Quotes About Leadership

A leader should demonstrate his thoughts and opinions through his actions, not through his words: "He can never be happy until his people are happy." He stressed to them the importance of vision, goals, and a plan. "Without the vision of a goal, a man cannot manage his own life, much less the lives of others," he told them.

Fate did not hand Genghis Khan his destiny; he made it for himself.

Without the vision of a goal, a man cannot manage his own life, much less the lives of others," he told them.

At his death in 1241, she became the official regent. For the next ten years, until 1251, she and a small group of other women controlled the largest empire in world history.

Genghis Khan always honored his word. Those who surrendered suffered no harm, and he treated them well. In turn, he used this fair treatment as a means of encouraging other cities to surrender.

For the Mongols, the law was more a way of handling problems, creating unity, and preserving peace rather than just a tool for deciding guilt or administering punishment.

Jack Weatherford

Your people give their days (and sometimes their nights) to you. They give their hands, brains, and hearts. Sure, the company pays them. It fills their wallets. But as a leader, you need to fill their souls. You can do that by getting in their skin, by giving the work meaning, by clearing obstacles, and by demonstrating the generosity gene. And you can do it, perhaps most powerfully, by creating an environment that's exciting and enjoyable.

Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.

In my experience, an effective mission statement basically answers one question: How do we intend to win in this business?

RULE 2. Leaders make sure people not only see the vision, they live and breathe it.

as Google CEO Larry Page put it in his 2014 TED talk: "The main thing that has caused companies to fail, in my view, is that they missed the future.

At the end of the day, effective mission statements balance the possible and the impossible. They give people a clear sense of the direction to profitability and the inspiration to feel they are part of something big and important.

In real life, strategy is actually very straightforward. You pick a general direction and implement it like a hell.

The boss would be present at the beginning of each session, laying out the rationale for the Work-Out. He or she would also commit to two things: to give an on-the-spot yes or no to 75 percent of the recommendations that came out of the session, and to resolve the remaining 25 percent within thirty days. The boss would then disappear until the end of the session, so as not to stifle open discussion, returning only at the end to make good on his or her promise.*

leadership, very simply, is about two things:          1.   Truth and trust.          2.   Ceaselessly seeking the former, relentlessly building the latter.

Companies win when their managers make a clear and meaningful distinction between top- and bottom-performing businesses and people, when they cultivate the strong and cull the weak. Companies suffer when every business and person is treated equally and bets are sprinkled all around like rain on the ocean.

The only antidote is simplicity. The simplicity of leading through truth and trust. Ceaselessly seeking the former, relentlessly building the latter. In every decision, in every action. Truth is a determined pursuit, a personal and unquenchable fire, burning to know what is really happening inside the company and out.

Y, claro, todo esto nos lleva a la pregunta de qué es exactamente la alineación. La respuesta es misión, comportamientos y consecuencias.

From my days in the Pit, I learned that the game is all about fielding the best athletes. Whoever fielded the best team there won. Reuben Gutoff reinforced that it was no different in business. Winning teams come from differentiation, rewarding the best and removing the weakest, always fighting to raise the bar. I was lucky to get out of the pile and learn this my very first year at GE—the hard way, by nearly quitting the company.

People with big personalities can make very big targets of themselves.

Forget the arduous, intellectualized number crunching and data grinding that gurus say you have to go through to get strategy right. Forget the scenario planning, yearlong studies, and hundred-plus-page reports. They're time-consuming and expensive, and you just don't need them. In real life, strategy is actually very straightforward. You pick a general direction and implement like hell.

Look, anyone can manage for the short term—just keep squeezing the lemon. And anyone can manage for the long—just keep dreaming. You were made a leader because someone believed you could squeeze and dream at the same time.

I always follow 4E's wrapped in a 'P