Remote Leadership Quotes

He keeps his voice kindly but remote. A cross between a pedagogue, soothsayer, and a benevolent uncle – that should be his tone.

Your friend Plato holds that commonwealths will only be happy when either philosophers rule or rulers philosophize: how remote happiness must appear when philosophers won't even deign to share their thoughts with kings.

If someone talks bad about us, we feel bad. If someone talks good about us we feel good. The question is ,Have we given our remote to others for the way we feel? Live your life in your way!!!!!!!!!!!!!!

Maintaining high levels of authentic engagement with remote workers is key to the success of the teams

They took the two to a remote location and interrogated each separately. Even after using classic techniques like the prisoner’s dilemma—assuring each suspect that the other was going to implicate him—the Mafia members did not obtain confessions. The two interrogation teams conferred and, by Mannoia’s account, concluded that these two criminals were actually innocent of the misdeeds in question. We asked what happened next. “We strangled them,” came his matter-of-fact reply. “Why would you do that?!” exclaimed Pat Fitzgerald. They had been innocent. “Because by our questioning we had revealed ourselves to be Cosa Nostra. We could not let them live with that knowledge.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

The biggest fear for homeschooled children is that they will be unable to relate to their peers, will not have friends, or that they will otherwise be unable to interact with people in a normal way. Consider this: How many of your daily interactions with people are solely with people of your own birth year?  We’re not considering interactions with people who are a year or two older or a year or two younger, but specifically people who were born within a few months of your birthday. In society, it would be very odd to section people at work by their birth year and allow you to interact only with persons your same age. This artificial constraint would limit your understanding of people and society across a broader range of ages. In traditional schools, children are placed in grades artificially constrained by the child’s birth date and an arbitrary cut-off day on a school calendar. Every student is taught the same thing as everyone else of the same age primarily because it is a convenient way to manage a large number of students. Students are not grouped that way because there is any inherent special socialization that occurs when grouping children in such a manner. Sectioning off children into narrow bands of same-age peers does not make them better able to interact with society at large. In fact, sectioning off children in this way does just the opposite—it restricts their ability to practice interacting with a wide variety of people. So why do we worry about homeschooled children’s socialization?  The erroneous assumption is that the child will be homeschooled and will be at home, schooling in the house, all day every day, with no interactions with other people. Unless a family is remotely located in a desolate place away from any form of civilization, social isolation is highly unlikely. Every homeschooling family I know involves their children in daily life—going to the grocery store or the bank, running errands, volunteering in the community, or participating in sports, arts, or community classes. Within the homeschooled community, sports, arts, drama, co-op classes, etc., are usually sectioned by elementary, pre-teen, and teen groupings. This allows students to interact with a wider range of children, and the interactions usually enhance a child’s ability to interact well with a wider age-range of students. Additionally, being out in the community provides many opportunities for children to interact with people of all ages. When homeschooling groups plan field trips, there are sometimes constraints on the age range, depending upon the destination, but many times the trip is open to children of all ages. As an example, when our group went on a field trip to the Federal Reserve Bank, all ages of children attended. The tour and information were of interest to all of the children in one way or another. After the tour, our group dined at a nearby food court. The parents sat together to chat and the children all sat with each other, with kids of all ages talking and having fun with each other. When interacting with society, exposure to a wider variety of people makes for better overall socialization. Many homeschooling groups also have park days, game days, or play days that allow all of the children in the homeschooled community to come together and play. Usually such social opportunities last for two, three, or four hours. Our group used to have Friday afternoon “Park Day.”  After our morning studies, we would pack a picnic lunch, drive to the park, and spend the rest of the afternoon letting the kids run and play. Older kids would organize games and play with younger kids, which let them practice great leadership skills. The younger kids truly looked up to and enjoyed being included in games with the older kids.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

The cultural databases that underpin this book have been extended to include not only more cases and more country data from more respondents but also a whole wealth of cultural measurements of competences, dilemmas and their reconciliations, servant leadership across cultures, innovation paradigms across cultures, and multicultural and remote team effectiveness.

Having Tech that does not fully meet the needs of remote workers hurts morale, lowers job satisfaction, and increases the potential of burnout

To minimize feeling siloed or out of the loop, remote teams depend on high levels of engagement, openness, and transparency. It cannot be faked or just done some of the time. That transparency must be ever-present in the actions of company leaders.

Feedback followed by recognition and appreciation helps team members feel valued & understand that they are vital parts of the company.

Learning is relatively easy when the link between cause and effect is clear. But complex systems often sever that connection: causes remote from effects, solutions detached from problems, and feedback delayed or misleading (Cyert and March, 1963; Senge, 1990).

In 1929 the leadership replaced institutions for long-term prisoners with work camps, designed to extract minerals in Siberia and other remote areas of the USSR where it was difficult to attract free labour. The Gulag soon expanded rapidly with the collectivization campaigns, as hundreds of thousands of kulaks, priests and other ‘enemies’ were imprisoned. By World War II, they had become subjects of an enormous slave state, and a central part of the Soviet economy, with a shocking 4 million people in the whole Gulag system.

When I learn that in 1913, mass women's marches were held in South Africa which caused the rescinding of entry permit laws; that in 1956, 20,000 women assmesbled in Pretoria to protest pass laws for women, that resistance to these laws was carried out in remote country villages and punished bu shootings, beatings, and burnings; that in 1959, 2,000women demonstrated in Durban against laws which provided beerhalls for African men and criminalized women's traditional home brewing; that at one and the same time, African women have played a majow role alongside men in resisting apartheid, I have to ask myself why it took me so long to learn these chapters of women's history, why the leadership and strategies of African women have been son unrecognized as theory in action by white Western feminist thought. -Notes Toward a Politics of Location

It is important to bear in mind that the Republicans long ago abandoned the pretense of functioning as a normal parliamentary party. They have, as respected conservative political commentator Norman Ornstein of the right-wing American Enterprise Institute observed, become a “radical insurgency” that scarcely seeks to participate in normal congressional politics.6 Since the days of President Ronald Reagan, the party leadership has plunged so far into the pockets of the very rich and the corporate sector that they can attract votes only by mobilizing parts of the population that have not previously been an organized political force. Among them are extremist evangelical Christians, now probably a majority of Republican voters; remnants of the former slaveholding states; nativists who are terrified that “they” are taking our white, Christian, Anglo-Saxon country away from us; and others who turn the Republican primaries into spectacles remote from the mainstream of modern society—though not from the mainstream of the most powerful country in world history.

The following approaches are likely to fall flat, with less than 10 percent of the churchless reporting they might be attracted by such efforts: information about a church provided through the mail advertising for a church on TV, in a newspaper, or on the radio an unsolicited phone call from someone representing a church in the community to describe the church and offer an invitation to attend advertising for the church on a local billboard a website that describes the church and invites people to attend a sermon from the pastor on CD or podcast emphasizing that the church has multiple locations in the community providing entry to a “video church”—a ministry that has a real-time video feed of live teaching from the main location, with live music and leadership at the remote location a contemporary seeker service showing a Hollywood-quality movie at the church that deals with issues like marriage, faith, or parenting providing a book club that discusses books about faith and life offering an open-mic discussion group or online chat that focuses on questions related to faith and spirituality a celebrity guest speaker appearing at a church’s worship services

Since I got rid of syndicated and indoctrinated media my life is a product of what I seek and not what I am told. I recommend everyone in the age of information to demand more of what they seek rather simply pushing the favorite list on their remote control.

Leadership and Culture” may seem like a vague or general catch-all phrase. Let me offer some questions to guide you down the path and to set the stage for upcoming chapters on this important first piece of the framework. What does it feel like to be part of your company’s sales team? Is it a high-performance culture? Why do you feel that way? Are team members laser-focused on goals and results? What’s the vibe in the sales department (whether it is local or based remotely)? What does accountability look like on this team? How often, how big, and how loud are victories celebrated? Is the manager leading the team or just reacting to circumstances? Are sales team meetings valuable? Do salespeople leave those meetings better equipped, envisioned, and energized, or drained and discouraged? Do members of the sales team feel supported, valued, and appreciated? Does the existing compensation plan make sense and does it drive the desired behaviors and results? In what ways is the manager putting his or her fingerprints on the team? How much of the sales leader’s time is devoted to non-sales activities and executive and administrative burdens? What’s the level of intensity, passion, and heart-engagement of team members? I don’t believe that anyone would doubt that we can create significant lift in a sales organization by improving the answers to these questions.

This rich array of innovation capabilities has already begun to transform many everyday products and some industrial ones. The following examples are all available today: E-cigarette— heats liquid into a nicotine-laced vapor instead of burning tobacco Digital billboard— senses who is viewing and responds to that person Smart soccer ball— reports its speed, direction, and other data to a mobile device Augmented-reality ski goggles— show a radar-like display of skiers’ locations Car smartphone remote control— provides access to the air conditioning controls or fuel gauge Robot golf course lawnmower— repeats perfect pattern cutting of greens Crypto currencies— substitute for conventional government-issued money Smart-home lightbulbs— set precise color hue and brightness remotely

As author Brigid Schulte writes, “Unlike a century ago, when Americans showed their status in leisure time, busyness has become the new badge of honor. So even as we bemoan workplaces where everyone is busy and no one is productive, busyness has actually become the way to signal dedication to the job and leadership potential. One reason for this is that, while productivity is relatively easy to measure on a factory floor, or on the farm, we have yet to develop good metrics for measuring the productivity of knowledge workers. So we largely rely on hours worked and face time in the office as markers for effort, and with the advent of technology and the ability to work remotely, being connected and responsive at all hours is the new face time.

Whatever it did to Churchill, Gallipoli saw the birth of a nation, or rather two. By no remote consequence of the campaign, Mustafa Kemal would become Kemal Ataturk, while the rump of the Ottoman Empire became a Turkish national state under his leadership. And Australia would change also. The headstone of one Australian infantryman bears the words, chosen by his parents, ‘When day break, duty done for King and Country,’ but that was not how later generations of Australians would feel. ‘From a place you’ve never heard of, comes a story you’ll never forget’ was the quaint slogan advertising the 1981 Australian movie Gallipoli, which helped launch Mel Gibson’s career, but every Australian has heard of it.

Religion allies itself with auto-suggestion and psychotherapy to help man in his business activities. In the twenties one had not yet called upon God for purposes of “improving one's personality.” The best-seller in the year 1938, Dale Carnegie's How to Win Friends and Influence People, remained on a strictly secular level. What was the function of Carnegie's book at that time is the function of our greatest bestseller today, The Power of Positive Thinking by the Reverend N. V. Peale. In this religious book it is not even questioned whether our dominant concern with success is in itself in accordance with the spirit of monotheistic religion. On the contrary, this supreme aim is never doubted, but belief in God and prayer is recommended as a means to increase one's ability to be successful. Just as modern psychiatrists recommend happiness of the employee, in order to be more appealing to the customers, some ministers recommend love of God in order to be more successful. “Make God your partner”, means to make God a partner in business, rather than to become one with Him in love, justice and truth. Just as brotherly love has been replaced by impersonal fairness, God has been transformed into a remote General Director of Universe, Inc.; you know that he is there, he runs the show (although it would probably run without him too), you never see him, but you acknowledge his leadership while you are “doing your part.

Physical products today can be significantly enhanced by adding combinations of the following digital elements: Sensors Displays and indicators Actuators and manipulators Microcontrollers Onboard analytics Memory Wireless-connected services Remote controls

The battle between perception and reality will always be won by perception. If your team members don’t see the actions that show that you are thinking about them, want them to succeed, trust them, and more, it really doesn’t matter what you are thinking or what your intention is. Kevin has long said “people watch our feet more than our lips,” but when they are remote, they can’t even watch our feet very easily. If you are to be truly Other focused, you must diligently show it to others through your actions.

The key to scaling your culture lies in leadership. Specifically, you must hire leaders who embody your culture and train them to lead in a way that aligns with your culture and values.

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