Quotes About Leadership

He glanced at his admiral, that man so far removed from his own lowly rank that he might have been a god, and found Sir Graham smiling at him. The admiral winked. "Cheer up, Mr. Marshall, I have not even begun to work you yet!

Outnumbered? What about Le Favre, that little maggot in command of the French frigate? Where was he durin' all this?" Morgan shrugged. "Bolted as soon as things got hot." "Bolted, did he? When I catch up to him he's goin' to wish his arse had been blistered in butter and set afire.

Nepotism is the lowest and least imaginative form of corruption.

Are you a politician? I hate politicians, he said. And, in any case, there's no such thing anymore: only sycophants and dissidents.

He is not a leader, he is just a Liberal (on Josh Frydenberg)

Some don't like to see this (vaccination rollout) as a race but a race it surely is. What I didn't know was that [NSW] Premier [Gladys] Berejiklian's in a sprint while the rest of us are supposed to do some sort of egg and spoon thing.

We're heading towards being one of the most vaccinated places in the world - and I couldn't be prouder.

The Taliban cannot militarily defeat us—but we can defeat ourselves.

Know the enemy and know yourself; in a hundred battles you will never be in peril" We failed on both counts. I know I sure did. As generals, we did not know our enemy—never pinned him down, never focused our efforts, and got all too good at making new opponents before we'd handled the old ones.

Schoomaker's reorganization went beyond the line-and-block charts. He demanded, and got, authority to re-equip the force wholesale. In SOF, the leadership has long enjoyed independent procurement authority not tied to the slow, cumbersome acquisition laws that often make it hard to get a new tank or even a new pistol in less than a decade. Schoomaker asked for similar authority for the conventional forces. He got most of what he asked for.

the military started the campaigns by turning off the personnel system

We must depend upon the Boy Scout Movement to produce the MEN of the future.

You know the phrase 'Don't shoot the messenger'?" Edmondson says. "In fact, it's not enough to not shoot them. You have to hug the messenger and let them know how much you need that feedback. That way you can be sure that they feel safe enough to tell you the truth next time.

The goal needs to be to get the team right, get them moving in the right direction, and get them to see where they are making mistakes and where they are succeeding.

Jack Zenger and Joseph Folkman, who run a leadership consultancy, analyzed 3,492 participants in a manager development program and found that the most effective listeners do four things: 1. They interact in ways that make the other person feel safe and supported 2. They take a helping, cooperative stance 3. They occasionally ask questions that gently and constructively challenge old assumptions 4. They make occasional suggestions to open up alternative paths

Give a mediocre idea to a good team, and they'll find a way to make it better. The goal needs to be to get the team right, get them moving in the right direction, and get them to see where they are making mistakes and where they are succeeding.

A lot of coaches can yell or be nice, but what Pop does is different," says assistant coach Chip Engelland. "He delivers two things over and over: He'll tell you the truth, with no bullshit, and then he'll love you to death.

We have a place in our brain that's always worried about what people think of us, especially higher-ups. As far as our brain is concerned, if our social system rejects us, we could die. Given that our sense of danger is so natural and automatic, organizations have to do some pretty special things to overcome that natural trigger.

Creative skills, on the other hand, are about empowering a group to do the hard work of building something that has never existed before.

Whenever Abrashoff received a suggestion he felt was immediately implementable, he announced the change over the ship's intercom, giving credit to the idea's originator. Over the next three years, on the strength of this and other measures (which are detailed in Abrashoff's book It's Your Ship), the Benfold rose to become one of the navy's highest-ranked ships.

1.º, los clientes; 2.º, los empleados; 3.º, la comunidad, y 4.º, los accionistas de la compañía.

veteran Navy SEALs commander puts it this way: "Your face is like a door: It can be closed or open. You want to make sure you keep the door open.

Many leaders of high-proficiency groups focus on creating priorities, naming keystone behaviors, and flooding the environment with heuristics that link the two.

Spotlight Your Fallibility Early On—Especially If You're a Leader: In any interaction, we have a natural tendency to try to hide our weaknesses and appear competent. If you want to create safety, this is exactly the wrong move. Instead, you should open up, show you make mistakes, and invite input with simple phrases like "This is just my two cents." "Of course, I could be wrong here." "What am I missing?" "What do you think?