Proactive Leadership Quotes

Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change

Life is full of games. Be a proactive player. Most importantly, know who is throwing at you, what and why. When you do, life becomes fun...

Making appointments with yourself and scheduling other things around them is key to proactive self-management.

Be an example, be positive, be enthusiastic, be proactive--that is proactive leadership.

Companies that proactively address social and environmental risks are better positioned to avoid costly controversies, regulatory fines, and reputational damage.

Today you can be inactive, reactive, or proactive! Choose your "active" wisely.

If all you are doing is spending time with the struggling members of your church and you are not building proactively into your church's culture, and you are being shortsighted and limiting the effectiveness of your ministry.

A leader is paid to do three things: Get the job done and get it done well. Plan ahead—be proactive, not reactive. Exercise good, sound judgment in doing all of the above.

Our goal is to assist leaders and for-profit B2B organizations in implementing a culture of high proactive trustworthiness by assessing, capturing, measuring, and utilizing it’s greatest asset; Relationship Capital (RC).

In business, the market is changing so rapidly that many products and services that successfully met consumer tastes and needs a few years ago are obsolete today. Proactive powerful leadership must constantly monitor environmental change, particularly customer buying habits and motives, and provide the force necessary to organize resources in the right direction.

Grant had a theory about which kinds of circumstances would call for introverted leadership. His hypothesis was that extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees. To test his idea, he and two colleagues, professors Francesca Gino of Harvard Business School and David Hofman of the Kenan-Flagler Business School at the University of North Carolina, carried out a pair of studies of their own. 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. In

Libby not only lied about his interaction with Tim Russert, claiming that he’d heard the covert agent’s name from him, but eight Bush administration officials testified that they talked to Libby about the covert agent’s name. More evidence revealed that Libby had proactively discussed the CIA employee with reporters, at the vice president’s request, to “push back” on stories critical of the administration’s basis for invading Iraq.

To earn their stripe as transformative digital leaders, CIOs have to become more visible, proactive, and innovative.

The place to begin building any relationship is inside ourselves, inside our circle of influence, our own character.2 As we become independent—proactive, centered in correct principles, value-driven, and able to organize and execute around the priorities in our life with integrity—we can choose to become interdependent: capable of building rich, enduring, productive relationships with other people.

The key to letting go of negativity lies in our willingness to change our perspective and be proactive. It’s with this mindset that we’re able to persevere through difficult times and help others to do the same. Positivity is contagious, but it has to start with you. NO MORE EXCUSES…SERIOUSLY We make excuses all the time for a variety of reasons, mostly as a defense mechanism to protect ourselves from humiliation and criticism. Nobody wants to be cast in a negative light, so if there’s an opportunity to shift the blame without consequence, the decision seems obvious. Again, this all comes back to letting ourselves off the hook and deflecting accountability. It might be convenient, but it won’t get you very far in life. The same can be said for procrastination. Consider all the reasons why you put something off. You’re tired and would rather do the work another day. You’re afraid of what others might think if you don’t succeed. You don’t have all the answers, and that scares you. But this isn’t what we tell ourselves. Instead, we rationalize that it isn’t the right time to proceed with our plans.

The digital CIO needs to be the proactive, visible, and influential top business leaders.

True empathy is not about waiting to understand another person; it is about proactively seeking to do so. It takes effort to give another person your full time and attention; to ask others how they are feeling and if they coping well with things. And don’t overlook those closest to you. Never take anyone for granted. Avoid being too preoccupied to sit down and talk with your children, partners and colleagues.

It is, indeed, one of the basic moral blindspots of American conservatism that its intellectual and leadership energy have never been focused in a proactive way on America's racial-caste legacy. This represents a fundamental moral crisis of modern American conservatism.... American conservatives typically ignored the authoritarian and violent racial-caste practices and values arrayed against black Americans in southern states where the vast majority of blacks live. On the other hand, American conservatives have, throughout this century, often embraced freedom movements elsewhere in the world --in Europe, Latin America, East Asia-- but always firmly resisting a proactive embrace of the black American civil rights movement as a bona fide freedom movement fully worthy of their support. So it is in the shadow of this dismal record of mainstream American conservatism vis-a-vis black Americans' long and arduous quest for equality of status that new black conservatives have emerged.

Our survey measure rated three behavioral attributes of leadership inclusiveness: one, leaders were approachable and accessible; two, leaders acknowledged their fallibility; and three, leaders proactively invited input from other staff, physicians, and nurses. The concept of leadership inclusiveness thus captures situational humility coupled with proactive inquiry (discussed in the next section).

The more proactive you are (Habit 1), the more effectively you can exercise personal leadership (Habit 2) and management (Habit 3) in your life. The more effectively you manage your life (Habit 3), the more Quadrant II renewing activities you can do (Habit 7). The more you seek first to understand (Habit 5), the more effectively you can go for synergetic Win/Win solutions (Habits 4 and 6). The more you improve in any of the habits that lead to independence (Habits 1, 2, and 3), the more effective you will be in interdependent situations (Habits 4, 5, and 6). And renewal (Habit 7) is the process of renewing all the habits.

Secure Man VS Vulnerable Man A secure man is someone who can identify their own weaknesses and improve. He can accept his flaws and maintain his self esteem. He knows his journey is never over, so he always strives for more. He lends strength to others needing a helping hand. He prefers to take the hard right over the easy wrong. He can handle constructive criticism without bitterness. He can provide for himself and his family. He can set goals for himself knowing one day he can achieve them. He is a multitasker. He doesn't make decisions just for the moment; He makes decisions that he knows will benefit and effect his whole life. If this man makes a mistake he will hold himself responsible and correct his mistake. He has confidence in himself and holds no one else accountable for his happiness and/or peace of mind. A sincere understanding of empathy for others, a sense of humility, and humbleness are reinforcing characteristics of this man. A secure man has faith in the Lord. A vulnerable man is someone who depends on others. He can not accomplish routine tasks or deliver on his own. He is always asking for a helping hand and has little or no self esteem. He lives for the moment without a life plan. He doesn't set lifetime goals. A vulnerable man is either too arrogant and ignorant to notice when somebody is trying to help him, so he rebels against those closest to him. A vulnerable man gets angry when things doesn't go his way. He doesn't only complain, he also complains about what others aren't doing for him. He can't provide for himself or others. You can never go to him for advice or will he extend a hand of help to others without wanting something in return. A vulnerable man can not make a decision and lives a reactive life instead of a proactive one. He knows right from wrong...but still decides to go the wrong way because it's the easiest. A vulnerable man seeks an enabler one who will bail them out time and time again. Others notices his individual weaknesses...However he chooses a life of denial and deflection. This man believes it is always someone else's fault and feels entitled to others hard work and efforts. A vulnerable man has no faith in a higher power and thinks he'll never have to answer for the choices made in their life.-27 September 2012-

Ad hoc committees can be a sign of a prescient leadership structure, proactively dealing with serious topics of concern, or they can be a sign of ineptitude at the board level, which then shove off issues to some subsidiary group to deal with, rather than facing unpleasant truths.

Technology has also given us greater automation that allows us to take large tasks and turn them into more manageable tasks. The pressure then comes from executive management to be “fully informed and fully engaged” in every aspect of our operation, after all, it’s easier than ever to do so! This of course misses the point that those advancements free the leader from the “small” things and allows them to focus on things with bigger impact like, team member development, strategy and other proactive measures. We’re missing out on the big picture if we are constantly focused on the small things.

Change in leadership brands must be influenced and proactively effected at a personal level, it can never be forced from outside with sustainable effectiveness. Saddam Hussein, Muammar al Gaddafi and Hosni Mubarak are all political trophies, yet the effects of the military or “civil” initiatives that toppled them, are nothing to be proud of considering what continues to happen in countries like Iraq, Libya, Egypt and Syria, after the use of force to bring political change.

One of the worst mis­takes you can make as a leader is putting your life on cruise con­trol. Good, effective, and relevant leadership is all about lifelong learning. It is about being teachable, accountable, and proactive, and trying new things. Growth means taking calculated risks.

Leadership Puzzle solved. One more time, you need to focus on processes, first making them efficient, then spending time on the people and personalities

The two additional unique human endowments that enable us to expand our proactivity and to exercise personal leadership in our lives are imagination and conscience.

Power. Power is the capacity to act, the strength and courage to accomplish something. It is the vital energy to make choices and decisions. It also represents the capacity to overcome deeply embedded habits and to cultivate higher, more effective habits. At the low end of the power continuum we see people who are essentially powerless, insecure, products of what happens or has happened to them. They are largely dependent on circumstances and on others. They are reflections of other people’s opinions and directions; they have no real comprehension of true joy and happiness. At the high end of the continuum we see people with vision and discipline, whose lives are functional products of personal decisions rather than of external conditions. These people make things happen; they are proactive; they choose their responses to situations based upon timeless principles and universal standards. They take responsibility for their feelings, moods, and attitudes as well as their thoughts and actions. These four factors—security, guidance, wisdom, and power—are interdependent. Security and well-founded guidance bring true wisdom, and wisdom becomes the spark or catalyst to release and direct power. When these four factors are harmonized, they create the great force of a noble personality, a balanced character, a beautifully integrated individual.

So in this section I also deal with the attitudes, skills, and strategies for creating and maintaining trustful relationships with other people. In effect, once we become relatively independent, our challenge is to become effectively interdependent with others. To do this we must practice empathy and synergy in our efforts to be proactive and productive.

The primary human endowments are 1) self-awareness or self-knowledge; 2) imagination and conscience; and 3) volition or willpower. The secondary endowments are 4) an abundance mentality; 5) courage and consideration; and 6) creativity. The seventh endowment is self-renewal. All are unique human endowments; animals don’t possess any of them. But they are all on a continuum of low to high levels. • Associated with Habit 1: Be Proactive is the endowment of self-knowledge or self-awareness—an ability to choose your response (response-ability). At the low end of the continuum are the ineffective people who transfer responsibility by blaming other people, events, or the environment—anything or anybody “out there” so that they are not responsible for results. If I blame you, in effect I have empowered you. I have given my power to your weakness. Then I can create evidence that supports my perception that you are the problem. At the upper end of the continuum toward increasing effectiveness is self-awareness: “I know my tendencies, I know the scripts or programs that are in me, but I am not those scripts. I can rewrite my scripts.” You are aware that you are the creative force of your life. You are not the victim of conditions or conditioning. You can choose your response to any situation, to any person. Between what happens to you and your response is a degree of freedom. And the more you exercise that freedom, the larger it will become. As you work in your circle of influence and exercise that freedom, gradually you will stop being a “hot reactor” (meaning there’s little separation between stimulus and response) and start being a cool, responsible chooser—no matter what your genetic makeup, no matter how you were raised, no matter what your childhood experiences were or what the environment is. In your freedom to choose your response lies the power to achieve growth and happiness.

Quality begins with me. And I need to make my own decisions based on carefully selected principles and values.” Proactivity cultivates this freedom. It subordinates your feelings to your values. You accept your feelings: “I’m frustrated, I’m angry, I’m upset. I accept those feelings; I don’t deny or repress them. Now I know what needs to be done. I am responsible.” That’s the principle “I am response-able.

If the parents felt they had a healthy line of communication with the children's ministry team and the church was following up in a timely manner, they tended to reflect on the setbacks less negatively. Parents were more likely to continue their involvement with the church if they perceived the children's ministry leadership was working proactively to appropriately accommodate their child.

In my experience successfully managing diverse teams in a globalized environment demands not only the cultivation of cultural awareness and an inclusive atmosphere where every member feels esteemed but also the capacity to be an astute observer, a meticulous planner, and a strategic thinker. Clear and inclusive communication, supported by technology, bridges geographic divides, while tailored leadership approaches ensure alignment and motivation. A strategic mindset coupled with effective implementation of plans drives the team toward shared objectives. Lastly, proactive conflict resolution and a commitment to continuous learning are critical for maintaining harmony and fostering adaptability within the team.

Consistent and quality engagement is our best bet for getting consistent and quality results from our team, strengthening proactive accountability.

of “to-do” behaviors (say please and thank you, be more patient, treat others with respect) have a more difficult time changing than those who focus on a few “must-stop” behaviors (stop sharing your opinion on everything, quit taking other people’s work for granted, don’t claim credit you don’t deserve). Even the simple injunction to “stop being a jerk” is often more effective than itemizing desirable behaviors to try out. Sally has also seen how the bias for action can undermine the ability of people to let go of behaviors that no longer serve them. A vivid example came during a recent client call about a leadership workshop she was scheduled to deliver. After she had sketched out the program, the head of the planning committee spoke up. “The most important thing is that your program should be immediately actionable,” she said. “We have a very proactive culture around here, so we want to make sure you give people plenty of to-dos. The ideal would be for participants to walk away with five new things they can do Monday morning.” Sally had heard such requests in the past and tried to accommodate them. But now she pushed back. She noted that in her experience the last thing most people in organizations need is five new things to do on Monday morning. With employees already overloaded, adding new items to

Everyone has the same end goal to produce a product they can be proud of; projects that fail are typically missing the leadership of a strong producer with proactive strategic abilities and an in-depth understanding of the process.

Before Entry Read internal and external perspectives on the market and consumers. You won’t become an expert, but that’s OK; awareness is what you’re after. Identify local consultants who can brief you on the state of the market and the competitive environment. Learn the language—it’s not about fluency; it’s about respect. Develop some hypotheses about the business situation you are entering. – Use the STARS model to talk with your new boss and other stakeholders about the situation. – Assess the leadership team—is it functioning well, and does it comprise a good mix of new and veteran, or local and expatriate, talent? – Assess the overall organization using any available corporate performance and talent-pool data. – If possible, talk to some team members to gather their insights and test some of your early hypotheses. After Entry Your first day, first week, and first month are absolutely critical. Without the following four-phase plan, you risk getting drawn into fighting fires rather than proactively leading change. Diagnose the situation and align the leadership team around some early priorities. Establish strategic direction and align the organization around it. Repair critical processes and strive for execution consistency. Develop local leadership talent to lay the foundation for your eventual exit.

In a football game and in the corporate workplace there is a huge difference between teams that achieve great success and teams that become dismal failures. The answer is effective communication- teams that can openly share ideas, focus on the task, and communicate proactively should not be surprised by their achievements.

The Scorecard should cause an organizational shift. Your leadership team will become more proactive at solving problems because you’ll have hard data that not only points out current problems but also predicts future ones.

With digital awareness, the CIO can transform from a technology manager to a business-savvy leader; from a hands-on technical manager to a strategic adviser; and from a support-center supervisor to a proactive change agent.

One simple practice can propel you forward in your long-term quest for excellence and in your struggle for true maturity (courage balanced with consideration) and for integrity. It is this: Before every test of your new habit or desired behavior, stop and get control. Plumb and rally your resources. Set your mind and heart. Choose your mood. Proactively choose your response. Ask, “How can I best respond to this situation?” Choose to be your best self, and that choice will arrest your ambivalence and renew your determination.

The business engaged CIO is a proficient digital leader to run proactive IT and keep navigating through the rough sea to earn its spurs.

What makes me the proudest about Delta Sigma Theta Sorority, Inc., is that she truly lives up to the ideals and principles she stands for. This sisterhood is proactive and is ever progressing, never settling, and always upholding the highest level of expectations of the membership and all that she comes in contact with. At the forefront of any major change you will always see a Delta; the leadership of any progressing organization always had a Delta in the midst. My sisters are dynamic in all their ways and that makes me proud to be a Delta. They are examples of the essence of Fortitude in every sense of the word! —LaKesha Russ, Delta Sigma Theta Sorority, Inc.

Leaders proactively find opportunities to change the status quo, while managers reactively rely on it.

Encouragement breeds confidence, and confidence is the root of all proactive customer-centered leadership.

REVOLUTIONARY WORKPLACE High Performance Teams that are empowered, enabled, and energised, are more productive and proactive, provide better customer service, and show higher levels of job engagement, satisfaction and commitment, to their team, organization and clients.

Whether you realize it or not, as a leader, all eyes are on you as the people within your circle of influence want to know what you stand for, and what you are proactively doing for the benefit of their cause and society at large.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

Leadership is fundamentally about shaping the future—not only within organizations but also in the daily lives of individuals. This is especially evident in community development, where its impact is directly tied to economic opportunities, social mobility, and overall quality of life. When leadership is strong and responsive, communities flourish. Conversely, when it is weak, absent, or corrupt, stagnation sets in, often leaving individuals to struggle alone or rely on external aid. The link between leadership and community development is therefore one of profound cause and effect: ineffective governance stifles economic growth and social progress, whereas proactive leadership unlocks local potential and empowers people to build resilient communities.

The future of leadership in Africa, however, relies on a critical shift in perspective: moving from a culture of dependency to one rooted in empowerment. It involves shaping leaders who view challenges as opportunities for innovation rather than roadblocks. It requires building institutions that reward proactive initiative over mere compliance and fostering communities that celebrate visionary thinking instead of passively enduring the status quo. The leadership models that will endure are those that embrace adaptability, inclusivity, and long-term planning, prioritizing meaningful progress over fleeting political victories.

Within every organization and community, there exists a quiet but persistent force capable of undermining even the strongest proponents of proactive leadership. This force is learned helplessness; a psychological state that arises when repeated setbacks and seemingly unchangeable circumstances convince individuals and groups that their efforts are futile. When leaders fall prey to this mindset, the impact can be devastating, stifling innovation, discouraging initiative, and trapping organizations or communities in a cycle of complacency and stagnation.

Ask before you're asked. It’s not micromanagement. it’s leadership in disguise.

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