Quotes About Leadership

Ser una empresa pequeña no tiene que acomplejarte. Cualquiera que dirija un negocio con futuro y que sea rentable, sea grande o pequeño, debería sentirse orgulloso de ello.

If you absolutely have to work on long-term projects, try to dedicate one day a week (or every two weeks) to small victories that generate enthusiasm. Small victories let you celebrate and release good news. And you want a steady stream of good news. When there's something new to announce every two weeks, you energize your team and give your customers something to be excited about.

Act like an actual business and you'll have a much better shot at succeeding.

You'll be doing your company more harm than good if you bring in talented people who have nothing important to do.

You need an environment where everyone feels safe enough to be honest when things get tough. You need to know how far you can push someone. You need to know what people really mean when they say something. So hire slowly. It's the only way to avoid winding up at a cocktail party of strangers.

The message should come from the top. The highest-ranking person available should take control in a forceful way. Spread the message far and wide. Use whatever megaphone you have. Don't try to sweep it under the rug. "No comment" is not an option. Apologize the way a real person would and explain what happened in detail. Honestly be concerned about the fate of your customers—then prove it.

It's so easy to say yes. Yes to another feature, yes to an overly optimistic deadline, yes to a mediocre design. Soon, the stack of things you've said yes to grows so tall you can't even see the things you should really be doing. Start getting into the habit of saying no—even to many of your best ideas. Use the power of no to get your priorities straight. You rarely regret saying no. But you often wind up regretting saying yes.

When you treat people like children, you get children's work. Yet that's exactly how a lot of companies and managers treat their employees. Employees need to ask permission before they can do anything. They need to get approval for every tiny expenditure.

there are times when nothing beats talking to your manager in person or sitting in a room with your colleagues, brainstorming

Say no by default If I'd listened to customers, I'd have given them a faster horse. —HENRY FORD It

you can't let your employees work from home out of fear they'll slack off without your supervision, you're a babysitter, not a manager.

Henry Ford learned of a process for turning wood scraps from the production of Model T's into charcoal briquets. He built a charcoal plant and Ford Charcoal was created (later renamed Kingsford Charcoal). Today, Kingsford is still the leading manufacturer of charcoal in America.

Siempre que puedas sustituye «vamos a pensárnoslo» por «decidámoslo». Comprométete a tomar decisiones. No esperes a que llegue la solución perfecta. Decide y sigue avanzando.

With a small team, you need people who are going to do work, not delegate work. Everyone's got to be producing. No one can be above the work.

Start by empowering everyone to make decisions on their own. If the company is full of people whom nobody trusts to make decisions without layers of managerial review, then the company is full of the wrong people.

right—premature hiring is the death of many companies.

It's much likelier to breed a culture of overwork if managers and owners are constantly putting in He-Man hours.

Yago would endure Hux just as Peavey had—because both men knew the general wouldn't last. He would undoubtedly succeed at destroying the remnants of the Resistance, and bask in the glory of that accomplishment for a time. But then the real challenges would begin. The First Order would have a restive galaxy to tame, one that had been plunged into chaos. And sooner or later, Hux would be undone, revealed as an incompetent officer and an intemperate leader.

Oleg won the assessment because he naturally thinks of himself and not the rest of his squad," he said. "Is that also the sign of a promising potential officer?

They had to reach out through coded channels to Snap Wexley, Jess Pava, and the other pilots Leia had sent to gather the New Republic's surviving commanders.

Lancaster says that the magic around a reinvention intervention is that the people involved in the process have a say but the establishment—the leadership—doesn't. "I was there as one member of a team wearing jeans and working alongside everyone else," says Lancaster, "not as a boss, owner, or CEO.

Lantech's reinvention intervention answers one of the most fundamental questions about embracing change: Whose idea wins? The answer, of course, is that the best idea should win—not the boss's idea, not the boss's kid's idea, not the strategy department's idea, not the old idea, not the competition's idea; only the best idea should win.

Lancaster takes us back to where we started, but with a brilliant twist. The test of intelligence is indeed the ability to hold two opposing thoughts in one's mind, appreciate both, and still function. But you don't have to be the be-all and end-all expert in your business at one side or the other. In fact, you can be the one who doesn't excel at either. You can be the one who appreciates both and creates the conditions for both sides to flourish.

in an effort to stop the bleeding, in one fell swoop Schultz closed one thousand underperforming stores, eliminated seven thousand positions, revised the business plan downward to numbers they could hit, and embraced radical change and began making a dizzying series of small bets.