Scouting Leadership Quotes

Any man who has ever led an army, an expedition, or a group of Boy Scouts has sadism in his bones.

We decided to use the metaphor that the company was like a sports team, not a family. Just as a great sports teams are constantly scouting for new players and culling others from their lineups, our team leaders would need to continually look for talent and reconfigure team makeup.

My favourite mentor brother told me that there were three kinds of people: followers, leaders and scouts. Scouts are capeable of leadership, but they could not tolerate the responsibility of it. Disinclined to take orders either, they invariably flouted authority and fomented strife. This is why scouts, he said wryly, were the first to be sent into danger, It was half hoped they would be killed. 'I fear you are destined to trouble us as a scout, little sister' he said

Meanwhile, two miles down the mine shaft, nineteen men sat in absolute darkness trying to figure out what to do. One of the groups included a man whose arm had been pinned between two timbers, and, out of earshot, the others discussed whether to amputate it or not. The man kept begging them to, but they decided against it and he eventually died. Both groups ran out of food and water and started to drink their own urine. Some used coal dust or bark from the timbers to mask the taste. Some were so hungry that they tried to eat chunks of coal as well. There was an unspoken prohibition against crying, though some men allowed themselves to quietly break down after the lamps died, and many of them avoided thinking about their families. Mostly they just thought about neutral topics like hunting. One man obsessed over the fact that he owed $1.40 for a car part and hoped his wife would pay it after he died. Almost immediately, certain men stepped into leadership roles. While there was still lamplight, these men scouted open passageways to see if they could escape and tried to dig through rockfalls that were blocking their path. When they ran out of water, one man went in search of more and managed to find a precious gallon, which he distributed to the others. These men were also instrumental in getting their fellow survivors to start drinking their own urine or trying to eat coal. Canadian psychologists who interviewed the miners after their rescue determined that these early leaders tended to lack empathy and emotional control, that they were not concerned with the opinions of others, that they associated with only one or two other men in the group, and that their physical abilities far exceeded their verbal abilities. But all of these traits allowed them to take forceful, life-saving action where many other men might not.

There were also plenty of times when I saw a player out of the corner of my eye who came as a complete, but pleasant, surprise. In 2003 I had gone to watch a young Petr Čech play in France. Didier Drogba, whom I had not heard of, was playing in the same game. He was a dynamo – a strong, explosive striker with a true instinct for goal – though he ultimately slipped through our fingers. That didn’t happen with Ji-sung Park. I had gone to get the measure of Lyon’s Michael Essien in the Champions League in 2005 during their quarter-final ties with PSV Eindhoven, and saw this ceaseless bundle of energy buzz about the field like a cocker spaniel. It was Ji-sung Park. The following week I sent my brother, Martin, who was a scout for United, to watch him, to see what his eyes told him. They told him the same thing and we signed him. Ji-sung was one of those rare players who could always create space for himself.

There is a persistent theory, held by those who prate most steadily about "the American way of life" that the average American is a rugged individualist to whom the whole conception of "leadership" is something foreign and distasteful—and this theory would certainly seem to be in accord with our national tradition of lawlessness and disrespect for authority. But it is not entirely consistent with the facts. We Americans are inveterate hero worshipers, to a far greater extent than are the British and the French. We like to personalize our loyalties, our causes. In our political or business or labor organizations, we are comforted by the knowledge that at the top is a Big Boss whom we are free to revere or to hate and upon whom we can depend for quick decisions when the going gets tough. The same is true of our Boy Scout troops and our criminal gangs. It is most conspicuously true of our passion for competitive sport. We are trained from childhood to look to the coach for authority in emergencies. The masterminding coach who can send in substitutes with instructions whenever he feels like it—or even send in an entirely new team—is a purely American phenomenon. In British football the team must play through the game with the same eleven men with which it started and with no orders from the sidelines; if a man is injured and forced to leave the field the team goes on playing with only ten men. In British sport, there are no Knute Rocknes or Connie Macks, whereas in American sport the mastermind is considered as an essential in the relentless pursuit of superiority.

I simply am going to look you in the eye and say that if the United States hopes to remain a major player among nations, facing challenges such as poverty, inadequate education, and global market competition, we’re going to need to draw deeply from our entire talent pool, not just half of it.

Scout out competitors’ websites. Everything your competitors think is important or relevant usually exists on their website.

The troop whose captain is (apparently) not managing it, but whose girls manage themselves under the Scout laws, is the ideal troop.

The concert we give is winning. And if all the people in our organization whose instrument is scouting of player development or major league scouting or player knowledge, all play well, we're going to have the most beautiful symphony of success. And I think we have.

Create a New Culture. Hold on to the new ways of behaving, and make sure they succeed, until they become strong enough to replace old traditions. Better still, make all of these steps a central part of the way you live to help you adapt to an ever faster changing world. Consider: Are we putting those who have helped make change happen in leadership roles? Have the scouts been rewarded? How can we institutionalize change, like adding scouting to the school curriculum?

Key Apache Adversaries—U.S. Military Figures and Civilian Apache Agents Clum, John P.—born 1851. Civilian Apache agent at the San Carlos and Fort Apache reservations. Nicknamed “Turkey Gobbler” by the Apache for his strutting nature. Later became mayor of Tombstone, Arizona. His claim to fame was being the only person to successfully “capture” Geronimo. Died in 1932. Crook, General George—born 1828. Called America’s “greatest Indian fighter.” He was the first to use Indian scouts and was crucial in ending the Apache Wars. Called Nantan Lupan (“the Tan Wolf”) by the Apache, he advocated for Apache rights while at the same time becoming one of Geronimo’s greatest adversaries. Crook negotiated Geronimo’s “surrender” at the Cañon de los Embudos. He died in 1890. Gatewood, Lieutenant Charles B.—born 1853. A latecomer to the Apache Wars, Gatewood used scouts but failed to bring in Victorio. However, Gatewood would ultimately negotiate the terms of Geronimo’s final surrender to General Nelson A. Miles in 1886. He died in 1896. Miles, General Nelson A.—born in 1839. Civil War veteran best known for accepting Geronimo’s final surrender. Fought Sioux and Cheyenne Indians after the Battle of Little Big Horn. He died at the age of eighty-five in 1925 and was buried with full honors at Arlington National Cemetery. Sieber, Al—born 1843. A German-American, he served as the army’s chief of scouts during the Apache Wars. Died in 1907.