Nuance Leadership Quotes

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The lessons of these iconoclastic CEOs suggest a new, more nuanced conception of the chief executive’s job, with less emphasis placed on charismatic leadership and more on careful deployment of firm resources.
William N. Thorndike Jr. (The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success)
The challenge was that it was harder to be subtle than strident.
Nancy Gibbs; Michael Duffy (The Preacher and the Presidents: Billy Graham in the White House)
this process isn’t suitable for complex decisions that have nuance, and those who use it in such situations run the risk of being perceived as rubberstamping when the decision had already been made.
Charlene Li (Open Leadership: How Social Technology Can Transform the Way You Lead)
The world was far more complicated and nuanced than his categorical moral vision had led him to believe. The ability to learn from the excesses of his egocentric behavior, to alter course, to profit from error, was essential to his growth.
Doris Kearns Goodwin (Leadership: In Turbulent Times)
The ability to make rational decisions is limited, or bounded, by the extent of people’s information. To broaden employees’ understanding, a firm should promote a tradition of teamwork and interdependence and develop future leaders by rotating them among work assignments in different departments and geographic locations. In order to reduce structural secrecy, there may be short-term opportunity costs, but the long-term benefits are significant.12 Firms must think about long-term greed and what it means. Through actions and training, leaders must explain the pressures on short-term thinking and how the firm resolves the conflicts of short- and long-term goals. Potentially conflicting or confusing organizational goals, such as putting clients first while also having a duty to shareholders, require strong signals from leadership as to what is acceptable and unacceptable behavior. These nuances cannot be left to statements of principles; they must be modeled by leaders’ actions each day. Leaders must understand that external influences can shape the culture. For example, there are competitive, technological, and regulatory pressures. Responses to them can have unintended consequences, including drifting from principles. This can increase the probability of an organizational failure. An organization needs to understand to what extent models impact behavior, decisions made by business leaders, and organizational culture. For example, boards of directors of public companies should ask questions if earnings per share (EPS) estimates are too consistent with analysts’ estimates. They should ask whether the firm is managing to models or to what is in the best long-term interests of the firm. Leaders get too much credit and too much blame. Leaders need to uphold the firm’s shared values—and that is a key component to leadership.13 But too little emphasis is given to the organizational elements that shape behavior or provide an environment for leadership or change. An organization’s structure, incentives, and values last longer and have more impact than those of individual leaders. Usually when there is a change or loss or failure there is a tendency to blame one thing or one person, when typically there are complex organizational cultural reasons. It is the duty of leaders and board members to examine what is responsible, not who is responsible.
Steven G. Mandis (What Happened to Goldman Sachs: An Insider's Story of Organizational Drift and Its Unintended Consequences)
The U.S. civilian leadership was shirking its responsibility to develop a high-level strategic approach to the most significant political and diplomatic challenge of this conflict. It was yet another example of America’s almost instinctive reflex to lead with the military in moments of international crisis. Civilian officials, as much as they may mistrust the Pentagon, are often the first to succumb. They seem remarkably adverse to exploring the panoply of tools they could bring to bear—let alone to putting in the work to develop a comprehensive strategic framework within which military action would be a component, interlocking with others. What is it, I found myself wondering, that keeps a country as powerful as the United States from employing the vast and varied nonmilitary leverage at its disposal? Why is it so easily cowed by the tantrums of weaker and often dependent allies? Why won’t it ever posture effectively itself? Bluff? Deny visas? Slow down deliveries of spare parts? Choose not to build a bridge or a hospital? Why is nuance so irretrievably beyond American officials’ grasp, leaving them a binary choice between all and nothing—between writing officials a blank check and breaking off relations? If the obstacle preventing more meaningful action against abusive corruption wasn’t active U.S. complicity, it sure looked like it.
Sarah Chayes (Thieves of State: Why Corruption Threatens Global Security)
Getting to fifty-fifty is incredibly complex and nuanced, requiring many detailed solutions that will take decades to fully play out. To accelerate the process, change needs to start at the top. Like Stewart Butterfield, CEOs need to make hiring and retaining women an explicit priority. In addition, here is the bare minimum of what we can do at an individual and a systemic level: First of all, people, be nice to each other. Treat one another with respect and dignity, including those of the opposite sex.That should be pretty simple. Don’t enable assholes. Stop making excuses for bad behavior, or ignoring it. CEOs must embrace and champion the need to reach a fair representation of gender within their companies, and develop a comprehensive plan to get there. Be long-term focused, not short-term. It may take three weeks to find a white man for the job, but three months to find a woman. Those three months could save three years of playing catch-up in the future. Invest in not just diversity but inclusion. Even if your company is small, everything counts. And take the time to educate your employees about why this is important. Companies need to appoint more women to their boards. And boards need to hold company leadership to account to get to fifty-fifty in their employee ranks, starting with company executives. Venture capital firms need to hire more women partners, and limited partners should pressure them to do so and, at the very least, ask them what their plans around diversity are. Investors, both men and women, need to start funding more women and diverse teams, period. LPs need to fund more women VCs, who can establish new firms with new cultural norms. Stop funding partnerships that look and act the same. Most important, stop blaming everybody else for the problem or pretending that it is too hard for us to solve. It’s time to look in the mirror. This is an industry, after all, that prides itself on disruption and revolutionary new ways of thinking. Let’s put that spirit of innovation and embrace of radical change to good use. Seeing a more inclusive workforce in Silicon Valley will encourage more girls and women studying computer science now.
Emily Chang (Brotopia: Breaking Up the Boys' Club of Silicon Valley)
Good one! Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right one or the smart one. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.
Henrietta Newton Martin, Author - Strategic Human Resource Management -A Primer
Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right move or the smart move. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.
Henrietta Newton Martin- Author Strategic Human Resource Management - A Primer
The Lance Corporal [a junior enlisted rank] at the back of your platoon may not know every detail of your operation. He may not have read every piece of intelligence about your enemy, or every nuance of your larger strategy, but he’ll always know one thing: he’ll know whether or not you care about him.
Eric Greitens