Outstanding Leadership Quotes

History, too, has a penchant for giving birth to itself over and over again, and those whom it appoints agents of change and progress do not always accept their destinies willingly.

Be a great student of life, so you can be an outstanding teacher of living.

Anyaele Sam Chiyson Leadership Law of Legacy: Supreme leaders determine where generations are going and develop outstanding leaders they pass the baton to.

Culture is the sum of the values, beliefs and assumptions of human groups.

While extroverts tend to attain leadership in public domains, introverts tend to attain leadership in theoretical and aesthetic fields. Outstanding introverted leaders, such as Charles Darwin, Maurie Curie, Patrick White and Arthur Boyd, who have created either new fields of thought or rearranged existing knowledge, have spent long periods of their lives in solitude. Hence leadership does not only apply in social situations, but also occurs in more solitary situations such as developing new techniques in the arts, creating new philosophies, writing profound books and making scientific breakthroughs.

In the context of the work environment, emotional intelligence enables three important skill sets: stellar work performance, outstanding leadership, and the ability to create the conditions for happiness.

Innovation can start with wanting what does not yet exist - and finding a solution - or seeing what does not yet exist - and finding an opportunity.

It's excellence in leadership when everyone wants to manufacture a black shoe and you manufacture a designer black shoe with gold medal on top. Do something new; do something better!

While extroverts tend to attain leadership in public domains, introverts tend to attain leadership in theoretical and aesthetic fields. Outstanding introverted leaders, such as Charles Darwin, Marie Curie, Patrick White and Arthur Boyd, who have created either new fields of thought or rearranged existing knowledge, have spent long periods of their lives in solitude. Hence leadership does not only apply in social situations, but also occurs in more solitary situations such as developing new techniques in the arts, creating new philosophies, writing profound books and making scientific breakthroughs.

You become like that, what you admire most. By admiring excellence and practicing, it can boost you to become excellent.

One of the outstanding ironies of history is the utter disregard of ranks and titles in the final judgments men pass on each other. The final estimate of men shows that history cares not an iota for the rank or title a man has borne, or the office he has held, but only the quality of his deeds and the character of his mind and heart.

Limitless Leadership is the secret ingredient that helps common people, create high performance teams, that achieve outstanding and uncommon results.

Act in faith, don't W.O.R.R.Y. W = Waste O = Outstanding R = Resources R = Ruining Y = Your life

Surely Paul's moral and spiritual greatness is all the more evident the more he is studied and analyzed. It is sheer irony and miracle that God would select one of the most aggressive opponents of the early Christian movement and make him into its most outstanding leader.

A fief, the elder Hosokawa had advised, was like a castle wall built of many rocks. A rock that could not be cut to fit in comfortably with the others would weaken the whole structure, even though the rock itself might be of admirable size and quality. The daimyō of the new age left the unsuitable rocks in the mountains and fields, for there was an abundance of them. The great challenge was to find one great rock that would make an outstanding contribution to one's own wall.

As Janet Farrall and Leonie Kronborg write in Leadership Development for the Gifted and Talented: While extroverts tend to attain leadership in public domains, introverts tend to attain leadership in theoretical and aesthetic fields. Outstanding introverted leaders, such as Charles Darwin, Marie Curie, Patrick White and Arthur Boyd, who have created either new fields of thought or rearranged existing knowledge, have spent long periods of their lives in solitude. Hence leadership does not only apply in social situations, but also occurs in more solitary situations such as developing new techniques in the arts, creating new philosophies, writing profound books and making scientific breakthroughs.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

It is rather like arguing with an Irishman,” wrote Michael Hadow of his many conversations with Dayan. “He enjoys knocking down ideas just for the sake of argument and one will find him arguing in completely opposite directions on consecutive days.” Indeed, Dayan was a classic man of contradictions: famed as a warrior, he professed deep respect for the Arabs, including those who attacked his village, Nahalal, in the early 1930s, and who once beat him and left him for dead. A poet, a writer of children’s stories, he admitted publicly that he regretted having children, and was a renowned philanderer as well. A lover of the land who made a hobby of plundering it, he had amassed a huge personal collection of antiquities. A stickler for military discipline, he was prone to show contempt for the law. As one former classmate remembered, “He was a liar, a braggart, a schemer, and a prima donna—and in spite of that, the object of deep admiration.” Equally contrasting were the opinions about him. Devotees such as Meir Amit found him “original, daring, substantive, focused,” a commander who “radiated authority and leadership [with] … outstanding instincts that always hit the mark.” But many others, among them Gideon Rafael, saw another side of him: “Rocking the boat is his favorite tactic, not to overturn it, but to sway it sufficiently for the helmsman to lose his grip or for some of its unwanted passengers to fall overboard.” In private, Eshkol referred to Dayan as Abu Jildi, a scurrilous one-eyed Arab bandit.

The typical mentality among the leadership of “less work for more money” is far too prevalent. Outstanding efforts by individual employees are frowned upon, because they give “management” a reason to expect better results without an increase in compensation.

In any profession, you will be respected if you are good at your job – not because you are good at talking about your beliefs. It may be quite irrational, but the fact is that, if you are recognized as being outstanding on one thing, you will be listened to on all sorts of subjects in no way related to it... and so, if you are going to be really effective [for your cause] in your place of work, you must set out to be the best man at your job.

A problem is nothing more than a solution outstanding.

One way leaders deal with risk effectively is by increasing the quality of their knowledge.

And one of the paradoxes is that leaders, the higher they go, the less vertical feedback they get on how they’re actually doing, because people are afraid to tell them. So leaders can go off in a direction thinking they’re doing fine, not realizing they’re not,

The organizations that compete internally will not be successful in the future.

For fourteen years Wiliam Walker alias Brown alias Shields alias Swallow alias Waldon alias Todd alias Watson had been a major irritant to British authorities on both sides of the world. To the London police he was an accomplished thief. To the colonial government in Van Diemen's Land, he was a clever and determined escaper; he had stolen one of its vessels and caused much embarrassment by making it back to England not once but twice, one of only a handful of runaways to do so. To these skills of theft and evasion must be added outstanding seamanship, a glib tongue, extraordinary resourcefulness and a capacity for leadership. Among his more admirable attributes his loyalty to his family should also not be forgotten. To the convicts of Macquarie Harbour and Port Arthur he was a living legend, tangible proof that escape from the island prison was possible. By any standards, he was a remarkable man...

Authentic leadership is at the root of cultures of great innovation, engagement, outstanding client experiences, and growth.

In the context of the work environment, emotional intelligence enables three important skill sets: stellar work performance, outstanding leadership, and the ability to create the conditions for happiness. Stellar

Good work involves the intertwining of three features: excellence, engagement, and ethics. Good work is technically excellent work—people know what they’re doing. It’s personally engaging and meaningful. They want to do it. They look forward to going to work. They don’t dread it. And it’s carried out in an ethical way.

A business leader who exemplified good work would be somebody who understood himself or herself, understood the corporation or company that they were in very well, knew something about their history, understood the domain—the sector in which they’re working, which could be anything from transportation to widgets—and had some sense of the mega-trends going on in the world. You cannot be an excellent leader unless you’ve thought about this kind of knowledge, so that’s excellence.

In the twenty-first century, the most successful leaders will focus on sustaining superior performance by aligning people around mission and values, and empowering leaders at all levels, while concentrating on serving customers and collaborating throughout the organization.

Leadership at its essence is about serving. But it’s not only people serving you. You’re serving them. We’re joined together to serve the customer. At Medtronic, we’re trying to serve the patient. We’re trying to restore people to full life and health. Everyone that I know wants to do that job well, and so we need to re-conceptualize how we in management serve the employees who are doing the work, who are closest to the customers, and make their jobs and their lives easy. We’re serving them; they’re not serving us.

My leader or manager: (Vision) ​–​Has a clear understanding of where we are going. ​–​Has a clear sense of where he/she wants our team to be in five years. ​–​Has a clear idea of where the organization is going. (Inspirational communication) ​–​Says things that make employees proud to be a part of this organization. ​–​Says positive things about the work unit. ​–​Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) ​–​Challenges me to think about old problems in new ways. ​–​Has ideas that have forced me to rethink some things that I have never questioned before. ​–​Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership) ​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

The rare quality of outstanding leadership can come in many forms. Some inspire their followers with lofty words. Others command respect due to their unrivaled competence. Puller’s ability to motivate men came from a simpler source. His Marines knew that he would ask no more of them than he was willing to put forth himself, and that was everything he had. They knew that when they were putting their lives on the line, he would be right out front with them. They knew that he would zealously look out for their welfare and shield them as much as possible from both the daunting hardships and the petty troubles of a tough profession. They knew that he understood what they were going through and saw things from their point of view. He was, in their eyes, a lofty figure who was right at home among the lowliest of them. Few men can rise to greatness and still genuinely retain the common touch. Medals and rank never changed Puller; he possessed the heart of a private throughout his long career and his men idolized him for that simplicity. One editorial mourning his passing captured the result: “There were few Marines who would not have tried to establish a beachhead in hell at a nod from Chesty Puller.”2

unspoken message. “You’re fundamentally okay.” As the weeks and months passed, he began to feel a quiet confidence and affirmed himself. He began to blossom, at his own pace and speed. He became outstanding as measured by standard social criteria—academically, socially and athletically—at a rapid clip, far beyond the so-called natural developmental process. As the years passed, he was elected to several student body leadership positions, developed into an all-state athlete and started bringing home straight A report cards. He developed an engaging and guileless personality that has enabled him to relate in nonthreatening ways to all kinds of people. Sandra and I believe that our son’s “socially impressive” accomplishments were more a serendipitous expression of the feelings he had about himself than merely a response to social reward. This was an amazing experience for Sandra and me, and a very instructional one in dealing with our other children and in other roles as well. It brought to our awareness on a very personal level the vital difference between the Personality Ethic and the Character Ethic of success. The Psalmist expressed our conviction well: “Search your own heart with all diligence for out of it flow the issues of life.

Many people in Europe believe without saying so, or say so without believing it, that one of the great advantages of universal suffrage is to summon men worthy of public trust to the direction of public affairs... For my part, I am bound to say, what I have seen in America does not give me any reason to think that this is the case... lt is a permanent feature of the present day that the most outstanding men in the United States are rarely summoned to public office... The race of American statesmen has strangely shrunk in size over the last half-century... I willingly accept that the bulk of the population very sincerely supports the welfare of the country... But what they always lack, more or less, is the skill to judge the means to achieve this sincerely desired end... I hold it proved that those who consider universal suffrage as a guarantee of the excellence of the choice made are under a complete delusion.

Vision. Has a clear understanding of where the organization is going and where it should be in five years. Inspirational communication. Communicates in a way that inspires and motivates, even in an uncertain or changing environment. Intellectual stimulation. Challenges followers to think about problems in new ways. Supportive leadership. Demonstrates care and consideration of followers’ personal needs and feelings. Personal recognition. Praises and acknowledges achievement of goals and improvements in work quality; personally compliments others when they do outstanding work.

Blind faith exists in rare situations. In most cases, people believe in things that are tangible. The creative process involves complexities of new thought, thereby creating a natural sense of fear for those who cannot see.

Outstanding Exponential Results, require extraordinary Leadership-team conversations, that raise consciousness and unleash fullest potentials

Salesforce.com, a $1 billion software firm that has pioneered software as a service, has been making the shift from the logic of addition to the logic of multiplication. They enjoyed a decade of outstanding growth using the old idea of “throwing resources at a problem.” They addressed new customers and new demands by hiring the best technical and business talent available and deploying them on the challenges. However, a strained market environment created a new imperative for the company’s leadership: get more productivity from their currently available resources. They could no longer operate on outdated notions of resource utilization. They started developing leaders who could multiply the intelligence and capability of the people around them and increase the brainpower of the organization to meet their growth demands.

Business, in its current form, is a low-consciousness game of Greedership, for a select few ego-based shareholders, where "success" is measured, purely in financial terms, and is unwisely, endorsed as "outstanding behavior".

Using the word CHARISMA as an acrostic, we can define the outstanding characteristics of charismatic people: Concern Help Action Results Influence Sensitivity Motivation Affirmation Keep

Sala conducted his own research. He chose 20 executives from a food-and-beverage company, half of whom had been rated as average performers by their colleagues while the other half were characterized as outstanding performers. All the executives took part in a two-hour interview on the topic of leadership performance. Two observers categorized the content of the interviews and noted humorous references. Humor that included put-downs of others was coded as negative, while humor used to point out funny things or absurdities was coded as positive. According to Sala, “The executives who had been ranked as outstanding used humor more than twice as often as average executives, a mean of 17.8 times per hour compared with 7.5 times per hour … When I looked at the executives’ compensation for the year, I found that the size of their bonuses correlated positively with their use of humor during the interviews. In other words, the funnier the executives were, the bigger the bonuses.

Outstanding research leaders are rare and their jobs, while different, are just as demanding as those of researchers themselves. Successful research leaders must have all the characteristics of outstanding researchers, particularly technical depth and breadth, otherwise their technical vision and judgment will not be sound. But they also need to be grounded in a second, orthogonal way: the human dimension that delights in and nurtures people's overall well-being and success.

Anyaele Sam Chiyson’s Leadership Law of Legacy states that Supreme leaders determine where generations are going to and raise outstanding leaders they pass the baton to.

A forgotten hero but remembered by us few who served with him and are alive today with wives and children because of one unselfish, remarkable man. We were crazy about this calm, relentless bush-fighter who loved his job and his country; when you look at the evil in the modern world I know we need more people like him. The war is over for us but I, Sergeant Mike West of the C Squadron Rhodesian SAS, want to thank you for your outstanding leadership and devotion to duty and to us, your soldiers; for leading us into battle with the ferocity of a grizzly bear and being a dear friend when we were back in Civvy Street. I know I speak for one and all when I say you are always in our thoughts.” A

She’d blitzed the intelligence tests and the aptitude assessments. She’d charmed the three serving agents who’d grilled her at her main interview. She’d sailed through the background checks, which was understandable on account of her connections, and she’d been sent to the FBI Academy at Quantico. Then she’d really started to get serious. She was fit and strong, she learned to shoot, she murdered the leadership reaction course, she scored outstanding in the simulated shoot-outs in Hogan’s Alley.

This leads us to a central tenet of tactical excellence: if your people aren’t executing well, it’s not their fault. It’s yours. Leaders of great companies have faith in the ability of ordinary people to perform extraordinarily well. They know that there are very few lazy, uncaring people and that, given the right environment, most people will deliver outstanding performance. Poor performance is usually the result of poor hiring decisions, poor training, lack of clear expectations, poor leadership, inadequate appreciation, poor job design, or some other failure of the company, not the employee.

While a great leader is typically an exceptional manager, A TOP-NOTCH MANAGER MAY NOT NECESSARILY POSSESS THE QUALITIES OF AN OUTSTANDING LEADER.

In any profession, you will be respected if you are good at your job – not because you are good at talking about your beliefs. It may be quite irrational, but the fact is that, if you are recognized as being outstanding on one thing, you will be listened to on all sorts of subjects in no way related to it... and so, if you are going to be really effective [for your cause] in your place of work, you must set out to be the best man at your job.

It would be foolish and unjust to fail to acknowledge the fact that the American public library, as it stands today, is a remarkable achievement, indeed, one of the outstanding American contributions to civilization. I know of no greater proportion of able and devoted leaders, men and women of outstanding personality whose work will live on beyond them, beneficently. They have laid a broad base for an institution that will have an even greater future when it shall boldly take to itself the leadership in adult education which it alone is capable of developing, and shall make itself over into a people's university, sound bulwark of a democratic state.

Management—or the oversight of people, processes, and production—is just one function of some leaders. Organizations hope their managers will lead, but to be a leader, you need not have a management title because leadership is something else entirely. Leadership is not married to hierarchy, an organizational chart, or formal authority over a team. It’s a different animal, with more depth, breadth, and impact. I’ve known people who were little more than the boss of the applesauce, and yet they proved to be outstanding leaders. And I’ve known some vice presidents, executives, and Grand Poobahs—all with high-powered management titles, and not one of them could lead themselves, or anyone else, around a corner.

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.

One of the toughest but most important lessons I learned from Jocko,” I explained, “is that you should strive to have the same relationship with every boss you ever work for, no matter if they are good or bad. Whether they are an outstanding leader whom you admire, a mediocre leader who needs improvement, or a terrible leader for whom no one on the team has respect, you must strive to form the same relationship with all of them.

Outstanding success in life, leadership, business, marriage and ministry always come down to a test of whether or not you will make a sacrifice when no one else is watching. The key to our success is what we will do when no one will applaud us or even notice us.

This teacher was kind and well-intentioned, but I wonder whether students like the young safety officer would be better off if we appreciated that not everyone aspires to be a leader in the conventional sense of the word—that some people wish to fit harmoniously into the group, and others to be independent of it. Often the most highly creative people are in the latter category. As Janet Farrall and Leonie Kronborg write in Leadership Development for the Gifted and Talented: while extroverts tend to attain leadership in public domains, introverts tend to attain leadership in theoretical and aesthetic fields. Outstanding introverted leaders, such as Charles Darwin, Marie Curie, Patrick White and Arthur Boyd, who have created either new fields of thought or rearranged existing knowledge, have spent long periods of their lives in solitude. Hence leadership does not only apply in social situations, but also occurs in more solitary situations such as developing new techniques in the arts, creating new philosophies, writing profound books and making scientific breakthroughs.