Steady Leadership Quotes

Your silence creates a vacuum for others to fill The key is to stay present and keep listening. The silence of holding steady is different from the silence of holding back.

The beauty of life is not to live without facing trials, challenges, and difficult times. It is the ability to remain steady, secure, fixed, stable, strong, and unwavering that makes the difference.

Our schools will not improve if we continue to focus only on reading and mathematics while ignoring the other studies that are essential elements of a good education. Schools that expect nothing more of their students than mastery of basic skills will not produce graduates who are ready for college or the modern workplace. *** Our schools will not improve if we value only what tests measure. The tests we have now provide useful information about students' progress in reading and mathematics, but they cannot measure what matters most in education....What is tested may ultimately be less important that what is untested... *** Our schools will not improve if we continue to close neighborhood schools in the name of reform. Neighborhood schools are often the anchors of their communities, a steady presence that helps to cement the bond of community among neighbors. *** Our schools cannot improve if charter schools siphon away the most motivated students and their families in the poorest communities from the regular public schools. *** Our schools will not improve if we continue to drive away experienced principals and replace them with neophytes who have taken a leadership training course but have little or no experience as teachers. *** Our schools cannot be improved if we ignore the disadvantages associated with poverty that affect children's ability to learn. Children who have grown up in poverty need extra resources, including preschool and medical care.

The world doesn't die with its leaders. It merely changes, and our best goals must be to steer it on an upward path, so that we leave it better than we found it, and so that it has ample chance to improve beyond our lifetime instead of falling into chaos without our steadying hand.

Daily habits that create steady mindsets are vital to be sure the uncontrollable circumstances of business and life don’t derail you.

Few people make sound or sustainable decisions in an atmosphere of chaos. The more serious the situation, usually accompanied by a deadline, the more likely everyone will get excited and bounce around like water on a hot skillet. At those times I try to establish a calm zone but retain a sense of urgency. Calmness protects order, ensures that we consider all the possibilities, restores order when it breaks down, and keeps people from shouting over each other. You are in a storm. The captain must steady the ship, watch all the gauges, listen to all the department heads, and steer through it. If the leader loses his head, confidence in him will be lost and the glue that holds the team together will start to give way. So assess the situation, move fast, be decisive, but remain calm and never let them see you sweat.

May you have the courage to choose love over hate.

Preferring steady progress, slow and imperfect, is a good philosophy for the defeated.

Businesses and entrepreneurs have become experts at microwaving rather than Crock-Potting their business plan. They are so worried about the moment, Q1 or Q2, that they lose their vision and their soul. They trade real, rich, abiding, deep success for the momentary win and then are constantly having to start over. Have a long-term vision and execute it. As the billionaire advised me, slow and steady wins the race.

POLLARD had known better, but instead of pulling rank and insisting that his officers carry out his proposal to sail for the Society Islands, he embraced a more democratic style of command. Modern survival psychologists have determined that this “social”—as opposed to “authoritarian”—form of leadership is ill suited to the early stages of a disaster, when decisions must be made quickly and firmly. Only later, as the ordeal drags on and it is necessary to maintain morale, do social leadership skills become important. Whalemen in the nineteenth century had a clear understanding of these two approaches. The captain was expected to be the authoritarian, what Nantucketers called a fishy man. A fishy man loved to kill whales and lacked the tendency toward self-doubt and self-examination that could get in the way of making a quick decision. To be called “fishy to the backbone” was the ultimate compliment a Nantucketer could receive and meant that he was destined to become, if he wasn’t already, a captain. Mates, however, were expected to temper their fishiness with a more personal, even outgoing, approach. After breaking in the green hands at the onset of the voyage—when they gained their well-deserved reputations as “spit-fires”—mates worked to instill a sense of cooperation among the men. This required them to remain sensitive to the crew’s changeable moods and to keep the lines of communication open. Nantucketers recognized that the positions of captain and first mate required contrasting personalities. Not all mates had the necessary edge to become captains, and there were many future captains who did not have the patience to be successful mates. There was a saying on the island: “[I]t is a pity to spoil a good mate by making him a master.” Pollard’s behavior, after both the knockdown and the whale attack, indicates that he lacked the resolve to overrule his two younger and less experienced officers. In his deference to others, Pollard was conducting himself less like a captain and more like the veteran mate described by the Nantucketer William H. Macy: “[H]e had no lungs to blow his own trumpet, and sometimes distrusted his own powers, though generally found equal to any emergency after it arose. This want of confidence sometimes led him to hesitate, where a more impulsive or less thoughtful man would act at once. In the course of his career he had seen many ‘fishy’ young men lifted over his head.” Shipowners hoped to combine a fishy, hard-driving captain with an approachable and steady mate. But in the labor-starved frenzy of Nantucket in 1819, the Essex had ended up with a captain who had the instincts and soul of a mate, and a mate who had the ambition and fire of a captain. Instead of giving an order and sticking with it, Pollard indulged his matelike tendency to listen to others. This provided Chase—who had no qualms about speaking up—with the opportunity to impose his own will. For better or worse, the men of the Essex were sailing toward a destiny that would be determined, in large part, not by their unassertive captain but by their forceful and fishy mate.

Stand firm in the faith The next charge is to stand firm. A common theme of leadership is the need to be steadfast and stable. Be resolute, especially in your convictions. Plant your feet shoulder length apart so that you can’t be easily blown off course. But stand firm in the faith. Stand on what is solid (Matthew 7:24- 27). Take a stand on the rock of absolute truth in a sandy world without absolutes. To stand firm in the faith you have to know the faith. You have to be grounded in the scriptures. You have to be truth-driven, scripture- soaked and washed. You have to know and articulate the Gospel. You’re only able to stand firm and put off the fear of man when you are informed by the fear of God. You need a dogged tenacity, a voraciousness for the truth of the word of God marked by a red-hot devotional life. Ransack your Bible, tear through it with urgency and let it work your soul out and work into the DNA of who you are. You need that spiritual stability. Remember how Jesus responded when he was tempted by Satan — He went to scripture. Again and again He said, “It is written...” To stand firm in the faith, you have be able to call on scripture when you’re under attack. Think of it in the context of hand to hand combat in the military. When you’re standing firm, you’re able to take a punch. You’ve got your dukes up. You’re alert and watching. You’re dodging and weaving. You’re steady and able to fight. That’s the picture Paul’s giving. In his letter to the Ephesians, he adds the context of doing this in the “whole armor of God”: “Therefore take up the whole armor of God,” he writes, “that you may be able to withstand in the evil day, and having done all, to stand firm” (Eph. 6:13).

Rediscovering our gift for leadership won’t be simple. It will require sacrifice and compromise, steadiness of purpose and a willingness to listen—all of which are somewhat forgotten virtues in today’s Washington. Some of our elected officials may have to make unpopular decisions, and some may lose their jobs over it. But that’s no excuse for not trying. Those who serve must learn again to subordinate their self-interest to a larger national interest. In so doing, they will preserve democracy itself. That’s a worthy fight.

Success is a matter of choice, not chance ~ Deepak Mehra

Career is a marathon race, not a 100-meter sprint ~ Deepak Mehra

His was a quiet but persistent charisma.

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

Rationality plays a crucial role in decision making, but without the moral compass of emotions and the steady guide of empathy we would just be cold psychopaths.

If pitta is your primary dosha, you have a sharp intellect and a matching appetite. You’re of medium build and tend not to put on weight easily, but if you do, you can lose it easily too. You’re endowed with passion, enthusiasm and vitality. Mentally, you’re able to focus and you usually enjoy studying. In general, you have good leadership skills, but when your doshas are out of balance, you can be a bit fanatical. Your skin is sun-sensitive, and you have freckles and moles. You have light-colored eyes with a steady gaze. Your hair is light and very silky, and you have to wash it fairly often because it can get greasy. You love sweets and cold drinks, which both pacify your hot attributes.

The United Nations relies on factuality—and steady ideals—to progress. “No institution,” he once observed, “can become effective unless it is forced to wrestle with the problems, the conflicts, and the tribulations of real life.”5 For this reason, he didn’t mind the clash of ideas and agendas at UN meetings large and small. On the contrary, he welcomed substantive debate and the often awkward search for solutions. “I feel that what very many people call negative sides—the talking, the conflicts, the flux of events, the uncertainties about outcomes and so on and so forth—are not negative sides but positive sides.”6 Obstacles and delays were to be expected: “Setbacks in efforts to implement an ideal do not prove that the ideal is wrong…. At the beginning of great changes in human society there must always be a stage of…frailty or seeming inconsistency.”7

New wisdom is the wisdom that whispers to us to pursue detachment. It is the wisdom that, steady as breath work, releases us from our monkey-mind grip on exactly how life needs to look and sound. We don’t even have to obsess about how long an idea will be relevant, trusting the universe that when the idea’s time has expired an even more useful one will appear to replace it.

Successful leaders work hard to know themselves. They know their own strengths and weaknesses. They understand their temperament. They know what personal experience serves them well. They know their work habits, their daily, monthly, and seasonal rhythms. They know which kinds of people they work well with and which kinds they have to try harder with to appreciate. They have a sense of where they are going and how they want to get there. As a result, they know what they're capable of doing and their leadership is steady. Knowing yourself on a pretty deep level isn't quick or easy. It is a long and involved process. Some of it isn't particularly fun. But it is necessary if you want to become a better leader. Self-knowledge is foundational to effective leading.

his low-key, steady-as-she-goes leadership style is now much better appreciated.

When eBay entered the Chinese market in 2002, they did so by buying the leading Chinese online auction site—not Alibaba but an eBay impersonator called EachNet. The marriage created the ultimate power couple: the top global e-commerce site and China’s number one knockoff. eBay proceeded to strip away the Chinese company’s user interface, rebuilding the site in eBay’s global product image. Company leadership brought in international managers for the new China operations, who directed all traffic through eBay’s servers back in the United States. But the new user interface didn’t match Chinese web-surfing habits, the new leadership didn’t understand Chinese domestic markets, and the trans-Pacific routing of traffic slowed page-loading times. At one point an earthquake under the Pacific Ocean severed key cables and knocked the site offline for a few days. Meanwhile, Alibaba founder Jack Ma was busy copying eBay’s core functions and adapting the business model to Chinese realities. He began by creating an auction-style platform, Taobao, to directly compete with eBay’s core business. From there, Ma’s team continually tweaked Taobao’s functions and tacked on features to meet unique Chinese needs. His strongest localization plays were in payment and revenue models. To overcome a deficit of user trust in online purchases, Ma created Alipay, a payment tool that would hold money from purchases in escrow until the buyer confirmed the receipt of goods. Taobao also added instant messaging functions to allow buyers and sellers to communicate on the platform in real time. These business innovations helped Taobao claw away market share from eBay, whose global product mentality and deep centralization of decision-making power in Silicon Valley made it slow to react and add features. But Ma’s greatest weapon was his deployment of a “freemium” revenue model, the practice of keeping basic functions free while charging for premium services. At the time, eBay charged sellers a fee just to list their products, another fee when the products were sold, and a final fee if eBay-owned PayPal was used for payment. Conventional wisdom held that auction sites or e-commerce marketplace sites needed to do this in order to guarantee steady revenue streams.

The human mind, much like a well-oiled machine, requires a consistent and steady stream of fuel in order to fully harness its boundless energy and power. Once sufficiently fortified, the mind becomes an impenetrable fortress capable of extraordinary success and action.

The creation of this digital collection, which brings together the entire body of research materials related to William F Cody's personal and professional life, will enable a variety of audiences to consider the impact of William F. Cody the cultural entrepreneur on American life and provide contextualizing documents from other sources, including audio-visual media that exist for the final years of his life. It will allow more scholars to study the man within his times, will provide new resources to contextualize studies of other regional and national events and persons, and will encourage digital edition visitors to explore and learn more about these vital decades of American expansion and development. The digital edition of the Papers will differ significantly from the print edition by including manuscript materials, photographs, and film and sound recordings, and it will offer navigational and search options not possible in the print edition. As Griffin's volume reveals, it took many people to make Buffalo Bill's Wild West happen. Likewise, there are many people whose combined efforts have made this documentary project a reality. All of the generous donors and talented scholars who have contributed to the success of this effort will be noted in due course. But in this, the first publication, it is appropriate to acknowledge that big ideas are carried to fruition only by sound and steady leadership. The McCracken Research Library was fortunate at the advent of the papers project that in its board chair it had such a leader. Maggie Scarlett was not only an early supporter of this documentary editing project but also its first true champion. It was through her connections (and tenacity) that the initial funds were raised to launch the project. Whether seeking support from private donors, the Wyoming State Legislature, federal granting agencies, or the United States Congress, Maggie led the charge and thereby secured the future of this worthy endeavor. Thus, this reissue of Griffin's account is a legacy not only to William Cody but also to all of those who have made this effort and the larger undertaking possible. In that spirit, though these pages rightfully belong to Charles Eldridge Griffin and to Mr. Dixon, if this volume were mine to dedicate, it would be to Maggie. Kurt Graham

I know these are difficult times. I know folks are worried. But I also know that now is not the time for fear or panic. Now is the time for resolve and steady leadership. Because I know we can steer ourselves out of this crisis.

Be aware of your amazing ability to reflexively reframe negative experiences into positive ones. Reframing can help people see the good in a situation, but it can also mask a deep-seated need to avoid slowing down or being bored. Many in your team will benefit from periods of slow and steady work.

Instead I take the lead, Tobias silent at my side, and though he does not touch me, he steadies me.

Take the time to first figure out why you want to teach. Is it to bolster your ego to feel important and have people sit back in awe of your stunning presence? Or, does it look to be an easy road and steady paycheck? Either of these reasons does nothing for the teaching profession, let alone your ego.