A Quote by Ajay Piramal
I am humble enough to understand there are many people who know much more than I do on many subjects, so I listen to them. Integrity is also critical to leadership, so I believe there must always be alignment between what you think, say, and do.
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Hubris, arrogance, is just one step ahead of loss of integrity, because if you think you're better than other people, you know more, then you're going to think, as many leaders have, that the rules don't apply to them - so they lose their integrity.
I think, there are many people who are much smarter than I am, and many, many, many who are much harder-working than I am, but in terms of the range of my activities, they're unique.
Character in many ways is everything in leadership. It is made up of many things, but I would say character is really integrity. When you delegate something to a subordinate, for example, it is absolutely your responsibility, and he must understand this. You as a leader must take complete responsibility for what the subordinate does. I once said, as a sort of wisecrack, that leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well.
I am not a great believer in dialectical struggle. I am much more of a fusion person. I see it as a dialogue, or trialogue, or polylogue: many, many, many voices, going back a long way. The cultural picture is much more mutually enriching at many different levels, manufacturers...absolutely, design and calligraphy. It's an amazing amount of cross-interests between people.
My principles and core beliefs haven't changed in many years. You know, I don't change what I think with the wind just in order to perhaps attract more people. I am what I am, believe what I believe, and I say so.
You should be convinced of the authenticity of what you have, but you must also be humble enough to say that we don't know everything. And since we don't know everything, we must accept that another person may believe something else.
I should say tact was worth much more than wealth as a road to leadership.... I mean that subtle apprehension which teaches a person how to do and say the right thing at the right time. It coexists with very ordinary qualities, and yet many great geniuses are without it. Of all human qualities I consider it the most convenient--not always the highest; yet I would rather have it than many more shining qualities.
I think it's one of the nicest privileges as an actor is to know that you can move people in one moment, make them think about their lives, or make them laugh or make them cry or make them understand something. Or just make them feel something because I think so many of us, including myself, spend too much time not feeling enough, you know?
I always feel like I learn more from directors that are new, and I also am able to understand how much I really do know about filmmaking when you work with directors that maybe don't have as much experience, so you're able to sort of take the reins. I know how to do these movies, I've done so many of them and have learned from new directors who are usually willing to try new things and are more open to allowing someone like me to kind of come in and just do what I know how to do.
Someone who takes the time to understand their relationship with source, who actively seeks alignment with their broader perspective, who deliberately seeks and finds alignment with who-they-really -are, is more charismatic, more attractive, more effective, and more powerful than a group of millions who have not achieved this alignment.
You know so many documentaries now are very carefully scripted before you start, and then people are sort of put in chairs which are beautifully lit, and they tell their stories and you do that with another 10 people and you then construct a story from what they say. You do a sort of paper thing, and then you put some images in-between, and that's your film. And that's so not what I think is a good documentary. It can be so much more than that, it should be much more of an adventure and much more uncertain... like real things are.
I think many people knows what I am thinking. The whole world knows I am not seeking independence, therefore is many Tibetan disappointed, and also some of our supporters - many Indians, many Europeans, many Americans are also disappointed because I am not seeking independence.
I can say with great confidence that I was much more critical of the people I knew than of the people I didn't. Just because I know what they're capable of, so the bar is set so much higher for them - unfairly, frankly.
I think more and more people are starting to understand that you can't believe half of everything you read or what you see. There are so many information outlets that are available that it's almost too much, there is so much misinformation out there.
I know many Europeans and I think many of them don't even believe me when I say that people in US don't have vacations. Obviously a lot of people do but there are many, tens of millions of people that don't and there's certainly no guarantee of a vacation. So paid time off is very valuable where people know they could get four or five weeks vacation, which is absolutely standard in Europe. Denmark has 6 weeks. So I think that's something that's very valuable, giving people time off.
Three leaders must do: be seen, be heard, be there. One, let people know you are around. Two, connect the dots between purpose and work and listen, listen, listen. Three, be available to do whatever the organization needs you to do. That's leadership.
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