Quotes About Leadership

Coolidge had ladled out his share of mockery, especially in college, but could see now that attack politics yielded poor results. The best way to win was to stick to the issues and forgo any personal attacks or name-calling. Civility would be his rule from now on. He would try it out in his next campaign, for the office of state representative in Boston.

The big question about the American depression is not whether war with Germany and Japan ended it. It is why the Depression lasted until that war. From 1929 to 1940, from Hoover to Roosevelt, government intervention helped to make the Depression Great.

Most presidents place faith in action; the modern presidency is perpetual motion. Coolidge made virtue of inaction.

Once, on a walk with the president, Senator Selden Spencer of Missouri tried to cheer Coolidge by pointing to the White House and asking, in a joking tone, who might live there. "Nobody," Coolidge replied, "they just come and go.

It is difficult for men in high office to avoid the malady of self-delusion. They are always surrounded by worshipers. They are constantly, and for the most part sincerely, assured of their greatness.

It is much more important to kill bad bills than to pass good ones. -Calvin Coolidge

First find the man in yourself if you will inspire manliness in others.

Whoever in a state knows how to form wisely the manners and men and to rule them at home and in war, by excellent institutions, him in the first place above all others I should esteem worthy of honor.

He should have added the old truism that in war millions of young men butcher millions of other young men who have done them no harm and whom they have never met—all on behalf of a few old men who know one another only too well. *

MacArthur suffered an extreme case of very common afflictions. He allowed optimism to cloud his assessment of facts, discounted evidence that contradicted his prior beliefs, and built a team around him that discouraged dissent

Fewer longtermers means more rookies. In the 103rd Congress (1993–1995), one of the highest turnover periods, 11 of 19 House Intelligence Committee members and 7 of 17 Senate Intelligence Committee members were serving for the first time.

Hierarchy (or, more specifically, the fear it creates when not handled well) reduces psychological safety.

People sit in a circle, with the intention of de-emphasizing hierarchies and instead encouraging what's called "a leader in every chair."34 To create the mindfulness and focus conducive to an environment where everyone collaborates and contributes, meetings begin with a minute of silence.

Many managers confuse setting high standards with good management.

Cheating and covering up are natural by-products of a top-down culture that does not accept "no" or "it can't be done" for an answer. But combining this culture with a belief that a brilliant strategy formulated in the past will hold indefinitely into the future becomes a certain recipe for failure.

In one study investigating employee experiences with speaking up, 85% of respondents reported at least one occasion when they felt unable to raise a concern with their bosses, even though they believed the issue was important.

failure of an employee to speak up in a crucial moment cannot be seen. This is true whether that employee is on the front lines of customer service or sitting next to you in the executive board room. And because not offering an idea is an invisible act, it's hard to engage in real-time course correction. This means that psychologically safe workplaces have a powerful advantage in competitive industries.

Leadership at its core is about harnessing others' efforts to achieve something no one can achieve alone.

What I have found in similar settings is that good leadership (for instance, on the part of head nurses who demonstrate a commitment to safety and to openness), together with a clear, shared understanding that the work is complex and interdependent, can help groups build psychological safety, which in turn enables the candor that is so essential to ensuring the quality of patient care in modern hospitals.

We work hard at X to make it safe to fail. Teams kill their ideas as soon as the evidence is on the table because they're rewarded for it. They get applause from their peers. Hugs and high fives from their manager, me in particular. They get promoted for it. We have bonused every single person on teams that ended their projects, from teams as small as two to teams of more than 30.48

Sullenberger later wrote about [air traffic controller] Harten, "his words let me know that he understood that these hard choices were mine to make, and it wasn't going to help if he tried to dictate a plan to me.

What I hope is clear at this point is that you don't have to be the boss to be a leader. The leader's job is to create and nurture the culture we all need to do our best work. And so anytime you play a role in doing that, you are exercising leadership.

They concluded, "psychological safety was far and away the most important of the five dynamics we found."10 Other behaviors were also important, such as setting clear goals and reinforcing mutual accountability, but unless team members felt psychologically safe, the other behaviors were insufficient.

We now know that psychological safety emerges as a property of a group, and that groups in organizations tend to have very interpersonal climates. Even in a company with a strong corporate culture, you will find pockets of both high and low psychological safety. Take, for instance, the hospital where Christina works.