Profitable Leadership Quotes

A system is corrupt when it is strictly profit-driven, not driven to serve the best interests of its people.

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.

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.

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.

Endangering human life for profit should be a universal crime.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

People. Products. Profits. In that order.

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!

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.

Profit enables businesses to innovate and develop sustainable solutions, such as environmentally friendly technologies, socially responsible products, and ethical supply chains.

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.

Profit serves as a metric of efficiency and effectiveness, indicating that a company is utilizing its resources responsibly and creating value for all its stakeholders while minimizing its negative impact.

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'.

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.

I'd rather do more with the same, then the same with less.

If honor were profitable, everybody would be honorable. —THOMAS MORE

A disruptor finds opportunity and profit from his misfortunes.

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.

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!

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)]

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.

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".

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.

A focus on multiple success factors strengthens a company's resilience in the face of challenges. For instance, if economic downturns impact profitability, a strong brand reputation and loyal customer base can help the company weather the storm.

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.

I can say with confidence that many black males are both lazy and irresponsible. This view isn't popular with problem profiteers who

The heartbeat of a company isn't in its profits, but in the shared culture that pulses through its people.

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.

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!

People before Profit.

Leadership is not like running a dealership. A dealership aims for profits, but leadership prioritises impact.

It is about reducing costs to improve profitability, lowering inventory to increase cash, or bettering customer service to grow revenue.

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.

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)

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

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.

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.

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).

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.

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.

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.

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.

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.

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.

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.

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

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

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.

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.

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.

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.

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.

...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.

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.

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

It is about time companies shifted from the simple strategies to earn a mere operation license towards earning a leadership license, that is, they should serve the needs of both their shareholders and stakeholders by making profits while also being a positive driver in society”.

For those conscious Souls who work from their hearts, business is more about people, and our future together, than numbers of profit, which is all that GREEDERS care about!

seminar on Intel strategy and operations. Resident professor: Dr. Andy Grove. In the space of an hour, Grove traced the company’s history, year by year. He summarized Intel’s core pursuits: a profit margin twice the industry norm, market leadership in any product line it entered, the creation of “challenging jobs” and “growth opportunities” for employees.* Fair enough, I thought, though I’d heard similar things at business school. Then he said something that left a lasting impression on me. He referenced his previous company, Fairchild, where he’d first met Noyce and Moore and went on to blaze a trail in silicon wafer research. Fairchild was the industry’s gold standard, but it had one great flaw: a lack of “achievement orientation.” “Expertise was very much valued there,” Andy explained. “That is why people got hired. That’s why people got promoted. Their effectiveness at translating that knowledge into actual results was kind of shrugged off.” At Intel, he went on, “we tend to be exactly the opposite. It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.

If you want your role to be meaningful then you must lead meaningfully. Profit come and go but partnership with your team remains through any season

In the first year of its operations, HDFC Bank, which was actually a mere two and a half months old, recorded a deposit base of ₹642 crore, advances of ₹98 crore, investments of ₹221 crore and a profit of ₹80.20 lakh, after paying tax of ₹40.60 lakh. There was not much business to talk about and hence its first annual report spoke about the four core values the bank stood for—operational excellence, customer focus, product leadership and professional people. The report tried to tell shareholders and investors what the bank stood for rather than what it had done, as very little had been achieved so far.

Finally, at least 30% of the variance in a company’s revenues and profitability can be tied to the working climate. The relationship between these three critical elements (emotional intelligence + leadership styles = working climate) and financial performance is significant, and every leader, for better or worse, influences it. 

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

A good businessman knows how to make a profit. An engineer makes sure it runs well. We need more leaders who are task oriented.

It may be in the ubiquitous phenomenon of terrorism that one can most easily see how universal emotional processes transcend the conventional categories of the social science construction of reality. According to the latter, families are different from nations, profit-making corporations are different from nonprofit corporations, medical institutions are different from school systems, one nation’s infrastructure is different from another’s, and so on. Yet whether we are considering any family, any institution, or any nation, for terrorism to hold sway the same three emotional prerequisites must always persist in that relationship system.    There must be a sense that no one is in charge—in other words, the overall emotional atmosphere must convey that there is no leader with “nerve.”    The system must be vulnerable to a hostage situation. That is, its leaders must be hamstrung by a vulnerability of their own, a vulnerability to which the terrorist—whether a bomber, a client, an employee, or a child—is always exquisitely sensitive.    There must be among both the leaders and those they lead an unreasonable faith in “being reasonable.” From an emotional process view of leadership, whether we are talking about families or the family of nations, these three emotional characteristics of a system are the differences that count.

the Koch brothers—owned virtually all of what had become under their leadership the second-largest private company in America. They owned four thousand miles of pipelines, oil refineries in Alaska, Texas, and Minnesota, the Georgia-Pacific lumber and paper company, coal, and chemicals, and they were huge traders in commodity futures, among other businesses. The company’s consistent profitability had made the two brothers the sixth- and seventh-wealthiest men in the world. Each was worth an estimated $14 billion in 2009. Charles, the elder brother, was a man of unusual drive, accustomed to getting his way. What he wanted that weekend was to enlist his fellow conservatives in a daunting task: stopping the Obama administration from implementing Democratic policies that the American public had voted for but that he regarded as catastrophic.

In a Consciously Constructive Revolutionary Workplace, the focus is on stakeholders, People, Planet AND profits, not just the shareholder's greed of more profits.

In a Consciously Conscious Revolutionary Workplace, its People First, Planet Second and then Profits.

Yes, You Can! You Can Turn Your... ...Adversity into Your Advantage ...Mess into Your Message ...Test into Your Testimony ...Pain into Your Possibilities ...Setback into a Major Comeback ...Gift into Greatness ...Passion into Profit ...Success into Significance ...Limitation into Creativity Most importantly, you can and will turn your dreams into reality!

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.

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.

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.

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.

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.

Tribal Leaders focus their efforts on building the tribe—or, more precisely, upgrading the tribal culture. If they are successful, the tribe recognizes them as the leaders, giving them top effort, cultlike loyalty, and a track record of success. Divisions and companies run by Tribal Leaders set the standard of performance in their industries, from productivity and profitability to employee retention.

Emotionally intelligent leaders recognize that it’s not all about profit and loss. It’s not only the bottom-line numbers that matter. Perhaps more than any leader who’s ever graced the American business landscape, Kelleher recognized that it’s employees first and customers a very close second. This may seem counterintuitive at first, but it’s this empathetic and altruistic mind-set that enables the customer experience to happen. You see, it’s truly reciprocal.

Buying more and more of the best land, sometimes owning multiple estates spread across several states, extended plantation families - fathers who provided sons and sons-in-law with a start - created slaveholding conglomerates that controlled hundreds and sometimes thousands of slaves. The grandees' vast wealth allowed them to introduce new hybrid cotton seeds and strains of cane, new technologies, and new forms of organization that elevated productivity and increased profitability. In some places, the higher levels of capitalization and technical mastery of the grandees reduced white yeomen to landlessness and forced smallholders to move on or else enter the wage-earning class as managers or overseers. As a result, the richest plantation areas became increasingly black, with ever-larger estates managed from afar as the planters retreated to some local country seat, one of the region's ports, or occasionally some northern metropolis. Claiming the benefits of their new standing, the grandees - characterized in various places as 'nabobs,' 'a feudal aristocracy,' or simply 'The Royal Family' - established their bona fides as a ruling class. They built great houses strategically located along broad rivers or high bluffs. They named their estates in the aristocratic manner - the Briars, Fairmont, Richmond - and made them markers on the landscape. Planters married among themselves, educated their sons in northern universities, and sent their wives and daughters on European tours, collecting the bric-a-brac of the continent to grace their mansions. Reaching out to their neighbors, they burnished their reputations for hospitality. The annual Christmas ball or the great July Fourth barbecue were private events with a public purpose. They confirmed the distance between the planters and their neighbors and allowed leadership to fall lightly and naturally on their shoulders, as governors, legislators, judges, and occasionally congressmen, senators, and presidents.

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.

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!

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.

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.

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.

Instead of understanding business as a for-profit entity that solves problems for paying customers, they think of a business more like a community group—that is, that customers give them money in order for them to create a community inside their office.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

putting people first lies at the heart of authentic leadership. When you grow people, you will always grow profits.

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]

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.

but if your job site looks like a disaster zone, your visitors will not think twice about making judgments about you and your abilities. Subconscious or not, these judgment will have a negative affect on how you are perceived. On the other hand, if your visitors “catch you” with your prints, your trailer, your tools, your material, and even your crew organized and neat, they will be sure to go away feeling that you take pride in your work and that you have high standards. They will leave confident that you are doing your best to turn out a quality product.

It is the sensitive people in any organization that become aware of the need to discover the acceptable "middle" ground between "profit only" and "people only" and act accordingly.