Stellar Leadership Quotes

In the context of the work environment, emotional intelligence enables three important skill sets: stellar work performance, outstanding leadership, and the ability to create the conditions for happiness.

You might think lunchtime at Willing would be different from other high schools. That everyone would be welcome at any table, united by the knowledge that we, at Willing, are the Elite, the Chosen, stellar across the board. Um.No.Of course not.High school is high school, regardless of how much it costs or how many kids springboard into the Ivies. And nowhere is social status more evident than in the dining room (freshman and sophomores at noon; upperclassmen at one). Because, of course, Willing doesn't have a cafeteria, or even a lunch hall. It has a dining room, complete with oak tables and paneled walls that are covered with plaques going all the way back to 1869, the year Edith Willing Castoe (Edward's aunt) founded the school to "prepare Philadelphia's finest young ladies for Marriage,for Leadership, and for Service to the World." Really. Until the sixties, the school's boastful slogan was "She's a Willing Girl." Almost 150 years, three first ladies, and one attorney general-not to mention the arrival of boys-later, female members of the student body are still called Willing Girls. You'd think someone in the seventies would have objected to that and changed it. But Willing has survived the seventies of two different centuries. They'll probably still be calling us Willing Girls in 2075. It's a school that believes in Tradition, sometimes regardless of how stupid that Tradition is.

In the context of the work environment, emotional intelligence enables three important skill sets: stellar work performance, outstanding leadership, and the ability to create the conditions for happiness. Stellar

three main agents of change were necessary to ensure their efficacy: stellar leadership, a unifying ethos, and a tight organization from top to bottom.

We had some stellar supervisors on evening shift, particularly the sergeants who worked the east end of the county. You wanted to be a better officer because of them and emulate their style of leadership.  They also made working fun. They were there when you needed them, always available to answer questions or resolve a complex problem if you couldn’t, while never belittling or managing in a condescending manner. As long as you were productive, competent, and looked out for your peers, you were given the liberty we all sought.

The thesis of the DLM is that there can be no remarkable display of leadership, no stellar organization, and no global impact without deep abiding care. That is where the power is.