Upward Leadership Quotes

Teach them the quiet verbs of kindness, to live beyond themselves. Urge them toward excellence, drive them toward gentleness, pull them deep into yourself, pull them upward toward manhood, but softly like an angel arranging clouds. Let your spirit move through them softly.

Those who are not true leaders will just affirm people at their own immature level.

The way of the Christian leader is not the way of upward mobility in which our world has invested so much, but the way of downward mobility ending on the cross.

Like water, many decent individuals will seek lower ground if left to their own inclinations. In most cases you are the one who inspires and demands they go upward rather than settle for the comfort of doing what comes easily.

The heights by great men reached and kept, Were not attained by sudden flight. But they, while their companions slept, Were toiling upward in the night.” –Henry Wadsworth Longfellow

The duality and the freewill don't exist. There's only one choice to be made, the one that bring us upwards. Self-destruction is not a choice. And yet, every duality presents exactly that, and not really a choice.

Onward and upward has been replaced by forward and toward.

The world doesn't die with its leaders. It merely changes, and our best goals must be to steer it on an upward path, so that we leave it better than we found it, and so that it has ample chance to improve beyond our lifetime instead of falling into chaos without our steadying hand.

Mark you, no Krishna can clear your eyes and make you look with a broader vision upon life in your march upward and onward, until the Self within you morphs into Krishna – until the Self morphs into Buddha – until the Self turns into Christ.

If we let ourselves get lost in the shuffle of daily life, as we hurry along we end up knowing more about our shoes from looking down than about the stars—or life’s unseen possibilities—from pausing for a few moments here and there to gaze upward and beyond … and adjust our course accordingly. My

The power of your energy is within your hands, use it wisely!

Taking a step forward sometimes means recognizing that you're not alone. Enduring the process of changing a behavior can sometimes feel like a grueling upward climb, but knowing that other have successfully made similar changes make the journey a bit easier.

Our desires, dreams and hopes, open portals. These portals manifest in our conscience and five senses, in the form of decisions related to the material world but also opportunities. Now, at the exact same time, or maybe even slightly before in time, we get the exact opposite, the temptation, the illusion and deception. And when we are about to make a decision, as if by magic, the two things come stronger to us, as if pushing us into a duality that makes it hard to decide. Now, this brings me to another super interesting fact: Most people assume that they have freewill, and that choices are hard to be made, and that life is full of dualities. And I've learned that this is just a great deception related to our planet, which, as human beings, we must transcend. And what I'm really saying here is that the duality and the freewill don't exist. There's only one choice to be made, the one that bring us upwards. Self-destruction is not a choice. And yet, every duality presents exactly that, and not really a choice.

Those who are not true leaders or elders will just affirm people at their own immature level, and of course immature people will love them and elect them for being equally immature. You can fill in the names here with your own political disaster story. But just remember, there is a symbiosis between immature groups and immature leaders, I am afraid, which is why both Plato and Jefferson said democracy was not really the best form of government. It is the safest. A truly wise monarch would probably be the most effective at getting things done.

Furthermore, Ivarsson had the natural self-confidence that many misinterpret as a leadership quality. In his case, this confidence was based solely on being blessed with a total blindness to his own shortcomings, a quality which would inevitably take him to the top and one day make him–in one way or another–Harry’s superior. Initially, Harry saw no reason to complain about mediocrity being kicked upwards, out of the way of investigations, but the danger with people like Ivarsson was that they could easily get it into their heads that they should intervene and dictate to those who really understood detection work.

What had become of the singular ascending ambition that had driven young Roosevelt from his earliest days? What explains his willingness, against the counsel of his most trusted friends, to accept seemingly low-level jobs that traced neither a clear-cut nor a reliably ascending career path? The answer lies in probing what Roosevelt gleaned from his crucible experience. His expectation of and belief in a smooth, upward trajectory, either in life or in politics, was gone forever. He questioned if leadership success could be obtained by attaching oneself to a series of titled positions. If a person focused too much on a future that could not be controlled, he would become, Roosevelt acknowledged, too “careful, calculating, cautious in word and act.” Thereafter, he would jettison long-term career calculations and focus simply on whatever job opportunity came his way, assuming it might be his last. “Do what you can, with what you have, where you are,” he liked to say. In a very real way, Roosevelt had come to see political life as a succession of crucibles—good or bad—able to crush or elevate. He would view each position as a test of character, effort, endurance, and will. He would keep nothing in reserve for some will-o-the-wisp future. Rather, he would regard each job as a pivotal test, a manifestation of his leadership skills.

The fascist leaders were outsiders of a new type. New people had forced their way into national leadership before. There had long been hard-bitten soldiers who fought better than aristocratic officers and became indispensable to kings. A later form of political recruitment came from young men of modest background who made good when electoral politics broadened in the late nineteenth century. One thinks of the aforementioned French politician Léon Gambetta, the grocer’s son, or the beer wholesaler’s son Gustav Stresemann, who became the preeminent statesman of Weimar Germany. A third kind of successful outsider in modern times has been clever mechanics in new industries (consider those entrepreneurial bicycle makers Henry Ford, William Morris, and the Wrights). But many of the fascist leaders were marginal in a new way. They did not resemble the interlopers of earlier eras: the soldiers of fortune, the first upwardly mobile parliamentary politicians, or the clever mechanics. Some were bohemians, lumpen-intellectuals, dilettantes, experts in nothing except the manipulation of crowds and the fanning of resentments: Hitler, the failed art student; Mussolini, a schoolteacher by trade but mostly a restless revolutionary, expelled for subversion from Switzerland and the Trentino; Joseph Goebbels, the jobless college graduate with literary ambitions; Hermann Goering, the drifting World War I fighter ace; Heinrich Himmler, the agronomy student who failed at selling fertilizer and raising chickens. Yet the early fascist cadres were far too diverse in social origins and education to fit the common label of marginal outsiders. Alongside street-brawlers with criminal records like Amerigo Dumini or Martin Bormann one could find a professor of philosophy like Giovanni Gentile or even, briefly, a musician like Arturo Toscanini. What united them was, after all, values rather than a social profile: scorn for tired bourgeois politics, opposition to the Left, fervent nationalism, a tolerance for violence when needed.

The word never means the spirit which sits with folded hands and simply bears things. It is victorious endurance … Christian steadfastness, the brave and courageous acceptance of everything life can do to us, and the transmuting of even the worst into another step on the upward way. It is the courageous and triumphant ability to bear things, which enables a man to pass breaking point and not to break, and always to greet the unseen with a cheer.7

Beyond, between, and besides the upward climb toward promotions and positions, there are many other ways that employees want to grow.

A certain degree of creativity is required for upward movement, but once you hit the level you never dreamed you'd reach, the purpose and plan begins to shift. You creatively mold yourself away until you finally fit right in.

The way of the Christian leader is not the way of upward mobility in which our world has invested so much, but the way of downward mobility ending on the cross.

Your life as an effective person must always have productivity surrounding all your efforts, there must be a sustained forward and upward trajectory in every area of your life. This is where the Shona Shereketa meets the Japanese Kaizen - you are moving and shaking past mediocrity on the basis of small but continuous improvements that will ultimately result in positive quality changes to your life.

Reportedly, upwards of fifteen hundred pastors leave the ministry every month.3 A

If you look at history, you see that human flourishing exploded beginning about the time two things first appeared: the new American republic and free market capitalism. If you plot the history of human prosperity going back over a thousand years, what you see is a flat line hovering just above zero until the late eighteenth century; then the line turns upward, and it hasn’t turned back.

A bird cannot fly upward if each wing is flapping in a different direction.

When I turned to them for mentorship and asked them why they never reached upward for a leadership position, they smiled and basically said, “Who needs the headache? I love my students, I love my research, and the money isn’t worth the hassle.

It takes years to build your Character and only a few minutes to destroy it!

to be recognized or leave.” Here’s what I wish I could tell my younger, impatient self: Advancement and influence in any industry do not in general keep pace with an industry’s most famous outliers. At least in a meritocracy, such as JPL, if you do good work and really focus on mastery and excellence, good things happen, for the institution and for you. That is not to say that “the institution” is a benevolent, all-knowing, and all-rewarding entity, but any institution desperately needs good people. There is a vacuum at the top. Their desire for good people and talent is insatiable. If you do good work that is valuable to the institution, you will inevitably be vacuumed upward. What’s more, true authority comes not from a title or position but because your words are well thought out, or at least strive to be. Nothing puts more weight into your opinion than that it is well considered, well articulated, and coming from

. All too often, problems aren’t in the “nodes” (individuals), but in the interactions (relationships). With the exponential rise in contingencies and interactions, we see signs of a deep malaise in many organizations that can be characterized most clearly as the persistent failure of both downward and upward communication, reflecting indifference and mistrust up and down the hierarchy. Quality and safety problems don’t result from technological failures but from socio-technical failures of communication (Gerstein, 2008).

If memory serves, a wedgie involved ripping another boy’s underwear out of his pants by grabbing the rear waistband of his underwear and yanking upward.

Well-designed and relatively simplified information/knowledge solutions bound to unlock the enterprise knowledge, to turn a downward spiral into an upward spiral.