Management Vs Leadership Quotes

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

Too many kings can ruin an army

There is too much negativity in the world. Do your best to make sure you aren't contributing to it.

Restricted thoughts will keep you under the illusion that whatever you’re thinking is right and anyone who doesn’t think the same as you has no clue about how to run your business.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

You can’t sell it outside if you can’t sell it inside.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

In essence, leadership is the sense of calling to a higher purpose.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

True leaders live their values everywhere, not just in the workplace.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

If you are not taking the time to set your own goals, chances are pretty high someone else is doing it for you. So don't be surprised someday when you end up someplace you never hoped to be.

If you don’t know the men at your back by name, don’t be surprised if they won’t follow you into battle. On the other hand, don’t be surprised if they will, either, because there are countless other factors you must take into account. Leadership is a slippery commodity, not easily manufactured or understood.

Success will teach you who your real friends are.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

Values are deeply held personal beliefs that form your own priority code for living.

Values are the individual biases that allow you to decide which actions are true for you alone.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Leadership is familiar, but not well understood.

In all spheres of life, there are constraints. You have to develop your own strategy to overcome each constraint.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

It's not about how smart you are--it's about capturing minds.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Strive to be a person of action, good deeds and a willing vessel of hope.

The vanities of life:pleasure, possession, position and power.

A boss in essence is every woman willing to try, push, succeed, fail but ultimately do the work in her lifescape to make her mark on the world the way she wants to draw it.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

All leading from the rear gets you, is first place at the back of the line.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.

When you’re not on your own agenda, you’re prey to the agenda of others.

When you don’t know what true for you, everyone else has unusual influence.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

Let’s get right on top of the bottom line: You must live your personal values at work.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

Try not to take this the wrong way, but your brain is smarter than you are.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

The economy is in ruins! Bottom line? Good management will defeat a bad economy.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

Within each of us are two competing sides, a polarity of character. Only one leads to greatness.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

Don't let your employees do to you what you did to your former boss

Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.

Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.

An effective boss is someone who doesn’t have to boss around to be effective.

Leaders live by reality and not by assumptions!

As most managers never created a new business, how can you expect them to be innovative.

Richard Nixon coveted, to the point of obsession, a controversy-free, stage-managed coronation.

The heart of a company’s performance is hardwired to the hearts of its managers.

The high quality of a company’s customer experience rarely has anything to do with the high price of their product.

To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.

Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.

Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.

Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.

Emotional commitment is a personal choice. Managers understand this even if their companies don’t.

A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined.

What managers want most from companies they stop themselves from getting. What companies want most from managers they stop them from giving.

Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?

Do you think your people struggle with being true to themselves? Do their values match up with their work?

The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.

Your dreams and the dreams of your company may be different, but they are in no way incompatible.

Your company really has to work for you before you’ll really work for your company.

Imagine a world where what you say synchs up, not sinks down.

Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.

Leaders are chosen stewards.

What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.

Solitude helps the soul remember that life and work have two completely different meanings. It reminds us that we were created for greatness in relationship with others, not task lists and spreadsheets.

Management is about the position; leadership is a disposition that goes beyond positions. Managers minimize risks; leaders maximize contribution. Managers work through structures of stability; leaders work through dynamic change. While managers are defined by their position, leaders can emerge from any position.

I read about a number of generals and colonels who are said to have wandered about exhorting the troops to advance. That must have been very inspirational! I suspect, however, that the men were more interested and more impressed by junior officers and NCOs who were willing to lead them rather than having some general pointing out the direction in which they should go.

Now, everybody is searching for managers with a little dose of leadership (not too much but it should be clearly there). Some “bosses” say that their employees either have leadership skills or they don’t, that this is an innate ability. Others think leadership can be learned and they train their employees through various courses on this topic. The main aspect to observe here is that the majority of employers do not train or want their employees to become “distinct” leaders and follow their path in the world. They want and train them to stay in their company and successfully deliver more to the company. Of course, the rule is validated by exceptions, so there are companies that give birth, from their environment and trainings, to great and very influential leaders.

On le voit, la question est systémique ; il faut une sorte boussole au leadership pour lui permettre d’assumer une fonction de prévention ; l’adage s’applique alors à la gestion des affaires de la cité : « Mieux vaut prévenir que guérir ». On le pressent aussi, la direction de la cité et le leadership ont besoin de la connaissance et de la sagesse, du savoir, mais d’un savoir qui est maturité. Le leadership et la gouvernance ont besoin d’une harmonie qui est un certain degré de consensus sur des valeurs et des principes essentiels, mais ceci suppose aussi un certain degré d’ordre, de sécurité et de discipline.

Il y avait aussi une sorte de conviction que le vécu était qu’on voulait arriver à ce jeu des relations entre la performance, la croissance et la lutte contre la pauvreté, avec une vision strictement exogène et technocratique, axée sur les processus, en occultant le problème complexe du diptyque « cœur et esprit ».

Un problème fondamental est la mort de la passion en leurs rêves et projets, voire d’une vie comateuse des gens inaptes à refonder la renaissance en leurs rêves et projets. Ces gens qui ne rêvent plus ou insuffisamment, ces rêves perdus, mais nécessaires, c’est ce qui apparaîtra, tout à l’heure, au fur et à mesure des pages de mon manuscrit. Jusqu’à présent et aujourd’hui encore, se meurt la passion en leurs rêves et projets… Pourtant, « ils peuvent », rappelle Obama ; pourtant sans eux, rien ne sera…

To help others see their own paths, spark the fuel of their personal passions.

You've lost command when you ask your own staff officer to step up and he responds, "now is not a good time for me Sir" in the most casual voice.

Hence, leadership has to swim in the currents that breed issue after issue to transform the organisation into a care cathedral.

Whether a chief executive officer (CEO) is applying the practices to build an organizational vision or an employee is helping a colleague resolve a problem, anyone at any organizational level can leverage leadership practices.

The different kinds of work require different people to perform the task. You must fulfil your specific task.

The punch line is ‘knock the morale of an employee and organizational productivity is punctured’.

It doesn’t matter how smart you are – you can only accomplish finite with two hands and one brain. To scale heights, you need help from others.

You can go to work and do your job, but you can't change everything.

Good managers execute as well as motivate. Not all leaders need to be managers, but all managers need to be good leaders. While managing is an art; leadership is a skill that needs to be inculcated and enforced while executing assignments through subordinates

good managers execute as well as motivate. Not all leaders need to be managers, but all managers need to be good leaders. While managing is an art; leadership is a skill that needs to be inculcated, imbibed and enforced while executing assignments through subordinates

It takes a strong leader to collaborate with others in an effort to bring about real change.

Consequently, both political and business organisations are hunting down the leaders who have an aptitude to inspire others to dream more, learn more, do more and achieve more.