Straightforward Leadership Quotes

Sometimes hearing the truth takes more courage than speaking the truth.

Seek a man that doesn't ask you to prove your love. Seek a man that will prove God's love.

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

Strategy needn’t be mysterious. Conceptually, it is simple and straightforward. It requires clear and hard thinking, real creativity, courage, and personal leadership.

Rudeness is not cool. Defeating tiny guys is not cool. Close-following is not cool. Young is cool. Risk taking is cool. Winning is cool. Polite is cool. Defeating bigger, unsympathetic guys is cool. Inventing is cool. Explorers are cool. Conquerors are not cool. Obsessing over competitors is not cool. Empowering others is cool. Capturing all the value only for the company is not cool. Leadership is cool. Conviction is cool. Straightforwardness is cool. Pandering to the crowd is not cool. Hypocrisy is not cool. Authenticity is cool. Thinking big is cool. The unexpected is cool. Missionaries are cool. Mercenaries are not cool.

The lady who offered us her seat, on the other hand, saw others and the situation clearly, without bias. She saw others as they were, as people like herself, with similar needs and desires. She saw straightforwardly. She was out of the box.

The facts of the case were straightforward: Hillary Clinton had used her personal email system, on a server and with an email address that was entirely of her own creation, to conduct her work as secretary of state. She set the server up several months after taking office. For the first few months of her tenure, she had used a personal AT&T BlackBerry email address before switching to a Clintonemail.com domain. In the course of doing her work, she emailed with other State employees. In the course of emailing those people, the inspector general discovered, she and they talked about classified topics in the body of dozens of their emails.

I am passionate about... Doing the impossible, taking on big challenges Creating new structures to achieve big results Solving problems, removing obstacles Getting the best out of people I really like ... Working with very bright people who have good values Working with companies that are respected or where respect can be created Building a culture that will succeed and be a place where people can grow and enjoy work My greatest contribution is ... Being able to do many different things well Accomplishing the mission, exceeding expectations Building an organization from scratch Saving the day—taking dire situations, fixing them, and turning them into winners I am particularly good at... Taking things that look like failures and making them into exceptional successes Developing people—getting them to be creative, committed, and accountable Getting the job done quickly with practical, interesting solutions I am known for ... Creative leadership Overcoming challenging obstacles Rising to the occasion Seeing the core issues, problems, solutions Getting to the heart of the matter quickly, and intuitively analyzing the situation I have exceptional ability to ... Devise straightforward solutions that are efficient and practical Take complex problems and quickly develop elegant solutions Create solutions that get the job done Exercise: Passions and Gifts (Downloadable) Now it �s your turn. Complete the following sentences. You may list multiple answers for each of the items below. Keep your responses focused on the career and work aspects of your life. I feel passionate about ... What I really like is... My greatest contribution is... I am particularly good at... I am known for... I have an exceptional ability to... Colleagues often ask for my help with... What motivates me most is... I would feel disappointed, frustrated, or sad if I couldn�t do...

When leadership at the highest levels feel more comfortable with behavior that excludes than with inclusive behavior toward peers, “Houston we have a problem.

Diverse administrators happen to be rare gems. Yet many diverse leaders feel they are too often discarded after getting negative feedback from those who want to stop the very foundational change that the diverse administrators are hired to pursue.

Until the outbreak of the war, Jedwabne was a quiet town, and Jewish lives there differed little from those of their fellows anywhere else in Poland. If anything, they may have been better. The Jewish community was not affected by significant rifts or protracted conflicts. There were a few Chasids in Jedwabne, but spiritual leadership of the community was recognized by all in the person of a pious and respected rabbi, Avigdor Bialostocki. A few years before the war the town saw the appointment of a new parish priest, Marian Szumowski, whose sympathies were with the nationalist party, but until then Rabbi Bialostocki and Jedwabne's Catholic priest had been on very good terms with each other. In addition, by a lucky coincidence, the local police commander was a decent and straightforward fellow who kept order in the town and went after troublemakers, irrespective of their political beliefs or ethnic background. And then the war came.

Warren Buffett invests according to four simple principles. Vigilant leadership Long-term prospects Stock stability Buy at attractive prices. One of the greatest strengths of Warren Buffett is his ability to make things simple. As you can see above, his principles are straightforward and easy to remember. As you navigate your way through this book, always keep these four principles at the forefront of your mind. Ensuring that all four are met at all times is paramount to anything else.

the value of continual training and personal skill development, straightforward and honest speech, and a pride in their mission which had come to be defined for the first time in official manuals: “To support combat operations by delivering precise fire on selected targets from concealed positions.

Often these changes demand structural reform on a large scale. My experience of governing is that changes usually fit into two categories. First, there are changes which are one stroke of the legislative or administrative pen – such as abolition of a tax or setting a minimum wage. They’re important. But the process of government in respect of them is relatively straightforward.

Vital Behaviors can be relatively straightforward (like safety procedures) or extremely complex (like decision-making). They can be identified at any level of an organization.

We tend to think of prophets as those who foretold the future when in fact, the vast majority of Old Testament prophecy is forth telling, not foretelling. The prophets were covenant enforcers; they reminded the people of what God had said and done in the past, most often referencing what we know today as the book of Deuteronomy, and they were straightforward in their presentation of truth. No white washing, no meandering about the truth; most of the time, their prophecy was simple, unvarnished truth about the people’s actions and hearts.

Over time, as we betray ourselves, we come to see ourselves in various self-justifying ways. We end up carrying these self-justifying images with us into new situations, and to the extent that we do, we enter new situations already in the box. We don’t see people straightforwardly, as people. Rather, we see them in terms of the self-justifying images we’ve created. If people act in ways that challenge the claim made by a self-justifying image, we see them as threats. If they reinforce the claim made by a self-justifying image, we see them as allies. If they fail to matter to a self-justifying image, we see them as unimportant. Whichever way we see them, they’re just objects to us. We’re already in the box.

Accomplishing our quality goals should be straightforward, efficient, and productive.

One obvious aspect of management is identifying people who can help you get where you are trying to go. Talent-identification sounds like a straightforward business. If it were, every team would be successful.

With investment levels so high and already being misallocated on a massive scale, the central government might have preferred higher consumption. But China’s myriad institutional constraints, which we will discuss in more detail later in the chapter, meant that consumption could not have grown quickly enough except through a surge in household borrowing. Unsurprisingly, given what the Chinese leadership had just seen occur in the United States, there was no interest in a similar experience. That is why the government chose to focus on boosting investment. The most straightforward response to the global financial crisis was a massive boost in infrastructure and housing investment to offset the decline in foreign spending. This simultaneously magnified China’s long-standing imbalances while shifting them inward. China was able to sustain growth even as its current account surplus fell at the cost of a nearly unprecedented surge in Chinese indebtedness. Unproductive investments have failed to pay for themselves.2 The danger is that the Chinese government, having reached the limits of its ability to generate rapid growth through debt-funded investment, will once again attempt to shift the costs of its economic model to the rest of the world through trade surpluses and financial outflows. The only way to prevent this is to rebalance the Chinese economy so that household consumption is prioritized over investment. That means reversing all of the existing mechanisms transferring purchasing power from Chinese workers and retirees to companies and the government—reforms at least as dramatic and politically difficult as the reforms implemented by Deng Xiaoping beginning in 1978. Unfortunately for China, the choices of the past few decades have become politically entrenched. It is easy for an antidemocratic authoritarian regime to suppress workers’ rights and shift spending power from consumers to large companies. Stalin did it, after all. The problem is that years of state-sponsored income concentration creates a potent group of “vested interests”—Premier Li Keqiang’s preferred term—that will fiercely resist any reforms that would shift spending power back to consumers. Any successful adjustment

When Jesus was on earth, following him was certainly not easy, but it was straightforward. No doubt, Jesus said things and went places that kept the disciples scratching their collective heads and saying among themselves, “It’s your turn to ask. I asked him last time and I still feel like an idiot.” As far as I can tell, Peter was the appointed, or perhaps self-appointed, disciple to take a deep breath and say to Jesus, “I don’t get it.

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