Permission Leadership Quotes

Strong combat leadership is never by committee. Platoon commanders must command, and command in battle isn't based on consensus. It's based on consent. Any leader wields only as much authority and influence as is conferred by the consent of those he leads. The Marines allowed me to be their commander, and they could revoke their permission at any time.

Failure can only exist in your life at your permission.

A shark does not ask for permission to rule the waters.

When it comes to leadership, silence is nonverbal communication. It communicates agreement and grants permission by saying, “What you’re doing is fine.

A leader has not only permission, but a responsibility, to seek out periods of solitude.

Positive energy is unleashed when leaders give themselves permission to connect and express themselves from the core of who they are. When leaders practice authenticity, creativity, engagement, confidence, and a sense of inner resourcefulness emerge.

Stop waiting for someone to tell you it’s OK to be yourself. Swagger needs no permission.

Managers...give orders, not ownership. Leaders, on the other hand, ask themselves, "How do I get this person to do what I want them to do and make sure they feel good about doing it?

Good leaders don’t wait for official permission to try out a new idea. In any organization, if you go looking for permission, you will inevitably find the one person who thinks his job is to say “No!” It’s easier to get forgiveness than permission.

There is a huge difference between aspiring to be our best selves and claiming to be perfect. One is a journey of fulfillment, the other is a lie we tell ourselves and others. Good leaders know that their people will only truly thrive, not when they are pushed to be perfect, but when they are encouraged to be their natural best.

We had better want the consequences of what we believe or disbelieve, because the consequences will come! . . . But how can a society set priorities if there are no basic standards? Are we to make our calculations using only the arithmetic of appetite? . . . The basic strands which have bound us together socially have begun to fray, and some of them have snapped. Even more pressure is then placed upon the remaining strands. The fact that the giving way is gradual will not prevent it from becoming total. . . . Given the tremendous asset that the family is, we must do all we can within constitutional constraints to protect it from predatory things like homosexuality and pornography. . . . Our whole republic rests upon the notion of “obedience to the unenforceable,” upon a tremendous emphasis on inner controls through self-discipline. . . . Different beliefs do make for different behaviors; what we think does affect our actions; concepts do have consequences. . . . Once society loses its capacity to declare that some things are wrong per se, then it finds itself forever building temporary defenses, revising rationales, drawing new lines—but forever falling back and losing its nerve. A society which permits anything will eventually lose everything! Take away a consciousness of eternity and see how differently time is spent. Take away an acknowledgement of divine design in the structure of life and then watch the mindless scurrying to redesign human systems to make life pain-free and pleasure-filled. Take away regard for the divinity in one’s neighbor, and watch the drop in our regard for his property. Take away basic moral standards and observe how quickly tolerance changes into permissiveness. Take away the sacred sense of belonging to a family or community, and observe how quickly citizens cease to care for big cities. Those of us who are business-oriented are quick to look for the bottom line in our endeavors. In the case of a value-free society, the bottom line is clear—the costs are prohibitive! A value-free society eventually imprisons its inhabitants. It also ends up doing indirectly what most of its inhabitants would never have agreed to do directly—at least initially. Can we turn such trends around? There is still a wealth of wisdom in the people of this good land, even though such wisdom is often mute and in search of leadership. People can often feel in their bones the wrongness of things, long before pollsters pick up such attitudes or before such attitudes are expressed in the ballot box. But it will take leadership and articulate assertion of basic values in all places and in personal behavior to back up such assertions. Even then, time and the tides are against us, so that courage will be a key ingredient. It will take the same kind of spunk the Spartans displayed at Thermopylae when they tenaciously held a small mountain pass against overwhelming numbers of Persians. The Persians could not dislodge the Spartans and sent emissaries forward to threaten what would happen if the Spartans did not surrender. The Spartans were told that if they did not give up, the Persians had so many archers in their army that they would darken the skies with their arrows. The Spartans said simply: “So much the better, we will fight in the shade!

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

No, Zahnd is baffled by the so-called shepherds. Scripture says God demands more from these Christian leaders. And yet, whether it’s Strang platforming the MyPillow lunatic, or Liberty University’s leadership trading evangelism for electioneering, or the pastor down the road in St. Louis, a onetime friend who now leads his Sunday services with a fifteen-minute political segment called “Ron’s Rants,” Zahnd sees a reckless abdication of duty on the part of the people in charge. They are, as Jesus said of the Pharisees, blind guides, leading their followers to fall into a pit. “You are forming your people in anger and hate. You are helping to intensify their capacity to hate other people,” Zahnd said. “You are giving them permission to carry around this permanent rage.

Are you an influencer? Are you in media? Do you run a conference? A business? A podcast? Are you a mom in the PTA? Are you a teller at the local bank? Are you a volunteer for Sunday school at church? Are you a high school student? Are you a grandma of seven? Great! I need you. We need you! We need you to live into your purpose. We need you to create and inspire and build and dream. We need you to blaze a trail and then turn around and light the way with your magic so other women can follow behind you. We need you to believe in the idea that every kind of woman deserves a chance to be who she was meant to be, and she may never realize it if you—yes, you—don’t speak that truth into her life. You’ll be able to do that if you first practice the idea of being made for more in your own life. After all, if you don’t see it, how do you know you can be it? If women in your community or your network marketing group or your Zumba class don’t ever see an example of a confident woman, how will they find the courage to be confident? If our daughters don’t see a daily practice of us feeling not only comfortable but truly fulfilled by the choice to be utterly ourselves, how will they learn that behavior? Pursuing your goals for yourself is so important, and I’d argue that it’s an essential factor in living a happy and fulfilled existence—but it’s not enough simply to give you permission to make your dream manifest. I want to challenge you to love the pursuit and openly celebrate who you become along the journey. When your light shines brighter, others won’t be harmed by the glare; they’ll be encouraged to become a more luminescent version of themselves. That’s what leadership looks like. Leaders are encouraging. Leaders share information. Leaders hold up a light to show you the way. Leaders hold your hand when it gets hard. True leaders are just as excited for your success as they are for their own, because they know that when one of us does well, all of us come up. When one of us succeeds, all of us succeed. You’ll be able to lead other women to that place if you truly believe that every woman is worthy and called to something sacred.

A few of the managers we spoke with for this book worried that the tour of duty framework might give employees "permission" to leave. But permission is not yours to give or to withhold, and believing you have that power is simply a self-deception that leads to a dishonest relationship with your employees. Employees don't need your permission to switch companies, and if you try to assert that right, they'll simply make their move behind your back.

Give yourself permission 2 evolve. Become a philosopher; come up with your own interpretation of life and stop accepting someone else's as your truth.

Are you ready to be 'WHO YOU ARE'? Or have we allowed ourselves to 'BE' because of others? Have we given 'PERMISSION to people to 'CO-SIGN' on our lives??? REMEMBER..Most people will NEVER give you permission to do what they CAN'T DO or are CAPABLE OF ! Your LIFE should have YOUR signature, no one else's!

Just last year, Mrs. Clinton claimed that as secretary of state she didn’t carry a work phone. It was too cumbersome and inconvenient for her to carry two phones. She didn’t have room for them. Then we learned she carried an iPhone and BlackBerry, neither government issued nor encrypted. Then we learned she carried an iPad and an iPad mini. But she claimed she didn’t do email. Then we learned she had email—on a private server. But then she claimed her email was for personal correspondence, yoga, and wedding planning. Then we learned her email contained government business as well—lots of it. Listen, nobody transmits classified material on the Internet! Nobody! You transmit classified material via a closed-circuit, in-house intranet or even physically via courier. You can’t even photocopy classified data except on a machine specially designed for hush-hush material, and even then you still require permission from whatever agency and issuer the document originated. So the only way for that material to be transmitted over an email is for her or someone in her office to dictate, Photoshop, or white-out the classified material in question, to remove any letterhead, or to duplicate the material by rewriting it in an email. Government email accounts are never allowed to accept emails from nongovernment email accounts. We’re supposed to delete them right away. Exceptions exist for communications with private contractors, but those exceptions are built into the system. I repeat: To duplicate classified material without permission or to send it over an unsecured channel is completely illegal. That’s why every government agency employs burn bags, safes, and special folders for anything marked Confidential, Secret, and Top Secret. People have lost their careers and gone to jail for far less. Yet Hillary Clinton transmitted classified material by the figurative ton. No one else can operate like that in government. But she takes her normal shortcuts and continues to lie about it. There is no greater example of double standards in leadership than First Lady, Senator, and Secretary of State Hillary Clinton. Is it too inconvenient or cumbersome for her to follow the same rules that agents in the field have to follow? Maybe it would make morale too high? Clinton’s behavior harkens to the old motto: “The beatings will continue until morale improves.

Harry H. Laughlin was highly important for the Nazi crusade to breed a “master race.” This American positioned himself to have a significant effect on the world’s population. During his career Laughlin would: ~ Write the “Model Eugenical Law” that the Nazis used to draft portions of the Nuremberg decrees that led to The Holocaust. ~ Be appointed as “expert” witness for the U.S. Congress when the 1924 Immigration Restriction Act was passed. The 1924 Act would prevent many Jewish refugees from reaching the safety of U.S. shores during The Holocaust. ~ Provide the "scientific" basis for the 1927 Buck v. Bell Supreme Court case that made "eugenic sterilization" legal in the United States. This paved the way for 80,000 Americans to be sterilized against their will. ~ Defend Hitler's Nuremberg decrees as “scientifically” sound in order to dispel international criticism. ~ Create the political organization that ensured that the “science” of eugenics would survive the negative taint of The Holocaust. This organization would be instrumental in the Jim Crow era of legislative racism. H.H. Laughlin was given an honorary degree from Heidelberg University by Hitler's government, specifically for these accomplishments. Yet, no one has ever written a book on Laughlin. Despite the very large amount of books about The Holocaust, Laughlin is largely unknown outside of academic circles. The Carnegie Institution of Washington, D.C. gave this author permission to survey its internal correspondence leading up to The Holocaust and before the Institution retired Laughlin. These documents have not been seen for decades. They are the backbone of this book. The story line intensifies as the Carnegie leadership comes to the horrible realization that one of its most recognized scientists was supporting Hitler’s regime.

I was born in 1960. When you are eight or nine years old and you look at the TV set, men are landing on the moon, anything’s possible. And that’s something we should not lose sight of … the inspiration and the permission to dream is huge.

Leaders trying to accomplish a worthy mission have to cultivate the ability to identify the one, two, or three essential issues facing them at a given moment. It is never five or ten. It is always one or two—maybe three—issues that really matter. Having indentified these, leaders must let the remaining concerns go, either by giving themselves permission to turn their attention away from all that is not central to their purpose or by handing peripheral issues to others, including an adversary. Being able to do this—to concentrate on the most important issues while relinquishing the rest—depends on a leader’s willingness to recognize two things: first, he or she cannot do it all, and second, by saying no to that which is not mission critical, one is actually saying yes to that which is.

Now he became obsessed with details, telling his commanders what to do at every turn. No order could be given without Hitler’s specific approval. Said Field Marshal von Rundstedt, “The only troops I could move without permission were the sentries outside my door.” Here too amphetamines may be relevant. Hitler likely had, as previously noted, obsessive tendencies, reflected in his fixation on personal hygiene and cleanliness. This trait may have worsened with amphetamine use, which is well known to cause or worsen symptoms of obsessive-compulsive disorder.

A great way to relate with your woman from a position of leadership is to take charge and initiate without her permission. Instead of constantly supplicating and asking for her approval, be a man and act accordingly to meet her needs as well as yours.

This goes right to the heart of leadership. Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. In this way, leaders give permission.

It is better to apologise later than to ask for permission now. It is called self leadership

(a) Nationalism, in the form of the historicist idea that the state is the incarnation of the Spirit (or now, of the Blood) of the state-creating nation (or race); one chosen nation (now, the chosen race) is destined for world domination. (b) The state as the natural enemy of all other states must assert its existence in war. (c) The state is exempt from any kind of moral obligation; history, that is, historical success, is the sole judge; collective utility is the sole principle of personal conduct; propagandist lying and distortion of the truth is permissible. (d) The ‘ethical’ idea of war (total and collectivist), particularly of young nations against older ones; war, fate and fame as most desirable goods. (e) The creative rôle of the Great Man, the world-historical personality, the man of deep knowledge and great passion (now, the principle of leadership). (f) The ideal of the heroic life (‘live dangerously’) and of the ‘heroic man’ as opposed to the petty bourgeois and his life of shallow mediocrity.

Asking permission to call someone by their first name is a gesture of gentility and consideration. And once permission is granted, the gate is open for mutual respect and mutual purpose. Simply demonstrating this courtesy before making an assumption is impressive. Once permission is granted, you have earned points on both sides.

John Maxwell, in his book, 5 Levels of Leadership, outlines the five levels as: Position, Permission, Production, People Development, and Pinnacle. I wanted to help him progress from Level 1 (based on his position) to Level 5, pinnacle, which is based on earning the respect of your peers for who you are as a person.

If you have an idea worth spreading, you don’t need permission from anybody to spread it. If you have an idea worth spreading, the reliable research, data and definitions can be added later. If you have an idea worth spreading, you can sound it out with some loyal friends and let them remind you how much hard-won experience you’ve racked up—how many thousands of hours in deliberate practice.

Once the boundaries have been established, the next step is to make the operations and workflow visible with the assistance of a board or other aids. While identifying the individual steps of the process through which the workflow passes, Kanban groups should not let themselves be tempted to make the mistake of simply illustrating the official process as stipulated in project handbooks. Of course, there are organizations (such as military or infrastructure) that are required to adhere to strict processes. However, apart from these exceptions, official processes usually exhibit the weakness that they only exist on paper and barely correspond to actual reality. Such nonexistent processes are the wrong starting point for change. To orient ourselves around them would unnecessarily delay the change and/or improvement. In a technical kanban system, it is always the process currently being used in real life that should be visualized. The visualization is therefore also a task for the Kanban team—only the team knows how it actually functions. The identified steps in the process are listed in columns according to their operational sequence. Figure 3.1 shows a sample workflow of analysis, development, and testing represented using a visual board. As with most things in Kanban, there is no recommended layout for the board. We have seen boards visualizing the workflow in spiral form and boards using a motorway as a metaphor—anything that expresses the process as sensibly and clearly as possible is permissible. Many teams explicitly take note of the completion criteria (“definition of done”) for each step so that all team members share the same understanding of when the work has been finished.

It’s so important to be real with our kids. If we feel we have ‘messed up’ in some way, holding space to acknowledge it, to be curious as to how it might serve us and our children, to apologize where necessary, and find a mutually aligned way to move forward is true leadership. Our kids deserve us to stay dedicated to evolving, learning, and acting from a loving space, and to model to them what this looks like, which also gives them permission to show up in the same way in their lives. This is truly a beautiful and awe-inspiring process for everyone involved.

Brittney, our firstborn, is married with three children. My husband and I are extroverts, and Brittney is an introvert. At first, I wasn’t sure what to do with her. She was shy, and I wondered how much to push her socially. My instincts told me she would eventually grow out of her shyness, and I wasn’t going to make a problem out of something that really wasn’t one. I regularly engaged her in conversation, encouraged her to talk about her ideas, her interests, her feelings, and what was going on inside, but I tried not to push. We did the things that happened naturally for our family. She attended classes once a week at a homeschool co-op, we went to church, and we got together with friends. I modeled what good conversation looks like, but I never really made it a topic of conversation because I felt it might make her self-conscious. Brittney made friends along the way. She loved drama class, and one of the reasons she enrolled in it was because she wanted to challenge herself to grow. When she was fifteen, she auditioned for and got the lead role in the spring play. Suddenly, she blossomed and took on a leadership role that defied all evidence she was an introvert at heart. She’s never been the same. She continued to grow in confidence and is a strong, gracious soul who isn’t afraid to say what she thinks when the situation calls for it. As a thirty-year-old mom who is homeschooling her kids, she tells me that pushing an introvert is the worst thing a parent can do. She believes she would never have grown so naturally into her own skin if we had not given her permission to do so at her own pace. After high school, she worked as a receptionist at a doctor’s office, and the patients there loved her. Not only can Brittney easily talk with people her own age, but with anyone she meets regardless of their age.

It turns out, switching our parenting mindset from “consequences” to “connection” does not have to mean ceding family control to our children. While I resist time-outs, punishments, consequences, and ignoring, there’s nothing about my parenting style that’s permissive or fragile. My approach promotes firm boundaries, parental authority, and sturdy leadership, all while maintaining positive relationships, trust, and respect.

With her two daughters Minnie was strict and demanding, always reminding them of their royal duties. With her three growing sons she was far more permissive than with the girls, more like an older sister or intimate friend than mother, conspiring with the boys to deflect the temper of their father. Minnie would wheedle, charm and deceive Sasha. Nicky was especially close to his mother, ready to accept her advice, and unfortunately she encouraged his dependence on her rather than helping him to develop a style of leadership unsuitable for his future responsibilities.

She let her team know she was working on this and gave them permission to offer feedback on her nonverbal cues

Men have been allowed to fail and keep playing forever. Why do we let failure take us out of the game? Imperfect men have been empowered and permitted to run the world since the beginning of time. It's time for imperfect women to grant themselves permission to join them.

In 1982 Abbas matriculated in the doctoral program at the Patrice Lumumba University in Moscow. The title of his dissertation was The Connection Between the Nazis and the Leaders of the Zionist Movement, 1933–1945. In 1984 he published his thesis as a book in Arabic under the title The Other Side: The Secret Relationship Between Nazism and Zionism. In both works, Abbas wrote that the Holocaust was a joint initiative of the Nazis and the Zionist movement. He alleged that the European Jews who were killed were actually the victims of the Jews from pre-state Israel who were in cahoots with the Germans.5 In his words, “A partnership was established between Hitler’s Nazis and the leadership of the Zionist movement.… [The Zionists gave] permission to every racist in the world, led by Hitler and the Nazis, to treat Jews as they wish, so long as it guarantees immigration to Palestine.” Abbas wrote that the Zionists wanted as many Jews as possible to be killed. “Having more victims,” he wrote, “meant greater rights and stronger privilege to join the negotiation table for dividing the spoils of war once it was over. However, since Zionism was not a fighting partner—suffering victims in a battle—it had no escape but to offer up human beings, under any name, to raise the number of victims, which they could then boast of at the moment of accounting.” Abbas denied that six million Jews were killed in the Holocaust. This too was a Zionist plot. “The truth is that no one can either confirm or deny

I'd rather apologise later than miss the opportunity to create excellence by waiting for permission.

Are you capable of being part of a small group that can change the world? Most people could never rise to the challenge. They are the Ignavi – those who will follow any banner placed in front of them – and the Last Men – those who survive by placing petty self-interest above all other things and know how to ensure they will be the last men standing. Their names will never be remembered. You don’t have to be a member of the Illuminati to make a difference. The changing of the world belongs to everyone. Leaders are self-defining, self-creating, self-starting. They take an idea and they run with it. They inspire others. They don’t need anyone else’s approval, assistance or permission. Above all, they lead. Can you?

PERMISSION TO BE EMPATHETIC LEADING TEAMS BECOMES A LOT MORE JOYFUL, AND THE TEAMS MORE EFFECTIVE, WHEN YOU KNOW AND CARE ABOUT THE PEOPLE.

If you’ve been given a leadership position, then you’ve been given your boss’s permission to lead. If you’ve earned influence on Level 2, then you have acquired your people’s permission to lead. That’s powerful.

The final giveaway is the presence of ordinary criminal types within the leadership of the Communist Party and its revolutionary cadre. Here we find the sadists, the robbers, the killers, and the misfits. Revolution is alluring to them, because it gives them permission to do their thing under cover of an ideal. As Sam Vaknin has pointed out, “The suppression of envy is at the core of the narcissist’s being. If he fails to convince his self that he is the only good object in the universe, he is bound to be exposed to his own murderous envy. If there are others out there who are better than him, he envies them, he lashes out at them ferociously, uncontrollably, madly, hatefully, he tries to eliminate them. J.R.Nyquist

Must, never, must avoid, must guard: the minatory commands came the eleven times (from the departing Eisenhower). In contrast, Kennedy's rhetoric on January 20 with a cascade of permissions: the word "let" rang out 14 times.

If you have allowed a laborious lifestyle to suppress your dreams, then NOW is the time to take a STAND and give yourself PERMISSION to DREAM again! Now remove the clutter in your life and make PLANS to make your dreams a reality.