The Price Of Leadership Quotes

The true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

Why did Africa let Europe cart away millions of Africa's souls from the continent to the four corners of the wind? How could Europe lord it over a continent ten times its size? Why does needy Africa continue to let its wealth meet the needs of those outside its borders and then follow behind with hands outstretched for a loan of the very wealth it let go? How did we arrive at this, that the best leader is the one that knows how to beg for a share of what he has already given away at the price of a broken tool? Where is the future of Africa?

If a Christian is not willing to rise early and work late, to expend greater effort in diligent study and faithful work, that person will not change a generation. Fatigue is the price of leadership. Mediocrity is the result of never getting tired.

The fear of offense is a really small price to pay for freedom.

Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside.

YOU have to design your own Price tag for the world.

Then, in the 1980's, came the paroxysm of downsizing, and the very nature of the corporation was thrown into doubt. In what began almost as a fad and quickly matured into an unshakable habit, companies were 'restructuring,' 'reengineering,' and generally cutting as many jobs as possible, white collar as well as blue . . . The New York Times captured the new corporate order succintly in 1987, reporting that it 'eschews loyalty to workers, products, corporate structures, businesses, factories, communities, even the nation. All such allegiances are viewed as expendable under the new rules. With survival at stake, only market leadership, strong profits and a high stock price can be allowed to matter'.

Faced with our addiction to oil, what does our leadership say? Get more of it! Strange when you consider their answer to drug dependence is to cut off the supply.

The penalty for excessive ambition – what the Greeks called hubris – is exhaustion, while the price for resting on one’s laurels is progressive insignificance and eventual decay.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, and of machine-time, all of which raise the manufacturer’s cost and price that the purchaser must pay. The consumer is not always willing to subsidize this waste. The inevitable result is loss of market. Loss of market begets unemployment.

Since the war I have stressed altogether five main objectives. The true union of Europe; the union of government with science; the power of government to act rapidly and decisively, subject to parliamentary control; the effective leadership of government to solve the economic problem by use of the wage-price mechanism at the two key-points of the modern industrial world; and a clearly defined purpose for a movement of humanity to ever higher forms.

The price of excellence in teamwork is eternal vigilance

No price is too high to pay for the privilege of owning yourself. Friedrich Nietzsche

Prosperity is not hard-wired into human beings; it must be orchestrated and sustained by political leadership.

Hitler persuaded into following him were, in his own words, a vacillating crowd of human children. It is also worth considering leadership today and to what extent we might be being manipulated.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Marine leaders are expected to eat last because the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

The reality is that the American people have no desire for an empire. This is not to say that they don't want the benefits, both economic and strategic. It simply means that they don't want to pay the price. Economically, Americans want the growth potential of open markets but not the pains. Politically, they want to have an enormous influence, but not the resentment of the world. Military, they want to be protected from dangers but not to bear the burdens of long-term strategy.

If you don’t pay attention to things that matter, you’ll ultimately pay the price.

You're a precious treasure and if they are serious about you, let them hunt you and pay the expensive price you deserve to get you. Don't settle for cheap!!

the true price of leadership is the willingness to place the needs of others above your own.

The high quality of a company’s customer experience rarely has anything to do with the high price of their product.

we will probably have to pay a price for devoting our lives to building the kingdom of God. Jesus did.

Followers of today are the leaders of tomorrow, remember there is a costly price for every step towards the leadership destination.

So while God gives the husband a position of leadership in relationship to his wife, He also requires the price of self-sacrifice from him. The

Apa yang kita lakukan dan tidak kita lakukan hari ini akan menentukan masa depan anak cucu kita, generasi penerus kita selanjutnya; we simply cannot afford the price of inaction and egotism.

There are few who will find shortcuts. There are simply rare opportunities to accelerate competence, and without paying the price, no matter how great or small, none will become prepared to lead others.

There are hundreds of political prisoners right now in America’s jails who were so taken by Malcolm [X’s} spirit that they became warriors and the powers that be understood them as warriors. They knew that a lot of these other middle-class [black] leaders were not warriors; they were professionals; they were careerists. But these warriors had callings, and they have paid an incalculable and immeasurable price in those cells.

It is the principal paradox of this period that the only sphere of our economic system in which government intervention is urgently necessary is also the only point at which action of the State is now effectively inhibited. It is in the region of wages and prices that we really require the continual economic leadership of government, but in our prevailing trade structure any such suggestion has come to be regarded as impious.

Management or not, no matter what the next-level role is or what your organization calls it, it is a step into a higher degree of leadership. That’s the first lesson. To be promotable, you must be seen as a leader. Period. Full stop.

The Communist Party leadership likes SOEs because they can implement its policies. The Party members who run them can be ordered to carry out Party policies. But many bosses like running SOEs because they provide plenty of opportunities for personal enrichment. Setting up a subsidiary company and appointing oneself to the board is an easy way to make money. Another is to set up a private company owned by a friend or relative and either sell its assets at cheap prices or award it lucrative contracts.

Conspiracy theories have long been used to maintain power: the Soviet leadership saw capitalist and counter-revolutionary conspiracies everywhere; the Nazis, Jewish ones. But those conspiracies were ultimately there to buttress an ideology, whether class warfare for Communists or race for Nazis. With today’s regimes, which struggle to formulate a single ideology – indeed, which can’t if they want to maintain power by sending different messages to different people – the idea that one lives in a world full of conspiracies becomes the world view itself. Conspiracy does not support the ideology; it replaces it. In Russia this is captured in the catchphrase of the country’s most important current affairs presenter: ‘A coincidence? I don’t think so!’ says Dmitry Kiselev as he twirls between tall tales that dip into history, literature, oil prices and colour revolutions, which all return to the theme of how the world has it in for Russia. And as a world view it grants those who subscribe to it certain pleasures: if all the world is a conspiracy, then your own failures are no longer all your fault. The fact that you achieved less than you hoped for, that your life is a mess – it’s all the fault of the conspiracy. More importantly, conspiracy is a way to maintain control. In a world where even the most authoritarian regimes struggle to impose censorship, one has to surround audiences with so much cynicism about anybody’s motives, persuade them that behind every seemingly benign motivation is a nefarious, if impossible-to-prove, plot, that they lose faith in the possibility of an alternative, a tactic a renowned Russian media analyst called Vasily Gatov calls ‘white jamming’. And the end effect of this endless pile-up of conspiracies is that you, the little guy, can never change anything. For if you are living in a world where shadowy forces control everything, then what possible chance do you have of turning it around? In this murk it becomes best to rely on a strong hand to guide you. ‘Trump is our last chance to save America,’ is the message of his media hounds. Only Putin can ‘raise Russia from its knees’. ‘The problem we are facing today is less oppression, more lack of identity, apathy, division, no trust,’ sighs Srdja. ‘There are more tools to change things than before, but there’s less will to do so.

The true leader serves. Serves people. Serves their best interests, and in so doing will not always be popular, may not always impress. But because true leaders are motivated by loving concern, rather than a desire for personal glory, they are willing to pay the price.15

where creativity doesn't drive a company's strategic vision, most often the lowest price will be the winning formula. Success, abundance, a rising standard of living-for individuals, companies, communities, nations-will depend on a capacity to create, invent, and innovate.

A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I’ve said this earlier but it’s worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, “I hope you will let it go,” about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to almost be darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty.

There are many instances in history of people who allow their skepticism to cut the nerve of moral effort, and there are numerous people, on the other hand, who are fierce crusaders at the price of fanaticism. In his political commitments the fanatic makes claims for his particular case which cannot be validated by either a transcendent Providence or a neutral posterity.

WORSHIP IS ACTION. Worship is not lazy, boring and sad. Worship is zealous, famous and joyful. Psalm 66:1-2 Shout joyfully to God, all the earth; Sing the glory of His name; Make His praise glorious. 1 Corinthians 6:20 For you have been bought with a price: therefore glorify God in your body. Psalm 107:32 Let them extol Him also in the congregation of the people, And praise Him at the seat of the elders.

The term “escalation of commitment” was first coined by Barry Staw, a business professor at the University of California, Berkeley.4 It’s defined as a decision-making pattern in which a person—for our purposes, a business leader—continues to support or believe in a strategy even after it has continually failed. Escalation of commitment is often described as the inability to let go, or as an obsessive need to try to succeed even when failure is inevitable.

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It [spiritual authority and leadership] is not won by promotion, but my many prayers and tears. It is attained by confession of sin, and much heart-searching and humbling before God; by self-surrender, a courageous sacrifice of every idol, a bold uncomplaining embrace of the cross, and by eternally looking unto Jesus crucified. It is not gained by seeking great things for ourselves, but like Paul, by counting those things that are gain to us as loss for Christ. This is a great price, but it must be paid by the leader whose power is recognized and felt in heaven, on earth, and in hell.

Having a strong sense of self naturally qualifies us to inspire and influence others, but this can also come at a price. You can end up overprojecting that calm and confident presence to avoid looking like a pushover, but trying to take on an unemotional, slightly harder personality can result in a feeling of disconnect as to who you really are. In contrast, sitting on your hands and waiting to be picked offers a “no-guts, no-glory” sense of resignation. The more passion and energy you bring to a conversation in your authentic way, the more you intuitively communicate and “tap into” others’ needs and thought processes.

Most of the original Jewish freedom fighters who fought to establish Israel against all worldly forces, are now dead. Israel’s David Ben-Gurions and Moshe Dayans are gone. The next generation of Israeli leadership were tough, disciplined and resolute in preserving control over the land that God placed in their hands. Those leaders are now no longer in power. Recently, Israel was led by Prime Minister Ehud Olmert, who was, to put it charitably, no David Ben Gurion. He made it clear that he would deal away the land that the Lord granted to Israel, even saying in his final days in office that to attain peace with the Palestinians, Israel would have to withdraw “from nearly all of the West Bank as well as East Jerusalem.

AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it.

The Cost and Expectation of Leadership Leviticus 7:33–35 Aaron, like many leaders throughout history, received a divine calling. God chose Aaron and his sons to serve as Israel’s priests and charged them with carrying out rituals and sacrifices on behalf of all Israelites. Scripture gives meticulous detail to their ordination and calling. Their conduct was to be beyond reproach—and God made it crystal clear that failure to uphold His established guidelines would result in death. Numerous accounts in the Book of Leviticus demonstrate the high cost and expectation that goes with a holy calling to leadership positions. As the high priest, Aaron was the only one authorized to enter the Most Holy Place and appear before the very presence of God. The Lord set Aaron apart for his holy work. Despite his high calling, Aaron struggled with his authority and later caved in to the depraved wishes of the people. He failed at a crucial juncture and led Israel in a pagan worship service, an abomination that led to the deaths of many Israelites. Aaron had been set apart for God’s service, but he chose to live and lead otherwise. The failure of a leader usually results in consequences far more grave than the fall of a non-leader. On the day Aaron failed, “about three thousand men of the people fell [died]” (Ex. 32:28). When leaders fail, followers pay the price.

We lack space here to discuss in detail the pros and cons of market forecasting. A great deal of brain power goes into this field, and undoubtedly some people can make money by being good stock-market analysts. But it is absurd to think that the general public can ever make money out of market forecasts. For who will buy when the general public, at a given signal, rushes to sell out at a profit? If you, the reader, expect to get rich over the years by following some system or leadership in market forecasting, you must be expecting to try to do what countless others are aiming at, and to be able to do it better than your numerous competitors in the market. There is no basis either in logic or in experience for assuming that any typical or average investor can anticipate market movements more successfully than the general public, of which he is himself a part. There is one aspect of the “timing” philosophy which seems to have escaped everyone’s notice. Timing is of great psychological importance to the speculator because he wants to make his profit in a hurry. The idea of waiting a year before his stock moves up is repugnant to him. But a waiting period, as such, is of no consequence to the investor. What advantage is there to him in having his money uninvested until he receives some (presumably) trustworthy signal that the time has come to buy? He enjoys an advantage only if by waiting he succeeds in buying later at a sufficiently lower price to offset his loss of dividend income. What this means is that timing is of no real value to the investor unless it coincides with pricing—that is, unless it enables him to repurchase his shares at substantially under his previous selling price.

When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given. Marines just do it. At the heart of this very simple action is the Marine Corps’ approach to leadership. Marine leaders are expected to eat last because the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it.

Lack of experience may be costly—but so is experience. It’s a fact that you cannot gain experience without paying a price. The great American novelist Mark Twain once remarked, “I know a man who grabbed a cat by the tail and he learned 40 percent more about cats than the man who didn’t.” You just have to hope that the price is not greater than the value of the experience you gain, and sometimes you cannot judge what the price will be until after you have gained the experience.

awkward televised hug from the new president of the United States. My curtain call worked. Until it didn’t. Still speaking in his usual stream-of-consciousness and free-association cadence, the president moved his eyes again, sweeping from left to right, toward me and my protective curtain. This time, I was not so lucky. The small eyes with the white shadows stopped on me. “Jim!” Trump exclaimed. The president called me forward. “He’s more famous than me.” Awesome. My wife Patrice has known me since I was nineteen. In the endless TV coverage of what felt to me like a thousand-yard walk across the Blue Room, back at our home she was watching TV and pointing at the screen: “That’s Jim’s ‘oh shit’ face.” Yes, it was. My inner voice was screaming: “How could he think this is a good idea? Isn’t he supposed to be the master of television? This is a complete disaster. And there is no fricking way I’m going to hug him.” The FBI and its director are not on anyone’s political team. The entire nightmare of the Clinton email investigation had been about protecting the integrity and independence of the FBI and the Department of Justice, about safeguarding the reservoir of trust and credibility. That Trump would appear to publicly thank me on his second day in office was a threat to the reservoir. Near the end of my thousand-yard walk, I extended my right hand to President Trump. This was going to be a handshake, nothing more. The president gripped my hand. Then he pulled it forward and down. There it was. He was going for the hug on national TV. I tightened the right side of my body, calling on years of side planks and dumbbell rows. He was not going to get a hug without being a whole lot stronger than he looked. He wasn’t. I thwarted the hug, but I got something worse in exchange. The president leaned in and put his mouth near my right ear. “I’m really looking forward to working with you,” he said. Unfortunately, because of the vantage point of the TV cameras, what many in the world, including my children, thought they saw was a kiss. The whole world “saw” Donald Trump kiss the man who some believed got him elected. Surely this couldn’t get any worse. President Trump made a motion as if to invite me to stand with him and the vice president and Joe Clancy. Backing away, I waved it off with a smile. “I’m not worthy,” my expression tried to say. “I’m not suicidal,” my inner voice said. Defeated and depressed, I retreated back to the far side of the room. The press was excused, and the police chiefs and directors started lining up for pictures with the president. They were very quiet. I made like I was getting in the back of the line and slipped out the side door, through the Green Room, into the hall, and down the stairs. On the way, I heard someone say the score from the Packers-Falcons game. Perfect. It is possible that I was reading too much into the usual Trump theatrics, but the episode left me worried. It was no surprise that President Trump behaved in a manner that was completely different from his predecessors—I couldn’t imagine Barack Obama or George W. Bush asking someone to come onstage like a contestant on The Price Is Right. What was distressing was what Trump symbolically seemed to be asking leaders of the law enforcement and national security agencies to do—to come forward and kiss the great man’s ring. To show their deference and loyalty. It was tremendously important that these leaders not do that—or be seen to even look like they were doing that. Trump either didn’t know that or didn’t care, though I’d spend the next several weeks quite memorably, and disastrously, trying to make this point to him and his staff.

THE PRICE TAG OF LEADERSHIP: SELF-DISCIPLINE

Accuracy, accuracy, precision in execution of everything at all levels. No sloppiness. Game-level focus was the price of admission. Obviously,

More troubling is that when faced with an array of complex options,” the article says, “consumers tend to throw reason out the window and pick a product based on what’s easiest to evaluate, not what’s most important, says Sheena Iyengar, director of the Global Leadership Matrix Program at the Columbia (University) Business School. ‘We stick to the familiar or go by price because we don’t want to deal with so many choices and scrutinize label claims or nutrition information,’ she says.

How does this tie into the Biblical prophecies concerning the Daughter of Babylon? First, the Daughter of Babylon, as is seen in scripture, will fall because of its treachery in failing to support Israel, leading to the shedding of blood of many Israelites. Jeremiah says about the Daughter of Babylon in 51:49: “Babylon must fall because of Israel’s slain, just as the slain in all the earth have fallen because of Babylon.” Is the second part of this verse a reference to America’s role in leading the world towards acceptable and legalized abortion practices? Multiply over forty million abortions worldwide each year by the years since 1973. Over a billion babies in the world have died, in part, because of America’s ‘leadership’ in promoting abortion globally. What a gruesome legacy. Who else better deserves the title of ‘Mother of Abominations’?

The real agency problem resides in the C-suite of ad agencies, and it is to the C-suite that we must turn to find leadership for the required changes. This won’t happen unless agency CEOs finally admit that poor pricing is the fundamental problem that must be solved. Agency CEOs have the responsibility to solve the price problem. It’s time to get started.

Professor Gruenfeld was able to explain the price women pay for success. “Our entrenched cultural ideas associate men with leadership qualities and women with nurturing qualities and put women in a double bind,” she said. “We believe not only that women are nurturing, but that they should be nurturing above all else. When a woman does anything that signals she might not be nice first and foremost, it creates a negative impression and makes us uncomfortable.

The worker on the ground is busy cutting down trees and undergrowth. The manager supports the worker, keeping him on task and on track. The leader, however, is the person who climbs the tallest tree, surveys the area and works out if they are heading in the right direction. The leader points the way for the others to follow.

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 price of greatness is responsibility. Winston Churchill, former British Prime Minister

Definite Pessimism A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

Vigilant leadership Long-term prospects Stock stability Buy at attractive prices.

Loneliness is the price that every leader must pay in the end.

But Anita Roddick had a different take on that. In 1976, before the words to say it had been found, she set out to create a business that was socially and environmentally regenerative by design. Opening The Body Shop in the British seaside town of Brighton, she sold natural plant-based cosmetics (never tested on animals) in refillable bottles and recycled boxes (why throw away when you can use again?) while paying a fair price to the communities worldwide that supplied cocoa butter, brazil nut oil and dried herbs. As production expanded, the business began to recycle its wastewater for using in its products and was an early investor in wind power. Meanwhile, company profits went to The Body Shop Foundation, which gave them to social and environmental causes. In all, a pretty generous enterprise. Roddick’s motivation? ‘I want to work for a company that contributes to and is part of the community,’ she later explained. ‘If I can’t do something for the public good, what the hell am I doing?’47 Such a values-driven mission is what the analyst Marjorie Kelly calls a company’s ‘living purpose’—turning on its head the neoliberal script that the business of business is simply business. Roddick proved that business can be far more than that, by embedding benevolent values and a regenerative intent at the company’s birth. ‘We dedicated the Articles of Association and Memoranda—which in England is the legal definition of the purpose of your company—to human rights advocacy and social and environmental change,’ she explained in 2005, ‘so everything the company did had that as its canopy.’48 Today’s most innovative enterprises are inspired by the same idea: that the business of business is to contribute to a thriving world. And the growing family of enterprise structures that are intentionally distributive by design—including cooperatives, not-for-profits, community interest companies, and benefit corporations—can be regenerative by design too.49 By explicitly making a regenerative commitment in their corporate by-laws and enshrining it in their governance, they can safeguard a ‘living purpose’ through times of leadership change and protect it from mission creep. Indeed the most profound act of corporate responsibility for any company today is to rewrite its corporate by-laws, or articles of association, in order to redefine itself with a living purpose, rooted in regenerative and distributive design, and then to live and work by it.

General Electric was the largest company in the world in 2004, worth a third of a trillion dollars. It had either been first or second each year for the previous decade, capitalism’s shining example of corporate aristocracy. Then everything fell to pieces. The 2008 financial crisis sent GE’s financing division—which supplied more than half the company’s profits—into chaos. It was eventually sold for scrap. Subsequent bets in oil and energy were disasters, resulting in billions in writeoffs. GE stock fell from $40 in 2007 to $7 by 2018. Blame placed on CEO Jeff Immelt—who ran the company since 2001—was immediate and harsh. He was criticized for his leadership, his acquisitions, cutting the dividend, laying off workers and—of course—the plunging stock price. Rightly so: those rewarded with dynastic wealth when times are good hold the burden of responsibility when the tide goes out. He stepped down in 2017. But Immelt said something insightful on his way out. Responding to critics who said his actions were wrong and what he should have done was obvious, Immelt told his successor, “Every job looks easy when you’re not the one doing it.

Winning has a price. And leadership has a price. So I pulled people along when they didn't want to be pulled. I challenged people when they didn't want to be challenged. And I earned that right because [other] teammates came after me. They didn't endure all the things that I endured.

It comes out better if one persuades rather than compels. Let me suggest to the reader that the assumptions be examined—both about the making of profit and about undertaking to compel service by law. Is all that we want from profit-making business the lowest price we can exact? In my own efforts to help business to become more serving I feel that I am contending with a popular view that price is all.

true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

The normalization of psychopathic traits in leadership positions speaks volumes about our societal values and the high price of unbridled ambition.

The success of product development and launch strategies for businesses in all industries is greatly influenced by best market research companies in Myanmar. These businesses enable businesses to make informed decisions that drive innovation and market penetration by providing valuable insights into consumer behaviors, market trends, and competitive landscapes. In today's dynamic business environment, it is essential for organizations looking to create competitive products and launch them successfully to comprehend the significance of market research. This article looks at how market research companies play a variety of roles in product development and launch strategies. It emphasizes the importance of working together, making decisions based on data, and taking advantage of market research trends for long-term growth and market leadership. 1. Companies' Introduction to Market Research An Overview of Business Market Research Market research is essential for helping businesses comprehend their market, competition, and customers. To make decisions based on accurate information, it involves gathering and evaluating data. Contribution of best market research companies in Myanmar to Product Development Market research firms are specialized in collecting insights that can be used to inform product development strategies for businesses. They assist in determining the demand for new products, assessing consumer behavior, and identifying market opportunities. 2. Understanding Consumer Needs and Preferences is Critical to Product Development Market research provides businesses with in-depth insights into consumer preferences, needs, and actions. In order to create products that resonate with the intended audience, this understanding is essential. Research can be used to assess market demand and potential, allowing businesses to make decisions about product development based on data. New products' chances of success are boosted while risks are reduced. 3. Utilizing Market Research for Launch Strategies Market Segmentation and Targeting Market research enables businesses to divide their target market into subsets based on behavior, psychographics, and demographics. For a more successful product launch, this segmentation helps tailor marketing strategies to specific consumer groups. Pricing and Positioning Strategies Businesses can figure out the best pricing strategy for their products based on consumer perceptions, competitor pricing, and market trends by conducting market research. Additionally, research aids in effectively positioning products in the market to set them apart from rivals. 4. Collaborating with Market Research Firms Choosing the Right Market Research Partner It is essential to select the right market research partner in order to obtain insights that are both accurate and applicable. Expertise, industry experience, and the capacity to provide insights that are in line with the company's goals should all be taken into account. Creating Effective Research Briefs Businesses should provide their market research partner with concise and in-depth research briefs to maximize the value of the research. A clearly defined brief assists in ensuring that the research is focused, pertinent, and in line with the company's objectives. 5. Studies of Cases: Product Launches That Work: The Importance of Market Research Market research is essential to the success of product launches. We are able to see the direct impact of market research on product development strategies by analyzing real-world examples. Market research companies offer valuable insights that can make or break a product launch, from comprehending consumer preferences to determining market gaps. ### Impact of Market Research on Product Launches Market research has a significant impact on product launches because it ensures that businesses know what their target audience wants and needs. Companies are able to effectively f

Cooperages typically specialized in one or the other because they each had different customer bases and wood requirements. They were often located in major towns to be close to their customers. Slack cooperage demand was more fragmented than tight cooperage, and therefore had a more diverse customer base. While most of the industry was tight cooperage, Greif focused on slack, with the company having the most slack capacity of any player. The cooperage industry had grown increasingly concentrated over time, with the top four companies’ share of total production increasing from 26% in 1935 to 47% in 1947.66 John Raible acquired control of the company from the Greif brothers in 1913. Raible was a wealthy investor, not terribly interested in the cooperage business. But his leadership was valuable, helping the company grow revenue from $1 million when he took over to $10 million when he took Greif public in 1926. But Raible’s reign came to an end in 1947, undone by a fellow board member. John Dempsey, an accountant in his early 30s, had joined the firm as a director and company secretary in 1946. After Raible tried to buy shares held by Dempsey’s wife and mother-in-law at a price the young accountant thought too cheap, Dempsey accumulated enough voting shares to take control of the company. Dempsey, claiming to be motivated by Raible calling Greif ‘my wood company,’ purchased over 50% of the voting shares and made himself chairman.67

Due to climate change and growing world population, the demand for vital requirements for human survival will continue to rise. If the world is not producing as much food as demanded, the prices will continue to rise affecting the poor and lower classes more, in every society. It is sad, looking at the shocking statistics of people who die every day as well as the spread of preventable diseases in developing nations, just because people do not have access to clean drinking water. So are we proud of our leadership contribution? Are we doing enough to increase food production, harvest rain water and replenish underground water reserves?

Thus, John presents a time line of the end times, in chronological order: a.) God proclaims that judgment time has arrived (not the final Great White Throne Judgment in heaven, but judgment on the earth of earth’s inhabitants); b.) Babylon, as a part of that judgment, is destroyed; c.) the Antichrist follows the fall of Babylon, as his allied forces take over Europe (Revived Roman Empire nations) under the threat of doing to them what was done to Babylon if they don’t agree to his leadership over their nations; d.) the final battle of Armageddon commences; and e.) Jesus returns to earth, to reign. Therefore, even though John was given the Book of the Revelation to write in a manner that was not chronological from chapter 1 through 22, the above section of prophecy contained within chapter 14 is helpful in unlocking the clues and solving the mystery of the identity of the Daughter of Babylon/Babylon the Great. (See Attachment C for a listing of end times events.)

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

There is no recorded “mother” of ancient Babylon, as the nation was settled by early descendents of Adam and Eve, who, under the leadership of Nimrod, tried to reach up to heaven with their towers, and were scattered by dispersion according to language. If the Daughter of Babylon verses are actually about ancient Babylon, why does one of those verses refer to a non-existent “mother” of Babylon, as there is no recorded history of a “mother of Babylon”?

The U.S. was able to impose its will and force this traditionally independent country to act, even though Switzerland has maintained its banking activities in a strictly confidential manner, for centuries. As set forth in detail in Chapter 8, America has been instrumental in the change in leadership of a number of foreign nations.  A fair analysis would have to conclude that America is by far the only real candidate for the position of “hammer of the whole world.” Who else thinks that America is the “hammer of the whole earth”?

Professor Gruenfeld was able to explain the price women pay for success: "Our entrenched cultural ideas associate men with leadership qualities and women with nurturing qualities and put women in a double blind," she said. "We believe not only that women are nurturing, but that they *should* be nurturing above all else. When a woman does anything that signals she might not be nice first and foremost, it creates a negative impression and makes us uncomfortable.

Blunders are the inevitable price of training leaders. At

In the late 1990s, Parachute was the market leader with more than 50 per cent market share. Fresh from its success in taking market share in toothpaste away from Colgate using Pepsodent, HUL entered the coconut oil category to take on Marico. Dadiseth, the then chairman of HUL, had warned Mariwala to sell Marico to HUL or face dire consequences. Mariwala decided to take on the challenge. Even the capital markets believed that Marico stood no chance against the might of HUL which resulted in Marico’s price-to-earnings ratio dipping to as low as 7x, as against 13x during its listing in 1996. As part of its plans to take on Marico, HUL relaunched Nihar in 1998, acquired Cococare from Redcon and positioned both brands as price challengers to Parachute. In addition, HUL also increased advertising and promotion spends for its brands. In one quarter in FY2000, HUL’s advertising and promotional (A&P) spend on coconut oil alone was an amount which was almost equivalent to Marico’s full year A&P budget (around Rs 30 crore). As Milind Sarwate, former CFO of Marico, recalls, ‘Marico’s response was typically entrepreneurial and desi. We quickly realized that we have our key resource engine under threat. So, we re-prioritized and focused entirely on Parachute. We gave the project a war flavour. For example, the business conference on this issue saw Mariconians dressed as soldiers. The project was called operation Parachute ki Kasam. The leadership galvanized the whole team. It was exhilarating as the team realized the gravity of the situation and sprang into action. We were able to recover lost ground and turn the tables, so much so that eventually Marico acquired the aggressor brand, Nihar.’ Marico retaliated by relaunching Parachute: (a) with a new packaging; (b) with a new tag line highlighting its purity (Shuddhata ki Seal—or the seal of purity); (c) by widening its distribution; and (d) by launching an internal sales force initiative. Within twelve months, Parachute regained its lost share, thus limiting HUL’s growth. Despite several relaunches, Nihar failed against Parachute. Eventually, HUL dropped the brand Nihar off its power brand list before selling it off to Marico in 2006. Since then, Parachute has been the undisputed leader in the coconut oil category. This leadership has ensured that when one visits the hair oil section in a retail store, about 80 per cent of the shelves are occupied by Marico-branded hair oil.

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

Hatred is the price that society extracts from its leaders for the honour, power and wealth it bestows unto them.

Hatred is the emotional price leaders must pay for getting love and honour.

It is impossible to make predictions—to say if the Islamic Republic will collapse or if it will survive in its current form. Certainly its current form isn’t the one it took in the immediate wake of the revolution. Although Khamenei has been committed to safeguarding the revolution, he has also created a new theocracy—one that relies on the greed of the Revolutionary Guards and the Basij instead of the loyalty of its founding fathers. Khamenei has banished nearly all the clerics who held power when Ayatollah Khomeini was alive. Despite falling oil prices and economic sanctions, Khamenei had enough petro-dollar to satisfy his military base of support: the Guards and the Basij. The oil revenue has been the biggest deterrent to democracy in Iran, even though the windfall has transformed the fabric of Iranian society. The Iranian middle class, more than two-thirds of the population, relies on the revenue instead of contributing to economic growth, and thus has been less likely to fulfill a historic mission to create institutional reform. It has been incapable of placing “demands on Iranian leadership for political reform because of its small role in producing wealth, as in other developing countries. The regime is still an autocracy, to be sure, but democracy has been spreading at the grassroots level, even among members of the Basij and the children of Iran’s rulers. The desire for moderation goes beyond a special class. As I am writing these lines, Khamenei’s followers are shifting alliances and building new coalitions. Civil society, despite the repression it has long endured, has turned into a dynamic force. Khamenei still has the final word in Iranian politics, but the country’s political culture is not monolithic. Like Ayatollah Khomeini, who claimed he had to drink the cup of poison in order to end the war with Iraq, Khamenei has been forced to compromise. The fact that he signed off on Rohani’s historic effort to improve ties with the United States signals that the regime is moving in a different direction, and that further compromises are possible.

Mr. Banga remembers this episode well. “We started the session. All the directors stood up and presented their individual business plans and then I handed the floor to CK. It’s amazing how quickly he got all the wives into the discussion and within 10 minutes there were a couple of home truths on the table.” The wives were brutally honest. They said Unilever’s product quality did not deserve the price premium. Executives got to see how bitter home truths really are.

The key insight was that when serving the BoP, the firm does not start from the cost to determine the price; rather it has to start from what price the BoP consumers are willing to pay and work backwards to the cost at which the firm has to produce.

God wants to show such people how strong He really is (2 Chronicles 16:9). But not all who aspire to leadership are willing to pay such a high personal price.

One of the most crucial responsibilities of leadership is creating a culture that rewards those who lift not just our stock prices but our aspirations as well.

Multiply over forty million abortions worldwide each year by the years since 1973. Over a billion babies in the world have died, in part, because of America’s ‘leadership’ in promoting abortion globally. What a gruesome legacy. Who else better deserves the title of ‘Mother of Abominations’?

Who better to teach than the most capable among us? And I’m not just talking about seminars or formal settings. Our actions and behaviors, for better or worse, teach those who admire and look up to us how to govern their own lives. Are we thoughtful about how people learn and grow? As leaders, we should think of ourselves as teachers and try to create companies in which teaching is seen as a valued way to contribute to the success of the whole. Do we think of most activities as teaching opportunities and experiences as ways of learning? One of the most crucial responsibilities of leadership is creating a culture that rewards those who lift not just our stock prices but our aspirations as well.

People who achieve great success do so by persistently and successfully meeting the challenges on The Path. Their stories are found in ancient mythology, classic and modern literature, virtually all genres of fiction, great movies, the sacred writings of the world religions, the biographies of great men and women, the lives of successful business people, entrepreneurs, teachers, parents, and the stories of “regular people” who have paid the price of greatness.

The relations outlined on an organization chart provide a framework within which fuller and more spontaneous human behavior takes place. The formal system may draw upon that behavior for added strength; it will in its turn be subordinated to personal and group egotism. Every official and employee will try to use his position to satisfy his {9} psychological needs. This may result in a gain for the organization if he accepts its goals and extends himself in its interests. But usually, even in the best circumstances, some price is paid in organizational rigidity.

The great leaders learn to rely on God to sustain them when nothing of this world can. And this, too, is the price—and the privilege—of leadership. Oh,

The uncertainty of weather-dependent harvests, particularly after the 1950s decision to exploit virgin lands, and the continuing low oil prices made the foreign trade balance catastrophic. This, not Mikhail Gorbachev’s personal qualities or the errors made by his team, was the first cause of the crisis in the Soviet political and economic structure.4 Taking the measures necessary to handle that crisis threatened not only the leadership in power but the entire Communist regime. Rejecting them, if the changes in the world market were long-lasting, would make the crash of the socialist economy and the Soviet Empire inevitable.

The difference between the 'cost' and 'price' of life's learnings.. 'Cost' is calculated over a period of happenings, good, bad ugly.. 'Price' is what we pay to 'reduce','bear' or 'feel good about the cost..

China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

I will build a motorcar for the multitude. It will be large enough for the family but small enough for the individual to run and care for. It will be constructed of the best materials, by the best men to be hired, after the simplest designs that modern engineering can devise. But it will be so low in price that no man making a good salary will be unable to own one—and enjoy with his family the blessings of hours of pleasure in God’s great open spaces.

The financial markets had been subjected to overreaching intervention in one form or another since Greenspan assumed leadership of the Fed. Less intrusive Fed policy would have allowed for the price discovery so essential to market functionality and the prevention of the boom-and-bust cycles that so worried von Mises in his day.

ViewPoynt Consulting offers a legacy spanning over four decades in landscape & outdoor living design. We'll work together to envisage a landscape for your unique preferences, integrating hardscapes, pools, and outdoor living areas. You'll benefit from comprehensive project leadership, economic advantage from competitive pricing through our professional network, and tailored contractor matchmaking. We engage the most suitable professionals, guaranteeing an expertly managed landscape project.

The Way of the Shepherd is a lifestyle of leadership that places great value on the worth of the flock." "If you're going to be that type of leader, then you need to know there's a huge cost involved. It will cost you to get your people out of trouble when they wander off. It will cost you emotionally to wield the rod and to sometimes inflict pain on your people. You'll have to do things you won't particularly feel like doing at the time." "Great leadership is hard work," he said. "More than that, it's unrelenting. Those who do it well do so because they are willing to pay the price." "I understand," I said. "I hope so," he replied. "Because if you're not willing to pay the price, your people will end up paying.