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A system is corrupt when it is strictly profit-driven, not driven to serve the best interests of its people.
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Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
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Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.
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Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
“
A NATION'S GREATNESS DEPENDS ON ITS LEADER
To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level.
Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.
Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.
Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader.
And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.
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Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
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A system is corrupt when it is strictly profit-driven, not driven to serve the best interests of its people, but those of multinational corporations.
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Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
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Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.
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Stan Slap
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Endangering human life for profit should be a universal crime.
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Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
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If you're not driving business growth and profitability, then you might as well be a houseplant. So get out there and make some money, honey!
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Shubham Shukla (Career's Quest: Proven Strategies for Mastering Success in Your Profession: Networking and Building Professional Relationships)
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People. Products. Profits. In that order.
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Ken Goldstein
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We will never know peace and stability in the world without balance. And we will never know balance without justice for all. Yet, justice exists only where there is fairness and equality -- when every man and country is treated and viewed equally. No country should be given power over another. In addition, no country should be granted privileges that are denied to others. No one country has the authority to decide which country will be embargoed, denied to protect itself, and will be favored based on the weight of their resources. Eliminate the hypocrisy.
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Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
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A smart entrepreneur pivots when circumstances pivot. When everything around you changes, you gotta change to adapt. Either you pivot and profit from the change, or you procrastinate and are forced to change eventually. And when you're forced to change, there's usually a loss not a profit.
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Hendrith Vanlon Smith Jr.
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Then, in the 1980's, came the paroxysm of downsizing, and the very nature of the corporation was thrown into doubt. In what began almost as a fad and quickly matured into an unshakable habit, companies were 'restructuring,' 'reengineering,' and generally cutting as many jobs as possible, white collar as well as blue . . . The New York Times captured the new corporate order succintly in 1987, reporting that it 'eschews loyalty to workers, products, corporate structures, businesses, factories, communities, even the nation. All such allegiances are viewed as expendable under the new rules. With survival at stake, only market leadership, strong profits and a high stock price can be allowed to matter'.
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Barbara Ehrenreich (Bright-Sided: How the Relentless Promotion of Positive Thinking Has Undermined America)
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Do not make assumptions about things you know nothing about. An emperor serves his people. The day the people serve the emperor is the day the empire falls. Remember that, Miko, if nothing else. War profits no peasant.
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Devin Madson (We Ride the Storm (The Reborn Empire #1))
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I'd rather do more with the same, then the same with less.
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Justin Greene (Identifying and Realizing Operational Efficiencies In Non-Profit Organizations)
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A disruptor finds opportunity and profit from his misfortunes.
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Jay Samit
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If honor were profitable, everybody would be honorable. —THOMAS MORE
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James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
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Political victories that undermine trust in politics shouldn’t be considered victories; they’re net losses for society. Record corporate profits achieved by eroding the public’s trust in business aren’t successes; they’re derelictions of duty. Lobbying and campaign donations that result in laws and regulations favoring the lobbyists and donors aren’t triumphs if they weaken public confidence in our democracy; they, too, are abject failures of leadership.
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Robert B. Reich (The Common Good)
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Every true leader is in the business of God. The good news is that God’s business does not yield loses. Most leaders fail because they claim to be in a business whose owner they never know!
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Israelmore Ayivor (Leaders' Watchwords)
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I am a humanist because I think humanity can, with constant moral guidance, create reasonably decent societies. I think that young people who want to understand the world can profit from the works of Plato and Socrates, the behaviour of the three Thomases, Aquinas, More and Jefferson — the austere analyses of Immanuel Kant and the political leadership of Abraham Lincoln and Franklin Roosevelt. [The World Is My Home (1991)]
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James A. Michener
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Sometimes companies prioritize market share over profitability. That may be a good short term strategy, but it's unsustainable and there's a strict time limit on that whether company leadership will admit it or not.
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Hendrith Vanlon Smith Jr.
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The Future of work is all about CREAM. More Consciousness, Relationships, Empathy, AdaptAgility, and Meaning. We must be building a more human-centered context for stakeholders, as opposed to JUST MORE profits for shareholders".
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Tony Dovale
“
Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power argues that if corporations have 'person hood' under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classical signs of sociopathy: they are inherently amoral, they elevate their own interests above all others', and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths.
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M.E. Thomas (Confessions of a Sociopath: A Life Spent Hiding in Plain Sight)
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But such people (Moderate Conservatives) aren't liberal. What they are is corporate. Their habits and opinions owe far more to the standards of courtesy and taste that prevail within the white-collar world than they do to Franklin Roosevelt and the United Mine Workers. We live in a time, after all, when hard-nosed bosses compose awestruck disquisitions on the nature of 'change,' punk rockers dispense leadership secrets, shallow profundities about authenticity sell luxury cars, tech billionaires build rock'n'roll musuems, management theorists ponder the nature of coolness, and a former lyricist fro the Grateful Dead hail the dawn of New Economy capitalism from the heights of Davos. Coversvatives may not understand why, but business culture had melded with counterculture for reasons having a great deal to do with business culture's usual priority - profit.
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Thomas Frank
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Teamwork is the best ever investment. If I make 3 and you make 5, together we will not make 8. We will make 15. Leaders build active teams!
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Israelmore Ayivor
“
Leaders know the great deal of productivity that comes out of a strong self-esteem. They help others to develop this esteem so that productivity can increase.
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Israelmore Ayivor (Leaders' Ladder)
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Leadership is not like running a dealership. A dealership aims for profits, but leadership prioritises impact.
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Gift Gugu Mona (The Effective Leadership Prototype for a Modern Day Leader)
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It is about reducing costs to improve profitability, lowering inventory to increase cash, or bettering customer service to grow revenue.
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Radu Palamariu (From Source to Sold: Stories of Leadership in Supply Chain)
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The heartbeat of a company isn't in its profits, but in the shared culture that pulses through its people.
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Enamul Haque
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People before Profit.
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Mac Canoza
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I can say with confidence that many black males are both lazy and irresponsible. This view isn't popular with problem profiteers who
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Jesse Lee Peterson (Scam: How the Black Leadership Exploits Black America)
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If we aren’t profitable by December 20, I will close the business.” That would leave him about $800,000, plus his retirement money and home, and he would do something else to earn a living.
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Dave Ramsey (EntreLeadership: 20 Years of Practical Business Wisdom from the Trenches)
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the marketplace is capable only of calculating exclusive costs; that is; excluding all possible costs that interfere with profit. Leadership of society requires the calculation of inclusive costs. To invoke the marketplace, as if calling upon the Holy Spirit, is to limit ourselves to the narrow and short-term interests of exclusion.
(IV - From Managers and Speculators to Growth)
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John Ralston Saul (The Unconscious Civilization)
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We now live in a time when PEOPLE and profits must become equally valuable in the corporate leaders Mindset.
Rethink your Leadership Culture to become a conscious, high performance organisation
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Tony Dovale
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Leaders #1 job is to help their people, teams, leadership, and culture, to be #FutureFit...by supporting People, Planet & Profits, in a Consciously Constructive Revolutionary Workplace... today.
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Tony Dovale
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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).
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Robert Peters (Standard of Trust Leadership: Transforming Business Cultures Through Purpose, Performance, and Relationship Capital)
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Where there is no rest there is energy.
Where there is no disruption there is normality.
Where there is no profit there is bankruptcy.
Where there is no gain there is insolvency.
Where there is no injury there is safety.
Where there is no team there is individuality.
Where there is no hindrance there is opportunity.
Where there is no injury there is safety.
Where there is no sense there is inefficiency.
Where there is no failiure there is competency.
Where there is no decline there is industry.
Where there is no strength there is infirmity.
Where there is no idleness there is activity.
Where there is no weakness there is intensity.
Where there is no failiure there is industry.
Where there is no leadership there is anarchy.
Where there is no repetition there is originality.
Where there is no increase there is deficiency.
Where there is no ignorance there is capacity.
Where there is no impotence there is ability.
Where there is no falseness there is authenticity.
Where there is no excellence there is mediocrity.
Where there is no mistake there is quality.
Where there is no amatuer there is ingenuity.
Where there is no error there is mastery.
Where there is no defect there is virtuosity.
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Matshona Dhliwayo
“
leadership must focus on improving processes, not on performing the work or on repeatedly snuffing out brushfires. Quality products or services, a stable staff, and profitability are the result of the quality systems that underlie them, not the reverse.
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Sam Carpenter (Work The System: The Simple Mechanics of Making More and Working Less)
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Strive to do small things well. Be a doer and a self-starter—aggressiveness and initiative are two most admired qualities in a leader—but you must also put your feet up and think. Strive for self-improvement through constant self-evaluation. Never be satisfied. Ask of any project, How can it be done better? Don’t overinspect or oversupervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat. Keep the troops informed; telling them “what, how, and why” builds their confidence. The harder the training, the more troops will brag. Enthusiasm, fairness, and moral and physical courage—four of the most important aspects of leadership. Showmanship—a vital technique of leadership. The ability to speak and write well—two essential tools of leadership. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities. Have consideration for others. Yelling detracts from your dignity; take men aside to counsel them. Understand and use judgment; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly. Stay ahead of your boss.
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David H. Hackworth (About Face: The Odyssey of an American Warrior)
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People act in ways to maximize their self-interest within a company, so create incentives that align employee's objectives with the organization's mission statement. Reward compliance with core values as much as profitability, especially in the face of competitive pressures.
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Kent Alan Robinson (UnSend: Email, text, and social media disasters...and how to avoid them)
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To thrive in the post COVID19 context leaders will be forced to become more conscious and considerate in their human element situations.
Greeders will opt for digital first strategies, and less humans.
REAL leaders will take ownership of making their business a force-for-good, supporting People, Planet AND Profits.
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Tony Dovale
“
the first businesses in the United States to implement Owen’s 8-hour day was the Ford Motor Company. In 1914, it not only cut the standard workday to eight hours, but it also doubled its workers’ pay in the process. To the shock of many at the time, this resulted in a significant increase in productivity, and Ford’s profit margins doubled within two years of implementation.
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Steven P. MacGregor (Sustaining Executive Performance: How the New Self-Management Drives Innovation, Leadership, and a More Resilient World)
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Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you. A good leader affects a team’s ability to deliver code, architect good systems, and apply Lean principles to how the team manages its work and develops products. All of these have a measurable impact on an organization’s profitability, productivity, and market share.
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Nicole Forsgren (Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations)
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Chapter 4 Tyranny Is Tyranny Around 1776, certain important people in the English colonies made a discovery that would prove enormously useful for the next two hundred years. They found that by creating a nation, a symbol, a legal unity called the United States, they could take over land, profits, and political power from favorites of the British Empire. In the process, they could hold back a number of potential rebellions and create a consensus of popular support for the rule of a new, privileged leadership. When we look at the American Revolution this way, it was a work of genius, and the Founding Fathers deserve the awed tribute they have received over the centuries. They created the most effective system of national control devised in modern times, and showed future generations of leaders the advantages of combining paternalism with command.
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Howard Zinn (A People's History of the United States: 1492 to Present)
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On January 5, 1914, Henry Ford more than doubled the minimum wage for many of his employees by introducing a $5 a day minimum pay scale for employees of the Ford Motor Company. On that same day, Ford began offering profit sharing to his employees and reduced shifts from nine hours to eight. Ford’s treasurer at the time, James Couzens, explained these bold leadership moves by saying, “It is our belief that social justice begins at home. We want those who have helped us to produce this
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Joseph A. Michelli (Leading the Starbucks Way (PB))
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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
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Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
“
Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power argues that if corporations have 'person hood' under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classical signs of sociopathy: they are inherently amoral, they elevate their own interests above all others', and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths.
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Nancy Tah (Confessions of a Sociopath)
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We ought to care for those closest to us in terms of relatedness. After our immediate family, we ought to pursue our calling diligently as employees and provide just incentives (perhaps through profit-sharing) and reasonable care for our workers as employers. We should seek the wisdom of teachers and elders in society and look to them for leadership, while rejecting their folly when it is discerned. We must put our children and their education, both at home and in school, before our own entertainment, pleasure, and success. We ought not to tolerate insolence or haughtiness in them; nor ought we to punish them too severely, but should lead them as good teachers, by example and patient instruction.
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Michael Scott Horton (The Law of Perfect Freedom: Relating to God and Others through the Ten Commandments)
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A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.
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Stephen A. Schwarzman (What It Takes: Lessons in the Pursuit of Excellence)
“
We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to extend and solidify our current market leadership position. The stronger our market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions have consistently reflected this focus. We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring franchise.
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Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
“
Mafiosi, for Franchetti, were entrepreneurs in violence, specialists who had developed what today would be called the most sophisticated business model in the marketplace. Under the leadership of their bosses, mafia bands ‘invested’ violence in various commercial spheres in order to extort protection money and guarantee monopolies. This was what he called the violence industry. As Franchetti wrote, [in the violence industry] the mafia boss . . . acts as capitalist, impresario and manager. He unifies the management of the crimes committed . . . he regulates the way labour and duties are divided out, and controls discipline amongst the workers. (Discipline is indispensable in this as in any other industry if abundant and constant profits are to be obtained.) It is the mafia boss’s job to judge from circumstances whether the acts of violence should be suspended for a while, or multiplied and made fiercer. He has to adapt to market conditions to choose which operations to carry out, which people to exploit, which form of violence to use.
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John Dickie (Cosa Nostra: The Definitive History of the Sicilian Mafia)
“
...in certain regions the party is organized like a gang whose toughest member takes over the leadership. The leader’s ancestry and powers are readily mentioned, and in a knowing and slightly admiring tone it is quickly pointed out that he inspires awe in his close collaborators. In order to avoid these many pitfalls a persistent battle has to be waged to prevent the party from becoming a compliant instrument in the hands of a leader. Leader comes from the English verb “to lead,” meaning “to drive” in French.15 The driver of people no longer exists today. People are no longer a herd and do not need to be driven. If the leader drives me I want him to know that at the same time I am driving him. The nation should not be an affair run by a big boss. Hence the panic that grips government circles every time one of their leaders falls ill, because they are obsessed with the question of succession: What will happen to the country if the leader dies? The influential circles, who in their blind irresponsibility are more concerned with safeguarding their lifestyle, their cocktail parties, their paid travel and their profitable racketeering, have abdicated in favor of a leader and occasionally discover the spiritual void at the heart of the nation.
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Frantz Fanon (The Wretched of the Earth)
“
From working with black males for more than a dozen years, I can say with confidence that many black males are both lazy and irresponsible. This view isn't popular with problem profiteers who blame all black woes upon white racism or poverty, but it is true, nonetheless.
The young men I work with represent just the tip of the iceberg of a far larger laziness problem within the black male population. The typical black male I work with has no work ethic, has little sense of direction in his life, is hostile toward whites and women, has an attitude of entitlement, and has an amoral outlook on life.
He has no strong male role model in his life to teach him the value of hard work, patience, self-control, and character. He is emotionally adrift and is nearly illiterate-either because he dropped out of school or because he's just not motivated enough to learn.
Many of the black males I've worked with have had a "don't give a damn" attitude toward work and life and believe that "white America" owes them a living. They have no shame about going on welfare because they believe whites owe them for past discrimination and slavery. This absurd thinking results in a lifetime of laziness and blaming, while taxpayers pick up the tab for individuals who lack character and a strong work ethic.
Frequently, blacks who attempt to enter the workforce often become problems for their employers. This is because they also have an entitlement mentality that puts little emphasis on working hard to get ahead. They expect to be paid for doing little work, often show up late, and have bad attitudes while on the job. They're so sensitized to
"racism" that they feel abused by every slight, no matter if it's intentional, unconscious, or even based in reality.
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Jesse Lee Peterson (Scam: How the Black Leadership Exploits Black America)
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The National Socialist Movement has, besides its delivery from the Jewishcapitalist shackles imposed by a plutocratic-democratic, dwindling class of exploiters at home, pronounced its resolve to free the Reich from the shackles of the Diktat of Versailles abroad. The German demands for a revision were an absolute necessity, a matter of course for the existence and the honor of any great people. Posterity will some day come to regard them as exceedingly modest.
All these demands had to be carried through, in practice against the will of the British French potentates. Now more than ever we all see it as a success of the leadership of the Third Reich that the realization of these revisions was possible for years without resort to war. This was not the case-as the British and French demagogues would have it-because we were not then in a position to wage war. When it finally appeared as though, thanks to a gradually awakening common sense, a peaceful resolution of the remaining problems could be reached through international cooperation, the agreement concluded in this spirit on September 29, 1938, at Munich by the four great states predominantly involved, was not welcomed by public opinion in London and Paris, but was condemned as a despicable sign of weakness. The Jewish capitalist warmongers, their hands covered with blood, saw in the possible success of such a peaceful revision the vanishing of plausible grounds for the realization of their insane plans.
Once again that conspiracy of pitiful, corrupt political creatures and greedy financial magnates made its appearance, for whom war is a welcome means to bolster business. The international Jewish poison of the peoples began to agitate against and to coroode healthy minds. Men of letters set out to portray decent men who desired peace as weaklings and traitors, to denounce opposition parties as a “fifth column,” in order to eliminate internal resistance to their criminal policy of war. Jews and Freemasons, armament industrialists and war profiteers, international traders and stockjobbers, found political blackguards: desperados and glory seekers who represented war as something to be yearned for and hence wished for.
Adolf Hitler - speech to the Reichstag Berlin, July 19, 1940
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Adolf Hitler
“
CEO commitment is the starting point. In India, winning requires a very different business leader—an entrepreneurial general manager rather than a salesperson and, ideally, a senior and trusted insider with credibility and influence. It requires a different organizational structure or model, where India is managed like a geographic profit center, with the ability to make important operating decisions without enormous negotiations and persuasion. It needs a willingness to make long-term investments in developing capabilities on the ground and the willingness to sustain these through the inevitable vicissitudes. Therefore, escaping the midway trap requires the commitment of the entire leadership of the company to pull multiple levers before the whole organization flips to a new high-growth trajectory.
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Ravi Venkatesan (Conquering the Chaos: Win in India, Win Everywhere)
“
Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power, argues that if corporations have “personhood” under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classic signs of sociopathy: They are inherently amoral, they elevate their own interests above all others’, and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths.
”
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M.E. Thomas (Confessions of a Sociopath: A Life Spent Hiding in Plain Sight)
“
Business school students seem to be particularly narcissistic, an important fact because many leaders in both the for-profit and the nonprofit world come from business school backgrounds, particularly in the more recent past.
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Jeffrey Pfeffer (Leadership BS: Fixing Workplaces and Careers One Truth at a Time)
“
The problem goes further than Zuma. Ordinary citizens will have to get out of the slump of dependency that so many of us have fallen into. Trade unions will have to stomach the idea that things have to change, and that the unemployed are as important as the employed. Principals and teachers will have to accept that supervision of schools will be stepped up. Business will have to accept that, without ethical leadership and participation in South Africa as a corporate citizen, the profit motive alone is just not good enough. It is bitter medicine, but it is medicine that we have to take. Reading the NDP document, it is clear that we could become a prosperous country within a relatively short period of time. But we need resolve at leadership level, we need non-partisanship, and we need to understand that this is the crossroads.
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Justice Malala (We have now begun our descent: How to Stop South Africa losing its way)
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The stronger our market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.
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Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
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Presently the Rothschilds control, among other things; Shell, BP, Deutsche Bank, Barclays, ABN Amro, Fortis, Unilever, IBM, World Bank Group and International Monetary Fund, ING, Federal Reserve, Bank of England, Arrow Fund Curacao, J.P Morgan and many other banks and influential organizations. The participation of the Rothschild dynasty in various competitive companies misleads even experts. A perfect example of this is when Henry Coston elaborately described the all out struggle between American Standard Oil (of the Rockefeller family) and British Royal Dutch-Shell for market leadership in 1920s France.[17] The struggle for control lasted into the late Fifties.[18] However, he essentially overlooked one important detail; that both oil giants belonged to the Rothschilds! Coston failed to understand that this sham of a fight served only one purpose: to bring in enormous profits while covering up the real power behind it.[19]
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Robin de Ruiter (Worldwide Evil and Misery - The Legacy of the 13 Satanic Bloodlines)
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Leaders think it’s possible. They inspire followers to believe in the same good news and it becomes a blessing to them. Leadership is all about inspiring people to believe in what becomes profitable to them!
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Israelmore Ayivor (Leaders' Watchwords)
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Knowledge is key, without knowledge, leadership, and action plans that fit the actual challenges, all of our businesses and organizations are lost. By providing training, offering moments to come together and exchange best practices all of us can stay on top of our field.
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Inge Ignatia de Waard (MOOC YourSelf - Set up your own MOOC for Business, Non-Profits, and Informal Communities)
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The need for security and power riding on energies that should be making life better and easier for the masses remains a great error in leadership focus. Why should the discovery of uranium’s potential become a curse instead of a blessing? I am sure any type of power (nuclear and leadership included) in the wrong hands has the unfortunate potential to become a curse. A lot more is involved, including greed that causes the wealthy to sponsor violence and chaos. All, in order to profit from conflict, yet disregarding the harm caused to the vulnerable majority.
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Archibald Marwizi (Making Success Deliberate)
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Mencius observes that the main cause of conflict in the political arena is the abandonment of righteousness as the raison d’être for the ruling minority to enjoy privilege and status without involving themselves in productive labor. Any attempt to profit unjustly or abuse their power in this way in fact makes their legitimate claim to leadership suspect. Their ability to govern is undermined and the public sphere over which they reign becomes privatized.
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Arvind Sharma (Our Religions: The Seven World Religions Introduced by Preeminent Scholars from Each Tradition)
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In Orange Organizations, leadership might pay lip service to the values; but when the rubber hits the road and leaders have to choose between profits and values, they will predictably go for the former. They cannot uphold a practice and a culture (in this case, a values-driven culture) that stems from a later stage of development.20
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Frederic Laloux (Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness)
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First Rule of Profit Making: Know Your Business The time-honored truth "Knowledge is power" is especially pertinent to the owner-manager of a small business. To keep your company pointed toward profit you must keep yourself well informed about it. You must know how the company is doing before you can improve its operation. You must know its weak points before you can correct them. Some of the knowledge you need you pick up from day-to-day personal observation, but records should be your principal source of information about profits, costs, and sales.
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Meir Liraz (How to Improve Your Leadership and Management Skills - Effective Strategies for Business Managers)
“
Toward the end of the 1980s, business managers became absorbed in improving product quality, sometimes ignoring their role vis-a-vis personnel. The focus was on reducing costs and increasing output, while ignoring the long-term benefits of motivating personnel. This shortsighted view tended to increase profits in the short term, but created a dysfunctional long-term business environment.
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Meir Liraz (How to Improve Your Leadership and Management Skills - Effective Strategies for Business Managers)
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putting people first lies at the heart of authentic leadership. When you grow people, you will always grow profits.
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Robin S. Sharma (The Mastery Manual)
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Each decision you make today has the potential to unlock and open doors of profitable benefits or close the doors to great opportunities. Think before you act and make your decisions wisely today.
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DeWayne Owens
“
Africa had free markets and a thriving entrepreneurial culture and tradition centuries before these became the animating ideas of the United States or Western Europe. Timbuktu, the legendary city in northern Mali, was a famous trading post and marketplace as far back as the twelfth century, as vital to the commerce of North and West Africa as ports on the Mediterranean were to Europe and the Levant. In Africa Unchained, George Ayittey offers myriad examples of industrial activity in precolonial Africa, from the indigo-dye cloth trade of fourteenth-century Kano, Nigeria, to the flourishing glass industry of precolonial Benin to the palm oil businesses of southern Nigeria to the Kente cotton trade of the Asante of Ghana in the 1800s: “Profit was never an alien concept to Africa. Throughout its history there have been numerous entrepreneurs. The aim of traders and numerous brokers or middlemen was profit and wealth.”2 The tragedy is what happened next. These skills and traditions were destroyed, damaged, eroded or forced underground, first during centuries of slave wars and colonialism and, later, through decades of corrupt postindependence rule, usually in service to foreign ideologies of socialism or communism. No postcolonial leader in Africa who fought for independence has ever adequately explained why liberation from colonial rule necessarily meant following the ideas and philosophies of Karl Marx, a gray-bearded nineteenth-century German academic who worked out of the British Library and never set foot in Africa. At the same time, neither should we have ever allowed ourselves to become beholden to paternalistic aid organizations that were sending their representatives to build our wells and plant our food for us. Nor, for that matter, should we have relied on the bureaucrats of the Western world telling us how to be proper capitalists or—as is happening now—to Party officials in Beijing telling us what they want in exchange for this or that project. It was this outside influence—starting with colonialism but later from our own terrible and corrupt policies and leaderships—that the stereotype of the lazy, helpless, unimaginative and dependent African developed. The point is that we Africans have to take charge of our own destiny, and to do this we can call on our own unique culture and traditions of innovation, free enterprise and free trade. We are a continent of entrepreneurs.
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Ashish J. Thakkar (The Lion Awakes: Adventures in Africa's Economic Miracle)
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Profit is to business what breathing is to humans. Both are essential to survival, but just as breathing is not the purpose of life, so profit is not the purpose of business.
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Margaret Benefiel (Soul at Work: Spiritual Leadership in Organizations)
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Associated with Habit 4: Think Win/Win is the endowment of an abundance mentality. Why? Because your security comes from principles. Everything is seen through principles. When your spouse makes a mistake, you’re not accusatory. Why? Your security does not come from your spouse’s living up to your expectations. If your son, your husband, your friend, or your boss makes a mistake, you don’t become accusatory, you look with compassion. Why? Your security does not come from them. It comes from within yourself. You’re principle-centered. As people become increasingly principle-centered, they love to share recognition and power. Why? It’s not a limited pie. It’s an ever-enlarging pie. The basic paradigm and assumption about limited resources is flawed. The great capabilities of people are hardly even tapped. The abundance mentality produces more profit, power, and recognition for everybody.
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Stephen R. Covey (Principle-Centered Leadership)
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It doesn't matter to me that my leaving will cost you money. It doesn't matter that my space will take time to fill. What matters is that I'm happy and if you're not willing to invest in me, then I'm willing to cost you money.
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Osayi Emokpae Lasisi (Invest in people, invest in profits)
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The cattle raid, the creach, was not only a test of leadership and honor, celebrated in bardic song. It also paid a tidy profit, when the clan could charge ransom to return the stolen cattle. The term in Scots was blackmail—mail being the word for “rent” or “tribute,” and black the typical color of the Highlander’s cattle. Blackmail determined the rhythm of life in many parts of the Highlands. Some observers estimated that at any given moment the average chief had half his warriors out stealing his neighbor’s cattle, and the other half out recovering the cattle his neighbors had stolen from him.
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Arthur Herman (How the Scots Invented the Modern World: The True Story of How Western Europe's Poorest Nation Created Our World and Everything In It)
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The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.
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Luke Williams (The Principles of Management: How to Inspire Your Way to the Top (The Leadership Principles Book 1))
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GE’s Borch, for one, read the profit-and-loss statements of all his departments every year and told them to stop spending on paper clips. Budgeting and control were at least one part of leadership, but such immersion in detail has its obvious limitations.
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Duff McDonald (The Firm)
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Every good organization specifies what it plans to achieve in a given period, and these goals, more than the financial metrics that they drive, make up the majority of near-term, controllable results. So, while profit may be the ultimate measure of results for a corporation, the goals and objectives that executives set for themselves along the way constitute a more representative example of the results it strives for as a team. Ultimately, these goals drive profit.
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Patrick Lencioni (The Five Dysfunctions of a Team: A Leadership Fable)
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Speaking to those in business who presume to manage, it is important that this principle be embraced as an ethic and not simply as a “device” to achieve harmony or increase productivity or reduce turnover. Some popular procedures, such as participation or work enlargement or profit sharing, may be manipulative devices if they do not flow naturally out of a comprehensive ethic.
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Robert K. Greenleaf (Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness)
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Motivation then becomes what people generate for themselves when they experience growth. Whereas the usual assumption about the firm is that it is in business to make a profit and serve its customers and that it does things for and to employees to get them to be productive, the new ethic requires that growth of those who do the work is the primary aim, and the workers then see to it that the customer is served and that the ink on the bottom line is black. It is their game. The art, of course, is how to do this in a firm that employs many thousands.
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Robert K. Greenleaf (Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness)
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It comes out better if one persuades rather than compels. Let me suggest to the reader that the assumptions be examined—both about the making of profit and about undertaking to compel service by law. Is all that we want from profit-making business the lowest price we can exact? In my own efforts to help business to become more serving I feel that I am contending with a popular view that price is all.
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Robert K. Greenleaf (Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness)
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Management is doing things right; leadership is doing the right things."
Peter Drucker
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Philip Morgan (The Positioning Manual for Indie Consultants: Find the strategic beachhead that will amplify your visibility, momentum, impact, and profit.)
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ADVISOR: (401 to 600 points) An advisor is one of the most strategic ranks in a gang. They are the brains of the Mafia and strategize plans to keep the crew strong and profitable. They are the mastermind behind Mafia. Advisor design action plans to reach goals. They prepare plans, so soldiers take calculated risks to achieve the gang's goals while maintaining secrecy. They are the most trusted and closest to the godfather. You are wise and calm like Advisors in a gang. Your friends and family ask you for advice. You are most likely book-smart and intelligent. You devise plans to achieve your goals. Appropriate careers for you can be as a teacher or a scientist. Although you are mostly not leading the group, you are a special person for the leader. You are primarily introverted and live in your mind a lot.
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Marie Max House (What is your Rank in a Mafia?: Are you a soldier, boss, advisor or a Godfather ? Let's gauge your leadership skills. (Quiz Yourself Book 8))
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It must have been about this time that I first heard Eugene Debs speak. He was facing an audience which packed the Academy of Music. On that same stage Henry Ward Beecher had stood and upheld the cause of the Democratic party in a tense campaign. I had been greatly interested in seeing Debs, for I had read and been told much about him-of his fearless leadership in the railroad strike of 1894, his term in jail as a consequence, and his fighting spirit. But I was disappointed that night-not by what he said, but by his manner. I thought him too much like a school-boy elocutionist. In after years, however, I attended several mass-meetings at which Debs was the main speaker, and he who had once been amateurish had become a real tribune of the people and a master of chastisement of the profit pharisees. No question about it an inspiring man because he was himself inspired. He was emotional, and used the logic of understanding born of long experience with workers. When one heard him voice a natural sympathy for the enslaved, one felt that here was a champion who would go to the stake rather than sacrifice his own beliefs.
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Art Young (Art Young: His Life and Times)
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People over profit always.
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Janna Cachola
“
The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas.
Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development.
You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998.
Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.
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Rita Gunther McGrath (The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty)
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But Anita Roddick had a different take on that. In 1976, before the words to say it had been found, she set out to create a business that was socially and environmentally regenerative by design. Opening The Body Shop in the British seaside town of Brighton, she sold natural plant-based cosmetics (never tested on animals) in refillable bottles and recycled boxes (why throw away when you can use again?) while paying a fair price to the communities worldwide that supplied cocoa butter, brazil nut oil and dried herbs. As production expanded, the business began to recycle its wastewater for using in its products and was an early investor in wind power. Meanwhile, company profits went to The Body Shop Foundation, which gave them to social and environmental causes. In all, a pretty generous enterprise. Roddick’s motivation? ‘I want to work for a company that contributes to and is part of the community,’ she later explained. ‘If I can’t do something for the public good, what the hell am I doing?’47 Such a values-driven mission is what the analyst Marjorie Kelly calls a company’s ‘living purpose’—turning on its head the neoliberal script that the business of business is simply business. Roddick proved that business can be far more than that, by embedding benevolent values and a regenerative intent at the company’s birth. ‘We dedicated the Articles of Association and Memoranda—which in England is the legal definition of the purpose of your company—to human rights advocacy and social and environmental change,’ she explained in 2005, ‘so everything the company did had that as its canopy.’48 Today’s most innovative enterprises are inspired by the same idea: that the business of business is to contribute to a thriving world. And the growing family of enterprise structures that are intentionally distributive by design—including cooperatives, not-for-profits, community interest companies, and benefit corporations—can be regenerative by design too.49 By explicitly making a regenerative commitment in their corporate by-laws and enshrining it in their governance, they can safeguard a ‘living purpose’ through times of leadership change and protect it from mission creep. Indeed the most profound act of corporate responsibility for any company today is to rewrite its corporate by-laws, or articles of association, in order to redefine itself with a living purpose, rooted in regenerative and distributive design, and then to live and work by it.
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Kate Raworth (Doughnut Economics: Seven Ways to Think Like a 21st-Century Economist)
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General Electric was the largest company in the world in 2004, worth a third of a trillion dollars. It had either been first or second each year for the previous decade, capitalism’s shining example of corporate aristocracy. Then everything fell to pieces. The 2008 financial crisis sent GE’s financing division—which supplied more than half the company’s profits—into chaos. It was eventually sold for scrap. Subsequent bets in oil and energy were disasters, resulting in billions in writeoffs. GE stock fell from $40 in 2007 to $7 by 2018. Blame placed on CEO Jeff Immelt—who ran the company since 2001—was immediate and harsh. He was criticized for his leadership, his acquisitions, cutting the dividend, laying off workers and—of course—the plunging stock price. Rightly so: those rewarded with dynastic wealth when times are good hold the burden of responsibility when the tide goes out. He stepped down in 2017. But Immelt said something insightful on his way out. Responding to critics who said his actions were wrong and what he should have done was obvious, Immelt told his successor, “Every job looks easy when you’re not the one doing it.
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Morgan Housel (The Psychology of Money)
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Can you give us some examples of the intangible benefits being conveyed by a salesperson? Absolutely. Here’s a partial list of some of the things you might bring to the table in a sale: • Integrity • Honesty • Thought leadership • Competence • Confidence • Capability • Responsiveness • Accountability • Follow-through • Comfort level • Humility • Attitude • Vision • Being forthright • Humor • Knowledge • Experience • Expertise • Understanding • Empathy • Caring …just to name a few. Of course, I can keep going. A successful rep is also hardworking, diligent, well prepared, credible, purposeful, professional, relevant, and customer focused, rather than self-serving. Are these intangible benefits important in the strategic sales process? You bet they are! In fact, your ability to convey many of these qualities in a short period of time is likely to be the difference between gaining the customer’s trust or losing the sale. The challenge for sellers is knowing how to convey this much intangible value without trying to personally claim it.
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Thomas Freese (Secrets of Question-Based Selling: How the Most Powerful Tool in Business Can Double Your Sales Results (Top Selling Books to Increase Profit, Money Books for Growth))
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Red Bull is another case. In America and Europe, Red Bull invented the ‘energy drink’ category. All attempts by the Coca-Cola Corporation and other soft-drink makers to compete with Red Bull have failed. Energy drinks are a separate niche and Red Bull is a valuable star. There is another clue as to whether or not a niche market is viable, and it is simply this: is the niche highly profitable? Does it generate a lot of cash? Leadership in a niche is not valuable unless, sooner or later, the niche is very profitable and gushes out cash. For sure, if your product is very good and you give it away, you can attain leadership in a niche. Free newspapers, for example. But unless you have some other way of taking in cash - through advertising in this case - your niche business will be unprofitable and gobble up cash. It follows that you can tell whether or not niche leadership really exists by seeing whether the niche leader is very profitable and cash-positive. If not, there is a kind of theoretical niche leadership, but the niche has little or no practical value. It will never qualify as a star business. Is Dr Pepper’s niche leadership valuable? Is Red Bull’s? You bet!
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Richard Koch (The Star Principle: How it can make you rich)
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Inclusion is the story of sunlight falling equally on the garden of flowers (Diversity) and the gardeners (Inclusive Leaders) tending to the plants to grow and flower. Some plants need extra support, some need extra care and nutrition. The sun merely shining (Equality) cannot impact all equally unless they are made receptive (Equity). Only then, can these flowers bloom and bear fruits.
Responsibility also rests with those who want to be included, by constantly upgrading themselves to be receptive to the efforts of inclusion. This is what sunflowers do.
Diversity can be imposed; Inclusion is a choice. A choice which comes from love.
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Devi Sunny (Onboard As Inclusive Leaders: Increase Job Readiness; Improve Performance & Innovation, and Profit by Learning Inclusive Leadership Skills.)
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Leading in ecosystems is different than leading in industries. In industries, leadership is measured as your own competitive outcome—relative market share, profits, brand strength, etc. In ecosystems, leadership is not an outcome but a role. It is measured in terms of your ability to align others around a value architecture that delivers the value proposition. This means that we must distinguish between leading an ecosystem (role) and participating in a leading ecosystem (outcome).
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Ron Adner (Winning the Right Game: How to Disrupt, Defend, and Deliver in a Changing World (Management on the Cutting Edge))
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Therefore, for social, political, and production reasons, the leadership of this capitalist complex fought to expand. The plantation system was not dying a slow death due to land exhaustion, rather it was struggling to expand and conquer. By the 1850s, cotton demand, production, and profitability had reached unprecedented heights. So much wealth was generated that key elements within the colonization-minded Mississippi wing of the Southern plantation bloc felt they would be better served by organizing their own nation.
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Clyde Woods (Development Arrested: The Blues and Plantation Power in the Mississippi Delta)
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As a result, we now see a plethora of MBA-holders mushrooming in and infiltrating every sector, company and corporation, no matter how large or small. With rare exceptions, these MBA-holders hardly bring any creativity or depth to the table. For them, everything is about profits and building their own image and profile. They seldom care about the well-being and advancement of those who fall under the mercy of their business ideas. They are usually people who, like a herd of sheep, have been told that an MBA is the easiest and fastest route to prosperity and advancement, so they go to school, get that MBA, and from there wreak havoc in every place they set their foot on. With their mediocrity and strong desire to advance at any cost, their management styles often create a culture of fear and intimidation among employees. This culture is usually characterized by serious retaliation if anyone dares to open their mouth to challenge their authority or critique their ideas.
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Louis Yako
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G’s statement of purpose, values, and principles, which was written in 1986, describes a hierarchy that is strikingly similar to J&J’s: We will provide branded products and services of superior quality and value that improve the lives of the world’s consumers. As a result, consumers will reward us with leadership sales, profit, and value creation, allowing our people, our shareholders and the communities in which we live and work to prosper.
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Roger L. Martin (A New Way to Think: Your Guide to Superior Management Effectiveness)
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Leadership is not like running a dealership. A dealership aims for profits, but leadership prioritizes impact.
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Gift Gugu Mona (The Effective Leadership Prototype for a Modern Day Leader)
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When we step into the leading role of our own
life, rather than continue to play supporting roles in others, we are energized and vitalized. Work is no longer drudgery. It becomes
fun, meaningful, productive, and often profitable.
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Kathy Sparrow (Ignite Your Leadership: Proven Tools for Leaders to Energize Teams, Fuel Momentum and Accelerate Results)
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What are you going to do today to get you closer to your dream? Not preparation for what you are going to do
tomorrow, not planning for what you are going to do a week from now, but what are you actually going to do today?
Get something from each day, extract profit before every sunset, be it in money, in wisdom, in relationships or, better
still, in all of them.
The time to start is now, and the time to stop may also be now. Let go of the past and get started with the future. Start
now. The best time is, always, now. Make today count and tomorrow will be that much closer to your current
destination.
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Andrei Postolache (Fun & Fearless Leadership)
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Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.
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Jeff Bezos (Invent and Wander: The Collected Writings of Jeff Bezos)
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pursuing a company’s purpose is superior to Milton Friedman’s dictate that “the social responsibility of business is to increase its profits.
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Hubert Joly (The Heart of Business: Leadership Principles for the Next Era of Capitalism)
“
The church doesn’t need to be run like a business,’ a mentor once told me, ‘but it surely shouldn’t be run like a bad business.’”15 Nevertheless, caution is in order. Bottom line concerns about profits, shareholder interests, and value-added priorities do not necessarily add up in God’s economy.
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Arthur Boers (Servants and Fools: A Biblical Theology of Leadership)
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long-term market leadership considerations rather than short-term profitability considerations or short-term Wall Street reactions.
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Jeff Bezos (Invent and Wander: The Collected Writings of Jeff Bezos)
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● Developing your first-ever leadership strategy and don't know where to start?
● Are you stuck with a particular phase of leadership strategy?
● Having a tough time achieving corporational milestones with your robust strategy?
If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved.
There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others.
What is a Leadership Strategy?
Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient.
A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task.
Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies.
What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy
The following steps go into developing an effective and thriving leadership strategy:-
● Step 1 = Identify Key Business Drivers
The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies.
● Step 2 = Identifying the Different Leadership Phases Required
This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy.
● Step 3 = Perform Analysis and Research
Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies.
● Step 4 = Reviewing and Updating Leadership Strategic Plan
Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage.
All it Takes for Building a Robust Leadership Strategy
The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.
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Talentedge