Suitable Leadership Quotes

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

Make sure that you are doing a job suited to your particular temperament.  If you are a choleric person, find a leadership job that is suitable for choleric people.  If you are phlegmatic, ask to be excused from jobs that require a driving, leadership personality!

The actual legacy of Desert Storm was to plunge the United States more deeply into a sea of difficulties for which military power provided no antidote. Yet in post–Cold War Washington, where global leadership and global power projection had become all but interchangeable terms, senior military officers like Sullivan were less interested in assessing what those difficulties might portend than in claiming a suitably large part of the action.

The worsening context of the war, which threatened the survival of the Union and the Constitution itself, provided a suitable resolution to this dilemma.

this process isn’t suitable for complex decisions that have nuance, and those who use it in such situations run the risk of being perceived as rubberstamping when the decision had already been made.

Atatürk was not in favour of entering the First World War so long as it was not clear how the situation would develop. He was in favour of avoiding hasty decisions, of waiting, of seizing favourable opportunities, of choosing the most suitable time and side, depending on military developments, if a decision was to be made to enter the war, and, in any case, of ensuring beforehand the best conditions for our existence and interests.

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Long periods of inaction for regrouping are justified only by sheer necessity. Veteran troops realize that by continuing the advance and attack against a shaken enemy the greatest possible gains are made at minimum cost. Speed requires training, fitness, confidence, morale, suitable transport, and skillful leadership. Patton employed these tactics relentlessly, and thus not only minimized casualties but shook the whole Italian Government so forcibly that Mussolini toppled from his position of power in late July.[6

The actual legacy of Desert Storm was to plunge the United States more deeply into a sea of difficulties for which military power provided no antidote. Yet in post-Cold War Washington, where global leadership and global power projection had become all but interchangeable terms, senior military officers...were less interested in assessing what those difficulties might portend than in claiming a suitably large part of the action. In the buoyant atmosphere of that moment, confidence in the efficiency of American arms left little room for skepticism and doubt. As a result, senior military leaders left unasked questions of fundamental importance. What if the effect of projecting U.S. military power was not to solve problems, but to exacerbate them? What if expectations of doing more with less proved hollow? What consequences would then ensue? Who wear bear them?

I heard the story of a wealthy Texan who threw a party for his daughter because she was approaching the age to marry. He wanted to find a suitable husband for her—someone who was courageous, intelligent, and highly motivated. He invited a lot of young, eligible bachelors. After they had enjoyed a wonderful time at the party, he took the suitors to the backyard and showed them an Olympic-size swimming pool filled with poisonous snakes and alligators. He announced, “Whoever will dive in this pool and swim the length of it can have his choice of one of three things. One, he can have a million dollars; two, ten thousand acres of my best land; or three, the hand of my daughter, who upon my death will inherit everything I own.” No sooner had he finished when one young man splashed into the pool and reappeared on the other side in less than two seconds. The rich Texan was overwhelmed with the guy’s enthusiasm. “Man, I have never seen anyone so excited and motivated in all my life, I’d like to ask you: Do you want the million dollars, ten thousand acres, or my daughter?” The young man looked at him sheepishly, “Sir,” he said, “I would like to know who pushed me in the pool!” The

When women approached the uppermost ranks at their companies, skepticism about suitability for leadership suddenly came to the fore. Their performance wasn't typically in question, but their fit for leadership was.

At this point, it may be of value to revisit the United States involvement in the rise of the “Colonels in Greece” and the Juntas in Latin America. Just after WWII, Britain and the United States intervened in the Greek civil war on behalf of the fascists against the Greek left which had successfully ousted the Nazis from Greece—a formidable feat given that Britain had intervened during WWII against the left-wing guerillas. With the help of Britain and the United States, the fascists prevailed in the post-WWII civil war in Greece and “instituted a highly brutal regime, for which the CIA created a suitably repressive internal security agency (KYP in Greek),”8 just as it had helped create the repressive SAVAK in Iran. The fascist government erected a statue of Harry S. Truman in Athens as thanks for the United States’ role in the coup under his leadership. This statue has been blown up, rebuilt, and blown up again several times. And then, much to the chagrin of both Britain and America, democracy broke out again in Greece—the country which, as we all know, invented democracy—when liberal George Papandreou was elected in 1964. Just before the 1967 elections which Papandreou was sure to win again, a joint effort of Britain, the CIA, Greek Military, KYP and US military stationed in Greece brought about a military coup which brought the fascists back to power. And, as with the Shah in Iran, the new rightist government immediately instituted “martial law, censorship, arrests, beatings, and killing, the victims totaling 8,000 in the first month. … Torture, inflicted in the most gruesome ways, often with equipment supplied by the United States, became routine.”9 Sound familiar?

In 1954 both MI6 and the CIA began considering a plan to assassinate Nasser with Brotherhood assistance, with a CIA telegram to London stating that they had ‘been in contact with suitable elements in Egypt and in the rest of the Arab World’.92 The US ambassador in Cairo had also been holding secret meetings with the Brotherhood’s senior leadership, who had told him they would ‘be glad to see several of the Free Officers eliminated’.

A lowly slave of unimpeachable character is more suitable for spiritual leadership than a business magnate whose integrity is questionable.

In an ever faster-changing world, your Strategy can the be the cause of your organisations' demise, if your leaders are unconscious, and thus not able to be suitably awake, agile, and Response-ABLE.

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