Service Leadership Quotes

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

True leaders understand that leadership is not about them but about those they serve. It is not about exalting themselves but about lifting others up.

A sign of power in a man is not only when people follow what he suggests, but also when people make a conscious effort to do the exact opposite of what he suggests.

Genuine leadership occurs as an act of service to empower others to be their best.

True greatness, true leadership, is achieved not by reducing men to one's service but in giving oneself in selfless service to them.

Be nice to people... maybe it'll be unappreciated, unreciprocated, or ignored, but spread the love anyway. We rise by lifting others.

If people are not making mistakes, they are not trying new things. If they are making the same mistake twice, they are not learning new things!

Leaders in all realms and activities of life knew that the power they had come to hold existed because they were responsible to serve the many, thus power was position of service.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

All great leaders find a sense of balance through their levels of reception. For instance, those who support a leader may soften him, those who ignore him may challenge him, and those who oppose him may stroke his ego.

So many people think that they are not gifted because they don’t have an obvious talent that people can recognize because it doesn’t fall under the creative arts category—writing, dancing, music, acting, art or singing. Sadly, they let their real talents go undeveloped, while they chase after fame. I am grateful for the people with obscure unremarked talents because they make our lives easier---inventors, organizers, planners, peacemakers, communicators, activists, scientists, and so forth. However, there is one gift that trumps all other talents—being an excellent parent. If you can successfully raise a child in this day in age to have integrity then you have left a legacy that future generations will benefit from.

You can’t sell it outside if you can’t sell it inside.

Leadership is never an avenue to be self-serving but,a platform to render great service to people.

The more you become aware of and respond to the needs of others, the richer your own life becomes.

Leadership is not just some empty formulas but establishing deep connection at soul levels through service, integrity, passion, perseverance and equanimity.

leadership is rooted not in power and authority, but in service and wisdom

Leadership is service, not position.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Business management requires its own skill set separate from being skilled at whatever service or product the business provides.

The Director of the US Marshals Service, who does not like Pack: “Seems to me Simon Pack’s a grandstander. I remind you I’m a West Pointer myself. I remember his ill-fated year as Superintendent, acting as if he were MacArthur incarnate. The All-America player in a couple sports, the man in the College Football Hall of Fame; the Governor of a small state; the leader of a constitutional convention. And yeah, he was also a hobo, maybe the biggest grandstand move he ever undertook.

Every business can benefit from good quality management consulting services. Consultants are able to gather, assemble and utilize data in unique ways. Consultants also have perspectives that are likely to be unique compared to the perspectives you find internal to your business.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

It is not blindly pushing your own agenda that will enrich the world. It’s is your ability and willingness to understand, appreciate, anticipate, address, serve and support the lives of others that will.

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

The first step to solving any problem is to accept one’s own accountability for creating it.

A responsible woman is one who sees opportunities of service and responds to them quickly. In her dwells the ability to see and respond to opportunities.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Change or you will be changed: leaders who neglect the good of their people will be forsaken. Leadership is a service, not a gateway to privilege.

If someone does a Great job or provide excellent service, make sure to recognize and reward them! If someone wrote a book you enjoy, tell them. If you want people to put out their best and to strive for excellence, encourage and support them. - Strong by Kailin Gow on Leadership

What first separates a leader from a normal human being? A leader knows who they are as a human being.

True leaders live their values everywhere, not just in the workplace.

The heart of the leader is manifested through service to others.

You can lead if you can serve. You can serve when you can love. You can love when you are graced. The truth is that God knows love will be needed in volumes, this is why he made his grace abundant. Leaders are lovers. Misleaders are haters!

The point at which things happen is a decision. In stead of focusing on yourself, focus on how you can help someone else.

A business is not just a legal entity - it’s a group of people engaged in the voluntary exchange of products, services, agreements and currencies. Buyers and sellers determine whether a business is a business. Not it’s legal entity status given by the state. I think legal status is good, but it’s not what truly establishes a business.

Abraham Lincoln was asked by an aide about the church service he had attended. Lincoln responded that the minister was inspired, interesting, well-prepared, eloquent and the topic relevant. The aide said, “Then it was a good service?” Lincoln responded, “No.” The aide protested, “But, Mr. President, you said that the minister was inspired, interesting, well-prepared, eloquent, and that the topic was relevant.” “Yes,” replied Lincoln, “but he didn’t challenge us to do any great thing.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Values are the individual biases that allow you to decide which actions are true for you alone.

Values are deeply held personal beliefs that form your own priority code for living.

Seek justice: Make a commitment to serve the needs of the ‘least of these’ and give voice to the voiceless.

We must serve each other in love and in humanity.

Leadership, at its core, is about making other people better as a result of your presence—and making sure that the impact lasts in your absence.

A leader has a great duty. You have to perform beyond the expectation of the people.

Performance of management should be measured by potential to stay in business, to protect investment, to ensure future dividends and jobs through improvement of product and service for the future, not by the quarterly dividend.

Joseph Pine wrote that today's economy is an "experience economy", meaning that customers want more than a good product or service; they want to enjoy the experience of using a product or service, which begins with their first interaction with a company. So if, in spite of all your customer-service training and "customer-facing" procedures, policies, and scripts, customers aren't feeling the love, you're in trouble. Love? Yes.

The lure of power can separate the most resolute of Christians from the true nature of Christian leadership, which is service to others. It’s difficult to stand on a pedestal and wash the feet of those below.

John Frame’s ‘tri-perspectivalism’ helps me understand Willow. The Willow Creek style churches have a ‘kingly’ emphasis on leadership, strategic thinking, and wise administration. The danger there is that the mechanical obscures how organic and spontaneous church life can be. The Reformed churches have a ‘prophetic’ emphasis on preaching, teaching, and doctrine. The danger there is that we can have a naïve and unBiblical view that, if we just expound the Word faithfully, everything else in the church — leader development, community building, stewardship of resources, unified vision — will just happen by themselves. The emerging churches have a ‘priestly’ emphasis on community, liturgy and sacraments, service and justice. The danger there is to view ‘community’ as the magic bullet in the same way Reformed people view preaching.

It's good to be transparent in business. As much as possible, the business should be transparent about it's products and services. And it should be transparent about it's income, expenses and debts. Transparency fosters trust. And trust is very valuable in business.

The world is changing. No matter what any of us is shopping for, we can find good products, good services, good solutions. We want to enjoy the experience of using those products, those services. This firm doesn't have a lock on brilliance. Your prospective clients can find that elsewhere. They want to enjoy the experience of implementing a brilliant solution in collegial and congenial partnership with teh people who brought it to them.

The energy now spent on self-protection can be converted into positive energy if we're willing to encounter reality and see it clearly. Facing reality is an empowering act - it can liberate our mind and heart to discern how best to use our power and influence in service for this time.

Leadership has never been an exact science. But it has always found itself particularly challenged when tasked with elevating one segment of a society onto a level more politically, socially, and economically equitable with another.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

Customer service has everything to do with consistency, systems, training, and the habits you and your team create.

The real problem occurs using the information in a negative base, and the real solution occurs using the information in a positive base.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

There are two powerful fuels, two forces; motivation and inspiration. To be motivated you need to know what your motives are. Over time - and to sustain you through it - your motivation must become an inner energy; a 'motor' driving you forward, passionately, purposefully, wisely and compassionately... come what may, every day. Inspiration is an outer - worldly - energy that you breathe and draw in. It may come from many places, faces, spaces and stages - right across the ages. It is where nature, spirit, science, mind and time meet, dance, play and speak. It keeps you outward facing and life embracing. But you must be open-minded and open-hearted to first let it in and then let it out again. Together - blended, combined and re-entwined - motivation and inspiration bring connectivity, productivity, creativity and boundless possibilities that is not just 'self' serving but enriching to all humanity and societies...just as it should be.

In this human world, the misery of the humans can only be lifted by the humans, who are courageous and conscientious enough to take real actions, instead of meekly hoping and praying for an illusory divine intervention.

Hollow Horn Bear knew that to be leader and adviser of his people he must be honest and reliable, and that his word once given in promise must never be taken back. He knew that he must be a man of will-power, standing for the right no matter what happened to him personally; that he must have strength of purpose, allowing no influence to turn him from doing what was best for the tribe. He must be willing to serve his people without thought of pay. He must be utterly unselfish and kind-hearted to the old and poor and stand ready to give to those in need. Above all, he must be unafraid to deal equal justice to all.

Ego focuses on one’s own survival, pleasure, and enhancement to the exclusion of others; ego is selfishly ambitious. It sees relationships in terms of threat or no threat, like little children who classify all people as “nice” or “mean.” Conscience, on the other hand, both democratizes and elevates ego to a larger sense of the group, the whole, the community, the greater good. It sees life in terms of service and contribution, in terms of others’ security and fulfillment.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

Try not to take this the wrong way, but your brain is smarter than you are.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

The economy is in ruins! Bottom line? Good management will defeat a bad economy.

Those who serve deserve.

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

When you don’t know what true for you, everyone else has unusual influence.

Let’s get right on top of the bottom line: You must live your personal values at work.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

the doorframes were about six feet, seven inches high. To navigate, I would discreetly bob my head down as if nodding to an unseen companion as I walked. I had no idea how finely calibrated my ducking was until I got new soles and heels on a pair of dress shoes during the George W. Bush administration. Apparently, this refurbished footwear made me about a half-inch taller than usual. Rushing so as not to be late to a Situation Room meeting with the president, I did the usual bob and smacked my head so hard that I rocked backward, stunned. A Secret Service agent asked me if I was okay. I said yes, and continued walking, stars in my eyes. As I sat at the table with the president and his national security team, I began to feel liquid on my scalp and realized I was bleeding. So I did the obvious thing: I kept tilting my head in different directions to keep the running blood inside my hairline. Heaven only knows what President Bush thought was wrong with me, but he never saw my blood.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

In the popular imagination, Asian Americans inhabit a vague purgatorial status: not white enough nor black enough; distrusted by African Americans, ignored by whites, unless we’re being used by whites to keep the black man down. We are the carpenter ants of the service industry, the apparatchiks of the corporate world, we are math-crunching middle managers who keep the corporate wheels greased but who never get promoted since we don’t have the right ‘face’ for leadership. We have a content problem. They think we have no inner resources. But while I may look impassive, I'm frantically paddling my feet underwater, always overcompensating to hide my devouring feelings of inadequacy. There's a ton of literature on the self-hating Jew and the self-hating African American, but not enough has been said about the self-hating Asian. Racial self hatred is seeing yourself whites see you, which turns you into your own worst enemy. Your only defence is to be hard on yourself, which becomes compulsive, and therefore a comfort: to peck yourself to death.

The desire we so often hear expressed today for “episcopal figures,” “priestly men,” “authoritative personalities” springs frequently enough from a spiritually sick need for the admiration of men, for the establishment of visible human authority, because the genuine authority of service appears to be so unimpressive.

The overwhelming consensus is that the traditions contained within the epistle can confidently be traced to James the Just. That would make James’s epistle arguably one of the most important books in the New Testament. Because one sure way of uncovering what Jesus may have believed is to determine what his brother James believed. The first thing to note about James’s epistle is its passionate concern with the plight of the poor. This, in itself, is not surprising. The traditions all paint James as the champion of the destitute and dispossessed; it is how he earned his nickname, “the Just.” The Jerusalem assembly was founded by James upon the principle of service to the poor. There is even evidence to suggest that the first followers of Jesus who gathered under James’s leadership referred to themselves collectively as “the poor.

As I found myself thrust into the Trump orbit, I once again was having flashbacks to my earlier career as a prosecutor against the Mob. The silent circle of assent. The boss in complete control. The loyalty oaths. The us-versus-them worldview. The lying about all things, large and small, in service to some code of loyalty that put the organization above morality and above the truth.

Leadership is like a fountain. Imagine the leaders are the water near the top, ready to burst out of the fountain. The water about to burst out is being pushed up by water below it. If you want to succeed, find leaders who are doing amazing things in the world, and push them up. Find powerful people and help them reach their goals. If you’re of service to them, they will be of service back.

In the cold war, the CIA was condemned by the American left for what it did. In the war on terror, the CIA was attacked by the American right for what it could not do. The charge was incompetence, leveled by such men as Dick Cheney and Don Rumsfeld. Say what one may about their leadership, they knew from long experience what the reader now knows: the CIA was unable to fulfill its role as America’s intelligence service.

Leaders are made not born. They are the results of persistent effort. Thus, leadership involves much more than just shouting. Effective leadership requires a human focus and reflects a servant and transformation mentality. It is about the nuts and bolts of execution. Leadership is an everyday activity. It is a process that begins but never ends.

You, on the other hand, have often been told that following God and listening to reason are identical; so bear in mind that for intelligent people the passage from childhood to adulthood is not an abandonment of rules, but a change of ruler: instead of someone [E] whose services are hired and bought, they accept in their lives the divine leadership of reason – and it is only those who follow reason who deserve to be regarded as free. For they alone live as they want, since they have learned to want only what is necessary;

Self-discipline is central to the leadership of institutions and to reforming them. A favorite saying of mine is "Never miss a good chance to shut up." I won't tell you how many times in a congressional hearing I just wanted to scream. How often in the White House Situation Room I wanted to say, "That's the dumbest idea I ever heard." How often in a briefing at the CIA or the Pentagon I wanted to tell someone where to stick his PowerPoint slides. Senior leaders want to blow off steam-shout at people- all the time. But to be an effective leader, you have to suppress those urges.

I saw the figure of 178 Billion wasted/stolen from the people of a country by its corrupt and inept government. Such a figure could truly transform the entire country; education, health, roads, schooling, entrepreneurial environment... of millions of people, rather than be secreted away as a few more 0000's in global bank accounts for the greeders. We need to Rethink Public Service, Values, Ethics and Leadership.

Regardless of whether one subscribes to the aims of the four movements whose stories we have told, there is much to appreciate about them as movements. They have overcome schisms; disbandment; leadership scandals; and/or the deaths of their founders. They have developed a highly innovative strategy—bypassing the state—to overcome the obstacles that their ideological strictness; ambitious agendas; and reluctance to compromise present. They have shown a strong entrepreneurial spirit in building effective social service agencies, medical facilities, schools, and businesses that often put the state’s efforts to shame. While they are not the Christian militias, al-Qaeda cells, or Jewish extremist groups whose terrorism has attracted much attention, the Muslim Brotherhood, Shas, Comunione e Liberazione, and the Salvation Army, with their strategy of rebuilding society, one institution at a time, may well prove more successful in sacralizing their societies than movements that use violence.

Could I see that God wanted to transform my life from a somewhat ugly, useless branch to an arrow, a tool usable in His hands, for the furtherance of His purposes?....To be thus transformed, was I willing - am I till willing - for the whittling, sandpapering, stripping, processes necessary in my Christian life? The ruthless pulling off of leaves and flowers might include doing without a television set or washing machine, remaining single in order to see a job done, re-evaluating the worthiness of the ambition to be a "good" doctor (according to my terms an values). The snapping of thorns might include drastic dealing with hidden jealousies and unknown prides, giving up prized rights in leadership and administration. The final stripping of the bark might include lessons to be learned regarding death to self - self-defence,self-pity, self-justification, self-vinidication, self-sufficiency, all the mechanisms of preventing the hurt of too deep involvment. Am I prepared for the pain, which may at times seem like sacrifice, in order to be made a tool in His service? My willingness will be a measure of the sincerity of my desire to express my heartfelt gratitude to Him for his so-great salvation. Can I see such minor "sacrifices" in light of the great sacrifice of Calvary, where Christ gave all for me?

Corporate elites said they needed free-trade agreements, so they got them. Manufacturers said they needed tax breaks and public-money incentives in order to keep their plants operating in the United States, so they got them. Banks and financiers needed looser regulations, so they got them. Employers said they needed weaker unions—or no unions at all—so they got them. Private equity firms said they needed carried interest and secrecy, so they got them. Everybody, including Lancastrians themselves, said they needed lower taxes, so they got them. What did Lancaster and a hundred other towns like it get? Job losses, slashed wages, poor civic leadership, social dysfunction, drugs. Having helped wreck small towns, some conservatives were now telling the people in them to pack up and leave. The reality of “Real America” had become a “negative asset.” The “vicious, selfish culture” didn’t come from small towns, or even from Hollywood or “the media.” It came from a thirty-five-year program of exploitation and value destruction in the service of “returns.” America had fetishized cash until it became synonymous with virtue.

Do you ever wonder why a battered wife stays with her husband? Why people continue to spend money they don’t have even though they know they are deeply in debt? Why some keep jamming food in their mouths when they’re already overweight? Why do people stay in bad relationships? Why are some people still racist? Why do people still drink and drive? You’d think the response to all these things would be obvious and cause them to scream, “Duh, of course I need to change this.” Why do we keep doing church the same way even when we know it’s in critical decline? Why do paid church leaders spend so much time preparing for a 90-minute service for Christians who have heard it all before? Why do we still call our message the good news when it clearly seems to be bad news or no news to Sojourners? Why do we think Pharisees are only found in the Bible? Why is returning to a simpler form of ancient church so hard to grasp?

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

When people are skilled at adopting free traits, it can be hard to believe that they’re acting out of character. Professor Little’s students are usually incredulous when he claims to be an introvert. But Little is far from unique; many people, especially those in leadership roles, engage in a certain level of pretend-extroversion. Consider, for example, my friend Alex, the socially adept head of a financial services company, who agreed to give a candid interview on the condition of sealed-in-blood anonymity. Alex told me that pretend-extroversion was something he taught himself in the seventh grade, when he decided that other kids were taking advantage of him. “I was the nicest person you’d ever want to know,” Alex recalls, “but the world wasn’t that way. The problem was that if you were just a nice person, you’d get crushed. I refused to live a life where people could do that stuff to me. I was like, OK, what’s the policy prescription here?...

Sir, you do understand that - officially - I'm not actually a centurion. I haven't even been assigned to a legion yet.' The general continued writing as he spoke. 'What was the name?' 'Corbulo, sir.' 'Corbulo, you have an officer's tunic and an officer's helmet; and you completed full officer training did you not?' Cassius nodded. He could easily recall every accursed test and drill. Though he'd excelled in the cerebral disciplines and somehow survived the endless marches and swims, he had rated poorly with sword in hand and had been repeatedly described as "lacking natural leadership ability." The academy's senior centurion had seemed quite relieved when the letter from the Service arrived. 'I did, sir, but it was felt I would be more suited to intelligence work than the legions, I really would prefer -' 'And you did take an oath? To Rome, the Army and the Emperor?' 'I did, sir, and of course I am happy to serve but -' The General finished the orders. He rolled the sheet up roughly and handed it to Cassius. 'Dismissed.' 'Yes, sir. Sorry, sir. I just have one final question.' The General was on his way back to his chair. He turned around and fixed Cassius with an impatient stare. 'Sir - how should I present myself to the troops? In terms of rank I mean.' 'They will assume you are a centurion, and I can see no practical reason whatsoever to disabuse them of that view.

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.