Quotes About Leadership

Powerful Leaders have high expectations by faith that each day will be the first day of the rest of their life; what are you expecting?

Powerful Leaders passionately dream big and are intentional with the emotional tension that may try to block it; what's blocking your dream?

Powerful Leaders pursue a destiny rooted in relationships (Is that you?) not performance (Is that it?); what's in your destiny?

Powerful Leaders intentionally pursue their vocation of who they are not a career of what they do; what's calling you?

Powerful Leaders plan from the heart; 1st the WHY in their passion, 2nd the HOW it could unfold, 3rd the WHAT wins they will celebrate!

Powerful Leaders are intentional about not repeating history by always being open to the unprecedented; what's in your future?

The Big Truth is that principals work a million hours in the most primitive conditions and don't get paid a fraction of what they're worth."-Mrs. Marris

A team effort is a lot of people doing what I say

There was no real up-and-down structure, but merely a figure at the top and then everyone else scrambling for his attention. It wasn't task-based so much as response-oriented—whatever captured the boss's attention focused everybody's attention.

As Walsh saw it, Steve Bannon was running the Steve Bannon White House, Jared Kushner was running the Michael Bloomberg White House, and Reince Priebus was running the Paul Ryan White House. It was a 1970s video game, the white ball pinging back and forth in the black triangle.

There was something curiously aligned between the Trump family and MBS. Like the entire Saudi leadership, MBS had, practically speaking, no education. In the past, this had worked to limit the Saudi options—nobody was equipped to confidently explore new intellectual possibilities. As a consequence, everybody was wary of trying to get them to imagine change. But MBS and Trump were on pretty much equal footing. Knowing little made them oddly comfortable with each other.

Let Jordan take the West Bank, let Egypt take Gaza. Let them deal with it. Or sink trying. The Saudis are on the brink, Egyptians are on the brink, all scared to death of Persia . . . Yemen, Sinai, Libya . . . this thing is bad. . . . That's why Russia is so key. . . . Is Russia that bad? They're bad guys. But the world is full of bad guys." Bannon offered all this with something like ebullience—a man remaking the world.

Bannon, Kushner, Conway, and the president's daughter actually had no specific responsibilities—they could make it up as they went along. They did what they wanted.

A close Trump friend who was also a good Bill Clinton friend found them eerily similar—except that Clinton had a respectable front and Trump did not.

They were all concerned that Trump did not understand what he was up against. That there was simply not enough method to his madness.

it confirmed Bannon's worst fear: Trump, in his true heart, was a marshmallow.

And it was not only calls from friends worried about him, but staffers calling people to call him and say Simmer down. "Who do you have in there?" said Joe Scarborough in a frantic call. "Who's the person you trust? Jared? Who can talk you through this stuff before you decided to act on it?" "Well," said the president, "you won't like the answer, but the answer is me. Me. I talk to myself.

Chaos was Steve's strategy," said Walsh.

there was another rationalization: Trump was "inspirational not operational.

Trump usually avoided: he had no interest in personnel problems, since they put the emphasis on other people.

Here was a perfect example of an essential Trump paradigm: he acceded to anyone who seemed to know more about any issue he didn't care about, or simply one whose details he couldn't bring himself to focus on closely. Great! he would say, punctuating every statement with a similar exclamation and regularly making an effort to jump from his chair. On the spot, Trump eagerly agreed to let Ryan run the health care bill and to make Price the Health and Human Services secretary.

This was his fundamental innovation in governing: regular, uncontrolled bursts of anger and spleen.

Jim Baker, chief of staff for both Ronald Reagan and George H. W. Bush and almost everybody's model for managing the West Wing, advised Priebus not to take the job.

Who can talk you through this stuff before you decided to act on it?" "Well," said the president, "you won't like the answer, but the answer is me. Me. I talk to myself.