Momentum Leadership Quotes

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

Learn to master your thoughts and watch closely what you deposit into your spirit. Speak over your life. Living in peace has transformative power.

When a leader takes too much ownership, there is no ownership left for the team or subordinate leaders to take. So the team loses initiative, they lose momentum, they won't make any decision, they just sit around and wait to be told what to do.

Micromanagement is the destroyer of momentum.

Awful momentum makes carrying through easier than calling off folly.

That's the spirit! Forward momentum." Mayhew snorted. "Your forward momentum is going to lead all your followers over a cliff someday." He paused, beginning to grin. "On the way down, you'll convince 'em all they can fly." He stuck his fists in his armpits, and waggled his elbows. "Lead on, my lord. I'm flapping as hard as I can.

I often ask myself, 'Who would Jesus vote for?' Then I start to think that he wouldn't vote at all; however, it would not be out of apathy or disinterest, but out of perfection and light. As a miracle worker, I think he would, by the power of God's teachings, the perseverance and the truth, influence in a modern sense whoever is put into office how to best serve his fellow men. One, like his skeptics, may find that impractical. But there is a message in that no man in power can slow the momentum of the will of God, and the miracles of his teachings will be forever victorious.

There are two powerful fuels, two forces; motivation and inspiration. To be motivated you need to know what your motives are. Over time - and to sustain you through it - your motivation must become an inner energy; a 'motor' driving you forward, passionately, purposefully, wisely and compassionately... come what may, every day. Inspiration is an outer - worldly - energy that you breathe and draw in. It may come from many places, faces, spaces and stages - right across the ages. It is where nature, spirit, science, mind and time meet, dance, play and speak. It keeps you outward facing and life embracing. But you must be open-minded and open-hearted to first let it in and then let it out again. Together - blended, combined and re-entwined - motivation and inspiration bring connectivity, productivity, creativity and boundless possibilities that is not just 'self' serving but enriching to all humanity and societies...just as it should be.

Establish a clear purpose; challenge the team to work out details; traverse conventional departmental boundaries; set large short-term and long-term targets; create tangible success to generate accelerated growth and momentum.

momentum.

Momentum is not a mysterious mistress,” Johnson liked to say. “It is a controllable fact of political life that depends on nothing more exotic than preparation.

If you are trying to get momentum in marketing, business, marriage, your physical condition, or your parenting, take your best focused intensity over time and multiply it by God for unstoppable momentum.

When we buy into those limiting and marginalizing stories, our souls are in exile. We spend our days worrying about pleasing others rather than doing what’s right for us—and, ultimately, what’s right for our families, our community, and our world.

At times we think it might be easier to play small, to hide, and, for a time, it might be. But the soul’s calling is much more powerful. It never goes away. Listening to it brings us energy, peace, and a sense of excitement. Denying it—resisting our calling—is a path into the abyss of despair. We then look to food, alcohol, and unhealthy sexual partners to soothe our agony.

The largest locomotive in the New York Central system, while standing still, can be prevented from moving by a single one-inch block of wood placed in front of each of the eight drive wheels! The same locomotive, moving at 100 miles per hour, can crash through a wall of steel-reinforced concrete five feet thick. The only difference is momentum. Confidence gives you the momentum that makes the difference. You

Many argue that individual action doesn't matter in an issue as global and enormous as the climate crisis. They are wrong. Individual actions matter, but perhaps not in the way you think. You alone will not solve the climate crisis. Neither will I. But if you intentionally live a more sustainable life and connect with your community about your practice of One Green Thing, you can build momentum for culture change to shift policy.

Chronic anxiety is systemic; it is deeper and more embracing than community nervousness. Rather than something that resides within the psyche of each one, it is something that can envelope, if not actually connect, people. It is a regressive emotional process that is quite different from the more familiar, acute anxiety we experience over specific concerns. Its expression is not dependent on time or events, even though specific happenings could seem to trigger it, and it has a way of reinforcing its own momentum. Chronic anxiety might be compared to the volatile atmosphere of a room filled with gas fumes, where any sparking incident could set off a conflagration, and where people would then blame the person who struck the match rather trying to disperse the fumes. The issues over which chronically anxious systems become concerned, therefore, are more likely to be the focus of their anxiety rather than its cause. This is why, for example, counselors, educators, and consultants who offer technical solutions for how to manage whatever brought the family in—conflict, money, parents, children, aging, sex—will rarely succeed in changing that family in any fundamental way. The anxiety that drives the problem simply switches to another focus. Assuming that what a family is worried about is what is “causing” its anxiety is tantamount to blaming a blown-away tree or house for attracting the tornado that uprooted it. As

The uncontrollable momentum of war, the inadequacy of unity and leadership among Allies, the tides of national passion, nearly always force improvident action upon Governments or Commanders

alignment is as much about the process of discussing options, weighing benefits and risks, and reaching an agreement as a leadership team on how best to design the organization to achieve marketplace distinction as it is about the resulting choices. Leaders need to dialogue together to generate creative momentum and climb the path that heads toward new ways of thinking.

As a professional speaker and author, excellent grammar is crucial in my profession. Without the proper use of words and language, I would lose credibility and respect.

If they have success, a terrible momentum is set in place—more people are attracted to their leadership, which only inflates their grandiose tendencies. If anyone dares to challenge them, they are more prone than others to go into that deep narcissistic rage. They are hypersensitive. They also like to stir up constant drama as a means to justify their power—they are the only ones who can solve the problems they create. This also gives them more opportunities to be the center of attention. The workplace is never stable under their direction.

When we step into the leading role of our own life, rather than continue to play supporting roles in others, we are energized and vitalized. Work is no longer drudgery. It becomes fun, meaningful, productive, and often profitable.

Showing up in our own story—being present with it and embracing our mission—takes courage. It’s a ride to be enjoyed and not feared, and it requires dancing at our edges and taking risks to step out of our comfort zone. Often, we’re brought to our knees before we’re truly able to rise above the limitations and expectations we’ve accepted from others. It’s a journey—one that is for the warrior— not for the ego-driven coward who is merely looking for accolades. Humility and vulnerability are a must.

Your role as a revolutionary is clear: to champion this transformation, to be the catalyst that converts potential into excellence. This this transformative approach isn't just a shift in strategy; it's a redefinition of what it means to lead, to manage, and to succeed.

Cultural Transformation is the masterstroke in your Talent Revolution journey. Think of it as the soul of your organization; the vital force that powers every function, every interaction, and every decision. This is where all the pieces come together, forming a vivid mosaic of values, behaviors, and attitudes that define who you are as a company and what you stand for.

Winners build and sustain momentum. They take initiative and want to contribute.

Developing an action-to-momentum mindset is important. Even when we can’t see the finish line it is important to take incremental steps toward our goals. It is in this progress we can eventually see the results we seek.

They practice daily disciplines. They implement systems for their personal growth. They make it a habit to maintain a positive attitude. At the very least, these things keep their personal momentum going. At their very best, they make every day a masterpiece.

Brian Tracy, in his book Eat That Frog, says that your “frog” should be the most difficult item on your to-do list, the one where you’re most likely to procrastinate, because if you eat that first, it’ll give you energy and momentum for the rest of the day. But if you don’t, and you let him sit there on the plate and stare at you while you do a hundred unimportant things, it can drain your energy and you won’t even know it. So here’s your assignment: for the next thirty days, take a look at your list, circle the frog, and eat that first.

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

we saw no examples of successful transformation happening bottom-up. Instead, executives in every Digital Master steered the transformation through strong top-down leadership: setting direction, building momentum, and ensuring that the company follows through.

We must never forget that the people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. Many examples in history underscore the centrality of this catalytic leadership principle. Each illustrates the fact that you never know what hangs in the balance of a decision to play to your strengths. Oddly enough, it was the prudent application of this principle that enabled the fledgling first-century church to consolidate its gains and capitalize on its explosive growth, without losing focus or momentum.

The importance of momentum in your organization cannot be understated!

THE COURAGE TO SAY NO Early in our development as leaders we assume that when opportunity knocks, we must answer the door and embrace whoever or whatever is standing there. But Mike Nappa was right when he wrote, “Opportunity does not equal obligation.”15 The ability to identify and focus on the few necessary things is a hallmark of great leadership. In his book Good to Great, Jim Collins encourages business leaders to develop a “stop doing” list: Most of us lead busy but undisciplined lives. We have ever expanding “to do” lists, trying to build momentum by doing, doing, doing—and doing more. And it rarely works. Those who built the good-to-great companies, however, made as much use of “stop doing” lists as the “to do” lists. They displayed a remarkable discipline to unplug all sorts of extraneous junk.… They displayed remarkable courage to channel their resources into only one or a few arenas.16

A level 4 leader's greatest asset is his ability to engage, empower, and equip his people; this is what creates the momentum for a significant change in the organization. He invests 80% in his people and 20% in the process.

Why is this disengagement epidemic becoming the new norm? A few reasons I have witnessed in speaking with companies across the country include . . . • Information overload • Distractions • Stress/overwhelmed • Apathy/detachment • Short attention span • Fear, worry, anxiety • Rapidly changing technology • Entitlement • Poor leadership • Preoccupation • Social media • Interruptions • Multitasking • Budget cuts • Exhaustion • Boredom • Conflict • Social insecurity • Lack of longevity These challenges not only create separation and work dysfunction, but we are seeing it happen in relationships and personal interactions.

To sustain momentum through a period of difficult change, you have to find ways to remind people of the orienting value—the positive vision—that makes the current angst worthwhile.

Forgetting sunk costs is a tough lesson to heed, so in a ship-and-iterate model, leadership’s job must be to feed the winners and starve the losers, regardless of prior investment. Products that get better and gather momentum should be rewarded with more resources; products that stagnate should not.

When you move forward in life or move on with life.. Moving on from people is the most difficult and painful.. But probably the most 'necessary'.. One may have to leave behind many who's, what's, when's, where's and why's.. Imperative to maintaining forward momentum in life..

Our biggest success lies in admitting to our failures and correcting them..A side of success people often miss.. Deal with this in the mental personal space.. Fast forward your momentum and thereby success..

It should be clear to our political leaders that a new energy strategy could be the next technological revolution America could lead. But we are ceding the momentum to others such as China. Our planet and our national prosperity are already suffering from the decline in our leadership.

The better you understand who you are and what you are built for, the more focused you can be in taking actions that are actually going to give you momentum toward your success rather than leaving you feeling burned out in a rat race.

Every insecurity is a holdback and resistance to the momentum you’re building.

The retarded development of Indian generalship after independence cannot be entirely explained away by the lack of experience of senior Indian officers. There have been other breakaway armies in history, but in none has there been such a marked reluctance either to evolve an empirical, indigenous philosophy of warfare or to introduce orthodox precepts of military science. No zeal or momentum appears to have impelled the officers left over from the Raj. Clearly the seniors among them preferred to perpetuate British affectations of amateurism; their criteria for generalship were confined to a flair for leadership and battlefield panache. Nor did they encourage their juniors to acquire professional knowledge. On the contrary, officers who studied or wrote about professional subjects were dubbed ‘theoretical’ – as though theory were something that must be avoided in the pursuit of practice.

So while our ever-evolving opposition movement made some progress in drawing attention to the undemocratic reality of Putin’s Russia, we were in a losing position from the start. The Kremlin’s domination of the mass media and ruthless persecution of all opposition in civil society made it impossible to build any lasting momentum. Our mission was also sabotaged by democratic leaders embracing Putin on the world stage, providing him with the leadership credentials he so badly needed in the absence of valid elections in Russia. It is difficult to promote democratic reform when every television channel and every newspaper shows image after image of the leaders of the world’s most powerful democracies accepting a dictator as part of their family. It sends the message that either he isn’t really a dictator at all or that democracy and individual freedom are nothing more than the bargaining chips Putin and his ilk always say they are. In the end, it took the invasion of Ukraine to finally get the G7 (I always refused to call it the G8) to expel Putin’s Russia from the elite club of industrial democracies.

Machigi had been practicing the old Momentum theory of leadership: start a war, keep everyone facing the enemy—and avoid discussing domestic problems for another decade.

My story is a perfect example of how, early in our lives, we follow the rules set down by those who come before us—often without questioning why these rules are in place. However, when we observe our circumstances, we may find that the rules keep the current ruler in power—not for the good of the whole, but for the good of the one or the few.

We’re held hostage by the stories that other people write for us and about us. We don’t stop long enough to question why the story was written and whose purpose it serves.

Many of us commit the error of following the rules of our cultural community, which prevents us from stepping out of our caves and sharing our gifts in the world.

Fear is the enemy of our “Why”—our calling, our passion, our mission. It prevents us from taking our unique place in the world and sharing our gifts so that others may benefit from our courageous acts. It becomes our imprisoner and, in some cases, the executioner.

Focus on making tiny changes that are easy to incorporate into your daily routine. As these changes become habits, you'll gradually build momentum and develop a foundation for more significant changes.

Management is doing things right; leadership is doing the right things." Peter Drucker

Great leadership is always coupled with the mindset, motivation, and momentum of great service

Elevate Your Lifestyle INSTANT ACTION STEP In your journal, list five things you will do immediately to refuel your inner leader and take your mind, body, emotions, and spirit to their next level of excellence. Then schedule time to execute these five goals flawlessly during the next seven days so you get the power of momentum working for you. LEADERSHIP QUOTE TO REMEMBER If one advances confidently in the direction of his dreams and endeavors to live the life which he has imagined, he will meet with a success unexpected in common hours.

Women can learn to be more confident and protective of our gifts, unwilling to buy into the stories written for us by other people. We can learn to expect to be honored for what we bring to the table. We can learn to unite our natural tendencies to nurture and heal by committing to our purpose, our mission, and our stories—our “Why.

Knowing that there was a contingent expecting me to find the second year far tougher than my first made me determined to enter the season in perfect condition. I retreated to my work ethic, that Canterbury mentality: ‘hard work conquers all’. So if I was pushing a specific weight last year, then I’d need to do 10 per cent more this year. If I was running a particular time, I needed to be 10 seconds faster. I had to kick more balls, run more laps, lift more weights and generally destroy myself in the pre-season to make doubly sure I would avoid losing momentum. It wasn’t just physical, either. I knew that my first year I’d been quiet to a fault, especially for someone playing in a backline position which requires some leadership. And while part of that came from wanting to watch and learn, to earn respect rather than demand it, I knew that it also came down to shyness, and being naturally deferential. It was simple: if I wanted to continue to grow as a player I would need to find my voice on the field. It took a while, but eventually it came.

A mission leader recognizes that while she can progress independently, momentum only occurs when people align with, act on, and amplify a message. The amplification makes a messenger’s mission multiply and eventually creates a movement worth following.

Leading as a charismatic visionary—a “genius with a thousand helpers” upon whom everything depends—is time telling. Shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea upon which to build success is time telling. Building an organization that can generate many great ideas is clock building. Leaders who build enduring great companies tend to be clock builders, not time tellers. For true clock builders, success comes when the organization proves its greatness not just during one leader’s tenure but also when the next generation of leadership further increases flywheel momentum.

5. Empower others to act. Leaders seek to empower others and deploy them for action. They seek to remove obstacles that hamper action that is in line with the vision. The rebuilding of the wall was a monumental task that took many people; therefore, it required broadening the base of those committed to the vision. Nehemiah involved many people in the project. He placed people in areas about which they were passionate. For example, several worked on the wall in front of their homes (3:23), likely most burdened for that particular area of the wall. Ministry leaders must empower others to develop leaders. Leadership development must not be only the responsibility of the senior pastor or senior leadership team. Others must be invited to embrace the opportunity to invest their lives in creating and commissioning leaders. 6. Generate short-term wins. Change theorist William Bridges stated, “Quick successes reassure the believers, convince the doubters, and confound the critics.”7 Leaders are wise to secure early wins to leverage momentum. Nehemiah and those rebuilding the wall faced immediate and constant ridicule and opposition; therefore, it was necessary for Nehemiah to utilize short-term wins to maintain momentum. After the initial wave of criticism, Nehemiah noted that the wall was halfway complete (4:6). The reality of the progress created enough energy to overcome the onslaught of negativity. Ministry leaders can create short-term wins by beginning with a few people, by inviting others to be developed. As leaders are discipled, people in the church will take notice. People will begin to see that the church does more than produce programs and events.

Commit to Priorities Set the appropriate cadence for your OKR cycle. I recommend dual tracking, with quarterly OKRs (for shorter-term goals) and annual OKRs (keyed to longer-term strategies) deployed in parallel. To work out implementation kinks and strengthen leaders’ commitment, phase in your rollout of OKRs with upper management first. Allow the process to gain momentum before enlisting individual contributors to join in. Designate an OKR shepherd to make sure that every individual devotes the time each cycle to choosing what matters most. Commit to three to five top objectives—what you need to achieve—per cycle. Too many OKRs dilute and scatter people’s efforts. Expand your effective capacity by deciding what not to do, and discard, defer, or deemphasize accordingly. In choosing OKRs, look for objectives with the most leverage for outstanding performance. Find the raw material for top-line OKRs in the organization’s mission statement, strategic plan, or a broad theme chosen by leadership. To emphasize a departmental objective and enlist lateral support, elevate it to a company OKR.

Your overriding goal in getting up to speed and taking charge is to generate momentum by creating virtuous cycles, and to avoid getting caught in vicious cycles that damage your credibility. Leadership ultimately is about influence and leverage.