Manager And Leader Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

You have to work on the business first before it works for you.

Leaders must be close enough to relate to others, but far enough ahead to motivate them.

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.

Working hard for something we do not care about is called stress, working hard for something we love is called passion.

Too many kings can ruin an army

Some in management positions operate as if they are in a tree of monkeys. They make sure that everyone at the top of the tree looking down sees only smiles. But all too often, those at the bottom looking up see only asses.

The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader's charisma. What matters is the leader's mission.

Managers do things right. Leaders do the right thing.

No matter how tiny you look, you can lead huge men if you have what the huge men don't have.

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.

No great manager or leader ever fell from heaven, its learned not inherited.

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.

A leader can bring the solution to people, but sometimes a leader has to bring the people to the solution.

You are either supporting the vision or supporting division

The bottom line in managing your emotions is that you should put others – not yourself – first in how you handle and process them. Whether you delay or display your emotions should not be for your own gratification. You should ask yourself, What does the team need? Not, What will make me feel better?

Great leaders have three things; inner light, inner vision, and inner strength.

A business is like a living being. It needs to be cared for, loved, stewarded, nurtured, and led.

And you managed to pick up on all that while being hung upside down by a fellow agent, getting yourself beat to shit by your new Team Leader and tormenting your baby brother in the showers?” “Yes. I would have had more, but you know, I was momentarily distracted by all the soapy six-packs.

I believe the best managers acknowledge and make room for what they do not know—not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Managers help people see themselves as they are; Leaders help people to see themselves better than they are.

Sometimes you just have to know when the battle you’re fighting is one best walked away from, than fought to the cold, bitter end.

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

Leadership grows like tall trees. It needs both toughness and flexibility - toughness for accountability - flexibility to adapt changes with a compassionate & caring heart for self and others.

Mindful leadership keeps you cool and energetic in any situation, so that you can make the best possible decisions.

We are more than role models for our students; we are leaders and teachers of both an academic curriculum and a social curriculum.

Accountants are in the past, managers are in the present, and leaders are in the future.

Tomorrow's leaders will not lead dictating from the front, nor pushing from the back. They will lead from the centre - from the heart

Leadership is not just some empty formulas but establishing deep connection at soul levels through service, integrity, passion, perseverance and equanimity.

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.

Leadership is service, not position.

Great leaders know that under the turmoil of chaos and change, there is a beauty of patterns and designs.

As a business owner, you should be looking at data as a key resource to help you make more informed decisions that ultimately allow you to grow revenues and maximize profits.

Mindful leaders know how to repeat success patterns and overcome failure patterns.

Compassionate leaders honor the complexity of human relationships, nurture authenticity and create common grounds for blooming great ideas of individuals.

Self-management, therefore, is all about becoming your own leader by training your mental, physical, social and intellectual faculties in different ways.

I say, 'Get me some poets as managers.' Poets are our original systems thinkers. They contemplate the world in which we live and feel obligated to interpret, and give expression to it in a way that makes the reader understand how that world runs. Poets, those unheralded systems thinkers, are our true digital thinkers. It is from their midst that I believe we will draw tomorrow's new business leaders." --Sidney Harman, CEO Multimillionaire of a stereo components company

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.

Many leaders get to the top of an organisation with skills less associated to leadership, but more the ability to eliminate greater competition on the way

A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement

Change Waits for No Leader

Deluded leaders and the ‘yes men’ that follow are barriers to successful organisational change" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

To stay vigorous, a company needs to provide a stimulating and challenging environment for all these types: the dreamer, the entrepreneur, the professional manager, and the leader. If it doesn't, it risks becoming yet another mediocre corporation.

Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership

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

Authority confined in you does not make you a leader. It is the authority created by you that makes you influence people with your purpose.

Ballot papers do not define leaders. Leadership is defined by conviction, vision, passion and inspiration.

The micro facial expression of contempt when engaging leaders about preparing for their organisation's change is often the norm, matched only by their leadership of change knowledge

You see, they think they're saving you, and you think you're saving them. That's where the trouble starts. Someone says, 'I saved you, now here's what I want.' And its the same with big countries and little ones, religious leaders and their followers, even husbands and wives. When things really work, though, it's because people realize that this is a lie, that, really, we all save one another. It's the way of the world. Things work out for the best when everyone makes it, together, when we manage to save each other. (from The Way of the World)

When people support you when you have done something wrong. It doesnt mean you are right, but it means those people are promoting their hate , bad behavior or living their bad lives through you.

Only do what only you can do.

A boss says "you do it", a leader says "Let's do it".

Don’t blame others. it won’t make you a better person.

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.

Mindfulness improves your capacity for self-discovery and empowerment.

Ego is the ultimate killer on a team

Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly

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.

Disorder is inherent in stability. Civilized man doesn't understand stability. He's confused it with rigidity. Our political and economic and social leaders drool about stability constantly. It's their favorite word, next to 'power.' 'Gotta stabilize the political situation in Southeast Asia, gotta stabilize oil production and consumption, gotta stabilize student opposition to the government' and so forth. Stabilization to them means order, uniformity, control. And that's a half-witted and potentially genocidal misconception. No matter how thoroughly they control a system, disorder invariably leaks into it. Then the managers panic, rush to plug the leak and endeavor to tighten the controls. Therefore, totalitarianism grows in viciousness and scope. And the blind pity is, rigidity isn't the same as stability at all. True stability results when presumed order and presumed disorder are balanced. A truly stable system expects the unexpected, is prepared to be disrupted, waits to be transformed.

While delivering organisational change or improvements, one cannot be sure whether the main challenge is narcissistic and deluded leaders or the sheep that follow in abundance" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

The heart of the leader is manifested through service to others.

Business people need to understand the psychology of risk more than the mathematics of risk.

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.

When the people have to manage dangers from inside the organization, the organization itself becomes less able to face the dangers from outside.

Too often the change team will engage a leader with success delusion, this look is obvious on their face when you enter their office. They think to themselves, ‘Who is this plebeian and dullard before me?’" Change Management Handbook - The Leadership of Change Volume 3

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

One mark of a leader is his willingness to share information.

Don’t set your own goals by what other people make important.

Compassionate leaders know their stakeholders and address their concerns, their hopes, dreams and fears.

A compassionate leader always feel motivated to bring happiness and relieve the suffering of customers, investors, suppliers, employees, government and the communities.

inside each of us are two separate personas. There’s the leader/planner/manager who plans to change his or her ways. And there’s the follower/doer/employee who must execute the plan.

There are three stages of a crisis in regards to running a business, unfortunately many leaders do nothing in stage one, and find themselves reacting in stage two when the crisis hits.

In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.

every great leader must face his or her demons in order to overcome them. I’ve always known this, but I wasn’t aware of any immediate problems. But these days the demons are more insidious; they’re the everyday annoyances, the little things that suck away our potential to do big things.

Nothing will make a better impression on your leader than your ability to manage yourself. If your leader must continually expend energy managing you, then you will be perceived as someone who drains time and energy. If you manage yourself well, however, your boss will see you as someone who maximizes opportunities and leverages personal strengths. That will make you someone your leader turns to when the heat is on.

The sign of a good leader is easy to recognize, though it is hardly ever seen. For the greatest leaders are those who share as equals in the trials and struggles, the demands and expectations, the hills and trenches, the laws and punishments placed upon the backs of those governed. A great leader is motivated not by power but by compassion. Therefore he can do nothing but make himself a servant to those whom he rules. Such a leader is unequivocally respected, and loved for loving.

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 secret killer of innovation is shame. You can’t measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward. If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion. Risk aversion kills innovation.

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Take now the clockworks... The clockworks, being genuine and not much to look at, don't generate the drama of an Earth-tilt or a flying saucer, nor do they seem to offer any immediate panacea for humanity's fifty-seven varieties of heartburn. But suppose that you're one of those persons who feels trapped, to some degree, trapped matrimonially, occupationally, eductionally or geographically, or trapped in something larger than all those; trapped in a system, or what you might descrbie as an "incresingly deadening technocracy" or a "theater of paranoia and desperation" or something like that. Now, if you are one of those persons... wouldn't the very knowledge that there are clockworks ticking away behind the wallpaper of civilization, unbeknownst to leaders, organizers and managers (the President included), wouldn't that knowledge, suggesting as it does the possibility of unimaginable alternatives, wouldn't that knowledge be a bubble bath for your heart?

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

You," she says,pointing at me. "I expected. All the trouble with your aptitude test results made me suspicious from the beginning.But you..." She shakes her had as she sifts her eyes to Tobias. "You, Tobias-or should I call you Four?-managed to elude me," she says quietly. "Everything about you checked out: test results, initiation simulations, everything. But here you are nonetheless." She folds her hands and sets her chin on top of them. "Perhaps you could explain to me how that is?" "You're the genius," he says coolly. "Why don't you tell me?" Her mouth curls into a smile. "My theory is that you really do belong in Abnegation. That your Divergence is weaker." She smiles wider. Like she's amused. I grit my teeth and consider lunging across the table and strangling her. If I didn't have a bullet in my shoulder, I might. "Your powers of deductive reasoning are stunning," spits Tobias. "Consider me awed." I look sideways at him. I had always forgotten about this side of him-the part that is more likely to explode than to lie down and die." "Now that your intelligence has been verified, you might want to get on with killing us." Tobias closes his eyes. "You have a lot of Abnegation leaders to murder, after all.

As you go through various stages of your career, you’ll start to realize how much uncertainty there is in the world. It’s a pretty universal truth that once you get the job you thought you wanted, the enjoyment eventually fades and you find yourself looking for something else. You think you want to work for that cool startup, and you get there only to find it’s a mess. You think you want to be a manager, only to discover that the job is hard and not rewarding in the ways you expected. In all of this uncertainty, the only person you can rely on to pull through it is yourself.

My apologies, see, I forgot my manners. I get on the mic ’cause it’s my life. You show off for girls and cameras. You a pop star, not a rapper. A Vanilla Ice or a Hammer. Y’all hear this crap he dumping out? Somebody get him a Pamper. And a crown for me. The best have heard about me. You can only spell “brilliant” by first spelling Bri. You see, naturally, I do my shit with perfection. Better call a bodyguard ’cause you gon’ need some protection, And on this here election, the people crown a new leader. You didn’t see this coming, and your ghostwriters didn’t either. I came here to ether. I’m sorry to do this to you. This is no longer a battle, it’s your funeral, boo. I’m murdering you. On my corner they call me coroner, I’m warning ya. Tell the truth, this dude is borin’ ya. You confused like a foreigner. I’ll explain with ease: You’re just a casualty in the reality of the madness of Bri. No fallacies, I spit maladies, causin’ fatalities, And do it casually, damaging rappers without bandaging. Imagining managing my own label, my own salary. And actually, factually, there’s no MC that’s as bad as me. Milez? That’s cute. But it don’t make me cower. I move at light speed, you stuck at per hour. You spit like a lisp. I spit like a high power. Bri’s the future, and you Today like Matt Lauer. You coward. But you’re a G? It ain’t convincing to me. You talk about your clothes, about your shopping sprees. You talk about your Glock, about your i-c-e. But in this here ring, they all talking ’bout me, Bri!

Reframe: To put Conversational Intelligence to work, stop thinking of your job as managing resistance and instead accept resistance as a natural part of change. People need to challenge new ideas before they can accept them. For full ownership and accountability to take place, people need to be in the conversation about how to change rather than being asked to merely comply. When leaders reframe in this way, they see that conversations release new energy for change—which will propel their efforts forward faster.

When you study success, you become a dreamer. When you study failure, you become a victor. When you study organisations, you become a mentor. When you study management, you become a leader. When you study nature, you become a scholar. When you study people, you become a counselor. When you study life, you become a thinker. When you study God, you become a philosopher. When you study magic, you become a sorcerer. When you study stars, you become an astronomer. When you study oracles, you become a seer. When you study visions, you become a diviner. When you study combat, you become a warrior. When you study war, you become a commander. When you study policy, you become a governor. When you study politics, you become a ruler. When you study nothing, you become a loser. When you study little, you become a loafer. When you study much, you become a winner. When you study all, you become a master.

Looking back now, success seems foreordained. It wasn't. No colonists in the history of the world had defeated their mother country on the battlefield to win their independence. Few republics had managed--or even attempted--to govern an area bigger than a city-state. Somehow, in defiance to all precedent, Washington, Hamilton, and the other founders pulled off both. Their deliriously unlikely success--first as soldiers, then as statesmen--tends to obscure the true lessons of the American Revolution. The past places no absolute limit on the future. Even the unlikeliest changes can occur. But change requires hope--in the case of both those unlikely victories, the hope that the American people could defy all expectation to overcome their differences and set each other free. in the summer of 1788, Alexander Hamilton carried this message to Poughkeepsie, where he pleaded with New York's leaders to trust in the possibilities of the union, and vote to ratify the new federal Constitution. Yes, he conceded, the 13 newborn states included many different kinds of people. But this did not mean that the government was bound to fail. It took an immigrant to fully understand the new nation, and to declare a fundamental hope of the American experiment: Under wise government, these diverse men and women "will be constantly assimilating, till they embrace each other, and assume the same complexion.

I don’t think any other retail company in the world could do what I’m going to propose to you. It’s simple. It won’t cost us anything. And I believe it would just work magic, absolute magic on our customers, and our sales would escalate, and I think we’d just shoot past our Kmart friends in a year or two and probably Sears as well. I want you to take a pledge with me. I want you to promise that whenever you come within ten feet of a customer, you will look him in the eye, greet him, and ask him if you can help him. Now I know some of you are just naturally shy, and maybe don’t want to bother folks. But if you’ll go along with me on this, it would, I’m sure, help you become a leader. It would help your personality develop, you would become more outgoing, and in time you might become manager of that store, you might become a department manager, you might become a district manager, or whatever you choose to be in the company. It will do wonders for you. I guarantee it. Now, I want you to raise your right hand—and remember what we say at Wal-Mart, that a promise we make is a promise we keep—and I want you to repeat after me: From this day forward, I solemnly promise and declare that every time a customer comes within ten feet of me, I will smile, look him in the eye, and greet him. So help me Sam.

The economic system is filled with trickery, and everyone needs to know that. We all have to navigate this system in order to maintain our dignity and integrity, and we all have to find inspiration to go on despite craziness all around us. We wrote this book for consumers, who need to be vigilant against a multitude of tricks played on them. We wrote it for businesspeople, who feel depressed at the cynicism of some of their colleagues and trapped into following suit out of economic necessity. We wrote it for government officials, who undertake the usually thankless task of regulating business. We wrote it for the volunteers, the philanthropists, the opinion leaders, who work on the side of integrity. And we wrote it for young people, looking ahead to a lifetime of work and wondering how they can find personal meaning in it. All these people will benefit from a study of phishing equilibrium—of economic forces that build manipulation and deception into the system unless we take courageous steps to fight it. We also need stories of heroes, people who out of personal integrity (rather than for economic gain) have managed to keep deception in our economy down to livable levels. We will tell plenty of stories of these heroes.

Traffic was in confusion for several days. For red to mean "stop' was considered impossibly counterrevolutionary. It should of course mean "go." And traffic should not keep to the right, as was the practice, it should be on the left. For a few days we ordered the traffic policemen aside and controlled the traffic ourselves. I was stationed at a street corner telling cyclists to ride on the left. In Chengdu there were not many cars or traffic lights, but at the few big crossroads there was chaos. In the end, the old rules reasserted themselves, owing to Zhou Enlai, who managed to convince the Peking Red Guard leaders. But the youngsters found justifications for this: I was told by a Red Guard in my school that in Britain traffic kept to the left, so ours had to keep to the right to show our anti-imperialist spirit. She did not mention America. As a child I had always shied away from collective activity. Now, at fourteen, I felt even more averse to it. I suppressed this dread because of the constant sense of guilt I had come to feel, through my education, when I was out of step with Mao. I kept telling myself that I must train my thoughts according to the new revolutionary theories and practices. If there was anything I did not understand, I must reform myself and adapt. However, I found myself trying very hard to avoid militant acts such as stopping passersby and cutting their long hair, or narrow trouser legs, or skirts, or breaking their semi-high-heeled shoes. These things had now become signs of bourgeois decadence, according to the Peking Red Guards. My own hair came to the critical attention of my schoolmates. I had to have it cut to the level of my earlobes. Secretly, though much ashamed of myself for being so "petty bourgeois," I shed tears over losing my long plaits. As a young child, my nurse had a way of doing my hair which made it stand up on top of my head like a willow branch. She called it "fireworks shooting up to the sky." Until the early 1960s I wore my hair in two coils, with rings of little silk flowers wound around them. In the mornings, while I hurried through my breakfast, my grandmother or our maid would be doing my hair with loving hands. Of all the colors for the silk flowers, my favorite was pink.

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

Kenji goes suddenly still. At the creak of the door Kenji’s eyebrows shoot up; a soft click and his eyes widen; a muted rustle of movement and suddenly the barrel of a gun is pressed against the back of his head. Kenji stares at me, his lips making no sound as he mouths the word psychopath over and over again. The psychopath in question winks at me from where he’s standing, smiling like he couldn’t possibly be holding a gun to the head of our mutual friend. I manage to suppress a laugh. “Go on,” Warner says, still smiling. “Please tell me exactly how she’s failed you as a leader.” “Hey—“ Kenji’s arms fly up in mock surrender. “I never said she failed at anything, okay? And you are clearly over-react—“ Warner knocks Kenji on the side of the head with the weapon. “Idiot.” Kenji spins around. Yanks the gun out of Warner’s hand. “What the hell is wrong with you, man? I thought we were cool.” “We were,” Warner says icily. “Until you touched my hair.” “You asked me to give you a haircut—“ “I said nothing of the sort! I asked you to trim the edges!” “And that’s what I did.” “This,” Warner says, spinning around so I might inspect the damage, “is not trimming the edges, you incompetent moron—“ I gasp. The back of Warner’s head is a jagged mess of uneven hair; entire chunks have been buzzed off. Kenji cringes as he looks over his handiwork. Clears his throat. “Well,” he says, shoving his hand in his pockets. “I mean—whatever, man, beauty is subjective—“ Warner aims another gun at him. “Hey!” Kenji shouts. “I am not here for this abusive relationship, okay?” He points to Warner. “I did not sign up for this shit!” Warner glares at him and Kenji retreats, backing out of the room before Warner has another chance to react; and then, just as I let out a sign of relief, Kenji pops his head back into the doorway and says “I think the cut looks cute, actually” and Warner slams the door in his face.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

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.