Vocal Leadership Quotes

Contrary to the Harvard Business School model of vocal leadership, the ranks of effective CEOs turn out to be filled with introverts, including Charles Schwab; Bill Gates; Brenda Barnes, CEO of Sara Lee; and James Copeland, former CEO of Deloitte Touche Tohmatsu.

FUCK UNITY! FUCK CONSENSUS! There was no unity or consensus during the American Revolution. We had principled leadership from a small, vocal, minority that refused to compromise on the issue of individual liberty.

Leaders don’t give excessive vocal orders. They humbly involve people and together cooperate with them to make a change happen.

It is generally believed that nearly 40 percent of your first impression will be set from the tone of your voice. Your vocal thermometer can be more impactful than the actual words you use.

If barking correlates with a juvenile and submissive condition, then it’s doubtful that dogs read our loud vocal displays as dominant or impressive. Rather, they might see them as a sign of fear or as a sign that we don’t have a lot of control. Many people to whom dogs are drawn are laconic and soft-spoken. I think their lack of “barking” is perceived as a sign of leadership, and dogs are drawn to their sense of self-confidence.

The list below begins to illustrate how different personalities can be assigned to different vocal qualities . . . • Warm • Loving • Breathy • Gravelly • Dull • Nasal • Rough • Hoarse • Gruff • Melodious • Whiny • Sultry • Twangy • Energetic • Shrill

Being humble at all times reflects how secure you are, without the tendency to feel intimidated by others. If you go wrong at times, admit that you indeed failed and you may not have all the right answers. Adopting this attitude is the hallmark of someone with true inner confidence and desire to better themselves.

If you are going to grow in personal effectiveness, you must become an excellent communicator. Achieving your goals and fulfilling your mission calls for communication excellence verbally, vocally and non-verbally. As you grow in this regard, you make forward strides towards significance – the capacity to make contributions that count and matter.

Stay calm, trust yourself and go make some decisions.

Digital is no longer a backing vocal; it has moved center stage to become part of the main act. We

Voice Value. Your voice makes a first impression. Is your voice coming across as smart, friendly, and positive or ignorant, rude, and negative? The way you deliver the words is your “vocal image.

A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent” - Douglas McArthur

The way you deliver the words you say becomes your “vocal image. This "vocal image" can make or break your first impressions, impact your communication, and determine how people respond to you.

I don't need to be vocal about my intentions, I am just intentional about my actions.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

My main resistance has always been dealing with hostile, biassed and negative stakeholders. I have heard my inner voice and the real-life voices of many of my clients: "Why do I have to spend time with them? They are biassed. They are always against me. They openly say I am too junior, young, different, vocal, emotional, etc. Why do I have to 'make friends' with them to get my point of view accepted? This is not kindergarten." Trust me. I know how it feels. You have been raised on the principle that facts and results count. Those feelings and relationships have no place in the workplace, and they are there to deliver the work and not make friends. I believed this too.

Some of the evangelical scholars and pastors who are most vocal about male headship and female submission argue that the relationship between husband and wife models the relationship between God the Father and God the Son. Wives follow the leadership of their husbands, just as Jesus follows the leadership of the Father. The marriage hierarchy, like marriage itself, they argue, is embedded in the imago Dei.

The initial conclusion of the subcommittee was that “needless slaughter” took place on November 11, 1918. However, this finding was beaten back by vocal House members as a slur upon the nation’s wartime leadership. The report that was finally approved found no one culpable for the Armistice Day bloodshed. Throughout

Slowly, an anti-protest, anti-Black approach to policy took shape in the Nixon White House, with Agnew as its public face. The basic premise of the approach was that America had been for far too long pulled to the left by a too-vocal minority of Americans—Blacks, Latinos, women, students, pacifists, the media, and out-of-touch intellectuals. The Democratic Party’s catering to these groups had resulted in little more than lawlessness, epitomized by the riots. The only way forward for America, the Nixon campaign posited, was leadership that reflected the values of the “silent majority” and a return to “law and order.

The Earn Trust leadership principle exists in part to prevent this behavior from occurring. It states, “Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.” But these meetings, in the early days, clearly exemplified where we failed to live up to that principle. The original, well-intentioned meeting was set up to improve the software systems from one week to the next. But it gained a life of its own, and sometimes turned a roomful of smart people with probing questions into an angry mob, devouring those who could make a difference and robbing them of their very will to succeed.