Leaders Rise To The Occasion Quotes

Not all leaders are elected, Finn. Some just rise to the occasion.

I know nothing about war. But let me tell you what I believe. I think running from responsibility breeds self-loathing and despair. I think people can, and do, rise to the occasion, and even a single person can make an incredible difference. What they need are leaders who believe in them, a belief that gives birth to hope. With hope, people can do remarkable things, amazing things.

The sight of every man rising to the occasion generated a wave of pure love in me. A good leader is supposed to inspire his men. But great men inspire their leader.

Bannon thrived on the chaos he created and did everything he could to make it spread. When he finally made his way through the crowd to the back of the town house, he put on a headset to join the broadcast of the Breitbart radio show already in progress. It was his way of bringing tens of thousands of listeners into the inner sanctum of the “Breitbart Embassy,” as the town house was ironically known, and thereby conscripting them into a larger project. Bannon was inordinately proud of the movement he saw growing around him, boasting constantly of its egalitarian nature. What to an outsider could look like a cast of extras from the Island of Misfit Toys was, in Bannon’s eyes, a proudly populist and “unclubbable” plebiscite rising up in defiant protest against the “globalists” and “gatekeepers” who had taken control of both parties. Just how Phil Robertson of Duck Dynasty figured into a plan to overthrow the global power structure wasn’t clear, even to many of Bannon’s friends. But, then, Bannon derived a visceral thrill anytime he could deliver a fuck-you to the establishment. The thousands of frustrated listeners calling in to his radio show, and the millions more who flocked to Breitbart News, had left him no doubt that an army of the angry and dispossessed was eager to join him in lobbing a bomb at the country’s leaders. As guests left the party, a doorman handed out a gift that Bannon had chosen for the occasion: a silver hip flask with “Breitbart” imprinted above an image of a honey badger, the Breitbart mascot. — Bannon’s cult-leader magnetism was a powerful draw for oddballs and freaks, and the attraction ran both ways. As he moved further from the cosmopolitan orbits of Goldman Sachs and Hollywood, there was no longer any need for him to suppress his right-wing impulses. Giving full vent to his views on subjects like immigration and Islam isolated him among a radical fringe that most of political Washington regarded as teeming with racist conspiracy theorists. But far from being bothered, Bannon welcomed their disdain, taking it as proof of his authentic conviction. It fed his grandiose sense of purpose to imagine that he was amassing an army of ragged, pitchfork-wielding outsiders to storm the barricades and, in Andrew Breitbart’s favorite formulation, “take back the country.” If Bannon was bothered by the incendiary views held by some of those lining up with him, he didn’t show it. His habit always was to welcome all comers. To all outward appearances, Bannon, wild-eyed and scruffy, a Falstaff in flip-flops, was someone whom the political world could safely ignore. But his appearance, and the company he kept, masked an analytic capability that was undiminished and as applicable to politics as it had been to the finances of corrupt Hollywood movie studios. Somehow, Bannon, who would happily fall into league with the most agitated conservative zealot, was able to see clearly that conservatives had failed to stop Bill Clinton in the 1990s because they had indulged this very zealotry to a point where their credibility with the media and mainstream voters was shot. Trapped in their own bubble, speaking only to one another, they had believed that they were winning, when in reality they had already lost.

Why a Book about Worship Design? Vast numbers of Christian corporate worship services are designed and led weekly all around the world. They appear on every continent on the earth and in most languages under heaven. Indeed, “From the rising of the sun to its setting the name of the LORD is [being] praised” (Ps. 113:3) somewhere among faithful Christians. Yet for as many services as we design, and for as many occasions of public worship as are offered, worship leaders still struggle with how to go about planning worship. Is it simply a matter of selecting the right songs to sing and programming the right “special music”? Is it a matter of shuffling the cards and laying them out in new configurations so as to intrigue worshipers from week to week? Do we adopt one tried-and-true order of service and stick with it, come what may? Or is worship design a free-for-all that requires little or no preparation, where the Spirit is expected to deliver the order of service on demand?

Dive Deep. Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdotes differ. No task is beneath them. Have Backbone; Disagree and Commit. Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly. Deliver Results. Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

One of the odd things about the desperate hours of the late 1930s, as Hitler dragged the world toward war, was how few of the world’s leaders really knew the German leader.1 Hitler was a mystery. Franklin Roosevelt, the American president throughout Hitler’s rise, never met him. Nor did Joseph Stalin, the Soviet leader. Winston Churchill, Chamberlain’s successor, came close while researching a book in Munich in 1932. He and Hitler twice made plans to meet for tea, but on both occasions Hitler stood him up.

The Amazon Deliver Results leadership principle states, “Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.” Shipping speed is a key input metric for Amazon. So, if you are customer obsessed, then you’re also obsessed with measuring and improving the shipping experience for customers.

As a leader you must have a little swagger, a healthy confidence that you are the right person for the job. Your self-assurance will instill confidence in others, confidence that they can meet the challenges, confidence that no matter the obstacles, you will rise to the occasion and lead them to success. But don’t mistake cockiness for confidence. You must be humble enough to see the value in every member of the team, and humble enough to seek counsel when needed. It is not mutually exclusive to be both confident and humble.

To develop influence, you have to teach other people how to think. Much of this comes through coaching and training and, again, role-modeling the behavior. Provide a safe, yet challenging, place for people to come to help them work through their thinking, and then hold them accountable to taking action. Push your team members. Issue them challenges and see who rises to the occasion. Regardless of your title, when you are challenging others to think differently and to become the best version of themselves by trying new things and getting out of their comfort zone, you can’t help but be seen as a leader.

And yet we are a resilient people, caretakers of a blessed nation. It has become a commonplace that we always rise to the occasion in this country. That is still true. And we surprise ourselves, never knowing with exact certainty from whence our next leader or hero will come—good reason to respect and defend one another as Americans, as fellow countrymen dedicated to a great proposition. Allow me a few simple illustrations. If you were sitting in a saloon in 1860, and someone told you that while he did not know who would win that year's presidential election, the next elected president after him was right then a little known leather tanner in Galena, Illinois, he would be laughed out of the saloon. But then came Ulysses S. Grant. If you were sitting at Franklin D. Roosevelt's inauguration, in 1933, and someone told you the next president was a little-known judge in Jackson County, Missouri, he would have been made to look the fool. But then came Harry S. Truman. If you were a political consultant in California in 1950 watching the bitter Senate race between Richard Nixon and Helen Gahagan Douglas (where Nixon labeled Douglas "the pink lady"), and you said that actor Ronald Reagan (who was then campaigning for Douglas) would someday be a Republican president and would crush the Soviet Union, your career would have been over.

Earn Trust: Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders don’t believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best. Dive Deep: Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them. Have Backbone; Disagree and Commit: Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly. Deliver Results: Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

Under pressure, you do not rise to the occasion; you sink to your level of training.