Summarize Leadership Quotes

Controlling the sequence in which you present your ideas is the single most important act necessary to clear writing. The clearest sequence is always to give the summarizing idea before you give the individual ideas being summarized. I cannot emphasize this point too much.

It’s time that women participate in the management of this pathetic world on terms equal to men. Often women in power behave like hard men because it’s been the only way they could compete and command, but when we reach a critical number of women in positions of power and leadership we will tip the balance toward a more just and egalitarian civilization. More than forty years ago Bella Abzug, the famous activist and congresswoman from New York, summarized the above in one sentence: “In the twenty-first century women will change the nature of power instead of power changing the nature of women.

term Lean was coined by John Krafcik in a 1988 article based on his master’s thesis at MIT Sloan School of Management1 and then popularized in The Machine that Changed the World and Lean Thinking. Lean Thinking summarized Womack and Jones’s findings from studying how Toyota operates, an approach that was spearheaded by Taiichi Ohno, codified by Shigeo Shingo, and strongly influenced by the work of W. Edwards Deming, Joseph Juran, Henry Ford, and U.S. grocery stores. Lean Thinking framed Toyota’s

In order to cultivate a set of leaders with legitimacy in the eyes of the citizenry, it is necessary that the path to leadership be visibly open to talented and qualified individuals of every race and ethnicity,” is how O’Connor summarized the core of the argument for the law school’s position. She left little doubt that she had been persuaded not only

One of Sherman’s biographers summarized the man and his unique accomplishments in a remarkable passage. It is why he serves as our model in this phase of our ascent. Among men who rise to fame and leadership two types are recognizable—those who are born with a belief in themselves and those in whom it is a slow growth dependent on actual achievement. To the men of the last type their own success is a constant surprise, and its fruits the more delicious, yet to be tested cautiously with a haunting sense of doubt whether it is not all a dream. In that doubt lies true modesty, not the sham of insincere self-depreciation but the modesty of “moderation,” in the Greek sense. It is poise, not pose.

To summarize: organizations are technical instruments, designed as means to definite goals. They are judged on engineering premises; they are expendable. Institutions, whether conceived as groups or practices, may be partly engineered, but they have also a “natural” dimension. They {22} are products of interaction and adaptation; they become the receptacles of group idealism; they are less readily expendable.

You could summarize Jesus’ leadership strategy as follows: I’ll do it; you watch. We’ll do it together. You do it; I’ll watch. You do it!

During the Protestant Reformation, the slogans sola Scriptura and prima Scriptura became popular to summarize this conviction; they mean Scripture alone is our highest authority. This should not be confused with solo Scriptura, which is the erroneous belief that truth is only to be found in Scripture and nowhere else. Scripture itself tells us that God reveals truth to us in such things as creation and our consciences, but that the beliefs we may subscribe to from such forms of lesser revelation are to be tested by Scripture.

Articulate each meeting’s purpose (Making an announcement? Delivering a report?). Terminate the meeting once the purpose is accomplished. Follow up with short communications summarizing the discussion, spelling out new work assignments and deadlines for completing them. General Motors CEO Alfred Sloan’s legendary mastery of meeting follow-up helped secure GM’s industry dominance in the mid-twentieth century.

Let me, in conclusion, summarize my argument. The true development of human beings involves much more than mere economic growth. At its heart there must be a sense of empowerment and inner fulfilment. This alone will ensure that human and cultural values remain paramount in a world where political leadership is often synonymous with tyranny and the rule of a narrow élite. People’s participation in social and political transformation is the central issue of our time. This can only be achieved through the establishment of societies which place human worth above power and liberation above control. In this paradigm development requires democracy, the genuine empowerment of the people. When this is achieved, culture and development will naturally coalesce to create an environment in which all are valued and every kind of human potential can be realized. The alleviation of poverty involves processes which change the way in which the poor perceive themselves and their world. Mere material assistance is not enough; the poor must have the sense that they themselves can shape their own future. Most totalitarian regimes fear change but the longer they put off genuine democratic reform the more likely it is that even their positive contributions will be vitiated: the success of national policies depends on the willing participation of the people. Democratic values and human rights, it is sometimes claimed, run counter to ‘national’ culture, and all too often the people at large are seen as ‘unfit’ for government. Nothing can be further from the truth. The challenge we now face is for the different nations and peoples of the world to agree on a basic set of human values, which will serve as a unifying force in the development of a genuine global community. True economic transformation can then take place in the context of international peace and internal political stability. A rapid democratic transition and strengthening of the institutions of civil society are the sine qua non for this development. Only then will we be able to look to a future where human beings are valued for what they are rather than for what they produce.

Wilhelm Reich in The Sexual Revolution summarized the specific objective reasons for the failure of the Russian communes in the best analysis to date: 1) Confusion of the leadership and evasion of the problem. 2) The laborious task of reconstruction in general given the cultural backwardness of Old Russia, the war, and famine. 3) Lack of theory. The Russian Revolution was the first of its kind. No attempt had been made to deal with emotional-sexual-familial problems in the formulation of basic revolutionary theory. (Or, in our terms, there had been a lack of “consciousness raising” about female/ child oppression and a lack of radical feminist analysis prior to the revolution itself.) 4) The sex-negative psychological structure of the individual, created and reinforced throughout history by the family, hindered the individual's liberation from this very structure. As Reich puts it: It must be remembered that human beings have a tremendous fear of just that kind of life for which they long so much but which is at variance with their own structure. 5) The explosive concrete complexities of sexuality. In the picture that Reich draws of the time, one senses the immense frustration of people trying to liberate themselves without having a well-thought-out ideology to guide them. In the end, that they attempted so much without an adequate preparation made their failure even more extreme: To destroy the balance of sexual polarization without entirely eliminating it was worse than nothing at all.

First, if firms are to be capable of exploiting existing business models and reconfiguring existing assets in ways that allow them to explore into the future, leadership is critical. As we will see in subsequent chapters, this ability needs to be nurtured; if it is not protected, it can easily be lost. A second important theme deserving of our attention is that of organizational alignment and how the capabilities needed to explore and exploit are fundamentally different. What it takes for a firm to win in mature markets is almost the opposite of what is required for new markets and technologies. Worse, success at exploitation almost always makes it harder for firms to succeed at exploration. We quickly summarize these lessons before offering a more formal framework in Chapter 8.

Next, the team will summarize the metrics across the full value stream. We recommend, at a minimum, ... four ... summary metrics: Total Lead Time...Total Process Time ... Activity Ratio ... Rolled Percent Complete and Accurate

seminar on Intel strategy and operations. Resident professor: Dr. Andy Grove. In the space of an hour, Grove traced the company’s history, year by year. He summarized Intel’s core pursuits: a profit margin twice the industry norm, market leadership in any product line it entered, the creation of “challenging jobs” and “growth opportunities” for employees.* Fair enough, I thought, though I’d heard similar things at business school. Then he said something that left a lasting impression on me. He referenced his previous company, Fairchild, where he’d first met Noyce and Moore and went on to blaze a trail in silicon wafer research. Fairchild was the industry’s gold standard, but it had one great flaw: a lack of “achievement orientation.” “Expertise was very much valued there,” Andy explained. “That is why people got hired. That’s why people got promoted. Their effectiveness at translating that knowledge into actual results was kind of shrugged off.” At Intel, he went on, “we tend to be exactly the opposite. It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.