Leaders Set The Tone Quotes

Leaders need to understand how profoundly they affect people, how their optimism and pessimism are equally infectious, how directly they set the tone and spirit of everyone around them.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

No one could have handled the stress that Michael was under perfectly, but optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist. —

The leader sets the tone for his followers. If something goes wrong and the leader acts worried or angry, then everyone picks up on that attitude and it spirals larger and larger.

Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

Many readers are familiar with the spirit and the letter of the definition of “prayer”, as given by Ambrose Bierce in his Devil’s Dictionary. It runs like this, and is extremely easy to comprehend: Prayer: A petition that the laws of nature be suspended in favor of the petitioner; himself confessedly unworthy. Everybody can see the joke that is lodged within this entry: The man who prays is the one who thinks that god has arranged matters all wrong, but who also thinks that he can instruct god how to put them right. Half–buried in the contradiction is the distressing idea that nobody is in charge, or nobody with any moral authority. The call to prayer is self–cancelling. Those of us who don’t take part in it will justify our abstention on the grounds that we do not need, or care, to undergo the futile process of continuous reinforcement. Either our convictions are enough in themselves or they are not: At any rate they do require standing in a crowd and uttering constant and uniform incantations. This is ordered by one religion to take place five times a day, and by other monotheists for almost that number, while all of them set aside at least one whole day for the exclusive praise of the Lord, and Judaism seems to consist in its original constitution of a huge list of prohibitions that must be followed before all else. The tone of the prayers replicates the silliness of the mandate, in that god is enjoined or thanked to do what he was going to do anyway. Thus the Jewish male begins each day by thanking god for not making him into a woman (or a Gentile), while the Jewish woman contents herself with thanking the almighty for creating her “as she is.” Presumably the almighty is pleased to receive this tribute to his power and the approval of those he created. It’s just that, if he is truly almighty, the achievement would seem rather a slight one. Much the same applies to the idea that prayer, instead of making Christianity look foolish, makes it appear convincing. Now, it can be asserted with some confidence, first, that its deity is all–wise and all–powerful and, second, that its congregants stand in desperate need of that deity’s infinite wisdom and power. Just to give some elementary quotations, it is stated in the book of Philippians, 4:6, “Be careful for nothing; but in everything by prayer and supplication and thanksgiving, let your requests be known to God.” Deuteronomy 32:4 proclaims that “he is the rock, his work is perfect,” and Isaiah 64:8 tells us, “Now O Lord, thou art our father; we art clay and thou our potter; and we are all the work of thy hand.” Note, then, that Christianity insists on the absolute dependence of its flock, and then only on the offering of undiluted praise and thanks. A person using prayer time to ask for the world to be set to rights, or to beseech god to bestow a favor upon himself, would in effect be guilty of a profound blasphemy or, at the very least, a pathetic misunderstanding. It is not for the mere human to be presuming that he or she can advise the divine. And this, sad to say, opens religion to the additional charge of corruption. The leaders of the church know perfectly well that prayer is not intended to gratify the devout. So that, every time they accept a donation in return for some petition, they are accepting a gross negation of their faith: a faith that depends on the passive acceptance of the devout and not on their making demands for betterment. Eventually, and after a bitter and schismatic quarrel, practices like the notorious “sale of indulgences” were abandoned. But many a fine basilica or chantry would not be standing today if this awful violation had not turned such a spectacularly good profit. And today it is easy enough to see, at the revival meetings of Protestant fundamentalists, the counting of the checks and bills before the laying on of hands by the preacher has even been completed. Again, the spectacle is a shameless one.

Large or small, our actions forge our futures, hopefully inspiring others along the way. Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable. In times of adversity and change, we really discover who we are and what we’re made of. Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along. Fixing moments, like mopping a dirty floor, only provides short-term satisfaction. But take the time to understand the cause of the problem—like how to keep a floor from getting so dirty in the first place—solves, and maybe eliminates, a problem. How leaders embody the values they espouse sets a tone, an expectation, that guides their employees’ behaviors. While I would not want to constantly battle against the odds, the raw feeling of accomplishing something that others did not think possible, or leading people beyond where they thought they could go, is extremely gratifying.

It is this fact which gives America its utter newness. All civilizations we know of were shaped by exclusive minorities of kings, nobles, priests, and the equivalents of the intellectual. It was they who formulated the ideals, aspirations, and values, and it was they who set the tone. America is the only instance of a civilization shaped and colored by the tastes and values of common folk. No elite of whatever nature can feel truly at home in America. This is true not only of the aristocrat proper, but also of the intellectual, the military leader, the business tycoon, and even the labor leader.

Many of us from dysfunctional families are struggling. We need more help, it takes a village and we're trying to find ours. We are looking to family and possibly some friends who are still displaying destructive patterns of behavior that we don't want passed on to our children. How do we break the cycle? It starts with us, we have to create new circles and change the people we surround ourselves with. It's not easy letting go but necessary for our personal growth and well being, as well as generations to come. Our children will embrace what we accept as the norm because they are looking to us for guidance and direction. We set the tone for what's okay acceptable and unacceptable. We are the leaders and they will follow suit.

Proclamation, the preaching of the Gospel, should be central to Christian worship. The sermon is the central dynamic in the worship experience. It is the fulcrum upon which the entire service of worship hinges. Everything that comes before it should point to it, and everything that comes after it should issue out of it. Because of this, the pastor is the worship leader of the church. In too many places and in too many circumstances, worship is only identified with something we do before the sermon. That is, we think the worship leader is one who leads choruses or spiritual songs. The dynamic of the worship experience is a complete package, and it is the sermon, the preaching of the Gospel, that must be central to it. It is the poastor himself who sets the tone for worship.

The theory of the revolution was based on a flagrant popular perversion of the doctrines of equality and democracy. Above all things the mass-mind is most bitterly resentful of superiority. It will not tolerate the thought of an élite; and under a political system of universal suffrage, the mass-mind is enabled to make its antipathies prevail by sheer force of numbers. Under this system, as John Stuart Mill said, the test of a great mind is its power of agreement with the opinions of small minds; hence the intellectual tone of a society thus hamstrung is inevitably set by such opinions. In the prevalent popular view, therefore,—the view insisted upon and as far as possible enforced by the mass-men whom the masses instinctively cleave to and choose as leaders,—in this view the prime postulate of equality is that in the realm of the spirit as well as of the flesh, everybody is able to enjoy anything that anybody can enjoy; and the prime postulate of democracy is that there shall be nothing for anybody to enjoy that is not open for everybody to enjoy.

The Queen sets the tone. What a wonderful beautiful domino effect that her stance on acceptance will have. As the leader of a society she just boldly conveyed that it's okay to accept people where they are.

When it comes to establishing a norm for a team, a measure of judgment is required of a leader. While there is no doubt that the person in charge must set the tone based on a personal belief about what will lead to the best results for the organization, the leader also needs to take into account the capabilities and attitudes of the staff members. This is something of a balancing act.

Leaders set the tone. When they openly demonstrate the joy and passion they have for their organizations, team members, clients, and even challenges, leaders send a very powerful message to others that it's perfectly acceptable for people to make public displays of playfulness.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And

Our children will embrace what we accept as the norm because they are looking to us for guidance and direction. We set the tone for what's okay acceptable and unacceptable. We are the leaders and they will follow suit.

Our children will embrace what we accept as the norm because they are looking to us for guidance and direction. We set the tone for what's okay acceptable and unacceptable. We are the leaders and they will follow suit.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t.

Leaders of an organization, whether deliberately or inadvertently, set and reinforce the organizational values, norms, and expectations through their actions. Audit, accounting, and ethics experts have long observed that the “tone at the top” predicts the likelihood of fraud and other unethical practices. We believe that “tone at the top” also determines what signals are generated or not generated.

The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

An integral part of a public offering is a “road show,” during which company leaders pitch their prospects to bankers and investment gurus. Brin and Page refused to see themselves as supplicants. According to Lise Buyer, the founders routinely spurned any advice from the experienced financial team they’d hired to guide them through the process. “If you told them you couldn’t do something a certain way, they would think you were an idiot,” she says. The tone of the road-show presentations was set early, as Brin and Page introduced themselves by first names, an opening more appropriate for bistro waiters than potential captains of industry. And of course they weren’t attired like executives—the day of their presentation of Google’s case to investors was one more in a lifetime of casual dress days for them. Google had prepared a video to promote the company, but viewers considered it amateurish. It was poorly lit and wasn’t even enlivened by the customary upbeat musical sound track. Though anyone who read the prospectus should have been prepared for that, some investors had difficulty with the heresy that Google was willing to forgo some profits for its founders’ idealistic views of what made the world a better place. On the video Brin cautioned that Google might apply its resources “to ameliorate a number of the world’s problems.” Probably the low point of the road show was a massive session involving 1,500 potential investors at the Waldorf-Astoria hotel in New York. Brin and Page caused a firestorm by refusing to answer many questions, cracking jokes instead. According to The Wall Street Journal, “Some investors sitting in the ballroom began speculating with each other whether the executives had spent any time practicing the presentation, or if they were winging it.” The latter was in fact the case—despite the desperate urging of Google’s IPO team, Page and Brin had refused to perform even a cursory run-through.

Therefore, the Burmese felt no particular urge to understand their colonial rulers. This indifference was also encouraged by British attitudes. While the Englishman tended to see the Hindus as ‘serious’, ‘mysterious’, ‘deep’, ‘introverted’, and so on, he usually saw the Burmese as ‘gay’, ‘open’, ‘careless’, ‘childlike’, not a people who needed deep philosophical interpretation. The Burmese returned the compliment by assuming that there was not much that they needed to know about the Englishman beyond the necessities of unavoidable intercourse between the ruler and the ruled. How different it was from India, with the earnest, almost obsessive desire for comprehension at the intellectual level that was producing a string of scholars and philosophers in the western mould! It was true that such Indians constituted only a tiny section of the population, but their impact was strong on the upper classes; and they set the tone for those who would be leaders in the independence movements that were to gather momentum in the twentieth century. II

How do you enter a room? How do you walk into a job interview? How do you approach a sales prospect for the first time? Accomplished leaders know that the way they make an entrance can project their confidence and set the tone for their interaction with others. Use your poise, postures, and gestures to make it grand.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

Opposition leader Tony Abbott also promptly set his tone about her, taunting her as an untrustworthy political assassin—a rich description from a man who had ambushed his own leader, Malcolm Turnbull, and snatched his party’s leadership by just one vote on 1 December 2009.

She’d fooled herself into thinking this was an adventure when it was just an elaborate prison. “Sorry to disappoint,” she replied, her tone perhaps a little sullen. “But you picked someone who knows the least about anything. I’m not some high up leader who makes the decisions and knows every secret about Beta. I grew up in the base of the city, with barely enough food and water to survive. And then even less when I was orphaned and sent to live with all the other kids without families. Trust me. If you wanted secrets about Beta? You should have picked someone else. I’m a nobody, Arges. I know nothing useful.” Perhaps her words shocked him. He stared at her with wide eyes, like she’d told him that the humans were planning on setting the entire ocean on fire. But it was the truth.

While the CEO sets the tone, it is team leaders who manage the details of action and interaction, with internal and external partners. Alignment mindset matters throughout the organization.

The performance of a company is closely tied to the personality and the values of the person at the top. And the personality and values of the person at the top set the tone of the culture.

What China cannot ignore is how the narrative of the CCP as the champion and redeemer of a victimised China could dangerously narrow China’s options if an accident with the US or Japan should occur. War is not in China’s interest, and Beijing may for all the reasons I have earlier set out, want to contain the incident. But Beijing could be trapped by its own historical narrative, and the highly nationalistic public opinion that the CCP both cultivates and fears may force China down paths it does not really want to travel. I think Chinese leaders are aware of this danger but cannot abandon or tone down the narrative they have chosen to legitimate their right to rule because they have no convincing replacement.

You will learn that as a leader your best means of moving people in your direction lies in setting the right tone through your attitude, empathy, and work ethic.

It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

Under Young’s lenses, they become darker yet and serve as the brooding centers of these overwhelmingly beautiful films. Black skin, full of unexpected gradations of blue, purple, or ocher, sets a tone for the narrative: Adenike lost in thought on her wedding day, King on an evening telephone call to his wife or in discussion in a jail cell with other civil rights leaders. In a larger culture that tends to value black people for their abilities to jump, dance, or otherwise entertain, these moments of inwardness open up a different space of encounter.

It became forbidden to use rational thought. Early Church leader Tertullian, advocating faith rather than rational thought said, “The son of god died: It must needs be believed because it is absurd”. He (Christ) was buried and rose again: it is certain because it is impossible”. Early Catholic leaders consciously proscribed and established as heretical any thinking that might incite challenge. Theodosius I, Emperor of Byzantium issued an edict allowing worship only of the Christian father and son, banning the worship of any deities or pagan ideas, in 389 CE. The writings of the early Church fathers were thus left undisputed by rival philosophies and in time they came to have the same weight as the Bible itself. All of this was revealed “truth”. It is of great importance to understand that most of what has passed down to Christians as “sin” especially sexual sin, had nothing to do with the man called Christ or even of the books (new testament) written by those who never knew him (Mark 60 CE., Mathew 90 CE, Luke 90 CE., John 90 CE.). Instead these views of sin and what it was to be Christian came from a few influential fathers of the early Church, writing as the Roman empire died.Augustine, the greatest early Christian “thinker” of them all said: “This is the disease of curiosity… It is this which drives us to try and discover the secrets of nature, those secrets which are beyond our understanding, which can avail us nothing and which man should not wish to learn.” With these words, Augustine set the spirit and tone for the Dark Ages to come. Early Church fathers greatly feared any challenge to their ideas. Their fear of knowledge led to a shutting down of all free thought. Bishops deliberately outlawed and declared heretical any thoughts that might lead to a more open minded atmosphere. They strove to codify as fact, a narrow interpretation of the gospels. To do so they altered some gospels and outlawed hundreds of others to project the particular “truth” they had chosen. Their thought centered on sin, the depravity of sex and the merit of suffering as much as Christ. Since Christian fathers had little interest in the vast wealth of learning compiled by the pagan Greeks and Romans, they simply stopped copying and disseminating these works and substituted a carefully edited and selected group of books to comprise the Bible. Almost the only other learning that was supported were the works of the early Church fathers designating a selected and censored Christianity.

How leaders embody the values they espouse sets a tone, an expectation, that guides their employees’ behaviors.

the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist. —

Hitler and Mussolini, by contrast, not only felt destined to rule but shared none of the purists’ qualms about competing in bourgeois elections. Both set out—with impressive tactical skill and by rather different routes, which they discovered by trial and error—to make themselves indispensable participants in the competition for political power within their nations. Becoming a successful political player inevitably involved losing followers as well as gaining them. Even the simple step of becoming a party could seem a betrayal to some purists of the first hour. When Mussolini decided to change his movement into a party late in 1921, some of his idealistic early followers saw this as a descent into the soiled arena of bourgeois parliamentarism. Being a party ranked talk above action, deals above principle, and competing interests above a united nation. Idealistic early fascists saw themselves as offering a new form of public life—an “antiparty”—capable of gathering the entire nation, in opposition to both parliamentary liberalism, with its encouragement of faction, and socialism, with its class struggle. José Antonio described the Falange Española as “a movement and not a party—indeed you could almost call it an anti-party . . . neither of the Right nor of the Left." Hitler’s NSDAP, to be sure, had called itself a party from the beginning, but its members, who knew it was not like the other parties, called it “the movement” (die Bewegung). Mostly fascists called their organizations movements or camps or bands or rassemblements or fasci: brotherhoods that did not pit one interest against others, but claimed to unite and energize the nation. Conflicts over what fascist movements should call themselves were relatively trivial. Far graver compromises and transformations were involved in the process of becoming a significant actor in a political arena. For that process involved teaming up with some of the very capitalist speculators and bourgeois party leaders whose rejection had been part of the early movements’ appeal. How the fascists managed to retain some of their antibourgeois rhetoric and a measure of “revolutionary” aura while forming practical political alliances with parts of the establishment constitutes one of the mysteries of their success. Becoming a successful contender in the political arena required more than clarifying priorities and knitting alliances. It meant offering a new political style that would attract voters who had concluded that “politics” had become dirty and futile. Posing as an “antipolitics” was often effective with people whose main political motivation was scorn for politics. In situations where existing parties were confined within class or confessional boundaries, like Marxist, smallholders’, or Christian parties, the fascists could appeal by promising to unite a people rather than divide it. Where existing parties were run by parliamentarians who thought mainly of their own careers, fascist parties could appeal to idealists by being “parties of engagement,” in which committed militants rather than careerist politicians set the tone. In situations where a single political clan had monopolized power for years, fascism could pose as the only nonsocialist path to renewal and fresh leadership. In such ways, fascists pioneered in the 1920s by creating the first European “catch-all” parties of “engagement,”17 readily distinguished from their tired, narrow rivals as much by the breadth of their social base as by the intense activism of their militants. Comparison acquires some bite at this point: only some societies experienced so severe a breakdown of existing systems that citizens began to look to outsiders for salvation. In many cases fascist establishment failed; in others it was never really attempted.

Love and trust are mutual. Many, many other things we care about—laws, manners, prices, and really the bulk of our daily experience—are co-created by all of us and improved or degraded by what we bring to them. Therefore, James believed, the pattern we set and the tone we take with others are immensely more important than any argument we might make.

The leaders of field organizing, Steve Hildebrand and Paul Tewes, had put up a makeshift poster that was a reminder to all in the office of what we were doing and how we were doing it: respect, empower, include. It didn’t come from Obama HQ in Chicago, but it spread around the state and eventually to every field office around the country. “Yes We Can” later became the official campaign slogan, but it was respect, empower, include that set the pattern and tone of the campaign, from which flowed bloom loops, interdependence, and the campaign Constellation.

This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

A leader’s job is to set the tone, the pace, and the standard.

A tyrant, in the future, is about to retire and turn over the 3 or so planets he controls to a younger aspirant. The young wife of the tyrant, however, wishes control to go to her, and to prove to her husband what a dreadful leader the aspirant would make. All time-travel experiments have failed, but there is a theoretical possibility that alternate presents could be reached. Instigated by the tyrant's wife, a research crew begins the job. MEANWHILE, the aspirant has let no grass grow beneath his feet; he responds to Project Alternate by hiring one of Earth's larges industrial corporations to build a fake alternate world, in which he rules, and all is wonderful. Now comes the tour de force. The tyrant's young wife learns about the construction of a fake alternate world. Her response: she engages a team of clever experts—along the lines of that in MISSION IMPOSSIBLE—to worm their way into the fake alternate world and plant fake fakes there, which will give it all away when the tyrant is brought to visit it. All seems clear at this point. The aspirant is having a fake alternate world being made; the tyrant's wife is busily subverting it. But—aha! Everyone's scheme is brought down in a great crash when a real alternate present is reached. The tyrant sets out to visit it—naturally. But it bears no relation at all to their own world. It is a 'board-game' world, with squares and the possibility of moving from one square to the next. Each square is a sort of alternate world on its own; the squares differ that much from one another in tone, structure, mood, color, with the characters themselves altering to fit into the Geist of each square. On one square, for example, all food tastes marvelous. On the next square, milk is a deadly poison. And so on. Ultimately, the characters discover the nature of this world: each square represents a particular mushroom, and that of a poisonous mushroom is a poisonous micro-world . . . the morel square, of course, being nearly on a level with heaven.

Only those who lead by example and are willing to give everything for the cause and those under their command will succeed in that environment. A dynamic leader must be humble. A dynamic leader must recognize the sacrifices made by those who choose to follow his decisions. Arrogance has no place there. Real leaders need enough confidence to know when to make decisions and when to listen to those around him who may have more experience. A dynamic leader cannot be selfish. He must set the right tone with his commitment every day.