Quotes About Leadership

Popular assemblies are frequently foolish in their contrivance, and weak in their execution; but generally mean to do the thing that is right and just.

The great leaders are like the best conductors - they reach beyond the notes to reach the magic in the players.

The leader who exercises power with honor will work from the inside out, starting with himself.

The great leaders are like hte best conductors; they reach beyond the notes to reach the magic in the players.

I thought hard about taking stock on the Labour Party's 120th anniversary. It's not as if my advice is particularly welcome to today's party. But then it occurred to me that there are only two people born in the last 120 years who have actually won an election for Labour. And alas Harold Wilson is long gone.

The thing always is to go to where people really are and what they're really feeling about life. And then politics is about listening and it's about leading. You know, you've got to listen but you've also got to lead.

Ask me my three main priorities for government, and I tell you: education, education and education.

I can stand here today, leader of the Labour Party, Prime Minister, and say to the British people: you have never had it so ... prudent.

There was no way of uniting the country over Brexit. Britain is deeply divided over it. Now that Brexit will happen, we must make the best of it and the country must come together.

We became complacent; we became the managers of the status quo, not the change makers, and we've got to renew the center.

If I ran the world--and God knows I could do a better job of it than the yahoos doing it now--any leader who sent troops off to fight would have to march at the head of the ranks. That would bring about world peace in four weeks.

Being in the army is like being in the Boy Scouts, except that the Boy Scouts have adult supervision.

Once you learn to think like the people with the checkbook, you're one step closer to success.

It's not my job to dream your dreams. It's my job to make your dreams become a reality.

I feel rather sad about politics,' she [Eleanor Roosevelt] wrote Isabella, 'there are so many who are out for themselves and not for the good of the country in both parties and conditions are so unsettled that we need a really fine leader.

Anything that keeps a politician humble is healthy for democracy.

Without initiative, leaders are simply workers in leadership positions.

A good leader is one who can tell another how to reach his or her potential a great leader is one who can help another discover this potential for him or herself.

They were also interested in being great at what they did, creating a great place to work, providing great service to customers, having great relationships with their suppliers, making great contributions to the communities they lived and worked in, and finding great ways to lead their lives.

These companies were searching for something indefinable and immeasurable, something that went beyond the standard definitions of success in business, something that could easily be lost unless it was protected against the homogenizing influences brought to bear on every company. I call that quality mojo. (See the introduction.) If you are not involved in helping to generate mojo, you have nothing to contribute except, perhaps, capital, and the capital usually comes at too high a price.

If you want a company that cares, you need people who care, and they need to be motivated by more than money.

In addition to having the right people on board, you need to keep the bus in good running condition. That may seem obvious, but you'd be surprised how many companies with wonderful intentions trip themselves up by having poor internal communications, or bad coordination between departments, or inadequate follow-through on decisions, or any of a thousand other fundamental management issues that can negate all the positive initiatives those companies undertake.

but you can't attract them, let alone hold on to them, unless they have room to grow. That is, in fact, why many owners wind up putting their companies on a path of aggressive growth, even if they themselves might prefer to rein it in.

The CEOs of our small giants had all faced the same issue. One way or another, they had to keep their best people engaged and challenged or run the risk of losing them. In most cases, the answer had been a kind of controlled growth that preserved the company's culture while creating new opportunities for employees.