It has hundreds of millions of people who subsist on less that a dollar a day, but who vote astutely and punish political parties ruthlessly. It has an independent judiciary that once set aside even Indira Gandhi’s election to parliament and yet, many members of parliament have criminal records and still contest and win elections from prison. India is a significant exporter of intellectual capital to the rest of the world—that capital being spawned in a handful of world class institutions of engineering, science and management. Yet it is a country with primary schools of pathetic quality and where retaining children in school is a challenge. India truly is an equal opportunity employer of women leaders in politics, but it took over fifty years to recognize that domestic violence is a crime and almost as long to get tough with bride burning. It is the IT powerhouse of the world, the harbinger of the offshore services revolution that is changing the business paradigms of the developed world. But regrettably, it is also the place where there is a yawning digital divide.

So, a leader doesn’t have to possess all the virtuous qualities I’ve mentioned, but it’s absolutely imperative that he seem to possess them. I’ll go so far as to say this: if he had those qualities and observed them all the time, he’d be putting himself at risk. It’s seeming to be virtuous that helps; as, for example, seeming to be compassionate, loyal, humane, honest and religious. And you can even be those things, so long as you’re always mentally prepared to change as soon as your interests are threatened. What you have to understand is that a ruler, especially a ruler new to power, can’t always behave in ways that would make people think a man good, because to stay in power he’s frequently obliged to act against loyalty, against charity, against humanity and against religion. What matters is that he has the sort of character that can change tack as luck and circumstances demand, and, as I’ve already said, stick to the good if he can but know how to be bad when the occasion demands. So a ruler must be extremely careful not to say anything that doesn’t appear to be inspired by the five virtues listed above; he must seem and sound wholly compassionate, wholly loyal, wholly humane, wholly honest and wholly religious. There is nothing more important than appearing to be religious. In general people judge more by appearances than first-hand experience, because everyone gets to see you but hardly anyone deals with you directly. Everyone sees what you seem to be, few have experience of who you really are, and those few won’t have the courage to stand up to majority opinion underwritten by the authority of state

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

When an independent company undertakes to travel across the plains, they are generally too independent for their own safety and good. There never was and never will be a people in heaven nor on earth, in time nor in eternity, that can be considered truly and entirely independent of counsel and direction. Our independent companies entertain the same mistaken views of independence as people generally do of the independence of a Republican Government. Man in his ignorance is impatient of control, and when he finds himself from under its influence he supposes that he is then independent, or, in other words, that he is a free man. Independence so viewed and so employed, either individually or collectively, religiously or politically, must open a wide arena of action for all the evil, selfish and malignant qualities of depraved men, introducing distraction into every ramification of society, destroying confidence, checking the onward progress of industry and universal prosperity, and bringing in famine, pestilence and destruction everywhere. . . . Individual self-government lies at the root of all true and effective government, whether in heaven or on earth. Those who govern should be wiser and better than the governed, that the lesser may be blessed of the greater. Were this so, then the people would willingly repose their dearest interests to the trusts of their rulers or leaders, and with a feeling of pleasure bow to and carry out to the letter their instructions and conclusions on all matters that pertained to the general good. This will apply to great kingdoms and mighty nations, to small companies of immigrants crossing the plains, or to the home circle. A Republican Government in the hands of a wicked people must terminate in woe to that people, but in the hands of the righteous it is everlasting, while its power reaches to heaven.

Naturally, society has an indisputable right to protect itself against arrant subjectivisms, but, in so far as society is itself composed of de-individualized human beings, it is completely at the mercy of ruthless individualists. Let it band together into groups and organizations as much as it likes – it is just this banding together and the resultant extinction of the individual personality that makes it succumb so readily to a dictator. A million zeros joined together do not, unfortunately, add up to one. Ultimately everything depends on the quality of the individual, but our fatally short-sighted age thinks only in terms of large numbers and mass organizations, though one would think that the world had seen more than enough of what a well-disciplined mob can do in the hand of a single madman. Unfortunately, this realization does not seem to have penetrated very far - and our blindness is extremely dangerous. People go on blithely organizing and believing in the remedy of mass action, without the least consciousness of the fact that the most powerful organizations can be maintained only by the greatest ruthlessness of their leaders and the cheapest of slogans. Curiously enough, the Churches too want to avail themselves of mass action in order to cast out the devil with Beelzebub – the very Churches whose care is the salvation of the individual soul. They too do not appear to have heard anything of the elementary axiom of mass psychology, that the individual becomes morally and spiritually inferior in the mass, and for this reason they do not burden themselves overmuch with their real task of helping the individual to achieve a metanoia, or rebirth of the spirit – deo concedente. It is, unfortunately, only too clear that if the individual is not truly regenerated in spirit, society cannot be either, for society is the sum total of individuals in need of redemption. I can therefore see it only as a delusion when the Churches try – as they apparently do – to rope the individual into a social organization and reduce him to a condition of diminished responsibility, instead of raising him out of the torpid, mindless mass and making clear to him that he is the one important factor and that the salvation of the world consists in the salvation of the individual soul.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

...The gulag—with its millions of victims, if you listen to Solzehnitsyn and Sakharov—supposedly existed in the Soviet Union right down to the very last days of communism. If so—as I've asked before—where did it disappear to? That is, when the communist states were overthrown, where were the millions of stricken victims pouring out of the internment camps with their tales of torment? I'm not saying they don't exist; I'm just asking, where are they? One of the last remaining camps, Perm-35—visited in 1989 and again in '90 by Western observers—held only a few dozen prisoners, some of whom were outright spies, as reported in the Washington Post. Others were refuseniks who tried to flee the country. The inmates complained about poor-quality food, the bitter cold, occasional mistreatment by guards. I should point out that these labor camps were that: they were work camps. They weren't death camps that you had under Nazism where there was a systematic extermination of the people in the camps. So there was a relatively high survival rate. The visitors also noted that throughout the 1980s, hundreds of political prisoners had been released from the various camps, but hundreds are not millions. Even with the great fall that took place after Stalin, under Khrushchev, when most of the camps were closed down...there was no sign of millions pouring back into Soviet life—the numbers released were in the thousands. Why—where are the victims? Why no uncovering of mass graves? No Nuremburg-style public trials of communist leaders, documenting the widespread atrocities against these millions—or hundreds of millions, if we want to believe our friend at the Claremont Institute. Surely the new...anti-communist rulers in eastern Europe and Russia would have leaped at the opportunity to put these people on trial. And the best that the West Germans could do was to charge East German leader Erich Honecker and seven of his border guards with shooting persons who tried to escape over the Berlin Wall. It's a serious enough crime, that is, but it's hardly a gulag. In 1955[sic], the former secretary of the Prague communist party was sentenced to two and a half years in prison. 'Ah, a gulag criminal!' No, it was for ordering police to use tear gas and water cannons against demonstrators in 1988. Is this the best example of bloodthirsty communist repression that the capitalist restorationists could find in Czechoslovakia? An action that doesn't even qualify as a crime in most Western nations—water cannons and tear gas! Are they kidding? No one should deny that crimes were committed, but perhaps most of the gulag millions existed less in reality and more in the buckets of anti-communist propaganda that were poured over our heads for decades.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

It has been noted in various quarters that the half-illiterate Italian violin maker Antonio Stradivari never recorded the exact plans or dimensions for how to make one of his famous instruments. This might have been a commercial decision (during the earliest years of the 1700s, Stradivari’s violins were in high demand and open to being copied by other luthiers). But it might also have been because, well, Stradivari didn’t know exactly how to record its dimensions, its weight, and its balance. I mean, he knew how to create a violin with his hands and his fingers but maybe not in figures he kept in his head. Today, those violins, named after the Latinized form of his name, Stradivarius, are considered priceless. It is believed there are only around five hundred of them still in existence, some of which have been submitted to the most intense scientific examination in an attempt to reproduce their extraordinary sound quality. But no one has been able to replicate Stradivari’s craftsmanship. They’ve worked out that he used spruce for the top, willow for the internal blocks and linings, and maple for the back, ribs, and neck. They’ve figured out that he also treated the wood with several types of minerals, including potassium borate, sodium and potassium silicate, as well as a handmade varnish that appears to have been composed of gum arabic, honey, and egg white. But they still can’t replicate a Stradivarius. The genius craftsman never once recorded his technique for posterity. Instead, he passed on his knowledge to a number of his apprentices through what the philosopher Michael Polyani called “elbow learning.” This is the process where a protégé is trained in a new art or skill by sitting at the elbow of a master and by learning the craft through doing it, copying it, not simply by reading about it. The apprentices of the great Stradivari didn’t learn their craft from books or manuals but by sitting at his elbow and feeling the wood as he felt it to assess its length, its balance, and its timbre right there in their fingertips. All the learning happened at his elbow, and all the knowledge was contained in his fingers. In his book Personal Knowledge, Polyani wrote, “Practical wisdom is more truly embodied in action than expressed in rules of action.”1 By that he meant that we learn as Stradivari’s protégés did, by feeling the weight of a piece of wood, not by reading the prescribed measurements in a manual. Polyani continues, To learn by example is to submit to authority. You follow your master because you trust his manner of doing things even when you cannot analyze and account in detail for its effectiveness. By watching the master and emulating his efforts in the presence of his example, the apprentice unconsciously picks up the rules of the art, including those which are not explicitly known to the master himself. These hidden rules can be assimilated only by a person who surrenders himself to that extent uncritically to the imitation of another.