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Gandhi and Mandela and Churchill and JFK and Reagan and Thatcher and Sarkozy and Franklin and Washington set the tone to an incredible degree-their "personal style" was their "brand." ("It" starts with personal style of the tip-top leadership team. Sorry to be politically insensitive, but who would give a hoot about Tibet if it weren't for the look and style of the Dalai Lama?) Boss at any level: You're either on the "it" boat-or not.
Investing intelligently in those of us who are marginalised means fewer people in jail, fewer homeless, fewer unemployed, fewer of us who are forlorn and depressed, fewer people addicted to things that drag us down... Because as we invest in those that do it tough, we will see more Australians taking pride in themselves, having realisable dreams and aspirations and making their own positive contribution to the world's greatest nation.
Ruling is hard. This was maybe my answer to Tolkien, whom, as much as I admire him, I do quibble with. Lord of the Rings had a very medieval philosophy: that if the king was a good man, the land would prosper. We look at real history and it's not that simple... Real-life kings had real-life problems to deal with... My people who are trying to rule don't have an easy time of it. Just having good intentions doesn't make you a wise king.
All streams flow to the sea because it is lower than they are. Humility gives it its power. If you want to govern the people, you must place yourself below them. If you want to lead the people, you must learn how to follow them. The Master is above the people, and no one feels oppressed. She goes ahead of the people, and no one feels manipulated. The whole world is grateful to her. Because she competes with no one, no one can compete with her.
Women lead in ways different from men's. Men, I think, have been programmed to give orders. Women have been programmed to motivate people, to educate them, to bring out the best in them. Ours is a less authoritarian leadership. I think women tend to play hardball less often. This is the trend of office politics anyway: the days of warring factions are over. We're talking now in terms of cooperation, and I think that is the game women play best.
Pain is a difficult companion. There's no getting around that. But, if pain is to be a companion, searching and discovering your own best ways to travel with that pain will lead you to the joy that you long to have. They are your paths, your ways and while my experience and the experiences of others may inspire you, ultimately it will be the choices you discover and make for yourself that lead you to certain joy in the midst of your challenges.
Our society and our organizations have learned to value masculine, 'quick-fix' traits in leaders. In a primitive society, a rural society, or even the industrial society of the early 1990s, quick fixes worked out all right. But they are less likely to work in a complex society. We need to look at long-range outcomes now. Service and patience are what can keep things running effectively today and women can contribute a lot in both of these areas.
It may sound strange, but many champions are made champions by setback. They are champions because they've been hurt. Their experience moved them, and they pulled out this fighting spirit, making them what they are. Sometimes in life, God gives us a difficulty in order to bring out the fighting spirit. Everything that happens to you can happen for good if you have this spirit. The essential thing in life is not in the conquering, but in the fight.
Three of the last four [elections], '06, '08, and '12, were disastrous for Republicans. And they were years in which we just we stayed quiet, we went along the get-along, we didn't stand on principle. The only year that was a good year for Republicans was 2010, when we painted in bold colors, not in pale pastels. We stood for principle. I think winning this fight right now is the most important thing we can do to see significant victories in 2014.
The leaders I met, whatever walk of life they were from, whatever institutions they were presiding over, always referred back to the same failure something that happened to them that was personally difficult, even traumatic, something that made them feel that desperate sense of hitting bottom-as something they thought was almost a necessity. It's as if at that moment the iron entered their soul; that moment created the resilience that leaders need.
Successful leaders develop effective strategies for maintaining their boundaries. ... Most time bandits don't know any better. And being a time bandit is a matter of context. One person's time bandit is another person's pleasant diversion. ... Instead of gritting our teeth to be polite and resenting the time bandit for holding us up, the best choice is to be honest. We cannot expect another person to honor our needs unless we affirm them ourselves.
These observations tie in directly with the whole question of organizing. Why do we have leaders? We put some people out in the fields and all of a sudden they hit, they click. Everyone's happy with them and they begin to move mountains. With other people there are problems and heartaches. They just don't go. When we look and see what's happening, almost invariably the differences are along the lines of willingness to sacrifice and work long hours.
I think any genuine leader today has to learn leadership the hard way-by doing it. That means embracing turbulence and crisis, not avoiding it. It means "flying through the thunderstorm." That's not to say that there are no basic principles to orient you to the challenge. Indeed, I describe some in the book. But there are no simple recipes. Until you have lived it, you don't really know how to do it. That's what I mean by "leadership the hard way."
I am often asked if leaders are born or made. The answer, of course, is both. Some characteristics, like IQ and energy, seem to come with the package. On the other hand, you learn some leadership skills, like self-confidence, at your mother's knee, and at school, in academics and sports. And you learn others at work-trying something, getting it wrong and learning from it, or getting it right and gaining the self-confidence to do it again, only better.
I do not believe that there is any secret or single formula for success, but there are common threads of thought and action that characterize the successful people that I have been fortunate enough to know and observe. I do know, from my own experience, that our chance of succeeding is much greater when we organize and take charge of our lives. When we are willing to make decisions, we aggressively pursue those things in life that are important to us.
Leadership is the name that people use to make sense out of complex events and the outcomes of events they otherwise would not be able to explain. In other words, people attribute leadership to certain individuals who are called leaders because people want to believe that leaders cause things to happen rather than have to explain causality by understanding complex social forces or analyzing the dynamic interaction among people, events, and environment.
There are many in public life who deserve only our praise and admiration. But there are too many who are products of a class that knows little other than spin and the machinations of politics. Little wonder that leadership of the transforming sort is so hard to come by. The danger is that this may be permanent. Where our best people shun politics because the profession isn't honoured as it once was, this only serves to make the profession even less honoured.
[Wendy] Davis [pursued] higher education, as her campaign website says, with 'the help of academic scholarships, student loans, and state and federal grants.' Now that she is in a high-profile and hotly partisan race, it has come out that she also benefited from the moral and financial support of her second - now ex - husband. In the process, though, behavior we would expect and hardly notice in a man is being portrayed as freakish and problematic in a woman.
Passive acceptance of the teacher's wisdom is easy to most boys and girls. It involves no effort of independent thought, and seems rational because the teacher knows more than his pupils; it is moreover the way to win the favour of the teacher unless he is a very exceptional man. Yet the habit of passive acceptance is a disastrous one in later life. It causes man to seek and to accept a leader, and to accept as a leader whoever is established in that position.
This is a story about four people named Everybody, Somebody, Anybody and Nobody. There was an important job to do and Everybody was asked to do it. Everybody was sure Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry because it was Everybody’s job. Everybody thought Anybody would do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.
But the people of the disaster area fundamentally needed to understand that the rest of Australia had noticed their misery and their stoicism and their intense sense of community and determination to arise from the sodden wreckage of their homes, and that Australians would dig deep to help. I helped to describe the community ethos which quickly triumphed over incipient despair. It is this mobilisation of the unifying spirit that thrills us all, even as we mourn.
When the strongest nation in the world can be tied up for years in a war with no end in sight, when the richest nation in the world can't manage its own economy, when the nation with the greatest tradition of the rule of law is plagued by unprecedented lawlessness, and when the President of the United States cannot travel abroad or to any major city at home without fear of a hostile demonstration - then it's time for new leadership for the United States of America.
At the moment people get on boats because they flee terror at home and believe the many years' long wait in UNHCR camps is not a valid option, especially if they have children in their care. After the Vietnam War, Australia took a larger humanitarian intake than at any other period in our history. The Australian community accepted that. They were told why we needed to do it, and why it was the only ethical decent policy that a wealthy advanced country should adopt.
Recognizing the good, not just in one's own personal circumstances, but in the world, makes anything possible. When I am asked about the important characteristics of leadership, being of good, positive mind is at the top of my list. If a leader can focus on the meritorious characteristics of other people and try to play to their strengths as well as find value in even the most difficult situation, she can inspire hope and faith in others and motivate them to move forward.
As women's leadership qualities come to play a more dominant role in the public sphere, their particular aptitudes for long-term negotiating, analytic listening, and creating an ambiance in which people work with zest and spirit will help reconcile the split between the ideals of being efficient and being humane. This integration of female values is already producing a more collaborative kind of leadership, and changing the very ideal of what strong leadership actually is.
I don't think women can have it all. I just don't think so...My husband and I have been married for 34 years, and we have two daughters. And every day you have to make a decision about whether you are going to be a wife or a mother. In fact, many times during the day you have to make those decisions...We co-opted our families to help us. We plan our lives meticulously so we can be decent parents. But if you ask our daughters, I'm not sure they will say that I've been a good mom.
I believe in a business boarding up early. If you make a mistake, you put the boards in the window of the store and say, "Hey, I made a mistake." Let me take two shots in the arm and a punch on the nose and let me get on to the next thing. I don't believe in worrying over failures. I worry about successes. This is opposite from most people. Most people zero in on their failures. I try to keep all my attention on a pyramid type philosophy rather than the averaging-down philosophy.
The old lessons (work, self-discipline, sacrifice, teamwork, fighting to achieve) aren't being taught by many people other than football coaches these days. The football coach has a captive audience and can teach these lessons because the communication lines between himself and his players are more wide open than between kids and parents. We better teach these lessons or else the country's future population will be made up of a majority of crooks, drug addicts, or people on relief.
Leadership does not always wear the harness of compromise. Once and again one of those great influences which we call a Cause arises in the midst of a nation. Men of strenuous minds and high ideals come forward.... The attacks they sustain are more cruel than the collision of arms.... Friends desert and despise them.... They stand alone and oftentimes are made bitter by their isolation.... They are doing nothing less than defy public opinion, and shall they convert it by blows. Yes.
many rules could be made for the giving of orders. Don't preach when you give orders. Don't discuss matters already settled unless you have fresh data. Make your direction so specific that there will be no question whether they have been obeyed or not. Find out how to give directions and yet to allow people opportunity for independent thinking, for initiative. And so on and so on. Order-giving requires just as much study and just as much training as any other skill we wish to acquire.
America is just so weird in what they think is right and wrong. Like, I was watching 'Breaking Bad' the other day, and they were cooking meth. I could literally cook meth because of that show. It's a how-to. And then they bleeped out the word 'f__k'. And I'm like, really? They killed a guy, and disintegrated his body in acid, but you're not allowed to say 'f__k'? It's like when they bleeped 'molly' at the VMAs. Look what I'm doing up here right now, and you're going to bleep out 'molly'?
If you want to coach you have three rules to follow to win. One, surround yourself with people who can't live without football. I've had a lot of them. Two, be able to recognize winners. They come in all forms. And, three, have a plan for everything. A plan for practice, a plan for the game. A plan for being ahead, and a plan for being behind 20-0 at half, with your quarterback hurt and the phones dead, with it raining cats and dogs and no rain gear because the equipment man left it at home.
You've got to realize that in any competition there is always a winner and loser. When it turns out that you're the loser on a given day, you can be a graceful loser, but it doesn't mean that you're a loser in the sense that you're willing to accept losses readily. Concede that on that day you weren't the best and that you were beaten in competition. But that should make you more dedicated and hard working. It's wrong to accept defeat as a loser. Be graceful about losing, but don't accept it.
It's instructive to consider the more spectacular and well-known falls from grace of leaders in the public eye... In the main, the issues behind these falls could be grouped under a lack of competence, a lack of support or loyalty from those they sought to lead, and a lack of failure of integrity. Of all these the last is the most egregious, the most fatal. We so much want our leaders to be unfailingly decent that an obvious or perceived flaw in integrity can be the toxin which kills them off.
The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass. She therefore makes sure she puts into the leadership position, into the standard-setting, the performance-making position the person who has the strength to do the outstanding pacesetting job. This always requires focus on the one strength of a person and dismissal of weaknesses as irrelevant unless they hamper the full deployment of the available strength.
We have voluntarily agreed to let an invisible government sift the data and high-spot the outstanding issues so that our field of choice shall be narrowed to practical proportions. From our leaders and the media they use to reach the public, we accept the evidence and the demarcation of issues bearing upon public questions; from some ethical teacher, be it a minister, a favorite essayist, or merely prevailing opinion, we accept a standardized code of social conduct to which we conform most of the time.
I learned early on that one of the secrets to campus leadership was the simplest thing of all: speak to people coming down the sidewalk before they speak to you. I did that in college. I did it when I carried my papers. I would always look ahead and speak to the person coming toward me. If I knew them, I would call them by name, but even if I didn't I would still speak to them. Before long, I probably knew more students than anybody in the university, and they recognized me and considered me their friend.
I'm not so sure liberal democracy as we know it has reached its terminus. It's clear though, that many have genuinely lost confidence in the Australian political class. One reason is that we like to place enormous burdens of expectations on modern political leaders. To be sure such expectations aren't always honest. Just as we want better public services but object to paying the higher taxes that would make them possible, we often want leadership but only if there aren't hard choices with real consequences.
Searching for funds to continue my skating career when I was 17, I called the Women's Sports Foundation in New York. The intern who answered the phone suggested that I might be a great candidate for the Travel and Training fund, and she sent me an application form. I applied for a grant. With the funds I was awarded, I bought a new pair of skates and a plane ticket to the 1988 National Championships, where I achieved my highest national finish. Four years later, I won the gold medal at the 1992 Olympic Games.
The best ideas aren't hidden in shadowy recesses. They're right in front of us, hidden in plain sight. Innovation seldom depends on discovering obscure or subtle elements but in seeing the obvious with fresh eyes. This is easier said than done because nothing is as hard to see as what's right before our eyes. We overlook what we take for granted. Billions of tea drinkers observed the force of steam escaping from water boiling in a kettle before James Watt realized that this vapor could be converted into energy.
Whatever influence you have, it's only for a small amount of time. When Sir Frank (Packer) sold the Daily and Sunday Telegraph to Rupert Murdoch in 1972, I lost my position as women's editor. Suddenly the phones stopped ringing. All the people who said they were my friends, I didn't hear from them. I was only in my 20's, and that was a sobering lesson to learn: how fleeting everything is, and how easily it can be taken away from you. So you never take yourself too seriously, you never think you're too important.
Barry Jones once said that Australia is the only country where the word 'academic' is a pejorative. The academic sector has a vibrant and practical role to play in this complex world of ours. Higher education and research are worthy of your much closer attention. Yes, we can be and should be the clever country. Our progress can be within the highest ethical and moral framework. But this will only happen if we place appropriate emphasis on education, research and innovation within a truly international framework.
Level 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will. Understand that they are very ambitious; but their ambition, first and foremost, is for the company's success. They realize that the most important step they must make to become a Level 5 leader is to subjugate their ego to the company's performance. When asked for interviews, these leaders will agree only if it's about the company and not about them.
No leader can possibly have all the answers . . . .The actual solutions about how best to meet the challenges of the moment have to be made by the people closest to the action. . . .The leader has to find the way to empower those frontline people, to challenge them, to provide them with the resources they need, and then to hold them accountable. As they struggle with . . . this challenge, the leader becomes their coach, teacher, and facilitator. Change how you define leadership, and you change how you run a company.
Looking at the championship-winning quarterbacks, Edwards remembered their particular talents: Jim McMahon: A great natural leader. Great ability. Great presence. For a guy who was supposed to be blind in one eye, he had as much vision as anyone I've ever seen. He'd know instinctively where he should turn and where he should throw the ball. He was never a problem on the field. He was kind of cocky, but that didn't bother me. He had such a quick delivery and such a natural ability. I told Chicago he'd win them a Super Bowl.
most of us persist in regarding leadership as synonymous with - indeed solely derived from - high position. Perhaps the notion of grass-roots leadership strikes us as too much of an oxymoron; confronted with apparent paradox, our imaginations fail. ... I believe that in the future, our ideas about the nature of leadership will undergo a radical transformation. As the instrumental use of knowledge continues to redefine the nature and purpose of organizations, we will begin to look at those on the front lines for leadership.
We all accuse Vladimir Putin of Cold War nostalgia, but Washington's elites - politicians and intellectuals - miss the old days as well. They wish for the world in which the United States was utterly dominant over its friends, its foes were to be shunned entirely, and the challenges were stark, moral, and vital. Today's world is messy and complicated. China is one of our biggest trading partners and our looming geopolitical rival. Russia is a surly spoiler, but it has a globalized middle class and has created ties in Europe.
Character in many ways is everything in leadership. It is made up of many things, but I would say character is really integrity. When you delegate something to a subordinate, for example, it is absolutely your responsibility, and he must understand this. You as a leader must take complete responsibility for what the subordinate does. I once said, as a sort of wisecrack, that leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.
Jesus said several times, “Come, follow me.” His was a program of “do what I do,” rather than “do what I say.” His innate brilliance would have permitted him to put on a dazzling display, but that would have left his followers far behind. He walked and worked with those he was to serve. His was not a long-distance leadership. He was not afraid of close friendships; he was not afraid that proximity to him would disappoint his followers. The leaven of true leadership cannot lift others unless we are with and serve those to be led.
We have feudal governments in a commercial age. It would be but an easy extension of our commercial system, to pay a private emperor a fee for services, as we pay an architect, an engineer, or a lawyer. If any man has talent for righting wrong, for administering difficult affairs, for counselling poor farmers how to turn their estates to good husbandry, for combining a hundred private enterprises to a general benefit, let him in the county- town, or in Court-street, put up his sign-board, Mr. Smith, Governor, Mr. Johnson, Working king.