Stewardship Leadership Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

There is always a storm. There is always rain. Some experience it. Some live through it. And others are made from it.

The first job of a leader—at work or at home—is to inspire trust. It’s to bring out the best in people by entrusting them with meaningful stewardships, and to create an environment in which high-trust interaction inspires creativity and possibility.

Any government has as much of a duty to avoid war as a ship's captain has to avoid a shipwreck." [On Water]

The Bible, with its rich tapestry of narratives and teachings, offers profound insights into the nature of leadership and stewardship, providing timeless principles that resonate with leaders in all spheres of life, including the business world.

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.

To be committed means to omit all your complaints and carry on doing what needs to be done.

It’s okay to not be okay all the time.

Since the debt limit simply accommodates debt that has already been incurred, raising it should, in theory, be perfunctory. But politicians have found it a useful shibboleth for showing their fealty fiscal discipline, even as they vote to ratify the debts their previous actions have a beginning the country to pay. The symbol of railing against debt has proven politically beneficial, even if not substantively meaningful.

David ran through concrete advantages. And then set aside the practical. The pragmatist was gone, replaced by the poet and mystic.

Just because you can't act EVERYWHERE doesn't mean you don't act ANYWHERE. – Madeleine Albright

We will need to embrace the messiness while seeking order.

Those who know how to make connections, to connect the dots, ideas and people will be those who know how to surf on the wave of change that is ahead.

Empathy is a superpower for doping your team’s engagement.

Your number one fans ought to be your employees, starting with yourself.

It’s important to recognize that your intention counts immeasurably.

Customer service has become absolutely strategic.

The leader who is able to embrace his or her imperfections is the one who will most likely inspire sustainable and healthy success.

You must be a steward of your employees’ time.

You need to get ahead of the curve and put forward the best version of you, otherwise others will write their version of you for you.

Your ability and desire to try things out, make mistakes and, at times, make a fool of yourself, are a big part of why being imperfect will be core to your long-term success.

Leaders are chosen stewards.

A leader must be a good listener. He must be willing to take counsel. He must show a genuine concern and love for those under his stewardship.

As full and equal partners Adam and Eve were responsible to tend the garden, to be fruitful and multiply and fill the earth, to subdue the earth, and to rule over the creatures. In other words, together they were given stewardship of the earth because they were equals.

Stewardship is not created through formal rules , but rather is facilitated through leaders who generate interpersonal and institutional trust, clarity regarding organizational strategy, and intrinsic motivation in followers; enabling followers to act with moral courage.

Realise your Stewardship role as a parent – you raise children to offer a quality gift to society. Even your spouse should not be treated as an object or possession you own; support them to be the best of what they were created to be. Do your part and trust God for the rest. If you have empowered them, trust them to be responsible.

Leaders nourish and uphold the culture of an organization. They make choices that inevitably limit the size and scope of activities that the organization undertakes. A good leader will only work in a firm where there is clear and effective governance to protect the culture, philosophy and investment discipline of the firm. The most effective leaders create a non-hierarchical environment in which idea sharing is encouraged, and diligent execution is rewarded. They also establish a solid foundation, a durable framework, and processes for successfully managing an organization that can maintain these qualities. And last, a great investment leader has a zero tolerance policy for breaches of integrity. By integrity, we mean not only honesty and fulfillment of fiduciary obligation, but process integrity.

the leadership role is a spiritual responsibility, and the people we lead are a stewardship from God, for which we will one day be called to give an account (cf. Matthew 25:14–30).

You are serving someone for the rest of your life, not knowing a time must come when you must also be served.

Exceptional leadership is built on a willingness to tap into the tenets of excellent stewardship.

The quality of work we do is not just about bragging rights. It’s about stewardship.

God desires your increase in your leadership, stewardship, relationship, and business

Principle-centred leadership, consistent leadership, stewardship and servant leadership are all values-driven. Always go back to reflect on your beliefs and values as you go about your leadership responsibilities.

The principles of stewardship and servant leadership challenge you to look at leadership differently. Consider these values.

Research has shown the challenge caused by Climate change is mainly man-made due to abdication of leadership and personal responsibility in taking care of the environment. Will you be part of the army replenishing the earth and promoting proper stewardship of its resources?

Discipline is “the systematic management of your life to prepare and position you for your divine design.” Discipline and stewardship are one and the same. Discipline brings order to life and is absolutely required if we’re going to be good stewards of the call to leadership.

A minister's (cabinet member's) function was not to DO the work but to see that it got done.

The author says one patrician English leader saw his relationship with the populace thusly: He wasn't responsible TO them. He was responsible FOR them. He was responsible for their care.

Ethics is knowing the difference between what you have a right to do, and what is the right thing to do. —Potter Stewart, U.S. Supreme Court Justice

as human beings we tend to construct and confirm our own realities. As a result, adding information to our analyses does little to improve our decision making. New information in support of our pre-existing ideas is usually welcomed while nonsupportive information is excused. Adopting tools, techniques, or specific processes to avoid these biases will help to improve the consistency and quality of our investment results.

the most successful firms share five consistent characteristics. 1. Strong culture 2. Limited size and complexity 3. Clear governance of the business and investment functions 4. First-rate (but non-hierarchical) investment leadership 5. Integrity

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

Koch was not one for grand plans. He just made constant adjustments. He always used the word 'stewardship' to describe his leadership style. He'd inherited something great and he didn't screw it up. p259

Run what you own like you were the President of it

As earlier mentioned, religious organizations would have to clearly identify what their primary calling or focus should be, and also come up to the fact that administration of the affairs of a people and the practice of faith are mutually exclusive in a secular state as Nigeria. In a figurative sense, it may be said that CAMA, 2020 has taken the cloak of Karma and the spirits once untouchable will now come in their humble humanity to give account of their stewardship.

The ethical person looks at every economic transaction as a test of his or her moral stewardship. That’s why humility is the mother of all other virtues—because it promotes stewardship. Then everything else that is good will work through you. But if you get into pride—into “my will, my agenda, my wants”—then you must rely totally upon your own strengths. You’re not in touch with what Jung calls “the collective unconscious”—the power of the larger ethos that unleashes energy through your work.

A brand, whose values resonate with its employees on a personal level, is bound to make for stronger convictions, a more engaged sponsor and, ultimately, a stronger customer relationship.

How much of your commercial brand is embedded or allowed into the corporate discourse? How aligned are the communications between the corporate, commercial and employer brands?

The issue becomes: How to sort out and separate the values and the appropriate leadership and personnel between the corporate and commercial brand roles.

If you’re a leader, no matter the size of the company or your position in the hierarchy, you need to be participating in keeping the flame of the founder burning.

Inasmuch as your organization subscribes to the notion that there are many stakeholders beyond the shareholders, the culture of the company and the personality of the brand depend on the daily interactions. This means how your stakeholders relate and interact together, and how, ultimately, the brand is perceived. Does your brand have a clear set of values that can each be described with specific behaviours?

If your disruption is merely about extracting value, the brand will be at risk. At its core, brand is a mark of trust and marketing is about creating long-term value.

You may be compliant, but are your customers going to trust the way you manage the data? To what extent do the employees working on the data ever feel they are compromising their own sense of integrity?

The key insight is that what you promise to your customers ought – at some level – also to hold true for your employees. More empathically, you want the employees to be the core embodiment from which radiates out the values, promises and service.

By having a clear strategy that is shared throughout your team, you will be better able to orient your selections and apply your resources.

When YOU LEAD, you’ll find the best way to be yourself, get results and the genuine reputation to which you aspire.

Digital, by itself, isn’t strategic. It’s a term that broadly represents an array of technological tools, devices and platforms that need to be applied to the company’s overall strategy.

Stay critical and exigent about how you are creating value in a responsible manner.

The more viable long-term solution is to create an ethical framework by which all within the company – and especially at the top – are held accountable.

As much as you might be laser-like in your attempt to extract value, it’s critical to remember your personal and corporate values as you work with data to add value as well.

As much as you need to create bonds and unify, if you don’t permit diversity of thought and expression, you will inevitably suffer over the long-haul.

Never forget where you come from.

When YOU LEAD an employee-first customer-centric business, what goes for or is promised to the customer, must be relevant for the employee.

We need to be highly self-aware to notice how our behaviours, moods and relations are being impacted by these digital tools, devices and platforms.

The 10 Commandments of Truly Human Leadership Begin every day with a focus on the lives you touch. Know that leadership is the stewardship of the lives entrusted to you. Embrace leadership practices that send people home each day safe, healthy, and fulfilled. Align all actions to an inspirational vision of a better future. Trust is the foundation of all relationships; act accordingly. Look for the goodness in people and recognize and celebrate it daily. Ask no more or less of anyone than you would of your own child. Lead with a clear sense of grounded optimism. Recognize and flex to the uniqueness of everyone. Always measure success by the way you touch the lives of people!

Transforming Industries and Infrastructure One of the defining aspects of Yunus Dogan’s leadership is his commitment to shaping industries and enhancing economic development. Through his expertise in construction, finance, and real estate, he has overseen the development of major infrastructure projects, leaving a lasting impact on urban landscapes and economies worldwide. His contributions extend beyond buildings and roads—his initiatives have modernized farming practices, contributing to food security and sustainable agriculture in developing regions. A Legacy of Excellence Yunus Dogan's leadership extends beyond business success. His ability to foster strong relationships with global stakeholders and his commitment to innovation have set new benchmarks in multiple industries. His journey serves as an inspiration for entrepreneurs and business leaders looking to make a lasting impact on the world. As Atlas Group continues to expand its footprint and break new ground, one thing remains clear—under Yunus Dogan’s stewardship, the company is poised to remain a dominant force in the global business landscape for years to come. . As the Founder and Chairman of Atlas Group Companies, he has been at the forefront of industry transformation for over four decades. Under his visionary leadership, Atlas Group has grown from a local contracting firm into a multinational powerhouse, ranking among the Top 250 International Contractors and establishing a significant presence across the Middle East, Africa, Asia, North and South America.

Transforming Industries and Infrastructure One of the defining aspects of Yunus Dogan’s leadership is his commitment to shaping industries and enhancing economic development. Through his expertise in construction, finance, and real estate, he has overseen the development of major infrastructure projects, leaving a lasting impact on urban landscapes and economies worldwide. His contributions extend beyond buildings and roads—his initiatives have modernized farming practices, contributing to food security and sustainable agriculture in developing regions. A Legacy of Excellence Yunus Dogan's leadership extends beyond business success. His ability to foster strong relationships with global stakeholders and his commitment to innovation have set new benchmarks in multiple industries. His journey serves as an inspiration for entrepreneurs and business leaders looking to make a lasting impact on the world. As Atlas Group continues to expand its footprint and break new ground, one thing remains clear—under Yunus Dogan’s stewardship, the company is poised to remain a dominant force in the global business landscape for years to come.

Hard work is a blessing. Then we take its fruits and distribute them.

Yunus Dogan's leadership extends beyond business success. His ability to foster strong relationships with global stakeholders and his commitment to innovation have set new benchmarks in multiple industries. His journey serves as an inspiration for entrepreneurs and business leaders looking to make a lasting impact on the world. As Atlas Group continues to expand its footprint and break new ground, one thing remains clear—under Yunus Dogan’s stewardship, the company is poised to remain a dominant force in the global business landscape for years to come.